| Organizational citizenship behaviors (OCBs), discretionary behaviors that promote effective functioning of the organization, are coveted by practicing managers. OCBs have been linked to positive organizational outcomes such as better overall firm performance and lower turnover (Podsakoff, et al., 2009; Smith, Organ, & Near, 1983). Because of their contribution to organizational outcomes, the antecedents of OCBs have been studied since the 1980's. Person-organization value congruence has been positively linked to OCBs (Netemeyer, 1997; Lauver and Kristof-Brown, 2001; Cable & DeRue, 2002), as have the individual values of achievement and benevolence (Arthaud-Day, Rode, and Turnley, 2012).;In an effort to further understanding of the construct and to aid in design of employee selection processes, this research seeks to define the relationships among organizational citizenship behaviors, person-organization value congruence, and the individual values of achievement and benevolence. A structural model is proposed in which value congruence moderates the relationships between the individual values and OCBs. A multi-organization sample of over 200 people who are permanently employed on a full-time basis is used. The model was tested using structural equation modeling software.;Contrary to previous research, no relationship was found between person-organization value congruence and organizational citizenship behaviors. Both the individual values of achievement and benevolence were positively linked to OCBs. This is significant because those two values, according to Schwartz' (1992, 1994) value scale, are based on opposing motivations of self-enhancement and self-transcendence. This hints at a darker side of citizenship behaviors that is counter to the traditional "good soldier" mentality associated with the helping behaviors. |
