Izvorni znanstveni članak
https://doi.org/10.1080/1331677X.2020.1833743
To engage or not to engage in organisational citizenship behaviour: that is the question!
Paula Vázquez-Rodríguez
Noelia Romero-Castro
Ada M. Pérez-Pico
Sažetak
Organisational citizenship behaviour (OCB) can be defined as discretional, voluntary and useful informal behaviour that is not directly acknowledged by the organisation’s formal reward system.
Such behaviour refers to actions that go beyond performing the
tasks defined as part of one’s job. Previous studies have shown
that organisations that promote OCB can notably improve their
productivity and efficiency. It is therefore important to know what
causes employees to engage in OCB rather than just limiting
themselves to doing what is strictly expected at work. However, it
is more important to know why they do not engage in OCB.
Using a sample of public prison employees and the fsQCA
method, this study examines how the combined effects of organisational characteristics, leadership behaviours and individual characteristics lead to the absence of OCB. The results indicate that
the absence of affective commitment, or job satisfaction, or interactional justice is a necessary condition for the absence of OCB.
Four conditions are identified as sufficient, and the absence of
affective commitment and the presence of laissez-faire leadership
are found to be the most relevant conditions for the absence of
OCB. Managerial implications and directions for future studies are
discussed at the end of the paper.
Ključne riječi
Fuzzy-set qualitative comparative analysis (fsQCA); organisational citizenship behaviour (OCB); affective commitment; laissez-faire leadership; bullying at work
Hrčak ID:
301369
URI
Datum izdavanja:
31.12.2021.
Posjeta: 164 *