Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis.
verifiedrich profile · Journal of Applied Psychology · 2009
Podsakoff, Nathan P.; Whiting, Steven W.; Podsakoff, Philip M.; Blume, Brian D.
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
helping behavior → turnover intention
organizational citizenship behavior ocb → task performance
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
helping behavior predicts task performance
helping behavior predicts turnover intention
organizational citizenship behavior ocb correlates task performance
In the authors’ words
The article’s own abstract.
Although one of the main reasons for the interest in organizational citizenship behaviors (OCBs) is the potential consequences of these behaviors, no study has been reported that summarizes the research regarding the relationships between OCBs and their outcomes. Therefore, the purpose of this study is to provide a meta-analytic examination of the relationships between OCBs and a variety of individual- and organizational-level outcomes. Results, based on 168 independent samples (N = 51,235 individuals), indicated that OCBs are related to a number of individual-level outcomes, including managerial ratings of employee performance, reward allocation decisions, and a variety of withdrawal-related criteria (e.g., employee turnover intentions, actual turnover, and absenteeism). In addition, OCBs were found to be related (k = 38; N = 3,611 units) to a number of organizational-level outcomes (e.g., productivity, efficiency, reduced costs, customer satisfaction, and unit-level turnover). Of interest, somewhat stronger relationships were observed between OCBs and unit-level performance measures in longitudinal studies than in cross-sectional studies, providing some evidence that OCBs are causally related to these criteria. The implications of these findings for both researchers and practitioners are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
supports “Helping behavior at work refers to an affiliative and promotive behavior that aims to support recipients with work-related problems [1], and is therefore assumed to facilitate employee task performance [2].”
supports “This is because extra-role behaviors such as OCBs are positively associated with task performance, organizational productivity, efficiency, and customer satisfaction (Hoffman et al., 2007; Podsakoff et al., 2009).”
supports “This is because extra-role behaviors such as OCBs are positively associated with task performance, organizational productivity, efficiency, and customer satisfaction (Hoffman et al., 2007; Podsakoff et al., 2009).”
supports “The research interest in them is rooted in the fact that OCB and its associated phenomena affect role behavior and work performance, cost reduction [8] and employees’ adaptation to organizational changes [9], etc.”
supports “…such as voluntarily teaching, training, or otherwise intellectually benefitting co-workers, this provides another pathway for arguing that it enhances job performance, because organizational citizenship behavior is known to relate positively to team-level job performance (Podsakoff et al. 2009).”
supports “On the one hand, cooperative behaviors such as helping have been repeatedly shown to play a substantial role in team performance (N. P. Podsakoff et al., 2009, 2014).”
supports “Several previous studies have found that OCB is positively related to employee performance, organizational productivity, improves service quality, creates a healthier organizational climate, and is associated with organizational effectiveness and efficiency (Podsakoff et al., 2009).”
supports “…such as voluntarily teaching, training, or otherwise intellectually benefitting co-workers, this provides another pathway for arguing that it enhances job performance, because organizational citizenship behavior is known to relate positively to team-level job performance (Podsakoff et al. 2009).”
Ancillary research
Neighbouring works in the citation graph around this article.
- 10.3390/ijerph20010647
- 10.1080/09585192.2021.1962388
- 10.3390/bs11070092
- 10.1080/02691728.2023.2171747
- 10.1177/13684302221088506
- 10.15294/jdm.v12i1.27091
Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.