The potential paradox of organizational citizenship behavior: Good citizens at what cost?

By D. Bergeron. 2007

572 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/dea58a6644cc4687fa22e970b7a53405a16a8dbe

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In Organizational Behavior and Human Resource Management

In Safety Research

In Social Psychology

Citations in the corpus

Employee, manage thyself: The potentially negative implications of expecting employees to behave proactively (2010, background): “Borrowing from the literature on OCB, it might be especially useful to understand how supervisors (or peers) may react to proactive behaviour when it seems to come at the expense of one’s in-role job duties (Bergeron, 2007).”
Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, background): “From a resource allocation perspective, enriched job designs may limit the time, energy, and attention employees have available for other activities (Bergeron, 2007), running the risk of creating role conflict (Farmer & Fedor, 2001).”
When CSR Is a Social Norm (2016, background): “Bergeron (2007) goes further and argues that extra-role helping behavior may have even a detrimental effect on task performance that will, in turn, impact on career advancement.”
Job satisfaction and organizational citizenship behavior (OCB): Does team commitment make a difference in self‐directed teams? (2008, background): “organizational citizenship behavior (OCB) has become a major construct in the fields of the psychology and management and received a great deal of attention in the literature (Bateman and Organ, 1983; Bergeron, 2007; Bolino et al., 2002; LePine et al., 2002; Niehoff and Moorman, 1993; Organ, 1988; O”
Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness, adaptive selling, and role conflict (2017, background): “When an individual’s reference points are salient, they devote scarce resources, such as attention and time (Bergeron 2007), to secure those related outcomes.”
Supervisor Prosocial Motivation, Employee Thriving, and Helping Behavior: A Trickle-Down Model of Psychological Safety (2018, background): “This stream of research has suggested that employees have limited resources to dedicate to their jobs, resulting in the need to “make certain resource allocation decisions as to where to spend their time” (Bergeron, 2007, p. 1083).”
Proactive and reactive helping: Contrasting the positive consequences of different forms of helping (2013, background): “For example, Bergeron proposed and demonstrated in a sample of consultants from a large U.S.-based professional service firm that those who engaged in OCB receive lower performance evaluations and experienced slower career progression than those who were less helpful (Bergeron, 2007; Bergeron et al.”
A self-regulation approach to understanding citizenship behavior in organizations (2012, background): “While moderate levels of OCBs performed over short periods of time may be associated with positive consequences, in the long run, and when taken to the extreme, being a good citizen may lead to negative outcomes (Bergeron, 2007; Grant & Schwartz, 2011; Pierce & Aguinis, in press).”
Serving followers and family? A trickle-down model of how servant leadership shapes employee work performance (2019, background): “In so doing, we aim to explore the not-so-bright side of family motivation in line with recent debates (Bergeron, 2007; Bolino & Grant, 2016) as well as empirical research (Lin et al., 2017; Rofcanin, de Jong, Las Heras, & Kim, 2018) on how a ‘concern for others’ may come at a cost.”
Organizational citizenship behavior, organizational justice, job stress, and work-family conflict: examination of their interrelationships with respondents from a non-Western culture (2014, background): “Of interest, recent studies have also shown that despite a positive relationship between OCB and satisfaction, high levels of OCB can have a negative impact on the individual (Bergeron, 2007; Bolino & Turnley, 2005; Bolino, Turnley, & Niehoff, 2004; Bolino, Turnley, Gilstarp, & Suazo, 2010). Bolino ”
Are all good soldier behaviors the same? Supporting multidimensionality of organizational citizenship behaviors based on rewards and roles (2010, background): “For instance, Bergeron (2007) applied a resource allocation perspective to OCB and argued that employees have limited time to allocate to task performance and OCB.”
Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research (2014, background): “Second, researchers have extended considerably beyond traditional social exchange approaches to OCB and have incorporated multiple perspectives in their development of theory in this area (e.g., Bergeron, 2007; Bolino, 1999; Grant, 2007, 2008).”
How Does Workplace Helping Behavior Step Up or Slack Off? Integrating Enrichment-Based and Depletion-Based Perspectives (2018, background): “…in help providers’ psychological strain because helping others is effortful and resource depleting and interrupts help providers’ regular work tasks (Bergeron, 2007; Bergeron et al., 2013; Bolino et al., 2015; Bolino, Klotz, Turnley, & Harvey, 2013; Bolino, Turnley, Gilstrap, & Suazo, 2010;…”
How passive ‘face time’ affects perceptions of employees: Evidence of spontaneous trait inference (2010, background): “In this manner, expected face time appears distinct from most organizational citizenship behaviors (Bergeron, 2007), which are defined as ‘going above and beyond’ normal work behavior or task performance (e.g. doing favors, being friendly, working extra hours).”