title: Instrumental values of organizational citizenship behavior for promotion: a field quasi-experiment.
abstract: The present study examined the relationship between promotion, perceived instrumentality of organizational citizenship behavior (OCB) for promotion, and employees' OCB before and after promotion. A field quasi-experiment involving 293 tellers of a multinational bank was conducted. Both supervisors and employees provided OCB ratings 3 months before and 3 months after the promotion decision was announced. The authors found employees who perceived OCB as instrumental to their promotion and who were promoted were more likely to decline in their OCB after the promotion.
authors.affiliation: Department of Management, Chinese University of Hong Kong, Shatin, New Territories, Hong Kong. huichun@cuhk.edu.hk
authors.forename: C
authors.initials: C
authors.lastname: Hui
authors.forename: S S
authors.initials: SS
authors.lastname: Lam
authors.forename: K K
authors.initials: KK
authors.lastname: Law
mesh_terms: D000328:Adult; D000533:Altruism; D002322:Career Mobility; D004650:Employee Performance Appraisal; D005260:Female; D005500:Follow-Up Studies; D006723:Hong Kong; D006801:Humans; D008297:Male; D011590:Psychology, Industrial; D012044:Regression Analysis; D012925:Social Conformity; D012941:Social Responsibility