Curvilinearity in the Task Performance and Citizenship Behaviors Relationship: The Roles of Felt Responsibility and Perceived Prosocial Impact

Organizational citizenship behaviors (OCBs) refer to discretionary actions taken by employees that support organizational performance beyond the formal job requirements. Understanding how to encourage high-performing employees to engage in OCBs consistently is crucial for long-term organizational success but remains a complex issue. Our study examines this relationship by investigating the connection between employees’ task performance and OCBs, with a specific focus on the roles of felt responsibility and perceived prosocial impact. Analyzing data from 1186 employee–supervisor pairs within 205 working groups across three waves, we found that the relationship between task performance and OCBs is curvilinear. High task performance initially predicts increased OCBs, but beyond a certain point, the relationship weakens. This suggests that top performers do not always see OCBs as part of their job, highlighting the importance of felt responsibility—employees’ sense of obligation to the organization—as a mediator. Furthermore, perceived prosocial impact, or the belief that one’s work meaningfully benefits others, significantly supplements the positive effect of felt responsibility on OCBs and the curvilinear indirect effect of task performance on OCBs via felt responsibility. These findings imply that to cultivate OCBs among high performers, organizations should emphasize the broader impact of these behaviors and foster a sense of responsibility. By doing so, companies can unlock the full potential of their workforce, creating an environment where going above and beyond is a valued aspect of every role.