1
General........................................................................................................................................................................ 2
Jex and Britt - Chapter 5 - OCB................................................................................................................... 2
Jex and Britt - Chapter 6 - CWB..................................................................................................................4
Deviant Behavior at the Workplace................................................................................................................... 7
Marcus - Antecedents of Counterproductive Behavior at Work....................................................... 7
Robinson - Monkey See, Money Do: The Influence of Workgroups on the Antisocial
Behavior of Employees.................................................................................................................................10
Mackey - A Meta-analysis of Interpersonal and Organizational Workplace Deviance
Research............................................................................................................................................................10
Organizational Justice.......................................................................................................................................... 12
Adamovic - Organizational Justice Research........................................................................................ 12
Whistle-Blowers................................................................................................................................................... 17
Near - What Should Managers Know About Whistleblowing.......................................................17
, 2
General
Jex and Britt - Chapter 5 - OCB
Organizational Citizenship Behavior
● A form of productive behavior. OCB refers to behaviors that are not part of employees’
formal job descriptions or behaviors for which employees are not formally rewarded.
They are believed to enhance the effectiveness of groups and organizations.
● OCB in organizations can be categorized into 5 different types.
○ Altruism: Prosocial behavior.
○ Courtesy: Behaviors that reflect basic consideration for others.
○ Sportsmanship: Typically exhibited by not engaging in certain forms of
behaviors, such as complaining about problems or minor inconveniences.
○ Conscientiousness: Involves being a good citizen in the workplace.
○ Civic Virtue: Target is the organization not individuals. Attending a charitable
function hosted by the organization.
● OCB can be organized in another way by distinguishing between OCB-I (individual) and
OCB-O (organization).
● OCB can either be separated or used for coming up with a total score across the
different sub-dimensions.
Reasons for OCB
1. The primary determinant is positive affect, typically in the form of job satisfaction. A
positive mood increases the frequency of helping and of other forms of spontaneous
prosocial behavior. Positive mood and helping behavior are mutually reinforcing.
2. Cognitive evaluations of the fairness of employees’ treatment by an organization. if
employees perceive that the organization is treating them fairly or justly then they're
likely to reciprocate the organization by engaging in OCB. The best predictor of OCB
was interactional justice → the manner in which supervisors treat employees as they
carry out organizational policies and procedures. Other studies have found that
procedural justice is a better predictor of OCB than is distributive justice.
3. Certain personality traits predisposed individuals to engage in OCB.
● There were three main reasons, however, there are other factors that have been
proposed to explain the performance of OCB although none of these has received
extensive empirical scrutiny.
● The figure below shows a meta-analysis of 55 studies. The results suggest that job
satisfaction and perceived fairness were correlated with OCB at approximately the
same magnitude.
, 3
Special Issues in OCB Research
● Researchers have largely operated under the assumption that OCB has a causal impact
on group and organizational effectiveness. However, it is also possible that the
direction of causality could be reversed.
○ Findings support the argument that OCBs result in higher levels of unit
performance.
● Validity of the OCB concept itself. Many employees view many OCB activities as a part
of their formal role responsibilities. Therefore, it is becoming increasingly questionable
that, in performing their day-to-day activities and employees make the job descriptive
versus non-job descriptive distinctions on which OCB is based
○ Employees were more likely to classify OCB as in-role behaviors when they
reported the high levels of both job satisfaction and affective organizational
commitment.
○ While a study found that inducing a positive mood state had no impact on
classification of OCB. Another study found that subjects who experienced
negative mood induction procedure classified fewer of the OCBs as being part of
their regular roles compared to those with positive or neutral mood conditions.
● Whether employees really engage OCB without the expectation that such behaviors
will be rewarded. Recent evidence suggests that this assumption may be rather
questionable.
○ When OCB is performed with expectation of future rewards it then becomes a
form of impression management rather than truly altruistic behavior. OCB is
most likely to be used as an impression management tool when it is highly
visible to others, particularly those responsible for the dispensation of rewards.
● Whether OCB will remain a viable concept in the workplace of the future, since
organizations have been moving away from formal job descriptions.
General........................................................................................................................................................................ 2
Jex and Britt - Chapter 5 - OCB................................................................................................................... 2
Jex and Britt - Chapter 6 - CWB..................................................................................................................4
Deviant Behavior at the Workplace................................................................................................................... 7
Marcus - Antecedents of Counterproductive Behavior at Work....................................................... 7
Robinson - Monkey See, Money Do: The Influence of Workgroups on the Antisocial
Behavior of Employees.................................................................................................................................10
Mackey - A Meta-analysis of Interpersonal and Organizational Workplace Deviance
Research............................................................................................................................................................10
Organizational Justice.......................................................................................................................................... 12
Adamovic - Organizational Justice Research........................................................................................ 12
Whistle-Blowers................................................................................................................................................... 17
Near - What Should Managers Know About Whistleblowing.......................................................17
, 2
General
Jex and Britt - Chapter 5 - OCB
Organizational Citizenship Behavior
● A form of productive behavior. OCB refers to behaviors that are not part of employees’
formal job descriptions or behaviors for which employees are not formally rewarded.
They are believed to enhance the effectiveness of groups and organizations.
● OCB in organizations can be categorized into 5 different types.
○ Altruism: Prosocial behavior.
○ Courtesy: Behaviors that reflect basic consideration for others.
○ Sportsmanship: Typically exhibited by not engaging in certain forms of
behaviors, such as complaining about problems or minor inconveniences.
○ Conscientiousness: Involves being a good citizen in the workplace.
○ Civic Virtue: Target is the organization not individuals. Attending a charitable
function hosted by the organization.
● OCB can be organized in another way by distinguishing between OCB-I (individual) and
OCB-O (organization).
● OCB can either be separated or used for coming up with a total score across the
different sub-dimensions.
Reasons for OCB
1. The primary determinant is positive affect, typically in the form of job satisfaction. A
positive mood increases the frequency of helping and of other forms of spontaneous
prosocial behavior. Positive mood and helping behavior are mutually reinforcing.
2. Cognitive evaluations of the fairness of employees’ treatment by an organization. if
employees perceive that the organization is treating them fairly or justly then they're
likely to reciprocate the organization by engaging in OCB. The best predictor of OCB
was interactional justice → the manner in which supervisors treat employees as they
carry out organizational policies and procedures. Other studies have found that
procedural justice is a better predictor of OCB than is distributive justice.
3. Certain personality traits predisposed individuals to engage in OCB.
● There were three main reasons, however, there are other factors that have been
proposed to explain the performance of OCB although none of these has received
extensive empirical scrutiny.
● The figure below shows a meta-analysis of 55 studies. The results suggest that job
satisfaction and perceived fairness were correlated with OCB at approximately the
same magnitude.
, 3
Special Issues in OCB Research
● Researchers have largely operated under the assumption that OCB has a causal impact
on group and organizational effectiveness. However, it is also possible that the
direction of causality could be reversed.
○ Findings support the argument that OCBs result in higher levels of unit
performance.
● Validity of the OCB concept itself. Many employees view many OCB activities as a part
of their formal role responsibilities. Therefore, it is becoming increasingly questionable
that, in performing their day-to-day activities and employees make the job descriptive
versus non-job descriptive distinctions on which OCB is based
○ Employees were more likely to classify OCB as in-role behaviors when they
reported the high levels of both job satisfaction and affective organizational
commitment.
○ While a study found that inducing a positive mood state had no impact on
classification of OCB. Another study found that subjects who experienced
negative mood induction procedure classified fewer of the OCBs as being part of
their regular roles compared to those with positive or neutral mood conditions.
● Whether employees really engage OCB without the expectation that such behaviors
will be rewarded. Recent evidence suggests that this assumption may be rather
questionable.
○ When OCB is performed with expectation of future rewards it then becomes a
form of impression management rather than truly altruistic behavior. OCB is
most likely to be used as an impression management tool when it is highly
visible to others, particularly those responsible for the dispensation of rewards.
● Whether OCB will remain a viable concept in the workplace of the future, since
organizations have been moving away from formal job descriptions.
