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Exploring Organizationally Directed Citizenship Behaviour: Reciprocity or ‘It's my Job’?

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  • Jacqueline A‐M. Coyle‐Shapiro
  • Ian Kessler
  • John Purcell

Abstract

ABSTRACT This study sets out to examine two explanations for why employees engage in organizational citizenship behaviour (OCB). The first explanation views OCB as a form of reciprocation where employees engage in OCB to reciprocate fair or good treatment from the organization. The second view is that employees engage in OCB because they define those behaviours as part of their job. The research methodology consisted of survey data from 387 hospital employees on their perceptions of procedural and interactional justice, mutual commitment, job breadth and OCB. The results suggest that procedural and interactional justice are positively associated with mutual commitment that in turn, is related directly to OCB and indirectly through expanding the boundaries of an individual's job. These findings suggest that together the reciprocation thesis and ‘it's my job’ argument complement each other and provide a more complete foundation for our understanding of OCB. The difference between the two perspectives lies in the process by which individuals respond; that is, role enlargement and role maintenance. Implications and directions for future research are discussed.

Suggested Citation

  • Jacqueline A‐M. Coyle‐Shapiro & Ian Kessler & John Purcell, 2004. "Exploring Organizationally Directed Citizenship Behaviour: Reciprocity or ‘It's my Job’?," Journal of Management Studies, Wiley Blackwell, vol. 41(1), pages 85-106, January.
    • Handle: RePEc:bla:jomstd:v:41:y:2004:i:1:p:85-106
    DOI: 10.1111/j.1467-6486.2004.00422.x
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    Cited by:

    1. Ronconi, Lucas & Zarazaga S.J., Rodrigo, 2015. "Labor Exclusion and the Erosion of Citizenship Responsibilities," World Development, Elsevier, vol. 74(C), pages 453-461.
    2. Allen, Mathew R. & Adomdza, Gordon K. & Meyer, Marc H., 2015. "Managing for innovation: Managerial control and employee level outcomes," Journal of Business Research, Elsevier, vol. 68(2), pages 371-379.
    3. Bignya Patnaik & Mahendra Kumar Shukla, 2021. "Diversity and Equality Management System and Perceived Organisational Performance: A Mediating Role of Organisational Citizenship Behaviour," Business Perspectives and Research, , vol. 9(2), pages 215-234, May.
    4. Duan, Jinyun & Li, Chenwei & Xu, Yue & Wu, Chia-Huei, 2017. "Transformational leadership and employee voice behavior: a Pygmalion mechanism," LSE Research Online Documents on Economics 68035, London School of Economics and Political Science, LSE Library.
    5. Nishat Ameer, 2017. "Impact of Organizational Culture on Employee Performance and Organizational Citizenship Behavior (OCB)," International Journal of Business and Administrative Studies, Professor Dr. Bahaudin G. Mujtaba, vol. 3(5), pages 183-196.
    6. Andrea C Vial & Janine Bosak & Patrick C Flood & John F Dovidio, 2021. "Individual variation in role construal predicts responses to third-party biases in hiring contexts," PLOS ONE, Public Library of Science, vol. 16(2), pages 1-28, February.
    7. Yoshikawa, Katsuhhiko & Wu, Chia-Huei & Lee, Hyun-Jung, 2020. "Generalized exchange orientation: conceptualization and scale development," LSE Research Online Documents on Economics 101478, London School of Economics and Political Science, LSE Library.
    8. Sangeeta Sahu & Avinash D. Pathardikar, 2014. "Job Cognition and Justice Influencing Organizational Attachment," SAGE Open, , vol. 4(1), pages 21582440145, February.
    9. Wen Wu & Fangcheng Tang & Xiaoyu Dong & Chunlei Liu, 2015. "Different identifications cause different types of voice: A role identity approach to the relations between organizational socialization and voice," Asia Pacific Journal of Management, Springer, vol. 32(1), pages 251-287, March.
    10. Ming-Chuan Yu & Qiang Mai & Sang-Bing Tsai & Yi Dai, 2018. "An Empirical Study on the Organizational Trust, Employee-Organization Relationship and Innovative Behavior from the Integrated Perspective of Social Exchange and Organizational Sustainability," Sustainability, MDPI, vol. 10(3), pages 1-14, March.
    11. Verbeke, W.J.M.I. & Wuyts, S.H.K., 2006. "Moving in Social Circles – Social Circle Membership and Performance Implications," ERIM Report Series Research in Management ERS-2006-041-MKT, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    12. Shalini Srivastava & Poornima Madan, 2016. "Understanding the Roles of Organizational Identification, Trust and Corporate Ethical Values in Employee Engagement–Organizational Citizenship Behaviour Relationship: A Study on Indian Managers," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 41(4), pages 314-330, November.
    13. Cam Caldwell, 2011. "Duties Owed to Organizational Citizens – Ethical Insights for Today’s Leader," Journal of Business Ethics, Springer, vol. 102(3), pages 343-356, September.
    14. Dettmers, Jan, 2014. "Job definitions and service behaviour. An investigation among technical service employees," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 25(4), pages 248-262.
    15. Edward Wong Sek Khin & Thanalechumy Seeramulu & Rusnah Muhamad & Mohammad Nazri & Lau Wee Yeap, 2017. "CSR organisational taxonomy and job characteristics on performance: SME case studies," The Audit Financiar journal, Chamber of Financial Auditors of Romania, vol. 15(146), pages 230-230.
    16. Ronconi, Lucas & Zarazaga S.J., Rodrigo, 2015. "Labor Exclusion and the Erosion of Citizenship Responsibilities," World Development, Elsevier, vol. 74(C), pages 453-461.
    17. Wayne E. Baker & Nathaniel Bulkley, 2014. "Paying It Forward vs. Rewarding Reputation: Mechanisms of Generalized Reciprocity," Organization Science, INFORMS, vol. 25(5), pages 1493-1510, October.

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