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Although organizational citizenship behavior (OCB) is widely known to have a positive ethical impact in work organizations, the causal antecedents that influence the likelihood of such behaviors among employees is understudied. We addressed this gap by examining the influence of visual images of people on relevant work-related behavior in a work-like setting using the theoretical frame of the social identity perspective. We found that students in a university setting, who were exposed to religious-themed student images, exhibited slower helping behaviors toward the organization than those who were exposed to organizational-themed student images. The results of the current study provide the first-known experimental confirmation of organizational identity as a causal antecedent of OCB.

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.

This chapter aims to clarify the distinction between feeling grateful and feeling indebted. Often overlooked and underappreciated, the differences that define these unique affective experiences are critical to understanding the consequences of helping behavior. This chapter describes the psychological underpinnings of gratitude and indebtedness and outlines the ways in which previous research has conflated the two constructs. In addition, it puts forth a set of testable propositions that help distinguish the relative importance of gratitude and indebtedness in interpersonal relations. The implications of these ideas are discussed in the context of individual generosity, social exchange, and group dynamics.

Virtually all research on organizational citizenship behavior (OCB) is rooted in a social exchange based view of citizenship performance. While we do not dispute the significant role exchange motives play in citizenship performance, we nevertheless see what amounts to a preoccupation with and over-reliance on social exchange processes in extant OCB theory. With the goals of improving the prediction of citizenship performance and advancing human resource management practice, we outline several new directions for OCB theory and research.

Driving for work has been identified as potentially one of the riskiest activities performed by workers within the course of their working day. Jurisdictions around the world have passed legislation and adopted policy and procedures to improve the safety of workers. However, particularly within the work driving setting, complying with legislation and the minimum safety standards and procedures is not sufficient to improve work driving safety. This chapter outlines the manner in which safety citizenship behavior can offer further improvement to work-related driving safety by acting as a complementary paradigm to improve risk management and current models and applications of safety culture.

Research on concepts associated with risk management and theoretical frameworks associated with safety culture and safety citizenship behavior are reviewed, along with their practical application within the work driving safety setting. A model incorporating safety citizenship behavior as a complementary paradigm to safety culture is proposed. It is suggested that this model provides a theoretical framework to inform future research directions aimed at improving safety within the work driving setting.

Organizational citizenship behavior involves behaviors that support an organization. However, such behaviors are not normally set out in an individual's job description. These behaviors normally exceed the minimum role requirements of the job and are not easily enforceable, thus performing them is usually at the discretion of the individual (Organ, 1997). This study seeks to examine the relationship between the demographic variables and organizational citizenship behavior among lecturers in community colleges that have been established by the Ministry of Higher Education in Malaysia. The variables consist of gender, age, educational level, recruitment status, length of service with the organization, tenure, job classification, and intention to leave the service.

A review of literature produced a list of 59 organizational citizenship behaviors. This list was then sent to 10 educational experts in the community colleges. After identifying the most important organizational citizenship behaviors, the experts then ranked the importance of each of the behaviors. This resulted in 36 organizational citizenship behaviors being selected for the formulation and development of the questionnaire. A pilot test of the questionnaire showed a Cronbach's alpha value of .93. The questionnaire was then distributed to 762 lecturers in 14 community colleges throughout Malaysia. A factor analysis showed three important dimensions of organizational citizenship behaviors emerged from the study. It includes: helping behavior, sportsmanship, and organizational compliance. Next, the study examined the impact of demography on organizational citizenship behavior. The findings of the study are discussed along with implications and directions for future research.

Theory suggests that affective commitment and organizational citizenship behavior are positively correlated. Previous studies, however, report weak relationships between affective commitment and organizational citizenship behavior. The present study provides an interactive perspective in which we propose that emotional intelligence moderates the relationship between affective commitment and Organizational Citizenship Behaviors (OCBs) – altruism and compliance. We found significant interaction between emotional intelligence and affective commitment in predicting altruistic behavior. In other words, the positive relationship between affective commitment and OCB-altruism was stronger for high emotional intelligence individuals. Our prediction for compliance behavior was not supported.

Teacher discretionary behaviors are considered to be organizationally beneficial and ways to develop and support such behaviors are sought after. Discretionary behaviors have, in the main, been considered from an individual level of analysis. However, using the group as the level of analysis, and viewed through Social Identity/Social Categorization theory (SIT/SCT) respectively, data from this longitudinal, mixed-method, case study of teachers during a curricular reform suggest that teacher discretionary behaviors may be the means to teacher socialization and the outcome of teacher social identification. Implications and applicability of the findings to other settings are discussed.

Purpose – This chapter reviews the authors’ research on group procedural justice and group-serving behavior. It makes the case that fairness and unfairness can both motivate group-serving behavior; the former makes group members feel good about their identity, leading them to “reward” the group, and the latter indicates a group shortcoming, leading members to “repair” the group.

Design/methodology/approach – The chapter describes several studies published elsewhere. Correlational research with employees and students examines the relationship between group procedural fairness and group members’ positive affect, which should translate into group-serving behavior. Experimental research with students investigates whether group procedural unfairness can result in group-serving behavior (measured via self-report and observed helping). Complementary findings from other authors are briefly described and discussed in support of a developed theoretical model of group procedural justice and group-serving behavior.

Findings – Group procedural fairness was more strongly related to arousing positive affect for strongly identified group members. Separately, strongly identified group members engaged in more group-serving behavior when their group had unfair rather than fair procedures.

Research limitations/implications – Possible boundary conditions for the motivating effects of unfairness are discussed (e.g., group permeability, time frame, and anonymity of unfairness). Suggestions for future research are proposed (e.g., examine the effect of justice information on group-serving behavior when group members can also modify group procedures).

Practical implications – Better understanding the effects of group procedural unfairness should influence how organizations and societies promote group-serving behavior.

Originality/value – Research on the motivating effects of both group procedural fairness and unfairness are synthesized into one theoretical model.