Hostname: page-component-cd9895bd7-fscjk Total loading time: 0 Render date: 2024-12-23T04:40:34.819Z Has data issue: false hasContentIssue false
  • English
  • Français

The curvilinear relationship between career plateauing and organizational citizenship behavior

Published online by Cambridge University Press:  25 January 2018

Gi R. Song ,
Kyoung S. Kim  and
Min W. Lee
Gi R. Song
Affiliation:
Business Administration, Kyungpook National University, Daegu, Korea
Kyoung S. Kim*
Affiliation:
Business Administration, Kyungpook National University, Daegu, Korea
Min W. Lee
Affiliation:
Business Administration, Kyungpook National University, Daegu, Korea
*
Corresponding author: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

According to social exchange theory, the motivation for organizational citizenship behavior can be understood with the help of the frameworks of obligation to reciprocate and expected reciprocity. This study predicts that the true motivation for organizational citizenship behavior could be differentiated conditional on the career plateau. These relationships predict the existence of a U-shaped nonlinear relationship between the career plateau and organizational citizenship behavior. In addition to exploring this relationship, the study attempted to discover the effect of organizational commitment and job involvement on the relationship. As a result, a U-shaped curvilinear relationship is applied between career plateau and four dimensions of organizational citizenship behavior except civic virtue. Commitment and involvement show unexpected moderating effects on those curved relationships.

Keywords

career plateauorganizational citizenship behaviororganizational commitmentjob involvementcurvilinear relationship
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Issue 6 , November 2019 , pp. 914 - 935
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Akan, O. H., Allen, R. S., & White, C. S. (2009). Equity sensitivity and organizational citizenship behavior in a team environment. Small Group Research, 40(1), 94–112.Google Scholar
Allen, T. D., Russel, J. A., Poteet, M. L., & Dobbins, G. H. (1999). Learning and development factors related to perceptions of job content and hierarchical plateauing. Journal of Organizational Behavior, 20, 1113–1137.Google Scholar
Astakhova, M. N. (2015). The curvilinear relationship between work passion and organizational citizenship behavior. Journal of Business Ethics, 130(2), 361–374.Google Scholar
Badiane, K. (2016). A study on career plateauing, organizational commitment and organizational citizenship behavior of Taiwan-based expatriates: A holistic approach to international mobility. International Journal of Human Resource Studies, 6(2), 134–167.Google Scholar
Baer, M., & Oldham, G. R. (2006). The curvilinear relation between experienced creative time pressure and creativity: Moderating effects of openness to experience and support for creativity. Journal of Applied Psychology, 91(4), 963–970.Google Scholar
Blau, G. (1964). Exchange and power in social life. New Work: Wiley.Google Scholar
Campion, M. A., Cheraskin, L., & Stevens, M. J. (1994). Career-related antecedents and outcomes of job rotation. Academy of Management Journal, 37(6), 1518–1542.Google Scholar
Carter, N. T., Dalal, D. K., Boyce, A. S., O’Connell, M. S., Kung, M.-C., & Delgado, K. M. (2014). Uncovering curvilinear relationships between conscientiousness and job performance: How theoretically appropriate measurement makes an empirical difference. Journal of Applied Psychology, 99(4), 564–586.Google Scholar
Churchill, G. A. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 64–73.Google Scholar
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Routledge: LEA.Google Scholar
Coyle-Shapiro, J. A.-M. (2002). A psychological contract perspective on organizational citizenship behavior. Journal of Organizational Behavior, 23, 927–946.Google Scholar
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.Google Scholar
Elsass, P. M., & Ralston, D. A. (1989). Individual responses to the stress of career plateauing. Journal of Management, 15(1), 35–47.Google Scholar
Ference, T. P., Stoner, J. A. F., & Warren, E. K. (1977). Managing the career plateau. Academy of Management Review, 2(4), 602–612.Google Scholar
George, J. M., & Brief, A. P. (1992). Feeling good-doing good: A conceptual analysis of the mood at work-organizational spontaneity. Psychological Bulletin, 112(2), 310–329.Google Scholar
Graham, J. W., Dienesch, R. M., & Van Dyne, L. (1994). Organizational citizenship behavior: Construct redefinition, measurement, and validation. Academy of Management Journal, 37(4), 765–802.Google Scholar
Harris, K. J., Kacmar, K. M., & Witt, L. A. (2005). An examination of the curvilinear relationship between leader-member exchange and intent to turnover. Journal of Organizational Behavior, 26(4), 363–378.Google Scholar
Homans, G. (1961). Social behavior: Its elementary forms. New York: Harcourt Brace.Google Scholar
Hurst, C. S., Kungu, K., & Flott, P. (2012). Stress, organizational citizenship behaviors, and coping: Comparisons among plateaued and non-plateaued employees. Business and Management Research, 1(3), 17.Google Scholar
Janssen, O. O. (2001). Fairness perceptions as a moderator in the curvilinear relationships between job demands, and job performance and job satisfaction. Academy of Management Journal, 44(5), 1039–1050.Google Scholar
Kanungo, R. N. (1982). Measurement of job and work involvement. Journal of Applied Psychology, 67(3), 341–349.Google Scholar
Korsgaard, M. A., Meglino, B. M., Jeong, S. S., & Lester, S. W. (2010). Paying you back or paying me forward: Understanding rewarded and unrewarded organizational citizenship behavior. Journal of Applied Psychology, 95(2), 277–290.Google Scholar
Lam, C. F., Ashford, S. J., Liang, J., & Lee, C. (2015). Job insecurity and organizational citizenship behavior: Exploring curvilinear and moderated relationships. Journal of Applied Psychology, 100(2), 499–510.Google Scholar
Lam, C. F., Spreitzer, G., & Fritz, C. (2014). Too much of a good thing: Curvilinear effect of positive affect on proactive behaviors. Journal of Organizational Behavior, 35(4), 530–546.Google Scholar
Milliman, J. F. (1992). Causes, consequences, and moderating factors of career plateauing. Unpublished doctoral dissertation, The University of Southern California.Google Scholar
Moorman, R. H., Niehoff, B. P., & Organ, D. W. (1993). Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justice. Employee Responsibilities and Rights Journal, 6, 209–225.Google Scholar
Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee-organization linkages: The psychology of commitment, absenteeism, and turnover. San Diego, CA: Academic Press.Google Scholar
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 224–247.Google Scholar
Munyon, T. P., Hochwarter, W. A., Perrewé, P. L., & Ferris, G. R. (2010). Optimism and the nonlinear citizenship behavior—Job satisfaction relationship in three studies. Journal of Management, 36(6), 1505–1528.Google Scholar
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.Google Scholar
Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142.Google Scholar
Rapp, A. A., Bachrach, D. G., & Rapp, T. L. (2013). The influence of time management skill on the curvilinear relationship between organizational citizenship behavior and task performance. Journal of Applied Psychology, 98(4), 668–677.Google Scholar
Rapp, T. L., Bachrach, D. G., Rapp, A. A., & Mullins, R. (2014). The role of team goal monitoring in the curvilinear relationship between team efficacy and team performance. Journal of Applied Psychology, 99(5), 976–987.Google Scholar
Restubog, S. L., Bordia, P., & Tang, R. L. (2007). Behavioral outcomes of psychological contract breach in a non-western culture: The moderating role of equity sensitivity. British Journal of Management, 18, 376–386.Google Scholar
Rotondo, D. M., & Perrewé, P. L. (2000). Coping with a career plateau: An empirical examination of what works and what doesn’t. Journal of Applied Social Psychology, 30(12), 2622–2646.Google Scholar
Schwab, D. P. (1980). Construct validity in organizational behavior. Research in Organizational Behavior, 2(1), 3–43.Google Scholar
Sturman, M. C., Shao, L., & Katz, J. H. (2012). The effect of culture on the curvilinear relationship between performance and turnover. Journal of Applied Psychology, 97(1), 46–62.Google Scholar
Tremblay, M., & Roger, A. (2004). Career plateauing reactions: The moderating role of job scope, role ambiguity and participation among canadian managers. International Journal of Human Resource Management, 15(6), 996–1017.Google Scholar
Tremblay, M., Roger, A., & Toulouse, J. M. (1995). Career plateau and work attitudes: An empirical study of managers. Human Relations, 48(3), 221–237.Google Scholar
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601–617.Google Scholar
Zhao, H., Wayne, S. J., Glibkowski, B. C., & Bravo, J. (2007). The impact of psychological contract breach on work-related outcomes: A meta-analysis. Personnel Psychology, 60, 647–680.Google Scholar