Skip to main content
SpringerLink
Log in

Organizational Citizenship Behavior and the Public Service Ethos: Whither the Organization?

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Public services worldwide have been subject to externally imposed reforms utilizing tools such as financial incentives and performance targets. The adverse impact of such reforms on a public service ethos has been claimed, but rarely demonstrated. Individuals within organizations work beyond their formal contracts of employment, described as Organizational Citizenship Behavior (OCB), to further organizational interests. Given New Public Management reform and the subsequent contextual changes in the way in which public sector organizations are managed and funded, the present study theorizes that OCB directed towards the organization may be ‘crowded-out’. This article tests the relationships between public service ethos and OCB and it presents empirical evidence from a study in England (n = 433) of the ability of each dimension of this ethos to predict OCB.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1

Similar content being viewed by others

References

  • Ainley, P., & Bailey, B. (1997). The business of learning—staff and student experiences of further education in the 1990. London: Cassell.

    Google Scholar 

  • Alonso, P., & Lewis, G. B. (2001). Public service motivation and job performance: Evidence from the federal sector. American Review of Public Administration, 31, 363–380.

    Google Scholar 

  • Andersen, L. B. (2009). What determines the behaviour and performance of health professionals? Public service motivation, professional norms and/or economic incentives. International Review of Administrative Sciences, 75(1), 79–97.

    Google Scholar 

  • Audit Commission. (2002). Recruitment and retention: Public sector national report. London: Audit Commission.

    Google Scholar 

  • Avis, J. (1996). The myth of the post-fordist society. In J. Avis, M. Bloomer, G. Esland, D. Gleeson, & P. Hodkinson (Eds.), Knowledge and nationhood (pp. 71–82). London: Cassell.

    Google Scholar 

  • Avis, J. (1999). Shifting identity: New conditions and the transformation of practice teaching within post-compulsory education. Journal of Vocational Education and Training, 51(2), 245–264.

    Google Scholar 

  • Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee “citizenship”. The Academy of Management Journal, 26(4), 587–595.

    Google Scholar 

  • Bergeron, D. M. (2007). The potential paradox of organizational citizenship behavior: Good citizens at what cost? Academy of Management Review, 32(4), 1078–1095.

    Google Scholar 

  • Bettencourt, L. A., Gwinner, K. P., & Meuter, M. L. (2001). A comparison of attitude, personality, and knowledge predictors of service-oriented organizational citizenship behavior. Journal of Applied Psychology, 86(1), 29–41.

    Google Scholar 

  • Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.

    Google Scholar 

  • Bolino, M. C. (1999). Citizenship and impression management. Good soldiers or good actors? Academy of Management Review, 24, 82–98.

    Google Scholar 

  • Bolino, M. C., & Turnley, W. H. (2003). Going the extra mile: Cultivating and managing employee citizenship behavior. Academy of Management Executive, 17(3), 60–71.

    Google Scholar 

  • Bolino, M. C., & Turnley, W. H. (2005). The personal costs of citizenship behavior: The relationship between individual initiative and role overload, job stress, and work-family conflict. Journal of Applied Psychology, 90, 740–748.

    Google Scholar 

  • Bolino, M. C., Turnley, W. H., & Bloodgood, J. M. (2002). Citizenship behavior and the creation of social capital in organizations. Academy of Management Review, 27, 505–522.

    Google Scholar 

  • Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 71–98). San Francisco: Jossey-Bass.

    Google Scholar 

  • Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J. (2001). Personality predictors of citizenship performance. International Journal of Selection and Assessment, 9, 52–69.

    Google Scholar 

  • Bozeman, B. (2007). Public values and private interests: Counterbalancing economic individualism. Washington, DC: Georgetown University Press.

    Google Scholar 

  • Brereton, M., & Temple, M. (1999). The new public service ethos: An ethical environment for governance. Public Administration, 77(3), 455–474.

    Google Scholar 

  • Brewer, G. A., & Selden, S. C. (1998). Whistle blowers in the federal civil service: New evidence of the public service ethic. Journal of Public Administration Research and Theory, 8(3), 413–440.

    Google Scholar 

  • Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of Management Review, 11, 710–725.

    Google Scholar 

  • Bright, L. (2005). Public employees with high levels of public service motivation: Who are they and what do they want? Review of Public Personnel Administration, 22(2), 138–153.

    Google Scholar 

  • Bright, L. (2007). Does person-organization fit mediate the relationship between public service motivation and the job performance of public employees? Review of Public Personnel Administration, 27(4), 361–379.

    Google Scholar 

  • Bright, L. (2008). Does public service motivation really make a difference on the job satisfaction and turnover intentions of public employees? The American Review of Public Administration, 38(2), 149–166.

    Google Scholar 

  • Broadbent, J., & Laughlin, R. (2001). Public service professionals and the new public management: Control of the professions in the public services. In K. McLaughlin, S. P. Osborne, & E. Ferlie (Eds.), New public management: Current trends and future prospects (pp. 95–108). London: Routledge.

    Google Scholar 

  • Brown, A. D., & Humphreys, M. (2003). Epic and tragic tales: making sense of change. Journal of Applied Behavioral Science, 39(2), 121–144.

    Google Scholar 

  • Brown, A. D., & Humphreys, M. (2006). Organizational identity and place: A discursive exploration of hegemony and resistance. Journal of Management Studies, 43(2), 231–257.

    Google Scholar 

  • Camilleri, E. (2006). Towards developing an organisational commitment—public service motivation model for the Maltese public service employees. Public Policy and Administration, 21(1), 63–83.

    Google Scholar 

  • Chandler, B. J., & Clark, H. (2002). Stressing academe: The wear and tear of new public management. Human Relations, 55(9), 1051–1069.

    Google Scholar 

  • Coursey, D. H., & Pandey, S. K. (2007). Public service motivation measurement: Testing an abridged version of Perry’s Proposed scale. Administration and Society, 39(5), 547–568.

    Google Scholar 

  • Coyle-Shapiro, J., & Kessler, I. (2000). Consequences of the psychological contract for the employment relationship: A large scale survey. Journal of Management Studies, 37(7), 909–930.

    Google Scholar 

  • Coyle-Shapiro, J., Kessler, I., & Purcell, J. (2004). Exploring organizationally directed citizenship behaviour: Reciprocity or ‘it’s my job’. Journal of Management Studies, 41(1), 85–106.

    Google Scholar 

  • Crewson, P. E. (1997). Public service motivation: Building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory, 7(4), 499–518.

    Google Scholar 

  • De Charms, R. (1968). Personal causation: The internal affective determinants of behavior. New York: Academic Press.

    Google Scholar 

  • Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self determination in a work organization. Journal of Applied Psychology, 74(4), 580–590.

    Google Scholar 

  • Deci, E. L., Koestener, R., & Ryan, R. M. (1999). A meta-analytical review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125, 627–668.

    Google Scholar 

  • Diefenbach, T. (2009). New public management in public sector organizations: The dark sides of managerialistic enlightenment. Public Administration, 87(4), 892–909.

    Google Scholar 

  • Exworthy, M., & Halford, S. (Eds.). (1998). Professionals and the new managerialism. Buckingham: Open University Press.

    Google Scholar 

  • Ferlie, E., & Geraghty, K. J. (2005). Professionals in public services organizations: Implications for public sector “reforming”. In E. Ferlie, L. E. Lynn, & C. Pollitt (Eds.), The oxford handbook of public management. Oxford: Oxford University Press.

    Google Scholar 

  • Ferlie, E., Lynn, L. E., & Pollitt, C. (Eds.). (2005). The oxford handbook of public management. Oxford: Oxford University Press.

    Google Scholar 

  • Fitzgerald, L., & Ferlie, E. (2000). Professionals: Back to the future. Human Relations, 53(5), 713–739.

    Google Scholar 

  • Forde, C. (2008). You know we are not an employment agency’: Manpower, government and the development of the temporary help industry in Britain. Enterprise and Society, 9(2), 337–365.

    Google Scholar 

  • Fox, A. (1974). Beyond contract: Work, power and trust relations. London: Faber and Faber Ltd.

    Google Scholar 

  • Franco, L. M., Bennett, S., & Kanfer, R. (2002). Health sector reform and public sector health worker motivation: A conceptual framework. Social Science and Medicine, 54, 1255–1266.

    Google Scholar 

  • Frederickson, G. H. (1997). The spirit of public administration. San Francisco: Jossey-Bass.

    Google Scholar 

  • Frederickson, G. H., & Ghere, R. K. (2005). Ethics in public management. Armonk, NY: ME Sharpe.

    Google Scholar 

  • Frey, B. S. (1997). A constitution for knaves crowds out civic virtues. Economic Journal, 107, 1043–1053.

    Google Scholar 

  • George, J. M., & Brief, A. P. (1992). Feeling good-doing good: A conceptual analysis of the mood and work-organizational spontaneity relationship. Psychological Bulletin, 112, 310–329.

    Google Scholar 

  • Goldberg, C. B., & Waldman, D. A. (2000). Modeling employee absenteeism: Testing alternative measures and mediated effects based on job satisfaction. Journal of Organizational Behavior, 21(6), 665–676.

    Google Scholar 

  • Graham, J. W., & Van Dyne, L. (2006). Gathering information and exercising influence: Two forms of civic virtue organizational citizenship behavior. Employee Rights and Responsibilities Journal, 18, 89–109.

    Google Scholar 

  • Grant, A. M. (2007). Employees without a cause: The motivational effects of prosocial impact in public service. International Public Management Journal, 11(1), 48–66.

    Google Scholar 

  • Halbesleben, J. R. B., & Bowler, W. M. (2007). Emotional exhaustion and job performance: The mediating role of motivation. Journal of Applied Psychology, 92, 95–106.

    Google Scholar 

  • Hebson, G., Grimshaw, D., & Marchington, M. (2003). PPPs and the changing public sector ethos: Case study evidence from the health and local authority sectors. Work, Employment and Society, 69(3), 481–501.

    Google Scholar 

  • Hood, C. (1991). A public management for all seasons. Public Administration, 69, 3–19.

    Google Scholar 

  • Horton, S. (2008). History and persistence of an ideal. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public services (pp. 17–32). Oxford: Oxford University Press.

    Google Scholar 

  • Horton, S., & Hondeghem, A. (2006). Editorial: Public service motivation and commitment. Public Policy and Administration, 21(1), 1–12.

    Google Scholar 

  • House of Commons Public Administration Select Committee. (2002). Seventh Report. The Public Service Ethos. London: HMSO.

  • Houston, D. J. (2000). Public service motivation: A multivariate test. Journal of Public Administration Research and Theory, 4(4), 713–724.

    Google Scholar 

  • Houston, D. J. (2006). Public service motivation walking the walk of public service motivation: Public employees and charitable gifts of time, blood and money. Journal of Public Management Research and Theory, 10(4), 713–727.

    Google Scholar 

  • Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader-member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92, 269–277.

    Google Scholar 

  • Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.

    Google Scholar 

  • Kim, S. (2006). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27(8), 722–740.

    Google Scholar 

  • Kim, S. (2009). Revising Perry’s measurement scale of public service motivation. The American Review of Public Administration, 39(2), 149–161.

    Google Scholar 

  • Kirkpatrick, I., Ackroyd, S., & Walker, R. (2005). The new managerialism and public service professions. New York: Palgrave Macmillan.

    Google Scholar 

  • Lawton, A. (1998). Ethical management for the public services. Buckingham: Open University Press.

    Google Scholar 

  • Le Grand, J. (2003). Motivation, agency, and public policy: Of knights and knaves, pawns and queens. Oxford: Oxford University Press.

    Google Scholar 

  • Leisink, P., & Steijn, B. (2009). Public service motivation and job performance of public sector employees in the Netherlands. International Review of Administrative Sciences, 75(1), 35–52.

    Google Scholar 

  • LePine, J. A., Erez, A., & Johnson, D. E. (2002). The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis. Journal of Applied Psychology, 87(1), 52–65.

    Google Scholar 

  • Lipsky, M. (1980). Street level bureaucracy. New York: Russell Sage Foundation.

    Google Scholar 

  • McLaughlin, K., Osborne, S. P., & Ferlie, E. (2002). New public management: Current trends and future prospects. London: Routledge.

    Google Scholar 

  • Minogue, M. (1998). Changing the state: Concepts and practice in the reform of the public sector. In M. Minogue, C. Polidano, & D. Hulme (Eds.), Beyond the new public management: Changing ideas and practices in governance (pp. 17–37). Cheltenham: Edward Elgar.

    Google Scholar 

  • Moon, M. J. (2000). Organizational commitment revisited in new public management: Motivation, organizational culture, sector and managerial level. Public Performance and Managerial Review, 24(2), 199.

    Google Scholar 

  • Morrison, E. W. (1994). Role definitions and organizational citizenship behavior: The importance of the employee’s perspective. The Academy of Management Journal, 37(6), 1543–1567.

    Google Scholar 

  • Motowidlo, S. J. (2000). Some basic issues related to contextual performance and organizational citizenship behavior in human resource management. Human Resource Management Review, 10(1), 115–126.

    Google Scholar 

  • Moynihan, D. P. (2008). The normative model in decline? Public service motivation in the age of governance. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public services (pp. 247–267). Oxford: Oxford University Press.

    Google Scholar 

  • Moynihan, D. P., & Pandey, S. K. (2007). The role of organizations in fostering public service motivation. Public Administration Review, 67(1), 40–53.

    Google Scholar 

  • Moynihan, D. P., & Pandey, S. K. (2008). The ties that bind: Social networks, person-organization fit and turnover intention. Journal of Public Management Research and Theory, 18(2), 205–227.

    Google Scholar 

  • O Toole, B. (1993). The loss of purity: The corruption of public service in Britain. Public Policy and Administration, 8, 1–6.

    Google Scholar 

  • Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.

    Google Scholar 

  • Organ, D. W. (1990). The motivational basis of organizational citizenship behavior. Research in Organizational Behavior, 12, 43–72.

    Google Scholar 

  • Organ, D. W. (1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10, 85–97.

    Google Scholar 

  • Organ, D. W., & Ryan, K. (1995). A meta-analytical review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 776–801.

    Google Scholar 

  • Orr, J. M., Sackett, P. R., & Mercer, M. (1989). The role of prescribed and nonprescribed behaviors in estimating the dollar value of performance. Journal of Applied Psychology, 74, 34–40.

    Google Scholar 

  • Paarlberg, L., & Perry, J. L. (2007). Values management aligning employee values and organization goals. The American Review of Public Administration, 37(4), 387–408.

    Google Scholar 

  • Pandey, S. K., Wright, B. E., & Moynihan, D. P. (2008). Public service motivation and interpersonal citizenship behavior: Testing a preliminary model. International Public Management Journal, 11(1), 89–108.

    Google Scholar 

  • Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5–22.

    Google Scholar 

  • Perry, J. L., & Hondeghem, A. (Eds.). (2008). Motivation in public management: The call of public services. Oxford: Oxford University Press.

    Google Scholar 

  • Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future. Public Administration Review, 70(5), 681–690.

    Google Scholar 

  • Perry, J. L., & Vandenabeele, W. (2008). Behavioral dynamics: Institutions, identities, and self-regulation. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public services. Oxford: Oxford University Press.

    Google Scholar 

  • Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review’, 50(3), 367–373.

    Google Scholar 

  • Podsakoff, N. P., Blume, B. D., Whiting, S. W., & Podsakoff, P. M. (2009). Individual- and organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122–141.

    Google Scholar 

  • Podsakoff, P. M., & Mackenzie, S. B. (1997). Impact of organizational citizenship behavior on organizational performance: A review and suggestions for future research. Human Performance, 10, 135–151.

    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(2), 107–142.

    Google Scholar 

  • Pollitt, C., & Bouckaert, G. (2004). Public management reform: A comparative analysis (2nd ed.). Oxford: Oxford University Press.

    Google Scholar 

  • Powell, M. J., Brock, D. M., & Hinings, C. R. (1999). The changing professional. In M. Brock David, C. R. Hinings, & M. J. Powell (Eds.), Restructuring the professional: Accounting health care and law. London: Routledge.

    Google Scholar 

  • Pratchett, L., & Wingfield, M. (1996). Petty bureaucracy and woolly-minded liberalism? The changing ethos of local government officers. Public Administration, 74, 639–656.

    Google Scholar 

  • Rainey, H. (1982). Reward preferences among public and private managers. American Review of Public Administration, 16(4), 288–302.

    Google Scholar 

  • Randle, K., & Brady, N. (1997). Managerialism and professionalism in the ‘Cinderella service. Journal of Vocational Education and Training, 49(1), 121–139.

    Google Scholar 

  • Rayner, J., Williams, H. M., Lawton, A., & Allinson, C. W. (2011). Public service ethos: The development of a generic measure. Journal of Public Administration Research and Theory, 21(1), 27–51.

    Google Scholar 

  • Rhodes, R. (1994). The hollowing out of the state: The changing nature of the public service in Britain. The Political Quarterly, 65(21), 138–151.

    Google Scholar 

  • Ritz, A. (2009). Public service motivation and organizational performance in Swiss Federal Government. International Review of Administrative Sciences, 75(1), 53–78.

    Google Scholar 

  • Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader—member exchange, and employee reciprocity. Journal of Applied Psychology, 81, 219–227.

    Google Scholar 

  • Tang, T. L.-P., Sutarso, T., Davis, G. M.-T. W., Dolinski, D., Ibrahim, A. H. S., & Wagner, S. L. (2008). To help or not to help? The Good Samaritan effect and the love of money on helping behavior. Journal of Business Ethics, 82, 865–887.

    Google Scholar 

  • Taylor, J. (2007). The impact of public service motives on work outcomes in Australia: A comparative multi-dimensional analysis. Public Administration, 85(4), 931–959.

    Google Scholar 

  • Taylor, J. (2008). Organizational influences, public service motivation and work outcomes: An Australian study. International Public Management Journal, 11(1), 67–88.

    Google Scholar 

  • Terry, L. (1995). Leadership of public bureaucracies: The administrator as conservator. Thousand Islands, CA: Sage.

    Google Scholar 

  • Turnley, W. H., Bolino, M. C., Lester, S. W., & Bloodgood, J. M. (2003). The impact of psychological contract fulfilment on the performance of in-role and organizational citizenship behaviors. Journal of Management, 29(2), 187–206.

    Google Scholar 

  • Van der Wal, Z., de Graaf, G., & Lasthuizen, K. (2008). What’s valued most? Similarities and differences between the organizational values of the public and private sector. Public Administration, 86(2), 465–482.

    Google Scholar 

  • Van Dyne, L., Cummings, L. L., & McLean Parks, J. M. (1995). Extra-role behavior: In pursuit of construct and definitional clarity (A bridge over muddied waters). In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior. Greenwich, CT: JAI Press.

    Google Scholar 

  • Van Dyne, L. G., Graham, J. W., & Dienesch, R. M. (1994). Organizational citizenship behavior: Construct redefinition, measurement and validation. Academy Management Journal, 37(4), 765–801.

    Google Scholar 

  • Vandenabeele, W. (2007). Toward a public administration theory of public service motivation: An institutional approach. Public Administration Review, 9(4), 545–556.

    Google Scholar 

  • Vandenabeele, W. (2008). Development of a public service motivation measurement scale: Corroborating and extending Perry’s measurement instrument. International Public Management Journal, 11(1), 143–167.

    Google Scholar 

  • Vandenabeele, W. (2009). The mediating effect of job satisfaction and organizational commitment on self-reported performance: More robust evidence of PSM-performance relationship. International Review of Administrative Sciences, 75(1), 11–34.

    Google Scholar 

  • Vandenabeele, W., Scheepers, S., & Hondeghem, A. (2006). Public service motivation in an international comparative perspective: The UK and Germany. Public Policy and Administration, 21(1), 13–31.

    Google Scholar 

  • Vandenabeele, W., & Van de Walle, S. (2008). International differences in public service motivation. In J. L. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public services (pp. 223–246). Oxford: Oxford University Press.

    Google Scholar 

  • Vigoda, E., & Golembiewski, R. T. (2001). Citizenship behavior and the spirit of new managerialism: A theoretical framework and challenge for governance. American Review of Public Administration, 31(3), 273–295.

    Google Scholar 

  • Waltz, S. M., & Niehoff, B. P. (1996). Organizational Citizenship Behaviors and Their Effect on Organizational Effectiveness in Limited Menu Restaurants. In Academy of Management Best Paper Proceedings (pp. 307–311).

  • Weibel, A., Rost, K., & M. Osterloh. (2007). Crowding-out of intrinsic motivation—opening the black box. Retrieved May 10, 2007 from http://papers.ssrn.com/sol3/papers.cfm?abstract_id=957770.

  • Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behavior. Journal of Management, 17, 601–617.

    Google Scholar 

  • Wittmer, D. (1991). Serving the people or serving for pay: Reward preferences among government, hybrid sector, and business managers. Public Productivity and Management Review, 14(4), 369–383.

    Google Scholar 

  • Wright, B. E. (2001). Public-sector work motivation: A review of the current literature and a revised conceptual model. Journal of Public Administration Research and Theory, 4, 559–586.

    Google Scholar 

  • Wright, B. E., & Pandey, S. (2008). Public service motivation and the assumption of person-organization fit. Administration and Society, 49(5), 502–521.

    Google Scholar 

Download references

Acknowledgments

The authors wish to thank the anonymous reviewers of this article for their helpful suggestions. They would also like to thank Zeger van der Wal for his contribution to an early version of this paper.

Author information

Authors and Affiliations

  1. School of Business and Economics, Monash University, Gippsland Campus, Churchill, VIC3842, Australia

    Julie Rayner & Alan Lawton

  2. School of Business and Economics, Swansea University, Swansea, SA2 8PP, UK

    Helen M. Williams

Authors
  1. Julie Rayner
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Alan Lawton
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Helen M. Williams
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Alan Lawton.

Appendix: Survey Measures

Appendix: Survey Measures

Table 3 Results from principal components analysis (pattern matrix) for each of the scales
Full size table

Rights and permissions

Reprints and permissions

About this article

Cite this article

Rayner, J., Lawton, A. & Williams, H.M. Organizational Citizenship Behavior and the Public Service Ethos: Whither the Organization?. J Bus Ethics 106, 117–130 (2012). https://doi.org/10.1007/s10551-011-0991-x

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-011-0991-x

Keywords

Search

Navigation