| Abstract [eng] |
Today’s organizations expect their employees to take initiative and be proactive, collaborate seamlessly with others, take responsibility for their own professional growth and pursue outstanding performance (Schaufeli et al., 2009). Organizational citizenship behaviour (OCB) is one such example of extra-role behaviours which are not formally required of employees in the organizations. When employees willingly take on additional responsibilities, work well together with others, share their knowledge, build better working relationships with colleagues and clients, organizations are able to achieve more substantial outcomes and gain a competitive edge (Human Resource Management International Digest, 2020). OCB is no less important than task performance during employee performance evaluations and is considered to be a crucial part of employee’s overall contribution to the organization (Podsakoff et al., 2009). This behaviour should thus be encouraged by organizations and strived for by employees, however, recent research on OCB suggests that such behaviours are not always voluntary and might be performed due to perceived external pressure or expectations (Somech & Bogler, 2019). OCBs that are elicited instead of being spontaneous are associated with counterproductive work behaviours and negative consequences for employee well-being, which in turn may impact organizational outcomes. Object: different types of OCB as predictors of employee burnout. Objective: to reveal the effects of different types of OCB on employee burnout. Key findings suggest that OCB and its types do not predict employee burnout, however, citizenship pressure and organizational concern motives were showed to have significant effect on employee burnout: an increase in citizenship pressure and a decrease in organizational concern motives lead to higher levels of burnout. It was also showed that organizational concern motives constitute the basis for OCB, and out of the three functional motives impression management (IM) explains OCB the least. However, weak positive associations were revealed between IM motives and citizenship pressure, as well as IM motives and organizational concern motives. It is concluded that the role of IM motives is not entirely clear but the assumption is proposed that IM could be a means to cope with citizenship demands, which requires further research. Based on key findings, recommendations are provided for HRM specialists. |
