Citizenship ambivalence: Its nature, causes and consequences

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2022-12-01 DOI:10.1016/j.hrmr.2022.100896

Thomas K. Kelemen , William H. Turnley , Diane M. Bergeron , Kylie Rochford , Jessi Hinz

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引用次数: 1

Abstract

Early research on organizational citizenship behavior (OCB) indicated that such actions were beneficial to organizations and employees. In contrast, more recent work has suggested that there are also some negative consequences associated with these behaviors as well. However, research has yet to examine how employees who recognize both positive and negative aspects of OCB navigate this reality. To better understand this phenomenon, we define a new construct, citizenship ambivalence, which occurs when employees feel torn as to whether they should engage in or refrain from engaging in a specific act of OCB. We discuss the likely sources of citizenship ambivalence and employee responses to citizenship ambivalence, focusing particular attention on how citizenship ambivalence relates to the quantity of OCB performed, the quality of OCB performed, and citizenship fatigue. After discussing the causes and consequences of citizenship ambivalence, we conclude with a discussion of the implications for human resource management and directions for future research.

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公民矛盾心理:其性质、原因和后果

早期对组织公民行为的研究表明，组织公民行为对组织和员工都是有益的。相比之下，最近的研究表明，这些行为也会带来一些负面后果。然而，研究还没有考察那些既认识到组织公民行为的积极方面又认识到其消极方面的员工是如何应对这一现实的。为了更好地理解这一现象，我们定义了一个新的概念——公民矛盾心理(citizenship ambivalence)，它发生在员工对自己是否应该参与或不参与某一特定的组织公民行为感到纠结的时候。我们讨论了公民矛盾心理的可能来源和员工对公民矛盾心理的反应，特别关注公民矛盾心理与公民组织行为的数量、公民组织行为的质量和公民疲劳之间的关系。在讨论了公民矛盾心理的原因和后果之后，我们最后讨论了对人力资源管理的影响和未来研究的方向。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.