The employee–organization relationship and organizational citizenship behavior

Coyle-Shapiro, Jacqueline A-M., Diehl, Marjo-Riitta and Chang, Chiachi (2016) The employee–organization relationship and organizational citizenship behavior. In: Podsakoff, Philip M., Mackenzie, Scott B. and Podsakoff, Nathan P., (eds.) The Oxford Handbook of Organizational Citizenship Behavior. Oxford University Press, Oxford, UK. ISBN 9780190219000

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Abstract

Drawing upon social exchange theory and the norm of reciprocity, we review the employee–organization relationship (EOR). A number of EOR frameworks share common theoretical ground yet have developed independently: psychological contracts, perceived organizational support, employment relationship, social and economic exchange, and idiosyncratic deals. We examine the empirical evidence linking each of the frameworks to employees’ organizational citizenship behavior (OCB). Relationships based on minimal investment (quasi-spot contracts and transactional psychological contracts) and psychological contract breach are negatively related to OCB. Economic exchange is unrelated to OCB. Relationships that demonstrate investment, support, fulfillment of obligations, and granting of idiosyncratic deals are positively related to OCB because they signal a trusting and benefit conferring relationship. We outline challenges and future research directions that address the “value addedness” of the EOR frameworks.

Item Type:	Book Section
Official URL:	http://global.oup.com/
Additional Information:	© 2016 Oxford University Press
Divisions:	Management
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Date Deposited:	28 Sep 2017 13:08
Last Modified:	24 Oct 2023 14:35
URI:	http://eprints.lse.ac.uk/id/eprint/84350

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