Differential effects of identification on extra‐role behavior

Purpose – This research aims to utilize Social Identity Theory to examine the role of identification on two forms of extra‐role behaviors, namely, organizational citizenship behaviors (OCB) and prosocial behaviors. Design/methodology/approach – This study examined college students' reports of their identification with the university, organizational citizenship behaviors, and prosocial behaviors. Findings – Results indicate that individuals who are highly identified with their organization are more likely to perform OCB, whereas individuals who are highly identified with their community are more likely to participate in prosocial behaviors. In addition, the relationship between organizational identification and prosocial behavior was found to be fully mediated by community identification. Research limitations/implications – The authors suggest that scholars take care when operationalizing OCB with actual behaviors that surpass task performance; these should differ from attitudes and common courtesy. Limitations include having constructs measured by the same source which can lead to common method variance. Practical implications – Organizational identification may be an important factor when determining which individual will be willing to go the extra mile for the organization. Organizations may want to recruit, hire, and retain individuals who will identify with the organization as these individuals are more likely to go above and beyond task performance. Originality/value – This study examined these two forms of extra‐role behavior simultaneously in order to better understand these behaviors as they occur.