Ph.D. (Doctor of Philosophy)
Department of Psychology
Organizational behavior; Psychology; Industrial; Group decision making
This research attempts to identify the mechanisms through which organizational citizenship behaviors (OCB) influence group effectiveness (group satisfaction, group viability, and group performance). It was hypothesized that the relationship between OCB and group effectiveness would be mediated by task cohesiveness, social cohesiveness, and coordination. This research also hypothesized that different OCB categories would have different relationships with mediators and effectiveness variables. Data from 47 groups and their leaders were analyzed. All OCB categories were related to performance ratings. All of the OCB categories were related to task cohesiveness. Task cohesiveness mediated the relationships between the OCB categories of Altruism and Sportsmanship with group viability and group satisfaction. Coordination mediated the relationships between Sportsmanship with group viability and group satisfaction. Other hypotheses were not supported. Characteristics of the different jobs or organizations in the sample may have moderated the findings. In addition, the groups' attitudes toward OCB may have moderated the relationship between OCB and social cohesiveness. The relationship between OCB and performance ratings suggests that it may be beneficial to employers and employees to formally evaluate OCB. If OCB is going to be considered in performance evaluations then perhaps employers should let employees know they are being evaluated. Limitations of the research and implications for OCB in organizations are discussed.
Higgins, Kelly D., "How organizational citizenship behavior influences group effectiveness" (2002). Graduate Research Theses & Dissertations. 3411.
[ix], 94 pages
Northern Illinois University
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