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The Mediating Effects of Positive Psychological States on the Relationships Between Hindrance Stressors and Organizational Citizenship Behaviors: A Multi-Level Approach

Organizational citizenship behaviors (OCBs) are informal and voluntary behaviors that positively contribute to organizational functioning (Organ 1997; Katz & Kahn, 1978). To better understand and encourage such behaviors, the present study investigated the influence of hindrance stressors and positive psychological states in the workplace. Responses from a sample of university employees were analyzed to examine the individual and unit-level effects of role ambiguity, organizational constraints, and lack of job control on individual-level supervisor-rated OCBs through individual and unit-level positive psychological states. Results showed that each hindrance stressor negatively influenced OCB participation directly and through decreased positive psychological states at the individual-level (Level 1). All unit-level (Level 2) hindrance stressors demonstrated negative relationships to OCBs directly, and lack of job control at the unit-level (Level 2) was also a significant direct predictor beyond the individual-level (Level 1). Hindrance stressors at the unit-level (Level 2) mediated by decreased unit-level (Level 2) positive psychological states predicted decreased OCBs above any individual-level (Level 1) effects of hindrance stressors and positive psychological states. These results provide evidence of incremental variance explained by unit-membership in the relationship between hindrance stressors and positive psychological states on OCB performance. Implications for the current literature, future research, and applied interventions to help diminish barriers and increase OCBs are discussed.