nach oben

Journal of Business and Psychology

Erschienen in:

01.09.2014

Analysis of Self-Reported Motives for Task-Related Helping: Implications for an Integrated Theory of Helping

verfasst von: Thomas D. Taber, Kanchan Deosthali

Erschienen in: Journal of Business and Psychology | Ausgabe 3/2014

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

Purpose

In organizations where work is complex, dynamic and interdependent, maintaining an environment where employees offer help to one another is essential for organizational effectiveness. This research is aimed at understanding the antecedent motives underlying task-related interpersonal helping.

Design/Methodology/Approach

The research took an atypical approach by asking employees directly to explain in their own words why they would, or would not, help co-workers with work-related problems. Content analysis yielded five categories of motives for helping. The qualitative motive categories were able to explain variance in quantitative scales assessing respondents’ affect, attitudes, organizational perceptions, and demographics.

Findings

Employees who gave altruistic reasons for helping (i.e., helping was a personal value or a contribution to the team) reported performing more helping behaviors, expressed greater organizational commitment, and perceived more organizational justice than did employees who expected reciprocity for helping, or whose help was contingent.

Implications

No existing theory of helping explains the total collection of motives identified in this research. We encourage researchers to develop integrated theories capable of explaining the totality of motives for task-related helping. Our research identities several essential parameters of such integrated theories and provides guidance for carrying out the task of theory integration.

Originality/Value

This phenomenological research is the only empirical investigations into task-related helping based on respondents’ own reasons for helping. It also is one of the few to incorporate both qualitative and quantitative methodologies.

Vorheriger Artikel Invited Article: The Construct of Suspicion and How It Can Benefit Theories and Models in Organizational Science

Nächster Artikel A Test of Two Positive Psychology Interventions to Increase Employee Well-Being

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18.CrossRef

Antaki, C. (1989). Structured causal beliefs and their defense in accounts of student political action. Journal of Language and Social Psychology, 8, 39–48.CrossRef

Bagozzi, R. P., Bergami, M., & Leone, L. (2003). Hierarchical representation of motives in goal setting. Journal of Applied Psychology, 88, 915–943.PubMedCrossRef

Bagozzi, R. P., & Dabholkar, P. A. (1994). Customer recycling goals and their effect on decisions to recycle: A means-end chain analysis. Psychology and Marketing, 11, 313–340.CrossRef

Bagozzi, R. P., & Dabholkar, P. A. (2000). Discursive psychology: An alternative conceptual foundation to means-end chain theory. Psychology and Marketing, 17, 535–586.CrossRef

Becker, T. E., & Vance, R. J. (1993). Construct validity of three types of organizational citizenship behavior: An illustration of the direct product model with refinements. Journal of Management, 19, 663–682.CrossRef

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

Bergeron, D., Shipp, A., Rosen, B., & Furst, S. (2013). Organizational citizenship behaviors and career outcomes: The cost of being a good citizen. Journal of Management, 39, 958–984.CrossRef

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

Bolino, M., Turnley, W., & Neihoff, B. (2004). The other side of the story: Re-examining prevailing assumptions about organizational citizenship behavior. Human Resource, Management Review, 14, 229–246.CrossRef

Costa, P. T., & McCrae, R. R. (1992). NEO PI-R professional manual. Odessa, FL: Psychological Assessment Resources Inc.

Crede, M. (2011). Personal communication.

Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874–900.CrossRef

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum Press.CrossRef

Dovido, J. F., Piliavin, J. A., Schroeder, D. A., & Penner, L. A. (2010). The social psychology of prosocial behavior. Mahwah, NJ: Erlbaum.

Dudley, N. M., & Cortina, Jose. M. (2008). Knowledge and skills that facilitate the personal support dimension of citizenship. Journal of Applied Psychology, 93, 1249–1270.PubMedCrossRef

Ehrhart, M. G., & Naumann, S. E. (2004). Organizational citizenship behavior in work groups: A group norms approach. Journal of Applied Psychology, 89, 960–974.PubMedCrossRef

Eisenberger, R., Cotterell, N., & Marvel, J. (1987). Reciprocation ideology. Journal of Personality and Social Psychology, 53, 743–750.CrossRef

Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2, 335–362.CrossRef

Ericsson, K. A., & Simon, H. A. (1980). Verbal reports as data. Psychological Review, 87, 215–251.CrossRef

Ericsson, K. A., & Simon, H. A. (1998). How to study thinking in everyday life: Contrasting think-aloud protocols and explanations of thinking. Mind, Culture, and Activity, 5, 178–186.CrossRef

Fredrickson, B. L. (2001). The role of positive emotions in positive psychology; the broaden-and-build theory of positive emotions. American Psychologist, 56, 218–226.PubMedCentralPubMedCrossRef

Frost, B. C., Ko, C.-H. E., & James, L. R. (2007). Implicit and explicit personality: A test of a channeling hypothesis for aggressive behavior. Journal of Applied Psychology, 92, 1299–1319.PubMedCrossRef

Furnham, A. (2003). Belief in a just world: Research progress over the past decade. Personality and Individual Differences, 34, 795–817.CrossRef

Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331–362.CrossRef

George, J. M. (2009). The illusion of will in organizational behavior research: Nonconscious processes and job design. Journal of Management, 35, 1318–1339.CrossRef

George, J. M., & Jones, G. R. (1997). Organizational spontaneity in context. Human Performance, 10, 153–170.CrossRef

Glaser, B. G., & Strauss, A. (1967). The discovery of grounded theory: Strategies for qualitative research. New York: Aldine de Gruyter.

Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161–178.CrossRef

Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference. Academy of Management Review, 32, 393–417.CrossRef

Grant, A. M., Dutton, J. E., & Rosso, B. D. (2008). Giving commitment: Employee support programs and the prosocial sensemaking process. Academy of Management Journal, 51, 898–918.

Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.

Harris, S. (1994). Organizational culture and individual sensemaking: A schema-based perspective. Organization Science, 5, 309–321.CrossRef

Hayes, A. F., & Krippendorf, K. (2007). Answering the call for a standard reliability measure for coding data. Communication Methods and Measures, 1, 77–89.CrossRef

Hollensbe, E. C., Khazanchi, S., & Masterson, S. S. (2008). How do I assess if my supervisor and organization are fair? Identifying the rules underlying entity-based justice perceptions. Academy of Management Journal, 51, 1099–1116.

Huffmeier, J., & Hertel, G. (2011). Many cheers make light the work: How social support triggers process gains in teams. Journal of Managerial Psychology, 26, 185–204.CrossRef

Ilies, R., Fulmer, I. S., Spitzmuller, M., & Johnson, M. D. (2009). Personality and citizenship behavior: The mediating role of job satisfaction. Journal of Applied Psychology, 94, 945–959.PubMedCrossRef

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.PubMedCrossRef

Ilies, R., Scott, B. A., & Judge, T. A. (2006). The interactive effects of personal traits and experienced states on intraindividual patterns of citizenship behavior. Academy of Management Journal, 49, 561–575.

Johnson, R., Chang, C. H., & Yang, L. Q. (2010). Commitment and motivation at work: The relevance of employee identity and regulatory focus. Academy of Management Review, 35, 226–245CrossRef

Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87, 530–541.PubMedCrossRef

Kaplan, S., Bradley, J. C., Luchman, J. N., & Haynes, D. (2009). On the role of positive and negative affectivity in job performance: A meta-analytic investigation. Journal of Applied Psychology, 94, 162–176.PubMedCrossRef

Kidwell, R. E., Jr, Mossholder, K. W., & Bennett, N. (1997). Cohesiveness and organizational citizenship behavior: A multilevel analysis using work groups and individuals. Journal of Management, 23, 775–793.CrossRef

Konovsky, M. A., & Organ, D. (1996). Dispositional and contextual determinants of organizational citizenship behavior. Journal of Organizational Behavior, 17, 253–266.CrossRef

Konovsky, M. A., & Pugh, S. D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37, 656–669.PubMed

Krebs, D. (1970). Altruism—An examination of the concept and a review of the literature. Psychological Bulletin, 73, 258–302.CrossRef

Krippendorff, K. (2004). Content analysis: An introduction to its methodology (2nd ed.). Thousand Oaks, CA: Sage.

Kuhn, T. S. (1962). The structure of scientific revolutions. Chicago: The University of Chicago Press.

Kunin, T. (1955). The construction of a new type of job attitude measure. Personnel Psychology, 8, 65–78.CrossRef

Leary, M. R., & Kowalski, R. M. (1990). Impression management: A literature review and two-component model. Psychological Bulletin, 107, 34–47.CrossRef

Leeds, R. (1963). Altruism and the norm of giving. Merrill-Palmer Quarterly, 9, 229–240.

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, 52–65.PubMedCrossRef

LePine, J. A., & Van Dyne, L. (2001). Peer responses to low performers: An attributional model of helping in the context of groups. Academy of Management Review, 26, 67–84.

Lerner, M. J., & Miller, D. T. (1978). Just world research and the attribution process: Looking back and ahead. Psychological Bulletin, 55, 1030–1051.CrossRef

Locke, E. A., & Latham, G. P. (2004). What should we do about motivation theory? Six recommendations for the twenty-first century. Academy of Management Review, 29, 388–403.

Mayfield, C. O., & Taber, T. D. (2010). A prosocial self-concept approach to understanding organizational citizenship behavior. Journal of Managerial Psychology, 25, 741–763.CrossRef

Meyer, J. P., & Mulherin, A. (1980). From attribution to helping: An analysis of the mediating effects of affect and expectancy. Journal of Personality and Social Psychology, 30, 201–210.CrossRef

Moorman, R. H., & Blakely, G. L. (1995). Individualism–collectivism as an individual difference predictor of organizational citizenship behavior. Journal of Organizational Behavior, 16, 127–142.CrossRef

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

Motowidlo, S. J., Borman, W. C., & Schmitt, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10, 71–83.CrossRef

Mowday, R., Steers, R. H., & Porter, L. M. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 224–247.CrossRef

Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36, 527–556.

Nielsen, T. M., Hrivnak, G. A., & Shaw, M. (2009). Organizational citizenship behavior and performance: A meta-analysis of group-level research. Small Group Research, 40, 555–577.CrossRef

Ones, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. (2007). In support of personality assessment in organizational settings. Personnel Psychology, 60, 995–1027.CrossRef

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

Organ, D. W., Podsakoff, P. M., & Mackenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents and consequences. Thousand Oaks, CA: Sage.

Pearce, J. L., & Gergensen, H. B. (1991). Task interdependence and extra-role behavior: A test of the mediating effects of felt responsibility. Journal of Applied Psychology, 76, 838–844.CrossRef

Piliavin, J. A., & Charng, H. W. (1990). Altruism: A review of recent theory and research. Annual Review of Sociology, 16, 27–65.CrossRef

Podsakoff, P. M., Mackenzie, S. B., & Bommer, W. H. (1996). A meta-analysis of the relationships between Kerr and Jermier’s substitutes for leadership and employee job attitudes, role perception, and performance. Journal of Applied Psychology, 81, 80–399.CrossRef

Podsakoff, P. M., Mackenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leaders, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142.CrossRef

Podsakoff, P. M., Mackenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513–563.CrossRef

Podsakoff, P., & Organ, D. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12, 69–82.CrossRef

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

Price, J. L., & Mueller, C. W. (1986). The handbook of organizational measurement. Marshfield: M.A. Pittman.

Reynolds, T. J., & Gutman, J. (1988). Laddering theory, method, analysis and interpretation. Journal of Advertising Research, 28, 11–31.

Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87, 698–714.PubMedCrossRef

Rioux, S. M., & Penner, L. A. (2001). The causes of organizational citizenship behavior: A motivational analysis. Journal of Applied Psychology, 86, 1306–1314.PubMedCrossRef

Roberts, B. W., Chernyshenko, O. S., Stark, S., & Goldberg, L. R. (2005). The structure of conscientiousness: An empirical investigation based on seven major personality questionnaires. Personnel Psychology, 58, 101–139.CrossRef

Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69, 428–436.CrossRef

Shamir, B. (1991). Meaning, self and motivation in organizations. Organization Studies, 12, 405–424.CrossRef

Shore, L. M., Bommer, W. H., Rao, A. N., & Seo, J. (2009). Social and economic exchange in the employee-organization relationship: The moderating role of reciprocation wariness. Journal of Managerial Psychology, 24, 701–721.CrossRef

Shore, L. M., & Coyle-Shapiro, J. A. M. (2003). New developments in the employee–organization relationship. Journal of Organizational Behavior, 24, 443–450.CrossRef

Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 653–663.CrossRef

Sommerfield, E. (2010). The subjective experience of generosity. In M. Mikulincer & P. R. Shaver (Eds.), Prosocial motives, emotions, and BEHAVIOR: The better angels of our nature, (Chap. 16). Washington, DC: American Psychological Association.

Spence, J. R., Ferris, D. L., Brown, D. J., & Heller, D. (2011). Understanding daily citizenship behaviors: A social comparison perspective. Journal of Organizational Behavior, 32, 547–571.CrossRef

Stone-Romero, E. F., Alvarez, K., & Thompson, L. F. (2009). The construct validity of conceptual and operational definitions of contextual performance and related constructs. Human Resource Management Review, 19, 104–116.CrossRef

Strauss, A., & Corbin, J. (2008). Basics of qualitative research: Techniques and procedures for developing grounded theory. London: Sage.

Taber, T. D. (1991). Triangulating job attitudes with interpretive and positivist measurement methods. Personnel Psychology, 44, 577–600.CrossRef

Taber, T. D., & Taylor, E. (1990). A review and evaluation of the psychometric properties of the Job Diagnostic Survey. Personnel Psychology, 43, 467–500.CrossRef

Tepper, B. J., & Taylor, E. C. (2003). Relationships among supervisors’ and subordinates’ procedural justice perceptions and organizational citizenship behaviors. Academy of Management Journal, 46, 97–105.

Watson, D., Clark, L. A., & Tellegen, A. (1988). Development and validation of brief measures of positive and negative affect: The PANAS scales. Journal of Personality and Social Psychology, 54, 1063–1070.PubMedCrossRef

Watson, D., Wiese, D., Vaidya, J., & Tellegen, A. E. (1999). The two general activation systems of affect: Structural findings, evolutionary considerations, and psychobiological evidence. Journal of Personality and Social Psychology, 76, 820–838.CrossRef

Weick, K. (1995). Sense-making in organizations. London: Sage.

Weick, K. (2000). Making sense of the organization. Malden, MA: Blackwell.

Weiner, B. (1980). A cognitive (attribution)-emotion-action model of motivated behavior: An analysis of judgments of help-giving. Journal of Personality and Social Psychology, 39, 186–200.CrossRef

Wents, D. R. (1994). Prosocial organizational behavior and the dimension of beneficiary. In Paper presented at the annual meeting of the Society for Industrial and Organizational Psychology, Nashville, TN.

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, 601–617.CrossRef

Witt, A. (1991). Equal opportunity perceptions and job attitudes. The Journal of Social Psychology, 131, 431–433.CrossRef

Titel: Analysis of Self-Reported Motives for Task-Related Helping: Implications for an Integrated Theory of Helping
verfasst von: Thomas D. Taber
Kanchan Deosthali
Publikationsdatum: 01.09.2014
Verlag: Springer US
Erschienen in: Journal of Business and Psychology / Ausgabe 3/2014
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-013-9327-4

Springer Professional

Abstract

Purpose

Design/Methodology/Approach

Findings

Implications

Originality/Value

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 3/2014

Invited Article: The Construct of Suspicion and How It Can Benefit Theories and Models in Organizational Science

Proactive Responding to Anticipated Discrimination Based on Chronic Illness: Double-Edged Sword?

Examining Project Commitment in Cross-Functional Teams: Antecedents and Relationship with Team Performance

Proactive Personality Heterophily and the Moderating Role of Proactive Personality on Network Centrality and Psychological Outcomes: A Longitudinal Study

Transformational and Transactional Leadership and Followers’ Achievement Goals

Middle Response Scale Options are Inappropriate for Ideal Point Scales

Premium Partner