Why and when do motives matter? An integrative model of motives, role cognitions, and social support as predictors of OCB

Kim, Y J and Van Dyne, L and Kamdar, D and Johnson, R E (2013) Why and when do motives matter? An integrative model of motives, role cognitions, and social support as predictors of OCB. Organizational Behavior and Human Decision Processes, 121 (2). pp. 231-245.

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Abstract

We extend prior thinking about citizenship behavior by integrating employee motives, social support, and role cognitions as predictors of organizational citizenship behavior (OCB). Drawing on trait activation and situated self theories, we provide insights into why and when motives predict OCB using multi-source data from two field samples. In Study 1, we demonstrate that the quality of social support functions as a boundary condition that qualifies relations of motives with OCB. In Study 2, we introduce role cognitions as a proximal motivational factor that mediates the motives by social support interactions with OCB. Our results support the hypothesized moderated mediated model and enhance understanding of OCB by integrating the OCB motive and role cognition literatures, which to date have developed separately. As our results demonstrate, role cognitions, which are domain-specific felt obligations to perform OCB, mediate relations of more distal predispositions to perform OCB with helping and voice citizenship behaviors. © 2013 Elsevier Inc.

ISB Creators:
ISB CreatorsORCiD
Kamdar, DUNSPECIFIED
Item Type: Article
Uncontrolled Keywords: Helping; Motives; Organizational citizenship behavior; Role cognitions; Support; Voice
Subjects: Organization Behavior
Depositing User: Users 13 not found.
Date Deposited: 16 Nov 2014 13:45
Last Modified: 17 Nov 2014 04:58
URI: http://eprints.exchange.isb.edu/id/eprint/289
Publisher URL: http://dx.doi.org/10.1016/j.obhdp.2013.03.004
Publisher OA policy: http://www.sherpa.ac.uk/romeo/issn/0749-5978/
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