The Interpersonal Cost of OCB: The Effect of the OCB Gap with Colleagues

Purpose Existing studies about outcomes of OCB mostly focused on positive effects rather than negative effects;because OCB concept originally means extra contribution of employees to organizations. In this context;this study set out to widen the focus of research by examining whether OCB’s negative effects can influence interpersonal relationships between employees and colleagues. Design/Methodology/Approach This study took jealousy as a key factor that makes a negative effect of OCB and used social comparison theory to explain the mechanism. Specifically;it was assumed that the dominant gap in OCB between OCB performers and colleagues can negatively affect interpersonal relationships;resulting in incivility by colleagues towards employees. Findings The results indicated that employees who have relatively high levels of OCB-O are likely to experience incivility from colleagues. Moreover;the analysis indicated that relative OCB-O and OCB-I have an interaction effect on the experience of incivility. This means that employees who perform both OCB-O and OCB-I at high levels experience less incivility;while those who only perform OCB-O experience more incivility. Research Implications This study finds a new negative effect of OCB through focusing on the interpersonal relationship in workplaces and contributes to understanding outcome effects of OCB. Moreover;this study firstly suggests the usefulness of relativeness of OCB. These points can widen the sense of understanding of mechanism of employee’s non-task behavior.