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The purpose of this paper is to investigate the relationship of altruistic and egoistic motives with person- and organization-oriented citizenship behaviors as mediated by affective commitment. The author hypothesized that altruistic motives are positively associated with person-oriented citizenship behavior and affective commitment while egoistic motives are positively associated with organization-oriented citizenship behavior and negatively associated with affective commitment.

The data were collected from 248 middle and senior managers from 20 different locations of a power generation organization in India. Self- and other reported method were used to collect the data by administering the questionnaires.

Results of structural equation analysis have supported, with some exception, the hypotheses. Affective commitment has mediated the relationship between motives and both forms of citizenship behavior. However, altruistic motives had shown a negative relationship with affective commitment and had a positive relationship with person-oriented citizenship behavior. Meanwhile, egoistic motives had a positive relationship with affective commitment and organization-oriented citizenship behavior.

Results suggest that organizational citizenship behaviors (OCBs) per se is not important rather motives play an important role during the performance appraisal process. Further there is a differential impact of altruistic and egoistic motives on employees’ attitude and behavior, and both can coexist in this process.

This is the first study on the relationship of motives, affective commitment and OCBs in India.

Though widely studied, organisational citizenship behaviour (OCB) is yet to emerge as a thoroughly understood concept. For instance, citizenship behaviours emanating from self-serving motives remain largely unexplored. The purpose of this study is to investigate the role of psychological ownership in differentiating individuals with genuine motives (“soldiers”) from those with self-serving motives (“actors”).

The study defines and operationalises genuineness of OCBs by comparing self-rated and others-rated citizenship behaviours. It is hypothesised that psychological ownership is positively associated with citizenship behaviour, and this relationship is positively moderated by degree of genuineness. All the hypothesised relationships are tested on the basis of empirical evidence produced by a two-wave study on a cross-hierarchical matched sample (n = 338) in a large Indian IT MNC.

A strong positive relationship between psychological ownership and citizenship behaviour was observed. A positive moderation by genuineness was also found suggesting that relationship between psychological ownership and citizenship behaviour became stronger with higher genuineness. In a nutshell, the results indicated that soldiers and actors could be differentiated on the basis of their relative scores on psychological ownership.

Apart from theoretical contributions, the present study offers a headway to managers in identifying employees who engage in citizenship behaviour out of genuine motives toward their organisation. As citizenship behaviours increasingly find prominence in employees’ self-appraisal, this differentiation assumes importance in promoting workplace fairness.

For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.

The purpose of this paper is to investigate the agreement between supervisors and subordinates concerning the motives of organizational citizenship behaviors (OCB) and how the supervisors’ attributions affect their OCB ratings.

With the permission of seven large organizations in Macau, the authors conducted a survey of 500 employee-supervisor-co-worker triads. The final sample stood at 176 such triads with three hypotheses tested.

First, supervisors are more accurate when judging altruistic motives of subordinates’ OCB than with egoistic motives. Second, supervisor attribution of subordinates’ altruistic motives positively affects the supervisors’ OCB ratings. Third, employees who are motivated by altruistic motives perform more OCB actions those egoistically motivated.

The study adds to knowledge of how supervisor attribution of subordinates’ OCB motives affects their evaluation of the subordinates. It also provides evidence about the effect of OCB motives on the actual engagement in OCB. Findings of this study support the work of Organ et al. regarding the motives behind OCB and strengthen the role of attribution theory in studying OCB.

It is recognized that employees’ helping and voice behaviors are dimensions of organizational citizenship behavior used by supervisors to evaluate their job performance. However, existing empirical studies of these relationships have shown inconsistent findings. From the perspective of attributional theory, the purpose of this paper is to explain when subordinates’ helping and voice behaviors are more positively related to job performance by considering supervisor-attributed prosocial and impression management motives.

Using a sample of 200 supervisors in South Korea, the authors tested the hypotheses with hierarchical multiple regression analyses.

Results indicate that the positive effects of helping and voice behaviors on job performance were stronger when supervisors attributed such behaviors as driven less by impression management motives related to self-interest. However, contrary to the expectations, the positive influences of helping and voice behaviors on job performance were stronger when supervisors perceived low prosocial motives.

Findings suggest that supervisors need to avoid making the wrong attributions with regard to their subordinates’ helping and voice behaviors during the evaluation process. In addition, subordinates need to have clear motives and demonstrate consistent behavioral stances when engaging in such behaviors.

Using social information theory and attribution theory, this study contributes to explain when helping and voice behaviors improve evaluations of employees’ job performances by considering supervisor-attributed motives.

The argument in this study is that employees differ in their motives in helping their organizations when they know that they may not be paid back for their efforts. This paper aims to examine whether these motives will lead to greater extra-role contribution in an organization.

The data of 124 pairs of employee in China have been used to develop and test the measurement of an “altruistic helping of organization” (AHO) in a pilot sample. In addition, AHO had been then tested as a motive for organizational citizenship behavior (OCB) using data collected from 245 pairs of employees in China.

Data from 124 pairs of employees in China have been used to develop and test the measurement of “altruistic helping of organization” in a pilot sample. The authors have proposed and validated whether procedural justice and conscientiousness predict for a new OCB motive – AHO, which explains for an incremental predictive power over the existing motives of OCB, namely, instrumentality, social exchange with the organization, organizational concern, prosocial values and impression management, on a data collected from 245 pairs of employees in China.

This is a cross-sectional study. In addition, the authors have only taken in samples in China, which may not be generalizable to other context.

Practitioners can devote resources to encourage employees to help without any consideration of returns. In addition, the fairness perception of organizational practices – procedural justice and individual characteristics – are necessary to induce AHO and other OCB motives.

This research provides that the social implication of arousing the basic underpinning of driving OCB is altruistic motive and not egoistic. This finding helps to stimulate individuals to have more helping behaviors towards the organization.

This study provides solid evidence for the suggestion by the original proponents of OCB that the distinction between rewarded and unrewarded criterion is blurred in OCB literature. Our findings suggest that altruistic helping does exist and that this explains for a significant proportion of extra-role behavior.

This study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.

This study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).

The results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.

This study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.

Few studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

The purpose of this article is to develop a cross-level, theoretical model describing the process by which interpersonal helping becomes conspicuous, as well as the process by which interpersonal helping subsequently prospers or becomes eradicated in the organization.

A theoretical analysis was performed by drawing upon various management-related theories.

We propose that organizational crises foster the emergence of interpersonal helping. Additionally, the positive relationship between organizational crises and interpersonal helping is stronger (or weaker) when individuals possess higher levels of other-oriented (or self-oriented) motives. Furthermore, we propose that a sympathetic climate at the unit level and employee job crafting at the individual level result in the prosperity of interpersonal helping, whereas interpersonal helping is eradicated by a sarcastic atmosphere at the unit level and citizenship pressure at the individual level.

Theoretically, we advance the literature by providing future research with a theoretical base for understanding interpersonal helping from a temporal and cross-level perspective. Practically, this article offers some managerial recommendations that help managers nurture interpersonal helping in organizations effectively.

The purpose of this paper is to develop a theoretical model that describes when helping is considered helping from the recipient’s point of view.

The theoretical model was conceptually developed by drawing upon attribution theory, self-consistency theory and social cognitive theory, as well as relevant literature.

The authors propose that receiving help encompasses three sequential stages: the pre-help-receiving stage, the help-receiving stage and the post-help-receiving stage. Additionally, the authors theorize that the more other-oriented helping motives are attributed by the recipient, the more likely the recipient views the helper’s help as helping, that the more self-esteem preserving behaviors along with helping actions the recipient receives from the helper, the more likely the recipient views the helper’s help as helping and that the more gaps between actual and desired level of task performance are closed by the helper’s help, the more likely the recipient views the helper’s help as helping.

From a theoretical standpoint, this paper offers a process approach that may guide future research on help receiving in organizations.

The purpose of this paper is to develop a theoretical model that addresses how student citizenship behavior (CB) may be motivated by management of impression in a team-based project using peer evaluations.

This study applies impression management (IM) theory as the theoretical lens to explore the impact of IM tactics, in the forms of task-, self- and peer-focused tactics, on student CB in a team-based project using peer evaluations.

This paper posits that task-, self- and peer-focused IM tactics positively influence a student’s CB in a team-based project when peer evaluations are used. Furthermore, it is proposed that the relative weight of a peer evaluation strengthens the relationship between the three IM tactics and a student’s CB.

From a theoretical standpoint, this study extends IM–CB relationship from the employment setting to the academic setting. More importantly, this study offers crucial recommendations for instructors that may help improve the effectiveness of peer evaluations.