The Effect of the OCB Gap on Task Performance with the Moderating Role of Task Interdependence

Yuha Yang and Heesun Chae
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Yuha Yang: Institute of Industrial Relations, Seoul National University, Seoul 08826, Korea
Heesun Chae: College of Business Administration, Pukyong National University, Busan 48513, Korea

Sustainability, 2021, vol. 14, issue 1, 1-11

Abstract: Using the social exchange theory and the social cognitive perspective in group dynamics, this study seeks to examine how different individuals in the degree of engagement in organizational citizenship behavior (OCB) among members of a team (i.e., the OCB gap) can affect their work performance across varying levels of task interdependence. The research hypotheses were tested empirically using field data regarding 146 employee-supervisor dyads collected from 41 teams in South Korea. The results of the hierarchical linear modeling (HLM) analysis indicate that having a lover level of OCB engagement than the group average induces feelings of indebtedness in employees, and this sense of obligation is stronger in a high level of task dependence context. We further discuss the theoretical and practical implications of this research and suggest areas for future research.

Keywords: organizational citizenship behavior (OCB) gab; task performance; task interdependence; social exchange theory; social cognitive perspective (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
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