HR
MOC
OB
Remy Jennings
Florida State U., United States
Young Eun Lee
Florida State U., United States
Saehee Kang
Florida State U., United States
Michael Paik
Florida State U., United States
Mijeong Kwon
U. of Colorado, Denver, United States
Dong Pei
Singapore Management U., Singapore
Kenneth Tai
Singapore Management U., Singapore
Christopher Rosen
U. of Arkansas, United States
Daniel Kim
U. of Florida, United States
Yingge Li
Florida State U., United States
Klodiana Lanaj
U. of Florida, United States
Alexander Settles
U. of Florida, United States
Thomas Kelemen
Kansas State U., United States
Phillip Thompson
Virginia Tech, United States
Michael Matthews
U. of Texas Rio Grande Valley, United States
Mark Bolino
U. of Oklahoma, United States
Prosocial behaviors are a ubiquitous part of daily organizational life for most employees. Whether it is helping an overwhelmed colleague with their work tasks, asking for advice from a team member about a work or personal problem, or observing a coworker offering assistance to another organizational member, prosocial behaviors are highly prevalent and visible in the workplace. Research has suggested that prosocial behaviors may offer benefits for both the giver and the receiver as well as improve organizational performance. However, more recent research has cautioned that prosocial behaviors may also have some costs for actors. Given the complex implications of prosocial behavior for actors, it is important to understand factors that influence the extent to which employees choose to engage in prosocial actions toward their coworkers. This symposium seeks to offer new insights into the complexity of behaving prosocially toward coworkers by considering the social context in which prosocial behaviors in organizations occur. Due to the inherently interpersonal nature of prosocial behaviors, social judgments about coworkers may affect employees’ willingness to give help, advice, or other assistance to their coworkers. Indeed, prosocial behaviors at work do not occur in a vacuum but rather are embedded in the context of ongoing coworker relationships and social pressures in an organization. Thus, our work seeks to contribute to our understanding of when employees behave prosocially toward their coworkers by considering various types of social perceptions at work as predictors of prosocial behaviors. Specifically, utilizing a diverse set of methods (e.g., experience sampling study, experiment, multi-wave dyadic study), the papers presented here collectively study relational judgements, social comparisons, and social pressures as antecedents of different types of prosocial behaviors at work (e.g., personal help giving, advice giving, OCB). Together, the papers suggest that how employees construe themselves in relation to their coworkers is a significant driving force of decisions to help (or not to help) coworkers.
Author: Remy E. Jennings – Florida State U.
Author: Daniel Kim – U. of Florida
Author: Yingge Li – Florida State U.
Author: Klodiana Lanaj – U. of Florida
Author: Alexander Settles – U. of Florida
Author: Thomas Kelemen – Kansas State U.
Author: Phillip S. Thompson – Virginia Tech
Author: Michael Matthews – U. of Texas Rio Grande Valley
Author: Mark C. Bolino – U. of Oklahoma
Author: Young Eun Lee – Florida State U.
Author: Saehee Kang – Florida State U.
Author: Michael Paik – Florida State U.
Author: Mijeong Kwon – U. of Colorado, Denver
Author: Dong Pei – Singapore Management U.
Author: Kenneth Tai – Singapore Management U.