Effects of Job Satisfaction and Conscientiousness on Extra-Role Behaviors

By N. Bowling. 2010

183 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d9b648e6e49d442004a84c844dfddbc4867a8500

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The positive wellbeing aspects of workaholism in cross cultural perspective (2011, background): “Extra-role activities may have positive influence on job satisfaction and work-related conscientiousness ( Bowling, 2010”
Does Public Service Motivation Mediate the Relationship between Goal Clarity and both Organizational Commitment and Extra-Role Behaviours? (2016, background): “Extra-role behaviours are defined as actions not articulated in job descriptions that have an impact on the overall well-being and functioning of the organization (Bowling 2010).”
The effect of centralization on organizational citizenship behavior and deviant workplace behavior in the hospitality industry. (2013, background): “As a result, researchers have been encouraged to develop a deeper understanding of the variables associated with OCBs (Huang, Iun, Liu, & Gong, 2010; Kim, O’Neill, & Cho, 2010) and DWBs (Avey, Luthans, & Youssef, 2010; Bowling, 2010).”
The influence of transformational leadership, job satisfaction, and organizational commitments on Organizational Citizenship Behavior (OCB) in the inspectorate general of the Ministry of Education and Culture (2020, result): “The results of research conducted (Akbar et al., 2016; Bowling, 2010; Dewi & Suwandana, 2016; Fanani et al., 2016) also show that job satisfaction affects OCB.”
Driving innovation: Public policy and human capital (2019, background): “Individuals who are highly satisfied with their jobs are more likely to engage in behaviors necessary for successful motivation, for example, they are motivated to exert extra effort, take risks, learn new skills, and contribute unique ideas to their organization (Bowling, 2010; Organ and Ryan, 1995”
Why people harm the organization and its members: Relationships among personality, organizational commitment, and workplace deviance (2016, background): “…relationships with organizational deviance (e.g., overly long breaks, intentional poor work quality) and interpersonal deviance (e.g., gossiping about peers, making fun of others); (Bowling, 2010; Gruys & Sackett, 2003; Hollinger, 1986; Robinson & Bennett, 1995; Spector, 2011; Spector & Fox, 2010).”
The Relationship between Employee Engagement, Organizational Citizenship Behavior, and Counterproductive Work Behavior (2013, background): “Organizational researchers have traditionally focused on task or in-role performance which represents the extent to which employees effectively perform their official job duties (William & Anderson, 1991; Bowling, 2010).”
Constructive Deviance in Organizations (2013, background): “…2007; Gao, Janssen, & Shi, 2011; LePine & Van Dyne, 1998), creative performance (X. Zhang & Bartol, 2010; Zhou, 1998), extra-role behaviors (e.g., Bowling, 2010), prosocial behaviors (e.g., C. Lee, 1995), and prosocial rule breaking (e.g., Morrison, 2006, for Study 1), while others have found no…”