RELATIONSHIPS BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIORS, EFFICIENCY, AND CUSTOMER SERVICE PERCEPTIONS IN TAIWANESE BANKS
Organizational citizenship behaviors (OCB) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Prior theory suggests and some research supports the belief that these behaviors are correlated with indicators of organizational effectiveness. Studies have yet to explore whether relationships between OCB and organizational effectiveness are generalizable to non-U.S. samples. The present study examined relationships between OCB and two indicators of organizational effectiveness -- the efficient use of ...view middle of the document...
S. While there have been a number of studies applying the construct of OCB to Eastern cultures (e.g., Farh, Early, & Lin, 1997; Farh, Podsakoff, & Organ, 1990), none have examined whether OCB in such cultures show similar relationships with indicators of organizational performance.
If these behaviors are significant antecedents to real firm performance, then managers will need to pay close attention to them and learn to reinforce them appropriately. If their effect is generalizable to other cultures outside the U.S., then appropriate managerial actions that increase OCB should be brought to such cultures. With the globalization of business opportunities, it is critical that U.S. researchers seek to understand the international generalizability of relationships found in U.S. samples.
In addition to the lack of cross-cultural replications, researchers have not determined which indicators of organizational effectiveness should be influenced by employee extra efforts. Organ’s initial assertion simply noted that OCB should impact the effective functioning of the organization. Theorists have noted that “organizational effectiveness” may be assessed using internal or external measures, and that these indicators often do not correlate with each other (Quinn & Rohrbaugh, 1983). For example, an internal measure such as efficiency, or outputs produced relative to inputs utilized, may have little relationship with customer satisfaction, an external assessment of effectiveness.
In his later work, Organ (1988) suggested that high levels of OCB should lead to a more efficient organization and help bring new resources into the organization. In Organ’s explanation,...