Employees’ mood, perceptions of fairness, and organizational citizenship behavior
- Belinda A. E. MesserAffiliated withUniversity of Western Sydney
- , Fiona A. WhiteAffiliated withUniversity of SydneySchool of Psychology, University of Sydney Email author
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Previous research findings concerning employees’ perceptions of fairness and positive mood as predictors of organizational citizenship behavior (OCB) have been equivocal. Explanations for this inconsistency may be related to the varying types of manipulation techniques adopted and samples tested. To address these issues, the present study adopted the mood and fairness manipulation techniques of Bachrach and Jex (2000, Journal of Applied Psychology, 30(3), 641–663) to investigate their effect on OCB amongst a sample of 138 employees from five large service organizations. The findings revealed that employees’ perceptions of fairness affected their likelihood to perform organizational citizenship behaviors. One implication of this finding is that employees’ perceptions of fairness may have a more enduring effect, in comparison to their mood, on increasing their extra role work behaviors. However, a close evaluation of the mood manipulation technique suggests that further research is needed before any firm conclusions can be made on the relative effect of empolyees’ perceived fairness and positive mood on OCB.
Keywordsorganizational citizenship behavior employees’ mood workplace fairness organizational effectiveness.
- Employees’ mood, perceptions of fairness, and organizational citizenship behavior
Journal of Business and Psychology
Volume 21, Issue 1 , pp 65-82
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- Online ISSN
- Springer US
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- organizational citizenship behavior
- employees’ mood
- workplace fairness
- organizational effectiveness.
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