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This study aims to analyze the multidimensionality and multilevel implications on organizational citizenship behavior departing from the assumption that the different manifestation of organizational citizenship behavior can be presented by a multidimensional and multilevel construct to examine the interrelationships between the different variables.
The concept of organizational citizenship behavior was developed by (Bateman & Organ, 1983; Smith et al., 1983; Podsakoff et al., 2018). There is a growing body of theoretical, methodological, and empirical research on organizational citizenship behaviors and its relationship with psychological contract fulfillment. Large quantity of research on organizational citizenship behavior (Obiora, 2012) has been conducted to examine as a suitable variable correlating factors in diverse contexts and explain the conceptual basis, benefits, dimensions, challenges, and contributions. Research on organizational behavior has received increased interest on organizational citizenship behavior (OCB) and become one of the most studied constructs (Podsakoff, Whiting, Podsakoff, & Blume, 2009; Podsakoff, MacKenzie, Paine, & Bachrach, 2000).
Studies focusing on within-person change in organizational citizenship behavior demonstrates substantial variability of employees engaging in various levels of organizational citizenship behavior. Within-individual variance in psychological contract fulfillment influences the average level of organizational citizenship behavior although is not clear the development over time. Individuals varied in their level of organizational citizenship behavior at different points in time and that there was a substantial variability in individual growth trajectories.
Psychological contract fulfillment is a predictor of the level of organizational citizenship behavior which may increase over time by evaluating the inducements of organization toward the individuals. Psychological contract fulfillment and organizational citizenship behaviors are related variables developing over time on the between-person level. There are between-person differences in the individual average level of organizational citizenship behavior, although there is not a significant effect on the rate of change.
The various levels of organizational citizenship behaviors are affected by the individual psychological, physical, and emotional resources (Beal, Weiss, Barros, & MacDermid, 2005; Binnewies, Sonnentag, & Mojza, 2009; Minbashian & Luppino, 2014). Harmonious work passion has a moderation effect on the positive association with organizational citizenship behaviors of employees (Burke, Astakhova, & Hang 2015; Birkeland & Buch 2015).
Empirical research confirms that organizational citizenship behavior is triggered by the reciprocity between organizational and citizenship (Rhoades & Eisenberger, 2002; Randall et al., 1999). The empirical grounding to study and prove the assumptions of self-regulation assumptions, it is necessary to conduct longitudinal research based on the previous research on methodological and development issues of the dynamic nature of organizational citizenship behavior. Organizational citizenship behavior has a dynamic nature
Experience sampling methods (ESM) collect data in a diary design to examine within-person fluctuations in organizational citizenship behavior related to mood, episodic events (Ohly, Sonnentag, Niessen, & Zapf, 2010). Research on experience sampling methods sustain fluctuations in organizational citizenship behavior related to positive effects, gratefulness, and anxiety (Ilies, Scott, & Judge, 2006; Lam, Weiss, Welch, & Hulin, 2009; Spence, Brown, Keeping, & Lian, 2014), Rodell & Judge, 2009).