The Relationship Between SElf-Monitoring and Organizational Citizenship Behavior

In this study the relationship between self-monitoring and organizational citizenship individuals citizenship discussed. behavior was examined. Support was found for the hypothesis that high in self-monitoring are also more likely to perform organizational behaviors. Implications for management and future research are 3 Organizational citizenship behavior (OCB) is defined as job behavior which is discretionary on the part of the individual, not recognized by the organizational reward system, yet contributes to the effectiveness of the organization (Organ, 1988). Since the initial examinations of OCB by Bateman and Organ (1983) and Smith, Organ, and Near (19831, numerous studies have been conducted in search of the causes of OCB (Organ & Ryan, 1995; Organ, 1990). Potential causes of OCB generally are categorized as either attitudinal or dispositional (Organ & Ryan, 1995). Karambayya (1991) has suggested another category of causes of OCB which pertains to the work context (e.g., work unit size, homogeneity among work group members, task interdependence, and complexity of the work technology). Among the attitudinal constructs found to be related to OCB are job (--satisfaction (e.g., Bateman & Organ, 1983; Smith et al., 1983; Williams & Anderson, 1991 1, perceptions of fairness (e.g., Konovsky & Folger, 1991; Moorman, 1991), organizational commitment (Becker, 1991 ), and perceived organizational support (Moorman, Blakely, & Niehoff, 1995). In a recent metaanalysis of causes of OCB, Organ and Ryan (1995) speculated that perhaps there is a general morale factor which many of these attitudinal measures tap that may be the underlying construct which is positively related to OCB. Along the lines suggested by Karambayya (1 991 1, there have been studies which reported a positive relationship between some dimensions of OCB and beliefs .about the characteristics of the job (Farh, Podsakoff, & Organ, 1990; Moorman & Sayeed, 1995; Van Dyne, Graham, & Dienesch, 1994). In each of 4 these studies the characteristics of the job were operationalized using the motivating potential scbre (MPS) calculated from the Job Diagnostic Survey (JOS) developed by Hackman and Oldham (1976). Farh et al. (1990) suggested that employees who believe their work is high on the motivating potential score perform OCBs because they feel a greater sense of responsibility and accountability for their jobs, including both in-role and extra-role behaviors such as OCB. The third category of predictor variables examined in previous research is comprised of individual dispositional constructs. For example, conscientiousness (McCrae & Costa, 1987) has generally been found to be positively related to the impersonal dimensions of OCB (Organ & Ryan, 1995). Moorman and Blakely (1 995) found that individualism-collectivism was related to the interpersonal dimensions of OCB. Individuals who were more concerned about the welfare of the group were more likely to perform citizenship behaviors. The purpose of the present study is to examine a different dispositional variable, self-monitoring (Snyder, 19741, which we believe is related to OCB. Self-monitorinq I _ _ High self-monitors are sensitive to the requirements of a particular situation and can readily adjust their own behavior to fit that situation (Snyder, 1987). High self-monitors tend to rely more on situational verbal and non-verbal cues than on their internal feelings and attitudes to determine the appropriateness of their own behavior. At the other extreme, low self-monitors are less sensitive to and less 5 concerned with their own impact on others. Low self-monitors are guided more by their internal feelings and attitudes rather than by situational cues. Previous research has found that high self-monitors, compared with low selfmonitors, perform better in boundary spanning positions, which require sensitivity to social cues and communicating and interacting with different groups of people (Caldwell & O'Reilly, 1982). High self-monitors also perform better in jobs which require good communications skills (Larkin, 1987). High self-monitors also have been found to be more likely than low self-monitors to emerge a s group leaders (Dobbins, Long, & Dedrick, 1990; Zaccaro, Foti, & Kenny, 1991). Baron (1989) found that high self-monitors are more likely to resolve conflikt through collaboration and compromise rather than through avoidance and competition. _ _ _ Finally, high self-monitors are more likely to be promoted (Kiiduff & Day, 1994). The preceding suggests that self-monitoring may be related to the interpersonal dimensions of organizational citizenship behavior. Specifically, we believe that self-monitoring is related to the interpersonal dimensions of OCB because 1) high self-monitors are more sensitive to and more concerned with their own impact on others, 2 ) high self-monitors may have better communications skills (Larkin, 1987) and 3) high self-monitors may be better able to cooperate with others (Baron, 1989; Caldwell & O'Reilly, 1982). High self-monitors are more likely to be sensitive to others' need for help, one of the dimensions of OCB, and may be better able to adjust their own behavior to provide such help. Based upon this rationale, our hypotheses. are as follows: The sample used in this study consisted of employees of a governmental research facility. Two hundred and three employees were administered a 6 H 1 : Self-monitoring is positively related to the interpersonal dimensions of OCB. After controlling for attitudinal variables and beliefs about task characteristics, self-monitoring is positively related to the interpersonal dimensions of OCB. H2: