Journal of Organizational Patterns
J. Organiz. Behav. 25, 67–80 (2004)
Published on-line in Wiley InterScience (www.interscience.wiley.com). DOI: twelve. 1002/job. 243
Workplace deviance, organizational
citizenship behavior, and business device
performance: the bad apples carry out spoil the
whole barrel or clip
PATRICK M. DUNLOP1* AND KIBEOM LEE2
a couple of
College of Mindset, University of Western Sydney, Crawley, European Australia, Sydney Department of Psychology, University or college of Calgary, Calgary, Alberta, Canada
The inﬂuences of organizational citizenship behavior (OCB) and office deviant tendencies (WDB) upon business device performance had been investigated employing data coming from branches of any fast food business. Data included measures of WDB and OCB extracted from staff, rankings of performance provided by administrators, and objective measures of performance. It was found that WDB was negatively and signiﬁcantly connected with business device performance tested both subjectively and objectively. OCB, yet , failed to contribute to the prediction of business unit performance further than the level that was achieved by WDB. It appeared, consequently , that the presence of deviant employees among business units impinges upon the performance of the business product as a whole, although OCBs acquired comparatively little effect. Copyright laws # 2004 John Wiley & Kids, Ltd.
While there have been much contention over the correct deﬁnition from the performance qualifying criterion, in recent years experts have come to acknowledge that performance is best deﬁned as being a function of employees' workplace behaviours (e. g., Borman & Motowidlo, 1993; Campbell, McHenry, & Wise, 1990). Firme and Sackett (2002), for instance , deﬁned performance as ‘those actions and behaviors which might be under the charge of the individual and contribute to the desired goals of the organization' (p. 66). A recent review of the job overall performance literature indicates that there are three distinct components of work manners in the work performance sphere. They have been identiﬁed as task performance, organizational citizenship patterns (OCB), and workplace deviant behavior (WDB) (see Irrebatible & Sackett, 2002, for a review). Of such, task overall performance has long been identified by researchers as the utmost important aspect of work behaviors, and has sometimes been viewed as being
* Correspondence to: Patrick G. Dunlop, College of Mindset, University of Western Sydney, 35 Stirling Highway, Crawley, Western Australia 6009, Australia. E-mail: [email protected] uwa. edu. au
Copyright # 2004 John Wiley & Kids, Ltd.
Received 3 January 2003
Modified 17 03 2003
Acknowledged 18 Sept 2003
P. G. DUNLOP AND K. SHELTER
synonymous with overall work performance. The importance of the two non-task behaviors (OCB and WDB) in determining total job efficiency, however , has also been well written about in the literature. For example , Motowidlo and Van Scotter (1994) found that OCB plays as important a role as task efficiency does in determining employee's overall work performance. Related ﬁndings had been reported recently by Perentorio and Sackett (2002) regarding WDB.
Both types of work behaviors which often not directly help the technical primary of the job ﬁgure conspicuously in determining overall work performance in the individual level. What is not clear, however , is actually there will be an isomorphic transfer of these associations to the organization unit level. The present study was executed to explain on this issue by looking into the level to which the prevalence of OCB and WDB in a business product is related to the general functioning of that business unit. Given that people within a organization unit should certainly interact for varying degrees of interdependency in order to achieve prevalent objectives (Salas, Dickinson, Converse, & Tannenbaum, 1992), as well as the implications that OCB and WDB might have to social natural environment in which main task activities should take place (e. g., Robinson &...
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