Above and Beyond, Again and Again: A Model of OCB, Motive Fulfillment, and Feedback

In this 3 wave longitudinal study of employees in a service organization, we examined the relatively unexplored area of the individual consequences of OCB to investigate how such behavior is encouraged or discouraged. Building on past research, we propose and test an overall model of OCB motive, behavior, motive attribution, feedback, and motive fulfillment to determine the overall impact on organizational citizenship behavior. Using a sample of between 151 and 240 employees in a longitudinal design, we found that employee motives of organizational concern and pro-social value were related to OCB, but motives of impression management were not. Further, manager and peer attributions regarding employee OCB motives were related to received feedback valence (ranging from negative to positive) reported by employees, and that feedback valence (especially feedback from peers) was related to pro-social motive fulfillment. We explore how the processes within this model are different for managers and peers, with di...