Beyond exchange and prosocial motives, is altruistic helping a valid motive for organizational citizenship behavior?
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AbstractPurpose – The argument in this study is that employees differ in their motives in helping their
organizations when they know that they may not be paid back for their efforts. This paper aims to examine
whether these motives will lead to greater extra-role contribution in an organization.
Design/methodology/approach – The data of 124 pairs of employee in China have been used to
develop and test the measurement of an “altruistic helping of organization” (AHO) in a pilot sample. In
addition, AHO had been then tested as a motive for organizational citizenship behavior (OCB) using data
collected from 245 pairs of employees in China.
Findings – Data from 124 pairs of employees in China have been used to develop and test the measurement
of “altruistic helping of organization” in a pilot sample. The authors have proposed and validated whether
procedural justice and conscientiousness predict for a new OCB motive – AHO, which explains for an
incremental predictive power over the existing motives of OCB, namely, instrumentality, social exchange with
the organization, organizational concern, prosocial values and impression management, on a data collected
from 245 pairs of employees in China.
Research limitations/implications – This is a cross-sectional study. In addition, the authors have only
taken in samples in China, which may not be generalizable to other context.
Practical implications – Practitioners can devote resources to encourage employees to help without any
consideration of returns. In addition, the fairness perception of organizational practices – procedural justice
and individual characteristics – are necessary to induce AHO and other OCB motives.
Social implications – This research provides that the social implication of arousing the basic
underpinning of driving OCB is altruistic motive and not egoistic. This finding helps to stimulate individuals
to have more helping behaviors towards the organization.
Originality/value – This study provides solid evidence for the suggestion by the original proponents of
OCB that the distinction between rewarded and unrewarded criterion is blurred in OCB literature. Our
findings suggest that altruistic helping does exist and that this explains for a significant proportion of extrarole
behavior.
All Author(s) ListFung Yi Millissa Cheung, Kelly Peng, Chi-Sum Wong
Journal nameChinese Management Studies
Year2018
Volume Number12
Issue Number1
PublisherEmerald Publishing Limited
Pages222 - 242
ISSN1750-614X
eISSN1750-6158
LanguagesEnglish-United States
KeywordsOCB, Social exchange, Altruistic helping

Last updated on 2020-04-04 at 11:57