The role of identity in extra‐role behaviors: development of a conceptual model

Abstract

Purpose

The purpose of this paper is to develop a conceptual model that discerns when and how extra role behaviors result in positive versus negative outcomes for individuals and organizations. The focus is on how employees' citizenship identities shape extra‐role behaviors which include both organizational citizenship behaviors (OCBs) and contextual performance behaviors (CPBs).

Design/methodology/approach

The paper uses role identity theory as the theoretical lens to develop the model of extra‐role behaviors, distinguishing between OCBs and CPBs.

Findings

While extra‐role behaviors are generally associated with positive organizational functioning, these behaviors also have been linked to negative individual outcomes, such as work‐family conflict, role overload, and reduced task performance. Based on previous research and theory, a conceptual model is developed that explains when extra‐role behaviors will occur, when and why these behaviors will be internalized as an identity, and how identities affect whether employees engage in OCBs or CPBs. Further, the paper examines the influence of these extra‐role behaviors on long term positive and negative outcomes.

Research limitations/implications

The main research implication of this paper is the use of role identity theory to further understanding of the nature of extra‐role behaviors.

Originality/value

The paper aims to offer a comprehensive theoretically based model to explain OCBs and incorporates research conducted to date to develop the model.

Citation

Stoner, J., Perrewé, P.L. and Munyon, T.P. (2011), "The role of identity in extra‐role behaviors: development of a conceptual model", Journal of Managerial Psychology, Vol. 26 No. 2, pp. 94-107. https://doi.org/10.1108/02683941111102146