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Journal article
How could you think that?: Supervisor misattribution leads to reduced subsequent employee organizational citizenship behavior
European Journal of Management Studies, Vol.29(3), pp.321-337
11/13/2024
Abstract
Purpose
From a social cognitive perspective, the current study examines how the relationship between the employee and the organization changes following supervisor motive misattribution of organizational citizenship behavior (OCB).
Design/methodology/approach
The current study utilizes an experimental vignette methodology (EVM), linear regression and Hayes' (2017) Process Version 4 macro in SPSS to examine the relationships between supervisor misattribution of employee OCB, personality and individual differences and future organizational citizenship behavior intentions.
Findings
Results indicate that supervisor misattribution of employee OCB, specifically when the act is attributed to impression management, will reduce the intention to engage in future OCBs. Results also indicate that this negative relationship is enhanced when subordinates are high in openness.
Research limitations/implications
This study extends social exchange theory by demonstrating how the misattribution of motivation to perform OCBs creates a negative social exchange and discourages future organizational citizenship behavior from the employee. The current research demonstrates the importance of supervisors understanding employees' motivations for engaging in (OCB). If an employee engages in OCB based on intrinsic motivation, such as a desire to help others, and their motivation is attributed to external motivation, such as impression management, the employee may feel misunderstood and believe their values and motivations are incorrectly perceived, leading to reduced OCB.
Originality/value
The current research is examined using EVM. By immersing participants in realistic hypothetical scenarios, experimental vignette methodology allows researchers to explore the intricacies of decision-making across unique scenarios, unraveling both the “why” and the “what next” behind decision-making.
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Details
- Title
- How could you think that?
- Publication Details
- European Journal of Management Studies, Vol.29(3), pp.321-337
- Resource Type
- Journal article
- Publisher
- Emerald Publishing Limited
- Copyright
- © 2024, Timothy R. Mcilveene, Maggie Davis and Sonia White
- Identifiers
- 99380579588806600
- Academic Unit
- Business Administration; Lewis Bear Jr. College of Business
- Language
- English