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Organizational Citizenship Behavior and the Quantity and Quality of Work Group PerformancePhilip M. PodsakoffIndiana University Bloomington - Department of Management Michael AhearneUniversity of Houston - C.T. Bauer College of Business Scott B. MacKenzieKelley School of Business 1997 Journal of Applied Psychology, Vol. 82, No. 2, pp. 262-270, 1997 Abstract: Despite the widespread interest in the topic of organizational citizenship behaviors (OCBs), little empirical research has tested the fundamental assumption that these forms of behavior improve the effectiveness of work groups or organizations in which they are exhibited. In the present study, the effects of OCBs on the quantity and quality of the performance of 218 people working in 40 machine crews in a paper mill located in the Northeastern United States were examined. The results indicate that helping behavior and sportsmanship had significant effects on performance quantity and that helping behavior had a significant impact on performance quality. However; civic virtue had no effect on either performance measure.
Number of Pages in PDF File: 9 Keywords: Team Performance, Unit Performance, OCB, Extra-role JEL Classification: M30 Accepted Paper SeriesDate posted: April 6, 2010Suggested CitationContact Information
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