Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Home
  • Home
EnglishFrançais
Journal of Management & Organization Journal of Management & Organization

Article contents

Coworkers' organizational citizenship behaviors and employees' work attitudes: The moderating roles of perceptions of organizational politics and task interdependence

Published online by Cambridge University Press:  30 April 2019

Wongun Goo [Opens in a new window] ,
Yongjun Choi  and
Wonseok Choi
Wongun Goo
Affiliation:
School of Business and Economics, Indiana University East, Richmond, IN, USA
Yongjun Choi
Affiliation:
College of Business Administration, Hongik University, Mapo-gu, Seoul, The Republic of Korea
Wonseok Choi
Affiliation:
University of Detroit Mercy, Detroit, MI, USA
Corresponding
E-mail address:
wgoo@iu.edu
Get access
Rights & Permissions[Opens in a new window]

Abstract

The purpose of this study is to provide a better understanding of the relationship between coworkers' organizational citizenship behaviors (OCBs) and employees' work attitudes. In addition, we test if the two-situational factors – perceptions of organizational politics and task interdependence – moderate the relationship between coworkers' OCBs and focal employees' work attitudes. Using a sample of 411 employees, we found that coworkers' OCBs beneficial to organizations (OCBO) was positively related to focal employees' job satisfaction but negatively related to their turnover intention. The relationship between coworkers' OCBO and job satisfaction was stronger when perceptions of organizational politics were low. On the other hand, the relationship between coworkers' OCBs beneficial to other individuals and turnover intention was stronger when task interdependence was high. Implications of these results and future research directions are discussed.

Keywords

coworkers' organizational citizenship behaviors organizational politics task interdependence job satisfaction turnover intention
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 25
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019 

Access options

Get access to the full version of this content by using one of the access options below.
If you should have access and can't see this content please contact technical support.

References

Abbas, M., Raja, U., Darr, W., & Bouckenooghe, D. (2014). Combined effects of perceived politics and psychological capital on job satisfaction, turnover intention, and performance. Journal of Management, 40, 1813–1830.CrossRefGoogle Scholar
Aguinis, H., Beaty, J. C., Boik, R. J., & Pierce, C. A. (2005). Effect size and power in assessing moderating effects of categorical variables using multiple regression: A 30-year review. Journal of Applied Psychology, 90, 94–107.CrossRefGoogle ScholarPubMed
Aguinis, H., & Pierce, C. A. (2006). Computation of effect size for moderating effects of categorical variables in multiple regression. Applied Psychological Measurement, 30, 440–442.CrossRefGoogle Scholar
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: Sage.Google Scholar
Allen, T. D., & Rush, M. C. (1998). The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory experiment. Journal of Applied Psychology, 83, 247–260.CrossRefGoogle Scholar
Anderson, S. E., & Williams, L. J. (1996). Interpersonal, job and individual factors related to helping process at work. Journal of Applied Psychology, 81, 282–296.CrossRefGoogle Scholar
Ashkanasy, N. M. (2002). Leadership in the Asian century: Lessons from GLOBE. International Journal of Organizational Behavior, 5, 150–163Google Scholar
Bai, Y., Han, G. H., & Harms, P. D. (2016). Team conflict mediates the effects of organizational politics on employee performance: A cross-level analysis in China. Journal of Business Ethics, 139, 95–109.CrossRefGoogle Scholar
Beehr, T. A., & Drexler, J. A. Jr. (1986). Social support, autonomy, and hierarchical level as moderators of the role characteristics-outcome relationship. Journal of Occupational Behavior, 7, 207–214.CrossRefGoogle Scholar
Bergeron, D. M., Shipp, A. J., Rosen, B., & Furst, S. A. (2013). Organizational citizenship behavior and career outcomes: The cost of being a good citizen. Journal of Management, 39, 958–984.CrossRefGoogle Scholar
Blau, P. (1964). Exchange and power in social life. New York: Wiley.Google Scholar
Bolino, M. C. (1999). Citizenship and impression management: Good soldiers or good actors? Academy of Management Review, 24, 82–98.CrossRefGoogle Scholar
Bolino, M. C., Hsiung, H-. H., Harvey, J., & LePine, J. A. (2015). ‘Well, I'm tired of tryin’!’ organizational citizenship behavior and citizenship fatigue. Journal of Applied Psychology, 100, 56–74.CrossRefGoogle ScholarPubMed
Bolino, M. C., Long, D., & Turnley, W. (2016). Impression management in organizations: Critical questions, answers, and areas for future research. Annual Review of Organizational Psychology & Organizational Behavior, 3, 377–406.CrossRefGoogle Scholar
Bommer, W. H., Miles, E. W., & Grover, S. L. (2003). Does one good turn deserve another? Coworker influences on employee citizenship. Journal of Organizational Behavior, 24, 181–196.CrossRefGoogle Scholar
Bonner, J. M., Greenbaum, R. L., & Mayer, D. M. (2014). My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behaviors. Journal of Business Ethics, 137, 1–12.Google Scholar
Bowler, W. M., Paul, J. B., & Halbesleben, J. R. (2019). LMX and attributions of organizational citizenship behavior motives: When is citizenship perceived as brownnosing? Journal of Business and Psychology, 34, 139–152.CrossRefGoogle Scholar
Brislin, R. W. (1980). Translation and content analysis of oral and written material. Handbook of Cross-Cultural Psychology, 2, 349–444.Google Scholar
Byrne, Z. S. (2005). Fairness reduces the negative effects of organizational politics on turnover intentions, citizenship behavior and job performance. Journal of Business Psychology, 20, 175–200.CrossRefGoogle Scholar
Cammann, C., Fichman, M., Jenkins, D., & Klesh, J. (1979). The Michigan organizational assessment questionnaire. Ann Arbor: University of Michigan, unpublished manuscript.Google Scholar
Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–850.CrossRefGoogle Scholar
Carpenter, N. C., Berry, C. M., & Houston, L. (2014). A meta-analytic comparison of self-reported and other-reported organizational citizenship behavior. Journal of Organizational Behavior, 35, 547–574.CrossRefGoogle Scholar
Chang, C.-H., Rosen, C. C., & Levy, P. E. (2009). The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Academy of Management Journal, 52, 779–801.CrossRefGoogle Scholar
Chou, R. J.-A., & Robert, S. A. (2008). Workplace support, role overload, and job satisfaction of direct care workers in assisted living. Journal of Health and Social Behavior, 49, 208–222.CrossRefGoogle ScholarPubMed
Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd ed.). Hillsdale, NJ: Erlbaum.Google Scholar
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Mahwah, NJ: Routledge.Google Scholar
Cotton, J. L., & Tuttle, J. M. (1986). Employee turnover: A meta-analysis and review with implications for research. Academy of Management Journal, 11, 55–70.Google Scholar
Cropanzano, R., Howes, J. C., Grandey, A. A., & Toth, P. (1997). The relationship of organizational politics and support to work behaviors, attitudes, and stress. Journal of Organizational Behavior, 18, 159–180.3.0.CO;2-D>CrossRefGoogle Scholar
De Clercq, D., & Belausteguigoitia, I. (2017). Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources. Journal of Management and Organization, 23, 689–708.CrossRefGoogle Scholar
Deckop, J. R., Cirka, C. C., & Andersson, L. M. (2003). Doing unto others: The reciprocity of helping behavior in organizations. Journal of Business Ethics, 47, 101–113.CrossRefGoogle Scholar
Ducharme, L. J., & Martin, J. K. (2000). Unrewarding work, coworker support, and job satisfaction. Work and Occupations, 27, 223–243.CrossRefGoogle Scholar
Eastman, K. K. (1994). In the eyes of the beholder: An attributional approach to ingratiation and organizational citizenship behavior. Academy of Management Journal, 37, 1379–1391.Google Scholar
Edwards, M. R., & Peccei, R. (2010). Perceived organizational support, organizational identification, and employee outcomes. Journal of Personnel Psychology, 9, 17–26.CrossRefGoogle Scholar
Evans, M. G. (1985). A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis. Organizational Behavior and Human Decision Processes, 36, 305–323.CrossRefGoogle Scholar
Farh, J. L., Zhong, C. B., & Organ, D. W. (2004). Organizational citizenship behavior in the People's Republic of China. Organization Science, 15, 241–253.CrossRefGoogle Scholar
Farrell, S. K., & Finkelstein, L. M. (2011). The impact of motive attributions on coworker justice perceptions of rewarded organizational citizenship behavior. Journal of Business and Psychology, 26, 57–69.CrossRefGoogle Scholar
Ferris, G. R., Bhawuk, D. P. S., Fedor, D. F., & Judge, T. A. (1995). Organizational politics and citizenship: Attributions of intentionality and construct definition. In Martinko, M. J. (Ed.), Attributions theory: An organizational perspective (pp. 231–252). Del Ray Beach, FL: St. Lucie Press.Google Scholar
Ferris, G. R., Frink, D. D., Galang, M. C., Zhou, J., Kacmar, M. K., & Howard, J. L. (1996). Perceptions of organizational politics: Prediction, stress-related implications, and outcomes. Human Relations, 49, 233–266.CrossRefGoogle Scholar
Ferris, G. R., & Kacmar, K. M. (1992). Perceptions of organizational politics. Journal of Management, 18, 93–116.CrossRefGoogle Scholar
Ferris, G. R., Treadway, D. C., Perrewé, P. L., & Brouer, R. L. (2007). Political skill in organizations. Journal of Management, 33, 290–320.CrossRefGoogle Scholar
Flynn, F. J. (2003). How much should I give and how often the effects of generosity and frequency of favor exchange on social status and productivity. Academy of Management Journal, 46, 539–553.Google Scholar
Flynn, F. J., & Brockner, J. (2003). It's different to give than to receive: Predictors of givers’ and receivers’ reactions to favor exchange. Journal of Applied Psychology, 88, 1034–1045.CrossRefGoogle ScholarPubMed
Gilbert, D. T., & Silvera, D. H. (1996). Overhelping. Journal of Personality and Social Psychology, 70, 678–690.CrossRefGoogle ScholarPubMed
Gonzalez-Mule, E., DeGeest, D. S., McCormick, B. W., Seong, J. Y., & Brown, K. G. (2014). Can we get some cooperation around here? The mediating role of group norms on the relationship between team personality and individual helping behaviors. Journal of Applied Psychology, 99, 988–999.CrossRefGoogle ScholarPubMed
Gudykunst, W. B., & Ting-Toomey, S. (1988). Culture and interactional communication. Newbury Park, CA: Sage.Google Scholar
Halbesleben, J. R., Bowler, W. M., Bolino, M. C., & Turnley, W. H. (2010). Organizational concern, prosocial values, or impression management? How supervisors attribute motives to organizational citizenship behavior. Journal of Applied Social Psychology, 40, 1450–1489.CrossRefGoogle Scholar
Halbesleben, J. R., & Wheeler, A. R. (2012). To invest or not? The role of coworker support and trust in daily reciprocal gain spirals of helping behavior. Journal of Management, 41, 1628–1650.CrossRefGoogle Scholar
Heider, F. (1958). The psychology of interpersonal relation. New York: Wiley.CrossRefGoogle Scholar
Hoffman, B. J., Blair, C. A., Meriac, J. P., & Woehr, D. J. (2007). Expanding the criterion domain? A quantitative review of OCB literature. Journal of Applied Psychology, 92, 555–566.CrossRefGoogle ScholarPubMed
Hofstede, G. H. (1980). Culture's consequences: International differences in work-related values. Beverly Hills, CA: Sage.Google Scholar
Hoobler, J. M., Wayne, S. J., & Lemmon, G. (2009). Bosses’ perceptions of family-work conflict and women's promotability: Glass ceiling effects. Academy of Management Journal, 52, 939–957.CrossRefGoogle Scholar
Jain, A. K., Giga, S. I., & Cooper, C. L. (2011). Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior. Journal of Management and Organization, 17, 412–432.CrossRefGoogle Scholar
Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the perceptions of politics scale (POPS): A multiple sample investigation. Journal of Management, 23, 627–658.CrossRefGoogle Scholar
Kim, A., Kim, Y., Han, K., Jackson, S., & Polyhart, R. (2017). Multilevel influences on voluntary workplace green behavior: Individual differences, leader behavior, and coworker advocacy. Journal of Management, 43, 1335–1358.CrossRefGoogle Scholar
Kim, P., & Lee, J. H. (2012). The influence of collectivism and rater error on organizational citizenship and impression management behaviors. Social Behavior and Personality, 40, 545–555.CrossRefGoogle Scholar
Kim, T., Aryee, S., Loi, R., & Kim, S. (2013). Person-organization fit and employee outcomes: Test of a social exchange model. International Journal of Human Resource Management, 24, 3719–3737.CrossRefGoogle Scholar
Lam, S. S. K., Hui, C., & Law, K. S. (1999). Organizational citizenship behavior: Comparing perspectives of supervisors and subordinates across four international samples. Journal of Applied Psychology, 84, 594–601.CrossRefGoogle Scholar
Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87, 131–142.CrossRefGoogle ScholarPubMed
Little, T. D., Cunningham, W. A., Shahar, G., & Widaman, K. F. (2002). To parcel or not to parcel: Exploring the question, weighing the merits. Structural Equation Modeling, 9, 151–173.CrossRefGoogle Scholar
Locke, E. A. (1976). The nature and causes job satisfaction. In Dunnett, M. D. (Ed.), Handbook of industrial and organizational psychology (pp. 1300–1307). Chicago: Rand McNally.Google Scholar
Mathieu, J., & Zajac, D. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171–194.CrossRefGoogle Scholar
Matta, F. K., Scott, B. A., Koopman, J., & Conlon, D. E. (2015) Does seeing ‘eye to eye’ affect work engagement and organizational citizenship behavior? A role theory perspective on LMX agreement. Academy of Management Journal, 58, 1686–1708.CrossRefGoogle Scholar
Mintzberg, H. (1983). Power in and around organizations. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Mobley, W. H., Horner, S. O., & Hollingsworth, A. T. (1986). An evaluation of precursors of hospital employee turnover. Journal of Applied Psychology, 63, 408–414.CrossRefGoogle Scholar
Mossholder, K. W., Settoon, R. P., & Henagan, S. C. (2005). A relational perspective on turnover: Examining structural, attitudinal, and behavioral predictors. Academy of Management Journal, 48, 607–618.CrossRefGoogle Scholar
Nadler, A. (1987). Determinants of help seeking behavior: The effects of helper's similarity, task centrality and recipient's self-esteem. European Journal of Social Psychology, 17, 57–67.CrossRefGoogle Scholar
Nei, D., Snyder, L. A., & Litwiller, B. J. (2015). Promoting retention of nurses: A meta-analytic examination of causes of nurse turnover. Health Care Management Review, 40, 237–253.CrossRefGoogle ScholarPubMed
Nielsen, T. M., Hrivnak, G. A., & Shaw, M. (2009). Organizational citizenship behavior and performance: A meta-analysis of group-level research. Small Group Research, 40, 555–577.CrossRefGoogle Scholar
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington.Google Scholar
Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human Performance, 10, 85–97.CrossRefGoogle Scholar
Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2005). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage Publications.Google Scholar
Ozer, M. (2011). A moderated model of the relationship between organizational citizenship behaviors and job performance. Journal of Applied Psychology, 96, 1328–1336.CrossRefGoogle ScholarPubMed
Ozer, M., Chang, C-. H., & Schaubroeck, J. M. (2014). Contextual moderators of the relationship between organizational citizenship behaviours and challenge and hindrance stress. Journal of Occupational and Organizational Psychology, 87, 557–578.CrossRefGoogle Scholar
Parker, C. P., Dipboye, R. L., & Jackson, S. L. (1995). Perceptions of organizational politics: An investigation of antecedents and consequences. Journal of Management, 21, 891–912.CrossRefGoogle Scholar
Pearce, J. L., & Gregersen, H. R. (1991). Task interdependence and extra-role behavior: A test of the mediating effects of felt responsibility. Journal of Applied Psychology, 76, 838–844.CrossRefGoogle Scholar
Podsakoff, N. P., LePine, J. A., & LePine, M. A. (2007). Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: A meta-analysis. Journal of Applied Psychology, 92, 438–454.CrossRefGoogle ScholarPubMed
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94, 122–141.CrossRefGoogle ScholarPubMed
Podsakoff, P. M., & MacKenzie, S. B. (1997). Impact of organizational citizenship behavior on organizational performance: A review and suggestions for future research. Human Performance, 10, 133–151.CrossRefGoogle Scholar
Podsakoff, P. M., MacKenzie, S. B., & Hui, C. (1993). Organizational citizenship behaviors and managerial evaluations of employee performance: A review and suggestions for future research. In Ferris, G. R. & Rowland, K. M. (Eds.), Research in personnel and human resources management (Vol. 11, pp. 1–40). Greenwich, CT: JAI Press.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513–563.CrossRefGoogle Scholar
Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.CrossRefGoogle ScholarPubMed
Podsakoff, P. M., Podsakoff, P. M., MacKenzie, S. B., Maynes, T. D., & Spoelma, T. M. (2014). Consequences of unit-level organizational citizenship behaviors: A review and recommendations for future research. Journal of Organizational Behavior, 35, S87–S119.CrossRefGoogle Scholar
Pollock, T. G., Whitbred, R. C., & Contractor, N. (2000). Social information processing and job characteristics: A simultaneous test of two theories with implications for job satisfaction. Human Communication Research, 26, 292–330.Google Scholar
Price, J. L., & Mueller, C. (1986). Absenteeism and turnover of hospital employees. Greenwich, CT: JAI Press.Google Scholar
Randall, M. L., Cropanzano, R., Bormann, C. A., & Birjulin, A. (1999). Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20, 159–174.3.0.CO;2-7>CrossRefGoogle Scholar
Reichers, A. E., Wanous, J. P., & Austin, J. T. (1997). Understanding and managing cynicism about organizational change. Academy of Management Executive, 11, 48–59.Google Scholar
Rose, K. (2016). Examining organizational citizenship behavior in the context of human resource development: An integrative review of the literature. Human Resource Management Review, 15, 295–316.CrossRefGoogle Scholar
Rubin, R. S., Dierdorff, E. C., & Bachrach, D. G. (2013). Boundaries of citizenship behavior: Curvilinearity and context in the citizenship and task performance relationship. Personnel Psychology, 66, 377–406.CrossRefGoogle Scholar
Scandura, T. A., & Lankau, M. J. (1997). Relationships of gender, family responsibility and flexible work hours to organizational commitment and job satisfaction. Journal of Organizational Behavior, 18, 377–391.3.0.CO;2-1>CrossRefGoogle Scholar
Settoon, R. P., & Mossholder, K. W. (2002). Relationship quality and relationship context as antecedents of person- and task-focused interpersonal citizenship behavior. Journal of Applied Psychology, 87, 255–267.CrossRefGoogle ScholarPubMed
Sherony, K. M., & Green, S. G. (2002). Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes. Journal of Applied Psychology, 87, 542–548.CrossRefGoogle ScholarPubMed
Siemsen, E., Roth, A., & Oliveira, P. (2010). Common method bias in regression models with linear, quadratic, and interaction effects. Organizational Research Methods, 13, 456–476.CrossRefGoogle Scholar
Small, E. E., & Rentsch, J. R. (2010). Shared leadership in teams: A matter of distribution. Journal of Personnel Psychology, 9, 203–2011.CrossRefGoogle Scholar
Tepper, B. J., Duffy, M. K., Hoobler, J., & Ensley, M. D. (2004). Moderators of the relationships between coworkers' organizational citizenship behavior and fellow employees’ attitudes. Journal of Applied Psychology, 89, 455–465.CrossRefGoogle ScholarPubMed
Tews, M. J., Michel, J. W., & Ellingson, J. E. (2013). The impact of coworker support on employee turnover in the hospitality industry. Group & Organization Management, 38, 630–653.CrossRefGoogle Scholar
Thompson, J. D. (1967). Organizations in actions. New York: McGraw-Hill.Google Scholar
Van der Vegt, G. S., Emans, B. J. M., & Van de Vliert, E. (2001). Patterns of interdependence in work teams: A two-level investigation of the relations with job and team satisfaction. Personnel Psychology, 54, 51–69.CrossRefGoogle Scholar
Van der Vegt, G. S., & Van de Vliert, E. (2000). Team members’ affective responses to patterns of intragroup interdependence and job complexity. Journal of Management, 26, 633–655.CrossRefGoogle Scholar
Van der Vegt, G. S., Van de Vliert, E., & Oosterhof, A. (2003). Informational dissimilarity and organizational citizenship behavior: The role of intrateam interdependence and team identification. Academy of Management Journal, 46, 715–727.CrossRefGoogle Scholar
Venkataramani, V., & Dalal, R. S. (2007). Who helps and harms whom? Relational antecedents of interpersonal helping and harming in organizations. Journal of Applied Psychology, 92, 952–966.CrossRefGoogle ScholarPubMed
Vigoda-Gadot, E. (2001). Reactions to organizational politics: A cross-cultural examination in Israel and Britain. Human Relations, 54, 1483–1518.CrossRefGoogle Scholar
Vigoda-Gadot, E., & Talmud, I. (2010). Organizational politics and job outcomes: The moderating effect of trust and social support. Journal of Applied Social Psychology, 40, 2829–2861.CrossRefGoogle Scholar
Viswesvaran, C., Sanchez, J. I., & Fisher, J. (1999). The role of social support in the process of work stress: A meta-analysis. Journal of Vocational Behavior, 54, 314–334.CrossRefGoogle Scholar
Wenderoth, M. C. (2016). Great leaders embrace office politics. Retrieved May 17, 2016, from https://hbr.org/2016/04/great-leaders-embrace-office-politicsGoogle Scholar
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601–617.CrossRefGoogle Scholar
Yen, W. (2015). Relationships among perceptions of organizational politics (POPs), work motivation and salesperson performance. Journal of Management and Organization, 21, 203–216.CrossRefGoogle Scholar
Young, S. A., & Parker, C. P. (1999). Predicting collective climates: Assessing the role of shared work values, needs employee interaction and work group membership. Journal of Organizational Behavior, 20, 1199–1218.3.0.CO;2-N>CrossRefGoogle Scholar
Zhou, J., & Ferris, G. (1995). The dimensions and consequences of organizational politics: A confirmatory analysis. Journal of Applied Social Psychology, 25, 1747–1764.CrossRefGoogle Scholar
Ziegler, R., Schlett, C., Casel, K., & Diehl, M. (2012). The role of job satisfaction, job ambivalence, and emotions at work in predicting organizational citizenship behavior. Journal of Personnel Psychology, 11, 176–190.CrossRefGoogle Scholar
Zivnuska, S., Kacmar, K. M., Witt, L. A., Carlson, D. S., & Bratton, V. K. (2004). Interactive effects of impression management and organizational politics on job performance. Journal of Organizational Behavior, 25, 627–640.CrossRefGoogle Scholar

Full text views

Full text views reflects PDF downloads, PDFs sent to Google Drive, Dropbox and Kindle and HTML full text views.

Total number of HTML views: 22
Total number of PDF views: 96 *
View data table for this chart

* Views captured on Cambridge Core between 30th April 2019 - 25th January 2021. This data will be updated every 24 hours.

2 Cited by
Hostname: page-component-76cb886bbf-fv2z2 Total loading time: 0.328 Render date: 2021-01-25T05:42:34.763Z Query parameters: { "hasAccess": "0", "openAccess": "0", "isLogged": "0", "lang": "en" } Feature Flags: { "shouldUseShareProductTool": true, "shouldUseHypothesis": true, "isUnsiloEnabled": true, "metricsAbstractViews": false, "figures": false, "newCiteModal": false }

Send article to Kindle

To send this article to your Kindle, first ensure no-reply@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about sending to your Kindle. Find out more about sending to your Kindle.

Note you can select to send to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be sent to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Coworkers' organizational citizenship behaviors and employees' work attitudes: The moderating roles of perceptions of organizational politics and task interdependence
Available formats
×

Send article to Dropbox

To send this article to your Dropbox account, please select one or more formats and confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your <service> account. Find out more about sending content to Dropbox.

Coworkers' organizational citizenship behaviors and employees' work attitudes: The moderating roles of perceptions of organizational politics and task interdependence
Available formats
×

Send article to Google Drive

To send this article to your Google Drive account, please select one or more formats and confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your <service> account. Find out more about sending content to Google Drive.

Coworkers' organizational citizenship behaviors and employees' work attitudes: The moderating roles of perceptions of organizational politics and task interdependence
Available formats
×
×

Reply to: Submit a response

Your details

Conflicting interests

Do you have any conflicting interests? *