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

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. PUBLICATION ABSTRACT