Including Organizational Citizenship Behavior in Performance Evaluations: An Investigation of Employee Reactions

Michael S. Bush, Changquan Jiao

Abstract


This study examined how employees react to formal evaluations of organizational citizenship behaviors in
performance appraisals. Using a sample of 107 business students with relevant job experience, this experimental
study found that their reactions to such formal inclusion of organizational citizenship behaviors depended on their
task performance. Respondents with high task performance, compared with their low task performance
counterparts, reported lower satisfaction, perceived distributive, and perceived procedural justice when
organizational citizenship behaviors were weighted heavily.


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International Journal of Business and Management   ISSN 1833-3850 (Print)   ISSN 1833-8119 (Online)

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