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Employee Involvement and Organizational Citizenship: Implications for Labor Law Reform and “Lean Production#x201D;

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Listed:
  • Peter Cappelli
  • Nikolai Rogovsky

Abstract

Using data from surveys of employees and their supervisors in eight companies in 1992, the authors examine how each of two forms of employee involvement affected an important dimension of individual performance, organizational citizenship behavior (OCB), defined as individual discretionary behavior that promotes the organization and is not explicitly rewarded. Involvement in work organization increased OCB both indirectly, by changing the job characteristics of individual tasks, and directly, independent of such changes. In contrast, involvement in decisions governing employment practices had only small indirect effects on OCB and no direct effect. These results inform the contemporary debate in labor law concerning the appropriate scope for employee involvement plans as well as the debate about the mechanism through which new production systems affect employee performance.

Suggested Citation

  • Peter Cappelli & Nikolai Rogovsky, 1998. "Employee Involvement and Organizational Citizenship: Implications for Labor Law Reform and “Lean Production#x201D;," ILR Review, Cornell University, ILR School, vol. 51(4), pages 633-653, July.
    • Handle: RePEc:sae:ilrrev:v:51:y:1998:i:4:p:633-653
    DOI: 10.1177/001979399805100405
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    References listed on IDEAS

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    Cited by:

    1. Randy Hodson, 2005. "Management Behaviour as Social Capital: A Systematic Analysis of Organizational Ethnographies," British Journal of Industrial Relations, London School of Economics, vol. 43(1), pages 41-65, March.
    2. Benjamin M. Artz & Amanda H. Goodall & Andrew J. Oswald, 2017. "Boss Competence and Worker Well-Being," ILR Review, Cornell University, ILR School, vol. 70(2), pages 419-450, March.
    3. Lanfranchi, Joseph & Pekovic, Sanja, 2014. "How green is my firm? Workers' attitudes and behaviors towards job in environmentally-related firms," Ecological Economics, Elsevier, vol. 100(C), pages 16-29.
    4. Peter Cappelli & David Neumark, 2001. "Do “High-Performance†Work Practices Improve Establishment-Level Outcomes?," ILR Review, Cornell University, ILR School, vol. 54(4), pages 737-775, July.
    5. Panos, Georgios & Theodossiou, Ioannis, 2009. "Union Mediation and Adaptation to Reciprocal Loyalty Arrangements," MPRA Paper 15471, University Library of Munich, Germany.
    6. John Godard, 2001. "High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work," ILR Review, Cornell University, ILR School, vol. 54(4), pages 776-805, July.
    7. Georgios A. Panos & Ioannis Theodossiou, 2013. "Reciprocal Loyalty and Union Mediation," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 52(3), pages 645-676, July.
    8. Peter Cappelli & William H. Carter, 2000. "Computers, Work Organization, and Wage Outcomes," NBER Working Papers 7987, National Bureau of Economic Research, Inc.

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