An emotion-centered model of voluntary work behavior some parallels between counterproductive work behavior and organizational citizenship behavior
By: SPECTOR, Paul E
.
Contributor(s): FOX, Suzy.
Material type: 
ArticlePublisher: 2002Human Resource Management Review 12, 2, p. 269-292Abstract: We present a model that integrates findings from several areas to explain in parallel the voluntary acts of counterproductive work behavior (CWB) and organizatinal citizenship behavior (OCB). CWB is behavior, such as aggression or sabotage, intended to hurt the organization or its employees. OCB is prosocial behavior intended to help. A variety of job/organizational conditions (constraints on performance, job stressors, injustice, or violation of psychological contract) will elicit emotional reactions. Negative emotion will tend to increase the likelihood of CWB and positive emotion will increase the likelihood of OCB. CWB is associated with the personality characteristics of trait anger and anxiety, locus of control, and delinquency. OCB is associated with empathy and perceived ability to help. We discuss how management of emotion-eliciting conditions and events can help control voluntary behavior in a way that leads to both employee and organization well-being
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We present a model that integrates findings from several areas to explain in parallel the voluntary acts of counterproductive work behavior (CWB) and organizatinal citizenship behavior (OCB). CWB is behavior, such as aggression or sabotage, intended to hurt the organization or its employees. OCB is prosocial behavior intended to help. A variety of job/organizational conditions (constraints on performance, job stressors, injustice, or violation of psychological contract) will elicit emotional reactions. Negative emotion will tend to increase the likelihood of CWB and positive emotion will increase the likelihood of OCB. CWB is associated with the personality characteristics of trait anger and anxiety, locus of control, and delinquency. OCB is associated with empathy and perceived ability to help. We discuss how management of emotion-eliciting conditions and events can help control voluntary behavior in a way that leads to both employee and organization well-being
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