Premium
Organizational Citizenship Behaviors and Organizational Effectiveness: Examining Relationships in Taiwanese Banks
Author(s) -
Yen Hsiuju Rebecca,
Niehoff Brian P.
Publication year - 2004
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2004.tb02790.x
Subject(s) - organizational citizenship behavior , psychology , organizational commitment , organizational effectiveness , social psychology , perception , service quality , service (business) , marketing , business , public relations , political science , neuroscience
Organizational citizenship behaviors (OCBs) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Theory suggests and recent research supports the notion that these behaviors are correlated with indicators of organizational effectiveness. Studies have yet to explore whether relationships between OCB and organizational effectiveness are generalizable to non‐United States samples. The present study examined relationships between OCB and indicators of organizational effectiveness—employee‐level customer‐service behavior; and unit‐level measures of profit, efficiency, and customer perceptions of service quality—for bank branches in Taiwan. The results suggest significant relationships between OCB and a number of the indicators of effectiveness. Implications and limitations of these results are discussed.