The Interpersonal Cost of OCB: The Effect of the OCB Gap with Colleagues

초록

Purpose Existing studies about outcomes of OCB mostly focused on positive effects rather than negative effects, because OCB concept originally means extra contribution of employees to organizations. In this context, this study set out to widen the focus of research by examining whether OCB’s negative effects can influence interpersonal relationships between employees and colleagues. Design/Methodology/Approach This study took jealousy as a key factor that makes a negative effect of OCB and used social comparison theory to explain the mechanism. Specifically, it was assumed that the dominant gap in OCB between OCB performers and colleagues can negatively affect interpersonal relationships, resulting in incivility by colleagues towards employees. Findings The results indicated that employees who have relatively high levels of OCB-O are likely to experience incivility from colleagues. Moreover, the analysis indicated that relative OCB-O and OCB-I have an interaction effect on the experience of incivility. This means that employees who perform both OCB-O and OCB-I at high levels experience less incivility, while those who only perform OCB-O experience more incivility. Research Implications This study finds a new negative effect of OCB through focusing on the interpersonal relationship in workplaces and contributes to understanding outcome effects of OCB. Moreover, this study firstly suggests the usefulness of relativeness of OCB. These points can widen the sense of understanding of mechanism of employee’s non-task behavior.

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