title: Attributions of the "causes" of group performance as an alternative explanation of the relationship between organizational citizenship behavior and organizational performance.
abstract: The purpose of this study was to examine the possibility that feedback regarding team performance may influence team members' reports of organizational citizenship behaviors. Ninety-five teams of business students (N = 412) participated in a labor-scheduling simulation over a local area network. Teams were provided with false negative, false positive, or neutral feedback regarding their performance. Results support the hypothesis that the perception of 2 forms of organizational citizenship behavior (helping behavior and civic virtue) in work groups may, in part. be a function of the nature of the performance feedback that group members receive. However, negative feedback appears to play a more critical role than positive feedback in this attributional process. Possible reasons for these findings, as well as their implications, are discussed.
authors.affiliation: Department of Management, Kelley School of Business, Indiana University, Bloomington 47405, USA. dbachrac@indiana.edu
authors.forename: D G
authors.initials: DG
authors.lastname: Bachrach
authors.forename: E
authors.initials: E
authors.lastname: Bendoly
authors.forename: P M
authors.initials: PM
authors.lastname: Podsakoff
mesh_terms: D000328:Adult; D003299:Cooperative Behavior; D004650:Employee Performance Appraisal; D005260:Female; D006801:Humans; D008297:Male; D015279:Organizational Culture; D011897:Random Allocation