Mediating effects of collective efficacy perceptions on the relationship between Organizational Citizenship Behaviors and Workgroup Performance

by MacCatherine, John M., Ph.D., CAPELLA UNIVERSITY, 2009, 133 pages; 3359020


The constructs of Organizational Citizenship Behavior and Collective Efficacy Theory have established themselves as pervasive areas of inquiry within organizational literature. To date, however, each of these streams of research has focused on their independent relationships with organizational performance. Particularly in the case of Organizational Citizenship Behavior, these investigations of direct performance effects have yielded fairly volatile results, indicating that such relationships tend to be highly contextual. This study attempted to unify these areas of inquiry by investigating whether Collective Efficacy Perceptions may play a mediating role in the relationship between Helping Behaviors and Workgroup Performance. Using an extensive cross-section of workgroups within a major wholesale warehouse chain, this study found support for this mediating role for Collective Efficacy Perceptions. Evidence was found of a significantly stronger correlation between Collective Efficacy Perceptions and Workgroup Performance than between Helping Behaviors and Workgroup Performance. Additionally, a stronger relationship was found between Helping Behaviors and Collective Efficacy Perceptions than between Helping Behaviors and Workgroup Performance. Finally, path analyses determined that models representing a mediating role for Collective Efficacy Perceptions provided a better fit for study data than did direct relationships between the independent variables and Workgroup Performance.

AdviserMary Whitman
Source TypeDissertation
SubjectsManagement; Occupational psychology
Publication Number3359020

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