This study focuses on Organisational Citizenship Behaviour (OCB). OCB is defined as extra role behaviours which are not officially recognised or rewarded but which are useful and beneficial for all members of an organisation and the organisation itself. This study has two main objectives. The first objective is to examine the most appropriate source of rating OCB. The second objective is to examine the relationship between perception of leadership OCB (LOCB) and employee OCB (EOCB).
Based on a review of current literature, six hypotheses were proposed. The first three hypotheses examined the bias of each source of rating (self-rating, supervisor rating and peer rating). The fourth and fifth hypotheses examined the accuracy of each source. These contributed to the findings of the most appropriate source. The last hypothesis predicted that employee perception of LOCB is positively related to all four dimensions of EOCB. Eighty-four respondents from a manufacturing company completed the questionnaire. This included one supervisor and three employees in each group of matched questionnaires. This study used the four-factor model of OCB measurement developed by Moorman and Blakely (1995). The four factors were interpersonal helping, individual initiative, personal industry and loyal boosterism.
The results of this study indicate that peer rating is the most suitable source in rating employee OCB. Hence, peer rating was employed to measure employee OCB in examining the relationship between LOCB and EOCB. This is consistent with the discussion from previous research. The perception of leadership OCB was found to be significantly related to interpersonal helping and loyal boosterism dimensions.
This study contributes to the support of combining social exchange theory and political science theory. The results suggest that employee perception of supervisor role modelling affects their behaviours in helping individuals and helping the organisation. The results also suggest that organisations may see benefits in using peer rating for performance appraisal.
Future research should focus on the comparison between LOCB and other kinds of leadership behaviours to predict employee performance or other relevant factors, such as job satisfaction, organisational commitment. Additionally, future research should examine the relationship between perception of LOCB and EOCB in other organisational settings. Moreover, future research should compare these results with those using the five-factor model developed by Podsakoff and MacKenzie (1994), which could possibly contribute to new perspectives.[Show full abstract]
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