Workplace Deviance, Organizational Citizenship Behavior, and Business Unit Performance: the Bad Apples Do Spoil the Whole Barrel

8146 Words Nov 11th, 2012 33 Pages
Journal of Organizational Behavior
J. Organiz. Behav. 25, 67–80 (2004)
Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/job.243

Workplace deviance, organizational citizenship behavior, and business unit performance: the bad apples do spoil the whole barrel
PATRICK D. DUNLOP1* AND KIBEOM LEE2
1
2

Summary

School of Psychology, University of Western Australia, Crawley, Western Australia, Australia
Department of Psychology, University of Calgary, Calgary, Alberta, Canada

The influences of organizational citizenship behavior (OCB) and workplace deviant behavior
(WDB) on business unit performance were investigated using data from branches of a fast food organization. Data included measures
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Accordingly, some researchers have examined the link between unit-level OCB and business unit performance, which is briefly reviewed in the following section. Very little (if any) research to date, however, has examined such links involving unit-level WDB.

Organizational citizenship behavior and business unit performance
Organ (1988, 1997) defined OCB as being voluntary and discretionary behavior of individual organizational members that, in the aggregate, is expected to promote overall organizational efficacy.
Examples of OCB include defending the organization when other employees criticize it and assisting co-workers with their duties. Borman and Motowidlo (1993) suggested that OCB (or ‘contextual performance’) of workers would serve to improve overall organizational performance. They argued that this would occur because OCBs, while not directly supportive of the technical core of the organization, are supportive of the social environment in which the technical core exists. Furthermore, unlike task behaviors, OCBs are not job-specific; that is, similar ‘sets’ of OCBs can be exhibited in many work settings, and thus these behaviors should serve to improve organizational performance in almost any work setting.
Given this theoretical link between OCB and organizational effectiveness, a considerable amount of research on OCB has been centered on identifying the

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