4. antecedents personality, motivation, attitudes

Question 1

personality and OCB

Answer 1

means of expressing people’s personal identity

• focusing on trait predictors
  consequences: selection, placement system

Question 2

Five-Factor Model

Answer 2

E + O
- prosocial and pro organisational, communal, get along

C + N + A
- proactivity, desire for agency, power, status-seeking

C > A > O > S > E

Question 3

FFMs and OCBs

Answer 3

OCB-I = C -> A -> O

OCB-O = C -> O -> A

OCB-CH = O -> E -> C

Question 4

personality

• > predicting performance
• > OCB vs. GMA

Answer 4

task performance > GMA
OCB-CH > OCB-O > OCB-I

OCB -> overall equally predict

Question 5

motivations

-> 3 sets of motives

Answer 5

organisational concern
prosocial values
impression management

-> OCB is in part a proactive behaviour driven by motives

Question 6

motivations

-> organisational concern

Answer 6

desire for company to do well + show pride and commitment

PERCEIVED JUSTICE / mood / empathy / helpfulness

correlated with contextual factors -> COMPLIANCE

Question 7

motivations

-> prosocial values

Answer 7

need to be helpful + desire to build (+) relations with others

HELPFULNESS / empathy / mood / perceived justice

correlated with stable traits -> ALTRUISM

Question 8

motivations

-> impression management

Answer 8

desire to avoid looking bad + obtain rewards

not linked to any OCB

• high impression management high social desirability
• dark motives
• high status -> likely to receive OCB-I

Question 9

attitudes

• > job satisfaction increases OCB
• > types of justice

Answer 9

distributive

procedural + interactional = higher impact on relationship formation

Question 10

distributive justice

Answer 10

fairness of the outcomes that one receives

Question 11

procedural justice

Answer 11

fairness of the means by which an outcome is allocated

Question 12

interactional justice

Answer 12

quality of interpersonal interaction during allocation decisions
both social sensitivity and amount of information shared during decision making

Question 13

attitudes
-> OCB and justice

social exchange theory

Answer 13

spontaneous cost-benefit analysis of the interaction

-> reciprocity norm

-> fair treatment -> OCB
procedural + interactional

Question 14

attitudes
-> OCB and justice

social identity theory

Answer 14

collective identity

self-esteem
fair treatment -> valued group members -> OCB

to maintain (+) standing 
to contribute to group

Question 15

attitudes

-> job satisfaction vs. justice

Answer 15

not the same .50

• global JS addresses more than fairness
• justice is more related to moral norms

Question 16

attitudes
-> job satisfaction vs. justice

results
-> independent effects

Answer 16

JS accounted for variance in all OCB forms when controlling for fairness

civic virtue > compliance > altruism > courtesy > sportsmanship
-> OCB can predict JS

Distributive -> civic virtue / Procedural -> civic virtue + sportsmanship / Interactional -> ALL

= JS predict OCB differently from perceptions of fairness

Question 17

attitudes
-> job satisfaction vs. justice

practical implications

Answer 17

Predict employee’s intention to OCB? -> measure JS and fairness

Increase OCB in general?
Increase JS -> job design, transformational leadership

Increase Interactional J -> dignity and respect

Increase procedural J -> fair compensations

Promote specific OCB -> specific predictors

Happy employees = productive? -> Satisfied employees -> extra mile