Organizational context and employee citizenship behavior in the PRC : impact of job function, managerial level, and organization ownership
|Authors||Farh, Larry Jing-Lih
Organ, Dennis W.
|Summary||OCB is formally defined as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization (Organ, 1988). Extant literature has focused on employee attitudes and disposition as predictors of employee OCB (Organ & Ryan, 1995). Little attention has been paid to the organizational context in which OCB is manifested. The purpose of this study is to fill this gap and to examine how organizational context may influence OCB in the People’s Republic of China (PRC). We chose to study this phenomenon in PRC because previous research has shown that OCB in the PRC has exhibited rich, varied forms, including both etic and emic dimensions (Farh, Zhong, & Organ, 2000). Studying OCB in the PRC allows us to see more clearly how organizational context may be linked with various forms of OCB. Three sets of organizational contextual factors were investigated in this study: job function, managerial level, and organization ownership. Using a sample of 386 employees from six major cities in the PRC, we first validated an OCB questionnaire developed for the PRC based on the grounded work by Farh, Zhong, and Organ (2000). We then examined the impact of contextual factors on OCB using regression analysis. Results indicated that organizational context accounted for a small but significant amount of variance in several forms of OCB in a predictable direction.|
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