Personality and citizenship behavior: The mediating role of job satisfaction.
verifiedrich profile · Journal of Applied Psychology · 2009
Ilies, Remus; Fulmer, Ingrid Smithey; Spitzmuller, Matthias; Johnson, Michael D.
How this was studied
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What this article reports
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Models this article informs
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job satisfaction correlates organizational citizenship behavior ocb
job satisfaction predicts organizational citizenship behavior ocb
In the authors’ words
The article’s own abstract.
Using meta-analytic path analysis, the authors tested several structural models linking agreeableness and conscientiousness to organizational citizenship behavior (OCB). Results showed that the 2 personality traits had both direct effects and indirect effects-through job satisfaction-on overall OCB. Meta-analytic moderator analyses that distinguished between individual- and organization-targeted citizenship behaviors (OCB-I and OCB-O) showed that agreeableness was more closely related with OCB-I and conscientiousness with OCB-O. Finally, the path analyses predicting OCB-I and OCB-O offered further support for the general hypothesis that these 2 constructs are distinct. That is, the results of these analyses revealed that agreeableness had both direct and indirect effects on OCB-I but only indirect effects on OCB-O, and that for conscientiousness the pattern of direct and indirect effects was exactly opposite (direct and indirect effects on OCB-O but only indirect effects on OCB-I).
What the literature says about it
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supports “Herminingsih and Kasuri (2018) and Ilies et al. (2009) demonstrated that job satisfaction significantly mediates the influence of other personality traits on organizational citizenship behavior (OCB).”
supports “…between job characteristics and OCB (Chen and Chiu, 2009); Job satisfaction mediates the relationship between personality and employee OCB (Ilies et al, 2009); Likewise with conflict in small groups and demographic influences OCB group (Choi and Sy, 2010); as well as organizational…”
supports “The first mechanism is based on the assumption that transformational leadership positively affects employees’ general job attitudes, such as organizational commitment or overall job satisfaction (e.g., Judge and Piccolo, 2004), which in turn contribute to more OCB (e.g., Ilies et al., 2009).”
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