Volume 34, Issue 8
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Organizational Citizenship Behaviors and Organizational Effectiveness: Examining Relationships in Taiwanese Banks

Hsiuju Rebecca Yen

Corresponding Author

Department of Business Administration Yuan Ze University Chung Li, Taiwan

1 Correspondence concerning this article should be addressed to HsiuJu Rebecca Yen, Department of Business Administration, College of Management, Yuan Ze University, 135 Far East Road, Chung Li, Taiwan. E‐mail: hjyen@satum.yzu.edu.twSearch for more papers by this author
Brian P. Niehoff

Department of Management Kansas State University

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First published: 31 July 2006
Citations: 66

Abstract

Organizational citizenship behaviors (OCBs) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Theory suggests and recent research supports the notion that these behaviors are correlated with indicators of organizational effectiveness. Studies have yet to explore whether relationships between OCB and organizational effectiveness are generalizable to non‐United States samples. The present study examined relationships between OCB and indicators of organizational effectiveness—employee‐level customer‐service behavior; and unit‐level measures of profit, efficiency, and customer perceptions of service quality—for bank branches in Taiwan. The results suggest significant relationships between OCB and a number of the indicators of effectiveness. Implications and limitations of these results are discussed.

Number of times cited according to CrossRef: 66

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