The Effects of Organization Citizenship Behavior on Performance Judgments: A Field Study and a Laboratory Experiment
Document Type
Article
Publication Date
4-1998
Keywords
OCB, Performance judgement, Reward recommendation
Digital Object Identifier (DOI)
https://doi.org/10.1037/0021-9010.83.2.247
Abstract
The process linking organizational citizenship behavior (OCB) with performance judgments was investigated in a field and a laboratory study. In the field study, managers rated the task performance and OCB of 148 subordinates. In the laboratory research, 136 students viewed and rated videotaped segments of teaching performance that demonstrated either high or low task performance and high or low OCB. In both studies, liking and perceived affective commitment mediated the relationship between OCB and overall evaluation. Liking also mediated the relationship between OCB and reward recommendations. Further, the field study indicated that the causal motive attributed by the manager for the employee's OCB mediated the relationship between OCB and overall evaluation.
Rights Information
Was this content written or created while at USF?
Yes
Citation / Publisher Attribution
Journal of Applied Psychology, v. 83, no. 2, p. 247-260
Scholar Commons Citation
Allen, Tammy D. and Rush, Michael C., "The Effects of Organization Citizenship Behavior on Performance Judgments: A Field Study and a Laboratory Experiment" (1998). Psychology Faculty Publications. 70.
https://digitalcommons.usf.edu/psy_facpub/70
