SAMVAD: International Journal of Management

Open Access Open Access  Restricted Access Subscription Access

A Review of Extra Role Behavior as an Organizational Asset


Affiliations
1 Symbiosis Institute of Business Management, Symbiosis International Deemed University, Pune, India
 

Purpose: The purpose of this paper is to provide a theoretical review of EXtra role Behaviour (EXB). Further, it also explores some evidence to understand the extent to which EXB is required among teaching professionals.

Design/Methodology/Approach: Research papers, articles and reports were explored to evaluate the understanding of the construct. Online databases were used to explore the articles to analyse the extra role behavior.

Findings: Extra role behaviour is instrumental in shaping the organizational efficiency and effectiveness. Proper designing of processes to encourage such behaviour is desirable for overall productivity, performance, and sustainability of the organization.

Research Limitations: Based on the theory based review, this paper provides concrete scope for future researches. It suggests future research to be conducted in longitudinal manner, with more variables in connection to extra role behaviour.

Implications: By detailing EXB and how it brings about positive work outcome, this paper demonstrates the importance of creating a lasting impact through integration and encouragement of such behaviour and hence would be relevant to teachers and administrators in the field of education. It may also be relevant to human resource managers, leaders, and OD consultants who work towards understanding and bringing about change by focusing on desired performance behaviours.

Originality/Value: This is a comprehensive literature review of the construct EXB which will benefit the academicians, researchers, and practitioners alike. It contributes towards ongoing research in the field.


Keywords

Discretionary Behaviour, Education, Employee Behaviour, Extra Role Behaviour, Positive Behaviour, Workplace Behaviour.
User
Notifications
Font Size

  • Barnard, C. (1938). The functions of the executive. Cambridge: Mass.

  • Barnard, C. (1968). The functions of the executive (Vol. 11). Boston, MA: Harvard University Press.

  • Bateman, T. & Organ, D. (1983). Job satisfaction and the good soldier: The relationship between affect and employee “Citizenship”. The Academy of Management Journal, 26(4), 587−595. https://doi.org/10.5465/255908, https://doi.org/10.2307/255908.

  • Belogolovsky, E. & Somech, A. (2010). Teachers’ organizational citizenship behaviour: Examining the boundary between in-role behaviour and extra-role behaviour from the perspective of teachers, principals and parents. Teaching and Teacher Education, 26, 914−923. https://doi.org/10.1016/j.tate.2009.10.032.

  • Bogler, R. & Somech, A. (2004). Influence of teacher empowerment on teachers organizational commitment, professional commitment and organizational citizenship behavior in schools. Teaching and Teacher Education, 20, 277−289. http:// dx.doi.org/10.1016/j.tate.2004.02.003, https://doi.org/10.1016/j.tate.2004.02.003.

  • Borman, W.C. & Motowidlo, S.M. (1993). Expanding the Criterion Domain to Include Elements of Contextual Performance. Chapter In: N. Schmitt and W. C. Borman (Eds.), Personnel Selection in Organizations. San Francisco: Jossey-Bass; p. 71−98.

  • Borman, W.C., White, L.A. & Dorsey, D.W. (1995). Effects of ratee task performance and interpersonal factors on supervisor and peer performance ratings. Journal of Applied Psychology, 80(1), 168−177. https://doi.org/10.1037/0021-9010.80.1.168.

  • Brief, Arthur P. & Motowidlo, Stephan J. (1986). Prosocial organizational behaviors. Academy of Management Review, 11(4), 710−725. https://doi.org/10.5465/amr.1986.4283909, https://doi.org/10.2307/258391.

  • Chiaburu, D.S., Marinova, S.V. & Lim, A.S. (2007). Helping and proactive extra-role behaviors: The influence of motives, goal orientation, and social context. Personality and Individual Differences, 43(8), 2282−2293. https://doi.org/10.1016/j.paid.2007.07.007.

  • Christ, O., van Dick, R., Wagner, U. & Stellmacher, J. (2003). When teachers go the extra mile: Foci of organisational identification as determinants of different forms of organisational citizenship behaviour among schoolteachers. British Journal of Educational Psychology, 73(3), 329−341. https://doi.org/10.1348/000709903322275867. PMid: 14672147.

  • DiPaola, M.F., Tarter, C.J. & Hoy, W.K. (2005). Measuring organizational citizenship of schools: The OCB scale, In: W. Hoy & C. Miskel (Eds.), Educational Leadership and Reform. Greenwich, CT: Information Age Publishing; p.319−341.

  • Elgammal, I. (2013b, November). The use of learning contracts in achieving the learning outcomes, the case of Professional Development module, UWIC, UK. Paper presented at The 3rd Tourism International conference of The Arabic Universities Association, Alexandria, Egypt.

  • Ganster, D.C. & Schaubroeck, J. (1991). Work stress and employee health. Journal of Management, 17, 235−271. doi: 10.1177/014920639101700202. https://doi.org/10.1177/014920639101700202.

  • Fullan, M. (1985). Change processes and strategies at the local level. The elementary school Journal, 85(3), 391-421.

  • George, J.M. & Jones, G.R. (1997). Experiencing Work: Values, Attitudes, and Moods. Human Relations, 50, 393. https://doi.org/10.1023/A:1016954827770.

  • Holt, B.E. (1933). Animal drive and the learning process. An essay toward radical empiricism. The Journal of Nervous and Mental Disease, 78(5), 554−561. https://doi.org/10.1097/00005053-193311000-00056.

  • Huang, C.C. & You, C.S. (2011). The three components of organizational commitment on in-role behaviors and organizational citizenship behaviors. African Journal of Business Management, 5(28), 11335−11344. https://doi.org/10.5897/AJBM10.1623.

  • Hui, C., Law, K. S., & Chen, Z. X. (1999). A structural equation model of the effects of negative affectivity, leader-member exchange, and perceived job mobility on in-role and extra-role performance: A Chinese case. Organizational behavior and human decision processes, 77(1), 3-21.

  • Katz, D. & Kahn, R. L. (1966). The psychology of organizations. New York: HR Folks International.

  • Koberg, C.S., Boss, R.W., Senjem, J.C. & Goodman, E.A. (1999). Antecedents and outcomes of empowerment: Empirical evidence from the health care industry. Group and Organization Management, 24(1), 71−91. https://doi.org/10.1177/1059601199241005.

  • Miceli, M.P. & Near, J.P. (2013). An international comparison of the incidence of public sector whistle-blowing and the prediction of retaliation: Australia Norway and the US. Australian Journal of Public Administration, 72(4), 433−446. https://doi.org/10.1111/1467-8500.12040.

  • Miceli, M.P., Near, J.P. & Dworkin, T.M. (2013). Whistle-blowing in organizations. https://doi.org/10.4324/9780203809495.

  • MacKenzie, S. B., Podsakoff, P. M., & Ahearne, M. (1998). Some possible antecedents and consequences of in-role and extra-role salesperson performance. Journal of Marketing, 62(3), 87-98.

  • Nadiri, H., & Tanova, C. (2010). An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in hospitality industry. International Journal of Hospitality Management, 29(1), 33-41.

  • Organ, D.W. (1988). Organizational citizenship behavior: The good soldier syndrome. USA: Psychology Press.

  • Organ, D.W. (1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10(2), 85−97. https://doi.org/10.1207/s15327043hup1002_2.

  • Organ, D.W. & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775−802. https://doi.org/10.1111/j.1744-6570.1995.tb01781.x.

  • Shore, L.M. & Wayne, S.J. (1993). Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support. Journal of Applied Psychology, 78(5), 774−780. https://doi.org/10.1037/0021-9010.78.5.774. PMid: 8253631.

  • Skinner, B.F. (1965). Science and human behavior. NY: Simon and Schuster.

  • Somech, A., & Ron, I. (2007). Promoting organizational citizenship behavior in schools: The impact of individual and organizational characteristics. Educational Administration Quarterly, 43(1), 38-66.

  • Somech, A. & Drach-Zahavy, A. (2000). Understanding extra-role behavior in schools: The relationships between job satisfaction sense of efficacy and teachers’ extrarole behavior. Teaching and Teacher Education, 16(5-6), 649−659. https://doi.org/10.1016/S0742-051X(00)00012-3.

  • Srivastava A.P. & Dhar R.L. (2015). Training comprehensiveness: construct development and relation with role behavior, European Journal of Training and Development, 39(7), 641−662. https://doi.org/10.1108/EJTD-06-2015-0039.

  • Srivastava, A.P. (2017). Teachers’ extra role behaviour: Relation with self-efficacy, procedural justice, organisational commitment and support for training. International Journal of Management in Education, 11(2), 140−162. https://doi.org/10.1504/IJMIE.2017.10002822, https://doi.org/10.1504/IJMIE.2017.083352.

  • Srivastava, A.P. & Dhar, R.L. (2016a). Impact of Leader member exchange, human resource management practices and psychological empowerment on extra role performances: The mediating role of organisational commitment. International Journal of Productivity and Performance Management, 65(3), 351−377. https://doi.org/10.1108/IJPPM-01-2014-0009.

  • Srivastava, A.P. & Dhar, R.L. (2019). Authentic leadership and extra role behavior: A school based integrated model. Current Psychology, 38(3), 684−697. https://doi.org/10.1007/s12144-017-9634-4.

  • Srivastava, A.P. & Rastogi, M. (2019). Understanding the Perception of Training Comprehensiveness. In: Workforce Coaching, Mentoring, and Counseling: Emerging Research and Opportunities. IGI Global; p. 85−104. https://doi.org/10.4018/978-1-5225-9235-8.ch004.

  • Tompson, H. & Werner, J.M. (1997). The impact of role conflict/facilitation on core and discretionary behaviors: Testing a mediated model. Journal of Management, 23, 583−572. https://doi.org/10.1177/014920639702300405.

  • van Dick, R., van Knippenberg, D., Kerschreiter, R., Hertel, G. & Wieseke, J. (2008). Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior. Journal of Vocational Behavior, 72(3), 388−399. https://doi.org/10.1016/j.jvb.2007.11.009.

  • Van Dyne, L. & Ang, S. (1998). Organizational citizenship behavior of contingent workers in Singapore. The Academy of Management Journal, 41(6), 692−703. Retrieved from http://www.jstor.org/stable/256965, https://doi.org/10.2307/256965, https://doi.org/10.5465/256965.

  • Van Dyne, L. & LePine, J. (1998). Helping and voice extrarole behaviors: Evidence of construct and predictive validity. The Academy of Management Journal, 41(1), 108−119. Retrieved from http://www.jstor.org/stable/256902, https:// doi.org/10.5465/256902, https://doi.org/10.2307/256902

  • Vigoda-Gadot, E. (2007a). Redrawing the boundaries of OCB? An empirical examination of compulsory extrarole behavior in the workplace. Journal of Business and Psychology, 21(3), 377−405. https://doi.org/10.1007/s10869-006-9034-5.

  • Vigoda‐Gadot, E (2007b). Leadership style, organizational politics, and employees’ performance: An empirical examination of two competing models, Personnel Review, 36(5), 661−683. https://doi.org/10.1108/00483480710773981.

  • 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(3), 601−617. http://dx.doi.org/10.1177/014920639101700305, https://doi.org/10.1177/014920639101700305.

  • Wright, P.M., George, J.M., Farnsworth, S.R. & McMahan, G.C. (1993). Productivity and extra-role behavior: The effects of goals and incentives on spontaneous helping. Journal of Applied Psychology, 78(3), 374−381. https://doi.org/10.1037/0021-9010.78.3.374.

  • Zhu, W., Newman, A., Miao, Q., & Hooke, A. (2013). Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?. The Leadership Quarterly, 24(1), 94-105.


Abstract Views: 305

PDF Views: 101




  • A Review of Extra Role Behavior as an Organizational Asset

Abstract Views: 305  |  PDF Views: 101

Authors

Anugamini Priya Srivastava
Symbiosis Institute of Business Management, Symbiosis International Deemed University, Pune, India
Sonal Shree
Symbiosis Institute of Business Management, Symbiosis International Deemed University, Pune, India

Abstract


Purpose: The purpose of this paper is to provide a theoretical review of EXtra role Behaviour (EXB). Further, it also explores some evidence to understand the extent to which EXB is required among teaching professionals.

Design/Methodology/Approach: Research papers, articles and reports were explored to evaluate the understanding of the construct. Online databases were used to explore the articles to analyse the extra role behavior.

Findings: Extra role behaviour is instrumental in shaping the organizational efficiency and effectiveness. Proper designing of processes to encourage such behaviour is desirable for overall productivity, performance, and sustainability of the organization.

Research Limitations: Based on the theory based review, this paper provides concrete scope for future researches. It suggests future research to be conducted in longitudinal manner, with more variables in connection to extra role behaviour.

Implications: By detailing EXB and how it brings about positive work outcome, this paper demonstrates the importance of creating a lasting impact through integration and encouragement of such behaviour and hence would be relevant to teachers and administrators in the field of education. It may also be relevant to human resource managers, leaders, and OD consultants who work towards understanding and bringing about change by focusing on desired performance behaviours.

Originality/Value: This is a comprehensive literature review of the construct EXB which will benefit the academicians, researchers, and practitioners alike. It contributes towards ongoing research in the field.


Keywords


Discretionary Behaviour, Education, Employee Behaviour, Extra Role Behaviour, Positive Behaviour, Workplace Behaviour.

References