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During the past 30 years, interest in organizational citizenship behaviors (OCBs) has grown substantially. Although much of the early empirical research in this domain was directed at the individual level of analysis, more recently, researchers have focused their attention on identifying the outcomes of group-level or unit-level OCBs, as well as the mediating mechanisms and boundary conditions of the relationships between OCBs and unit-level outcomes. Therefore, the purpose of this article is to provide a summary of the extant literature in this area. First, we discuss the applicability of the types of OCB to the unit level of analysis. Following this, we provide a summary of the literature examining outcomes of unit-level OCBs, with particular attention paid to the mediators and moderators of the relationship between OCBs and unit effectiveness. Next, we examine the methodological characteristics of studies conducted in this research domain. Finally, we make a series of conceptual and methodological recommendations regarding future research on the consequences of unit-level OCBs.

Purpose The purpose of this paper is to investigate the perceptions of faculty members about the influence of family motivation on their self-efficacy and organizational citizenship behavior-individual (OCBI). Design/methodology/approach The proposed model was tested on a sample of 353 faculty members from different public and private universities of Pakistan. Partial least squares structural equation modeling was used to analyze data. Findings Surprisingly, results reveal that family motivation was not positively related to faculty members’ OCBI; instead, this relationship is fully mediated by self-efficacy. The findings suggest that it is employees’ self-efficacy belief through which their family motivation translates to their increased OCBI. This study also finds that supporting the family is a powerful source of motivation to work, offering meaningful practical and theoretical implications for policy-makers, leaders, managers and researchers on the new dynamics of work and family engagements. Originality/value The study contributes to human resource management (HRM) and organizational behavior (OB) literatures by providing some useful practical implications for managers and HRM and OB consultants who are interested in understanding the underlying psychological mechanisms (i.e. self-efficacy) through which employees’ family motivation results in the increased OCBI.

We investigated the mediating role of the leader-member exchange (LMX) in the association of abusive supervision and employee work behaviors (task performance and organizational citizenship behaviors toward the organization and individuals). Using data collected from 366 supervisor-subordinate dyads, we found that LMX fully mediated the negative effects of abusive supervision on all three work behaviors. In addition, we conducted a supplementary study on the basis of the data collected from 54 supervisor-subordinate dyads from a garment company, and we found that LMX mediated the relationship between abusive supervision and employee objective future performance with interactional justice controlled.

One of the important factors that can affect employee performance (EP) is the employee’s perception of organizational justice (OJ) in the workplace and the employee’s willingness to carry out the employee’s primary role (in the role) optimally and the employee’s willingness to carry out tasks outside the employee’s primary job (extra-role), commonly called organizational citizenship behavior (OCB). OCB is divided into two dimensions: OCB at the individual level (OCBI) and OCB at the organizational level (OCBO). In educational organizations, the OCB of teachers is a strategic matter, so it needs to be a concern for school management if schools want to continue to survive and develop in the era of globalization characterized by changes in a dynamic and competitive environment. OCB from teachers can be said to be a form of teacher gratitude because the school has supported the welfare of teachers a lot, appreciates the contributions of teachers, and feels organizational justice practiced by the school. The respondents to the study were 820 full-time teachers from high schools and vocational high schools spread across several regions in East Java Province and Central Java Province, Indonesia, who were taken using convenient sampling techniques. This study aims to analyze: (1) the effect of OJ on OCBI and OCBO; (2) the direct effects of OJ and indirect effects on EP with OCBI and OCBO as mediation. Data analysis used the structural equation model (SEM) and Sobel test. The results of hypothesis testing show that: (1) OJ can significantly improve OCBI; (2) OJ can significantly improve OCBO; (3) the OJ was found to have a significant positive effect on EP; (4) OCBI can significantly improve EP; (5) OCBO can significantly improve EP; (6) OCBI partially mediates the influence of OJ on EP; (7) OCBO partially mediates the influence of OJ on EP. The results of this study explain the essential aspects of behaviour in the workplace, such as OJ, OCB, and EP, with a particular focus on high schools and vocational high schools in several regions in East Java Province and Central Java Province, Indonesia. The results showed that improving the EP of teachers can be achieved by organizational management through OJ practices in the work environment as well as organizational management efforts in improving the OCB of employees, considering that employees play an essential role in improving organizational performance.

Job satisfaction and its antecedents and outcomes are important areas of focus in the social sciences research, and higher education is no exception. The importance of this issue has grown during the COVID-19 pandemic. For this reason, using a cross-national study conducted in Malaysia and Japan, we collected data on lecturers’ job satisfaction and two of its outcomes, namely, academic motivation and individual-level organizational citizenship behavior (OCBI) to test our evidence-based theoretical model, which explains the relationships between these variables. We also added age, gender, and tenure as covariates to our model. Our partial least squares structural equation modeling estimation results at the aggregate and country levels showed that the effect of job satisfaction on OCBI was mainly transmitted through academic motivation. We also observed that Malaysian and Japanese lecturers did not show a statistical difference in terms of the relationships described between the variables in our model. Additionally, the relationship between academic motivation and OCBI was nonlinear based on the data from the Malaysian sample, and we explained this phenomenon from both theoretical and practical/policy perspectives. Moreover, our results showed that age plays an important role in the model when it is estimated using data from the Malaysian higher education system. We discussed our findings in detail in terms of theoretical and practical implications.

The issue of how overqualified employees engage in organizational citizenship behavior towards individual (OCBI) is gaining traction. Existing literatures have mostly explored the relationship between perceived overqualification and OCBI from cognitive and affective perspectives, ignoring the motivational perspective. However, motivation, as an importance mechanism, has a great impact on overqualified employees’ OCBI. Based on status-striving motivation, we focus on the positive aspect of perceived overqualification and investigates the mechanism of perceived overqualification on OCBI. Two studies, a scenario study ( N  = 110) and a time-lagged field study ( N  = 249), are used to test our hypotheses. Study 1 and 2 show that perceived overqualification positively affects OCBI through status-striving motivation. In addition, Study 2 finds that ambition not only moderates the direct relationship between perceived overqualification and status-striving motivation, but also the indirect effect of perceived overqualification on OCBI via status-striving motivation. However, the moderating role of task interdependence is not supported. We discuss the theoretical and practical implications of the findings.

Integrating overqualification research with the social network perspective, we examine how social networks represent a mechanism linking relative overqualification and supervisors’ perceptions of employee organizational citizenship behaviors. Specifically, drawing upon social comparison and social exchange theories, we suggest that relative overqualification (ROQ) has implications for employees’ centrality in a friendship network and that friendship network centrality mediates the relationship between ROQ and supervisors’ perception of a focal employee’s organizational citizenship behaviors directed at coworkers (OCBI). Further, extending social comparison theory to the context of workgroup membership, we identify focal employees’ perception of workgroup team orientation as a moderator determining the strength of the indirect relationship between ROQ and OCBI via friendship network centrality. Multilevel modeling using multi-source time-lagged data from 182 employees and 33 supervisors working in restaurants in the Southwestern United States showed a negative relationship between ROQ and friendship network centrality with friendship network centrality mediating the relationship between ROQ and OCBI. Moreover, the results of path analysis indicated that the indirect relationship between ROQ and OCBI via friendship network centrality was stronger for employees who perceived low levels of team orientation. Implications and directions for perceived overqualification and social network research are discussed.

PurposeGuided by the affective events theory (AET), the purpose of this paper was to explore the impact of interpersonal trust in peers, as an affective work event, on two affect-driven behaviors (i.e. job performance and organizational citizenship behavior toward individuals [OCBI]) via positive affect during the Covid-19 pandemic, particularly in the Asia–Pacific region.Design/methodology/approachThis study is quantitative in approach, and longitudinal survey study in design. The authors collected data from lecturers in 2020 at the beginning, at the end and two months after the first Covid-19 lockdown in Malaysia. Then, the authors utilized the efficient partial least squares (PLSe2) estimator to investigate the relationships between the variables, while also considering gender as a control variable.FindingsThe findings show that positive affect fully mediates the relationship between interpersonal trust in peers and job performance and partially mediates the relationship between interpersonal trust in peers and OCBI. Given that gender did not demonstrate any significant relationships with interpersonal trust in peers, positive affect, job performance and OCBI, the recommended policies can be universally developed and applied, irrespective of the gender of academics.Originality/value This research contributes originality by integrating the widely recognized theoretical framework of AET and investigating a less explored context, specifically the Malaysian higher education sector during the challenging initial phase of the Covid-19 pandemic. Furthermore, the authors adopt a novel and robust methodological approach, utilizing the efficient partial least squares (PLSe2) estimator, to thoroughly examine and validate the longitudinal theoretical model from both explanatory and predictive perspectives.

One distinctive feature of leader humility is its facilitation of followers’ development-oriented relational identity. Drawing on relational identity theory, we argue that leader humility, a kind of bottom–up leadership, enhances followers’ multi-foci relational identifications and subsequent multi-foci performance. Furthermore, leader workplace status is a boundary condition affecting the indirect relationships between leader humility and employee performance through multi-foci relational identifications. In an experiment (Study 1), we manipulated leader humility and results supported the positive indirect relationships of leader humility and multi-foci performance through multi-foci relational identification. In a field study (Study 2), we tested our hypotheses with two-wave data from a sample of 380 office workers in 82 groups in China. The results of Study 2 largely support our conceptual framework. However, we found that leader workplace status did not facilitate the relationship between leader humility and follower relational identification to leader. Taken together, converging results from the two studies suggest that leader humility promotes followers’ multi-foci relational identifications and subsequent multi-foci performance, and leader workplace status facilitates the indirect relationship of leader humility and follower interpersonal organizational citizenship behavior (OCBI) through relational identification to coworkers.

PurposeThis study aims to examine the impact of ethical leadership on the extra-role behavior toward individuals of employees in the public sector. In addition, the study examines the mediating roles of supervisor-subordinate guanxi and public service motivation.Design/methodology/approachResearch data were collected from 222 public servants in local government, Vietnam. Study using partial least square SEM (PLS-SEM) method performed by SmartPLS 3.2.9.FindingsEthical leadership has a direct impact on OCBI. In turn, supervisor-subordinate guanxi holds mediating role in linking the relationship between ethical leadership and OCBI. Public service motivation mediates nexuses between ethical leadership, supervisor-subordinate guanxi and OCBI.Research limitations/implicationsTo encourage public servants to engage in interpersonal citizenship behaviors, leaders must focus on fostering an ethical climate in the workplace by acting as an ethical model and encouraging ethical standards in daily work.Originality/valueThe study provides new insights on the mediating role of public service motivation, guanxi from the perspective of the leader's ethical aspect.