‘Going the extra mile at work’ The effect of developmental feedback and task interdependence on organizational citizenship behavior with affective organizational commitment as mediator

Abstract

Today, organizational citizenship behavior (OCB) is a prerequisite for organizational performance and success. Yet, some of its antecedents, more specifically developmental feedback and task interdependence are insufficiently studied or research shows ambiguous results. Therefore, this study investigates these relationships and considers the potential mediating role of affective organizational commitment (AOC). Data for this cross-sectional study (N = 104) was obtained by means of an online questionnaire distributed via various social media platforms. Results of the mediation analyses indicate that developmental feedback can be seen as a weak antecedent of OCB (p = .10). Moreover, findings show that the relationship between developmental feedback and OCB is not partially mediated by AOC. Furthermore, results display that task interdependence can be also considered as a weak antecedent of OCB (p = .07). Yet, this effect vanishes in favor of a full-mediation based on AOC. The study concludes with limitations, recommendations for future research and practical implications.