Organizational Citizenship Behaviors and Organizational Effectiveness: Examining Relationships in Taiwanese Banks

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...

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Bibliographic Details
Published in:Journal of applied social psychology 2004-08, Vol.34 (8), p.1617-1637
Main Authors: Yen, Hsiuju Rebecca, Niehoff, Brian P.
Format: Article
Language:English
Subjects:
Applied psychology
Banks
Behavioural sciences
Citizens
Organizational effectiveness
Psychology
Social problems
Social psychology
Taiwan
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Summary: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.
ISSN:0021-9029
1559-1816
DOI:10.1111/j.1559-1816.2004.tb02790.x