An integrative model linking feedback environment and organizational citizenship behavior

Area of Science:

• Organizational Psychology
• Human Resource Management
• Social Psychology

Background:

• Previous research links positive supervisor feedback to increased organizational citizenship behavior (OCB).
• The precise psychological mechanisms mediating this relationship require further investigation.
• Understanding these mediators is crucial for enhancing employee engagement and organizational effectiveness.

Purpose of the Study:

• To propose and test an integrative model explaining how supervisor feedback environment influences employee OCB.
• To examine the mediating roles of affective-cognition and attitudes in this relationship.
• To identify both positive and negative pathways through which feedback impacts OCB.

Main Methods:

• Data collected from 259 subordinate-supervisor dyads in diverse Taiwanese organizations.
• Structural equation modeling (SEM) employed to test the proposed theoretical model.
• Statistical analysis used to assess indirect effects and mediation.

Main Results:

• Supervisor feedback environment significantly influences employee OCB indirectly.
• Positive pathways include enhanced person-organization fit and organizational commitment.
• Negative pathways involve increased role stressors and job burnout.

Conclusions:

• Supervisor feedback environment impacts OCB through complex affective-cognitive and attitudinal mechanisms.
• Both beneficial (e.g., commitment) and detrimental (e.g., burnout) psychological states mediate the feedback-OCB link.
• Findings offer insights for designing feedback systems to promote positive employee outcomes.