1. Organizational Citizenship Motives and Targets of Organizational Citizenship Behaviors Kathryn Acker, MBA Triad Manufacturing Inc. Melody L. Wollan, Ph.D., PHR Eastern Illinois University 2008 IBAM 16 Conference, Orlando, FL

2. Organizational Citizenship Behavior Organizational Citizenship Behavior (OCB): activities performed that lie outside of an employee’s job description Motivators of OCB:  organizational concern,  pro-social values, and  impression management (Rioux & Penner, 2001) Target recipient of OCB: Interpersonal and Organizational Context of OCB: small business, quick-service, corporate

3. Procedure and Measures 56-item questionnaire in pencil-and-paper format Each motive with 10 items:  Organizational Concern α =.918  Pro-social Values α =.885  Impression Management α =.916 Five items demographic controls: age, gender, hierarchical position, company tenure, work experience Participants were recruited via e-mail notifications as well as personal visit and direct advertisement

4. Sample (n = 145) Quick Service 14.5% (n = 21) Small Business 46.2% (n = 67) Corporate 39.3% (n = 57) Age 18-20: 20.7% Age 21-25: 37.9% Age 26-39: 16.5% Age 40+: 24.8% Female 65.5% Male 34.5% More than 50% at their company 3 years or less More than 50% working 7 years or less Entry-level 57.6% Middle-Mgt 37.5% Top Mgt 4.9%

5. Motives - confirming Rioux & Penner (2001) Organizational Concern (H1)  r =.507, p <.001; r 2 =.270, F (1,137)=.000 Pro-social Values (H2)  r =.380, p <.001; r 2 =.188, F(1,139)=.000 Impression Management (H3)  r =.183, p <.05; r 2 =.059, F (1,133)=.004 Org Concern Prosocial Values Impression Mgmt Likelihood to perform Organizational Citizenship Behaviors + will be positively related to the likelihood to perform OCBs.

6. Organizational vs. Interpersonal OCBs Organizational Try to introduce new structures, technologies, or approaches to improve efficiency Investigate and secure funds to implement new ideas Attend training/info sessions about company or industry Be on time to work despite traffic, weather, etc. Represent organization favorably to outsiders Do not waste organizational resources no matter how small Interpersonal Check with others before initiating actions that might affect them Encourage other employees when they are down Help organize get-togethers Cover duties for absent coworkers Act as a peacemaker when others are having disagreements Speak up and encourage others to get involved in issues that affect group Don’t make problems bigger than they are 10 organizational items, 93.2% ave agreement (86-100%) α =.807 10 interpersonal items,74.2% ave agreement (57-90%) α =.804

7. Motivators and Their Targets H4: Organizational concern will be positively related to the likelihood of performing organizationally-targeted OCBs.  r 2 =.314, F (1,136) =.000 H5: Pro-social values will be positively related to the likelihood of performing interpersonally-targeted OCBs.  r 2 =.212, F (1,139) =.000 H6: Impression management will be positively correlated to the likelihood of performing interpersonally-targeted OCBs.  r 2 =.061, F (1,133) =.003 Org Concern Organizational Targeted OCBs Pro-Social Values Interpersonal Targeted OCBs Impression Mgmt + + +

8. The Contextual Effect H7: In quick-service restaurant respondents, pro- social values will be most likely motive to predict OCBs. (NS) H8: In quick-service restaurant respondents, impression management will be insignificant in predicting OCBs. (S) #1: Pro-Social Values Likelihood to perform OCB Quick-Service Restaurants + Impression Mgmt Non- Sign PS r 2 =.290, F (1,17) =.005 OC r 2 =.358, F (1,17) =.017 IM non-significant r 2 =.023, F (1,14) =.552

9. The Contextual Effect H9: In small business respondents, organizational concern will significantly motivate OCBs. (S) Small Business Org Concern Likelihood to perform OCB + OC r 2 =.198, F (1,59) =.000 PS r 2 =.174, F (1,62) =.001 IM r 2 =.077, F (1,56) =.032

10. Results All hypotheses except H7 (Pro-Social #1 in Q-S) supported. OCB likelihood frequency greater in small business (µ = 4.45) and corporate (µ = 4.37) than in quick-service (µ = 4.05) Frequency of OCB: none of controls significant Motives of OCB:  ▲age = shift from IM to OC  Women = PS and IM, not OC  Company Type = Differences in Motives

11. Company type by OCB motive Mean (Range, Variance) Organizational Concern Pro-social Values Impression Management Quick Service4.17 (#2) (1.8-5.8, 1.24) 4.66 (#1) (2.9-6, 0.69) 3.44 (#3) (1-5.1, 1.41) Small Business4.61 (#2) (2.5-6, 0.69) 4.69 (#1) (3.4-6, 0.54) 3.50 (#3) (1.1-5.4, 1.22) Corporate4.52 (#1) (2.4-6, 0.71) 4.32 (#2) (2.1-5.9,0.61) 2.99 (#3) (1.1-5.6, 1.39) Follow-up Tukey HSD No Significant difference between groups Between small business and corporate the mean difference is significant (p=.025) Between small business and corporate the mean difference is significant (p=.039)

12. Discussion Demographics, by themselves, do not seem to predict overall frequency or likelihood of OCB. All three motives discussed lead to OCB, but organizational concern and pro-social values appear to be much stronger factors than impression management. Organizationally-targeted OCBs are related to organizational concern as a motivator. The interpersonally-targeted OCBs were most strongly motivated by pro-social values.

13. Small business and corporate settings seem to invoke more organizationally-targeted OCBs than in a quick service setting. The motives that are more self-oriented appear to motivate employees less in small business and corporate settings. Managers have the possibility of focusing their encouragement in motivating employees to do the extra-role activities in different ways, targeted at different populations.