The Effects of Performance Management on Organizational Citizenship Behavior and Counterproductive Work Behavior A Systematic Review

Abstract

Prior research on organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) has primarily focused on personality traits. Nonetheless, there is a growing recognition of the importance of environmental and situational factors in shaping employee behavior. The research question following this review is: How do Performance Management interventions influence organizational citizenship behavior and counterproductive work behavior. In adherence to PRISMA guidelines, an extensive literature search was conducted across several databases, including Web of Science, PsycINFO, and EBSCOhost, supplemented by a manual search on Google Scholar. Studies were selected based on predefined inclusion and exclusion criteria, focusing on peer-reviewed articles published in English in the last two decades. The review employed the PICO framework to examine the relevant literature thoroughly. Seven studies met the inclusion criteria. The findings indicate that PM interventions, particularly those involving performance feedback, significantly modify OCB and CWB. However, there was some inconsistency in the effects, with variations in the strength of the relationship. These inconsistencies highlight the complexity of implementing PM practices effectively across different organizational environments. Keywords: Performance management, organizational citizenship behavior, counterproductive work behavior, organizational behavior management, systematic review