David L. Turnipseed

From Discretionary to Required: The Migration of Organizational Citizenship Behavior

The distinction between organizational citizenship behavior (OCB) and required behavior remains questionable more than two decades after its conceptualization. To examine the conceptual confusion, OCB was assessed for consistency with the traditional definition. OCB perceived as owed to the organization was also identified. Results indicate that many OCBs are perceived as part of the job description, rewarded, and punished. This highlights the definitional problem: What is the theoretical and pragmatic difference between OCB and required behavior, or what does the label OCB mean? Assuming that OCB exists (perhaps at organization entry), it is argued to migrate from discretionary to psychologically required. Results are discussed in terms of role sending, leader—member exchange, and reinforcement by managers. Rather than reduce the worth of the OCB construct, we suggest that it remains valuable: discretionary, extrarole OCB may be a midpoint between a formal job description and expanded work behavior migrating to psychologically required.

Assessing and Improving Learning in Business Schools: Direct and Indirect Measures of Learning

Institutions of higher education are scrambling to make program changes to improve the quality of learning and assessment of learning in the face of pressure from multiple constituencies. Business educators are incorporating various active learning techniques to enhance learning and application of skills and knowledge to real-world situations. Educators are also experimenting with new assessment techniques to meet assurance of learning standards. The authors compared perceptions of learning (indirect) to actual learning (direct) after completion of a management project with a real-world organization. The results support the use of management projects as a pedagogical tool for enhancing learning in business curricula and suggest actual learning may exceed perceptions of learning.

Relationship between Emotional Intelligence and Organizational Citizenship Behavior

This study evaluated hypothesized positive linkages between organizational citizenship behavior and the emotional intelligence dimensions of perception, using emotion, understanding emotion, and management of emotion, involving two samples. Sample 1 comprised 334 employed college students, 52% male, with a mean age of 23.4 yr., who worked an average of 29.6 hr. per week. Sample 2 comprised 72 professors, 81% female, with a mean age of 47 yr. Measures were the Emotional Intelligence Scale and the Organizational Citizenship Behavior Scale. Results of hierarchical multiple regressions indicated a positive link between organizational citizenship behavior and emotional intelligence. There were differences between the samples. In Sample 1, each of the emotional intelligence dimensions were positively linked to citizenship behavior: using and managing emotion were the greatest contributors. In Sample 2, managing emotion was the only contributor. Emotional intelligence had the strongest relationship with citizenship behavior directed at individuals.

RELATION OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND LOCUS OF CONTROL

The relation of organizational citizenship behavior and locus of control was assessed in a sample of 286 college students (52% men; M age = 24 yr.) who worked an average of 26 hr. per week. Measures were Spectors Work Locus of Control Scale and Podsakoff, et al.s Organization Citizenship Behavior scale. Hierarchical multiple regressions indicated positive association of scores on work locus of control with scores on each of the four tested dimensions of organizational citizenship, as well as total organizational citizenship behavior.

Do Owners and Managers Really Differ?: An Examination of Satisfaction with Overall Firm Performance in Small and Medium-Sized Enterprises

This study examines the determinants of satisfaction with overall firm performance by owner- and non-owner-managers of SMEs. It is expected that owners of SMEs will develop contracts for non-owner-managers or monitoring practices that align the interests of agents and principals. As a result of interest alignment, the relationships between entrepreneurial orientation, views on intangible resources, focus on performance metrics and satisfaction with overall financial performance should be similar for owner- and non-owner-managers of SMEs. The study results show differences in risk-taking behaviour and views of resource development between owner-managers and non-owner-managers. However, a strong relationship between short-term performance and overall satisfaction with financial performance existed in the sample of both owner-managers and non-owner-managers.

Chapter 1 The Relationship between the Four Branch Model of Emotional Intelligence and Discretionary Behavior of University Educators

Typical organizations comprise members whose behaviors range from the minimum possible to maintain membership, to those discretionarily engaging in job-related behaviors above that expected or required. These discretionary behaviors are beyond the job description and often are not recognized by the formal reward system. Possibly, individuals with high emotional intelligence are more prone to engage in discretionary behaviors. The relationship between the dimensions of emotional intelligence and discretionary citizenship behaviors has not previously been explored. Using samples of nursing and business university professors, this study investigates the relationship between discretionary behaviors of educators and the four branch model of emotional intelligence. Discretionary behaviors comprised a set of traditional organizational citizenship dimensions, and those behaviors beyond the expected unique to higher education. Salovey and Mayers four branch model was used to assess emotional intelligence. Data were analyzed with correlation analysis and multiple regressions. The regression results indicate that managing emotion (the ability to manage ones emotions and emotional relationships) had the greatest number of significant positive relationships with discretionary behaviors in both samples. Perceiving emotions and understanding emotions produced negative relationships with sportsmanship in the nursing sample. The nursing sample produced more relationships between emotional intelligence and discretionary behaviors than the business faculty sample. Overall results support the idea that emotional intelligence is linked to discretionary citizenship behavior. The study results provide evidence to support the organizational value of emotional intelligence. Also, the results provide ideas for fruitful further research which may hold promise for increasing organizational effectiveness and efficiency.

Emotional intelligence and OCB: The moderating role of work locus of control

ABSTRACT This study sought to identify linkages between Mayer, Salovey, and Caruso’s (2008) four dimensions of emotional intelligence (EI) and organizational citizenship behavior, and the moderating influence of locus of control. Using a sample of 290 employed students, the present study examines the effects of the dimensions of EI on OCB directed at individuals (OCB-I) and OCB directed at the organization (OCB-O). Emotionally intelligent individuals were hypothesized to engage in more organizational citizenship behavior (OCB) than individuals with lower EI. Work locus of control was hypothesized to moderate the emotional intelligence—OCB linkage, with high internals having a stronger emotional intelligence to OCB linkage. Results indicate that the EI dimensions of perceiving, understanding, and managing emotions had positive effects on OCB-I and OCB-O. Using emotions was not linked to OCB. Locus of control strengthened the EI to OCB-I link, but had no effect on the OCB–O linkage.

In the Eye of the Beholder: The Dark Triad and Academic Incivility

This paper addresses academic incivility and is the first study to link personality with uncivil behavior. Our sample of 519 students, 49% male, 81% white, revealed that many consider academic inci...

Context-specific locus of control scales: poor psychometrics and cluttered theory?1

Abstract Due to modest predictability by Rotters I-E generalized locus of control scale in some situations, a plethora of domain-specific scales have been developed. Although providing high predictability of unique behaviors in unique domains, these specific locus of control scales, using idiosyncratic independent variables and developing inconsistent dimensions, may not serve the field of psychology well.