Employee extra-role behavior: manifestations, antecedents and consequences

Abstract

The purpose of this paper is to examine manifestations, antecedents, and consequences of employees’ extra-role behaviour in Russian business organisations. The authors empirically identify four distinct types of extra-role behaviour: active prosocial, passive prosocial, oriented towards extra efforts at work, and challenge-oriented. The study is based on a sample of 112 employees from two organizations (manufacturing and IT). The analysis shows that organization-based management practices are stronger predictors of extra-role behaviors compared to respondents’ individual characteristics. The authors also found that the two types of extra-role behavior (‘passive prosocial’ and ‘oriented towards extra-efforts at work’), typically demonstrated by among by low-resource employees, seemingly result from poor management practices, and negatively influence on respondents’ job satisfaction and career promotions. In turn, high-resource employees tend to be engaged in active prosocial and change-oriented behaviors. These two types of extra-role behavior lead to higher work satisfaction and career success. The analysis enriches understanding of the nature of extra-role behavior in Russian organisations, its costs and benefits for organisations. It reveals the most effective types of extra-role behavior to be recommended for managerial implications. Refs 23. Tables 3.