Government Employees’ Organizational Citizenship Behavior Amid Organizational Resource Decline: Can They Work More With Less?

Dong Chul Shim, Hyun Hee Park, Seong Young Jeong

Research output: Contribution to journalArticle


Based on the implication of the job demands–resources (JD-R) model, this study examined the associations between job demands (organizational resource declines and work overload) and resources (job-goal specificity, performance feedback, and work unit climate) with employees’ organizational citizenship behavior (OCB). Although statistically significant negative associations were found between financial and human resource decline and OCB, the associations were weak from a practical perspective. In line with the JD-R model, this study also found that job-goal specificity, performance feedback, and work supervisor support had positive associations with OCB. However, the effect of work overload was found to be marginalized, and the expected buffering role of job resources on the negative association of work overload with OCB was not confirmed in this study.

Original languageEnglish
Pages (from-to)209-231
Number of pages23
JournalReview of Public Personnel Administration
Issue number2
Publication statusPublished - 2019 Jun 1



  • cutback management
  • motivation
  • organizational citizenship behavior
  • perceived organizational resource decline
  • performance feedback

ASJC Scopus subject areas

  • Public Administration
  • Organizational Behavior and Human Resource Management

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