Performance Perceptions of Organizational Citizenship Behaviours at Work: A Bi-Level Study among Managers and Employees

By D. Turnipseed, Ali Rassuli. 2005

232 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3f69ce8f0b88dc6bf64f274fa512dd118f6938d0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. N. Hogan
2. E. Lambert
3. S. Restubog
4. P. Bordia
5. M. Griffin
6. R. Tang
7. Scott A. Krebs
8. L. Angert

In Social Psychology

1. S. Restubog
2. E. Lambert
3. M. Griffin
4. E. Vigoda-Gadot
5. R. Tang
6. P. Bordia
7. N. Hogan
8. Shaker A. Zahra

Citations in the corpus

• Being the Good Soldier (2008, background): “Turnipseed and Rassuli (2005) further noted, “Given that OCB is positive for organizations, managers should attempt to increase [its] frequency and intensity” (p. 232).”
• The relationship of organizational citizenship behavior with job satisfaction, turnover intent, life satisfaction, and burnout among correctional staff (2010, background): “Some employees are minimalists who put forth the bare minimum amount of effort needed and other employees are ‘go-getters’ who make efforts beyond what is expected (Turnipseed & Rassuli, 2005).”
• Goal Setting Theory, Job Feedback, and OCB: Lessons From a Longitudinal Study (2007, background): “…at other levels than the individual one, namely the group or the organization, and using multiple sources of information about this behavior (i.e., Turnipseed & Rassuli, 2005; Vandenberg, Lance, & Taylor, 2004); (3) applying more advanced statistical analyses that are useful in testing causality…”
• Investigating the Moderating Effects of Leader–Member Exchange in the Psychological Contract Breach–Employee Performance Relationship: A Test of Two Competing Perspectives (2009, background): “Such behaviours support and facilitate the effective delivery of in-role performance (Turnipseed and Rassuli, 2005).”