Organization Citizenship Behavior: Notion of Social Exchange Theory
Abstract
Purpose: Employee-organization relationship has been one of the main interesting and debatable constructs in discussion of organizational behavior. This study attempts to propose possible antecedents through which not only this relationship could be enhanced but also provide insights for factors to bring voluntary activities among employees to carry out extra duties for organizational wellbeing. Based on the notion of Social Exchange theory (SET), the paper attempts to highlight the organizational and individuals factors that could act as key mechanisms for leading towards organizational citizenship behavior. Therefore, based on the existing literature, the association among variables has been established along with which a conceptual model is proposed and conclusions stating the possible future directions for testing of the model are presented.
Downloads
Article Analytics Summary
References
Blau, P. (1964). Power and exchange in social life. NY: John Wiley & Sons.
Carmeli, A., &Josman, Z. E. (2009).The relationship among emotional intelligence, task performance, and organizational citizenship behaviors.Human performance, 19(4).403-419. DOI: https://doi.org/10.1207/s15327043hup1904_5
Cavanagh, J., Fisher, R., Francis, M., &Gapp, R. (2012).Linking nurses' attitudes and behaviors to organizational values: Implications for human resource management.Journal of Management & Organization, 18(05), 673-684. DOI: https://doi.org/10.5172/jmo.2012.18.5.673
Chelagat, L., Chepkwony, P. K., &Kemboi, A. (2015).Effect of organizational citizenship behavior on employee performance in banking sector, Nairobi County, Kenya.International Journal of Business, Humanities and Technology, 5(4), 55-61.
Chen, Z. X., & Francesco, A. M. (2003).The relationship between the three components of commitment and employee performance in China.Journal ofVocational Behavior, 62(3), 490-510. DOI: https://doi.org/10.1016/S0001-8791(02)00064-7
Chen, S. Y., Wu, W. C., Chang, C. S., Lin, C. T., Kung, J. Y., Weng, H. C., ... & Lee, S. I. (2015). Organizational justice, trust, and identification and their effects on organizational commitment in hospital nursing staff.BMC Health Services Research, 15(1), 1-17. DOI: https://doi.org/10.1186/s12913-015-1016-8
Chu, C. I., Lee, M. S., & Hsu, H. M. (2006).The impact of social support and job stress on public health nurses' organizational citizenship behaviors in rural Taiwan.Public Health Nursing, 23(6), 496-505. DOI: https://doi.org/10.1111/j.1525-1446.2006.00599.x
Copanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management,31(6).874-900. DOI: https://doi.org/10.1177/0149206305279602
Deal, T., & Kennedy, A. (1982). Corporate cultures. Reading, MA: Addison-Wesley
Farh, J.-L., Earley, P. C., & Lin, S.-C. (1997). Impetus for action: A cultural analysis of justice and organizational citizenship behaviour in Chinese society.Administrative Science Quarterly, 42, 421–444 DOI: https://doi.org/10.2307/2393733
Gadot, V. E. (2007). Redrawing the boundaries of OCB? An empirical examination of compulsory extra-role behavior in the workplace.Journal of Business and Psychology, 21(3), 377-405. DOI: https://doi.org/10.1007/s10869-006-9034-5
Golestaneh, S. M. (2014). The relationship between psychological capital and organizational citizenship behavior.Management and Administrative Sciences Review, 3(7), 1165-1173.
Halbesleben, J. R., & Bowler, W. M. (2007). Emotional exhaustion and job performance: The mediating role of motivation. Journal of Applied Psychology, 92(1), 93-106. DOI: https://doi.org/10.1037/0021-9010.92.1.93
Kalay, F. (2016). The impact of organizational justice on employee performance: A survey in Turkey and Turkish context. International Journal of Human Resource Studies, 6(1), 1-20 DOI: https://doi.org/10.5296/ijhrs.v6i1.8854
Kashif, M., Khan, Y., & Rafi, M. (2011).An exploration of the determinants of OCB in the telecommunication sector of Pakistan.Asian journal of Business Management, 3(2), 91-97.
Khan, S. I., Mahmood, A., Kanwal, S., & Latif, Y. (2015). How perceived supervisor support effects workplace deviance? Mediating role of perceived organizational support.Pakistan Journal of Commerce and Social Sciences, 9(3), 940-967.
Konovsky, M. A. (2000). Understanding procedural justice and its impact on business organizations.Journal of Management, 26(3), 489-513. DOI: https://doi.org/10.1177/014920630002600306
Kraemer, S. (2008).The whistleblower in the workplace: The influence of the personal characteristics of individuals who have blown the whistle in one Australian context. Retrieved from http://ro.ecu.edu.au/theses/229 (Retrieved on February 27, 2017)
Kumar, R., Ahmed, J., Shaikh, B. T., Hafeez, R., &Hafeez, A. (2013). Job satisfaction among public health professionals working in public sector: A cross sectional study from Pakistan. Human Resources for Health, 11(2), 1-5. DOI: https://doi.org/10.1186/1478-4491-11-2
Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. Research in personnel and human resources management, 15, 47-120.
Liang, S. K., Ling, H. C., & Hsieh, S. Y. (2007). The mediating effects of leader-member exchange quality to influence the relationships between paternalistic leadership and organizational citizenship behaviors. Journal of American Academy of Business, 10(2), 127-137.
Luthans, F., & Youssef, C. M. (2004). Human, social, and now positive psychological capital management: Investing in people for competitive advantage. Organizational Dynamics, 33, 143-160. DOI: https://doi.org/10.1016/j.orgdyn.2004.01.003
Mohanty, J., &Rath, B. P. (2012). Influence of organizational culture on organizational citizenship behavior: A three-sector study. Global Journal of Business Research, 6(1), 65-76.
Moliner, C., Martínez-Tur, V., Ramos, J., Peiró, J., &Cropanzano, J. (2008). Organizational justice and extrarole customer service: The mediating role of well-being at work. European Journal of Work and Organizational Psychology, 17(3), 327-348. DOI: https://doi.org/10.1080/13594320701743616
Murphy, G., Athanasou, J., & King, N. (2002). Job satisfaction and organizational citizenship behaviour: A study of Australian human-service professionals. Journal of Managerial Psychology, 17(4), 287-297. DOI: https://doi.org/10.1108/02683940210428092
Nayeri, N, D., Nazari A, A., Salsali, M., & Ahmadi, F. (2005). Iranian staff nurses' views of their productivity and human resource factors improving and impeding it: A qualitative study. Human Resources for Health, 3(9), 1-11. DOI: https://doi.org/10.1186/1478-4491-3-9
Organ, D. (1988).Organizational citizenship behavior: The good soldier syndrome. Virginia: Lexington Books.
Ouchi, W., & Wilkins, A. (1985).Organizational culture.In R. Turner (Ed.), Annual review of sociology, 11,457-483. Palo Alto, CA: Annual Reviews DOI: https://doi.org/10.1146/annurev.so.11.080185.002325
Öztürk, F. (2010).Determinants of organizational citizenship behavior among knowledge workers: The role of job characteristics, job satisfaction, and organizational commitment (Unpublished Doctoral dissertation), Middle East Technical University, Turkey.
Pearce, J., &Gregersen, H. (1991). Task interdependence and extra role behavior: A test of the mediating effects of felt responsibility. Journal of Applied Psychology, 76(6), 838-844. DOI: https://doi.org/10.1037/0021-9010.76.6.838
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141. DOI: https://doi.org/10.1037/a0013079
Reis, D. L. et al. (2007). Emotional intelligence predicts individual differences in social exchange reasoning. NeuroImage, 35(3), 1385-1391. DOI: https://doi.org/10.1016/j.neuroimage.2006.12.045
Rousseau, D. M. (1995).Psychological contracts in organizations: Understanding written and unwritten agreements. CA: Sage DOI: https://doi.org/10.4135/9781452231594
Salovey, P., & Mayer, J. (1990).Emotional intelligence.Imagination, cognition, and personality, 9(3), 185-211. DOI: https://doi.org/10.2190/DUGG-P24E-52WK-6CDG
Schein, E. (1990). Organizational culture.AmericanPsychologist, 45(2), 109-119. DOI: https://doi.org/10.1037/0003-066X.45.2.109
Schneider, B., Ehrhart, M. G., Mayer, D. M., Saltz, J. L., & Niles-Jolly, K. (2005). Understanding organization-customer links in service settings. Academy of Management Journal, 48(6), 1017-1032. DOI: https://doi.org/10.5465/amj.2005.19573107
Subramanian, I. D., & Yen, C. L. (2013). Emotional intelligence of leaders and organizational evidence from IT companies in Malaysia. Journal of Business Management, 7(11), 882-890.
Taamneh, A. (2015). The impact of practicing interactional justice on employees organizational citizenship behavior (OCB) in the Jordanian ministry of justice. European Journal of Business and Management, 7(8).170-180.
Turner, L. (2004). Emotional intelligence --- Our intangible asset?Chartered Accountants Journal of New Zealand, 83(3), 29-31.
Wang, H., Liu, X., Luo, H., Ma, B., & Liu, S. (2016). Linking procedural justice with employees work outcomes in China: The mediating role of job security.Social Indicators Research, 125(1), 77-88. DOI: https://doi.org/10.1007/s11205-014-0828-y
Wikhamn, W., & Hall, A. T. (2012).Social exchange in a Swedish work environment.International Journal of Business and Social Science, 3(23), 56-64.
Yousaf, A., & Sanders, K. (2012). The role of job satisfaction and self-efficacy as mediating mechanisms in the employability and affective organizational commitment relationship: A case from a Pakistani university. Thunderbird International Business Review, 54(6), 907-919. DOI: https://doi.org/10.1002/tie.21511
Zhang, G., Lee, G., & Zou, X. (2010).The mediating role of procedural justice between participation in decision-making and organizational citizenship behavior: An empirical study about Skeleton Government Civilian in China. Psychology, 1(4), 300-304. DOI: https://doi.org/10.4236/psych.2010.14039
CSRC Publishing and JBSEE adhere to Creative Commons Attribution-Non Commercial 4.0 International License. The authors submitting and publishing in JBSEE agree to the copyright policy under creative common license 4.0 (Attribution-Non Commercial 4.0 International). Under this license, the authors published in JBSEE retain the copyright including publishing rights of their scholarly work and agree to let others remix, tweak, and build upon their work non-commercially. All other authors using the content of SBSEE are required to cite author(s) and publisher in their work. CSRC Publishing and JBSEE follow an Open Access Policy for copyright and licensing.
