Getting credit for OCBs: potential costs of being a good actor vs. a good soldier
研究员工出于不同动机（自利或无私）从事组织公民行为时，主管对其绩效评价和奖励推荐的影响，发现高情感承诺、低公平敏感性和无私动机的员工更易获得好评。
Employing a sample of 197 employee-supervisor dyads, we explore whether employees’ attitudes and underlying motivation for engaging in organizational citizenship behaviours (OCBs) differentially relate to supervisors’ assessments of their individual performance and reward recommendations. We theorized that employees who perform OCBs with self-serving motives would be low on affective commitment and high on equity sensitivity, and that such individuals would receive lower performance ratings and fewer reward recommendations than those who are high on affective commitment, low on equity sensitivity, and more selflessly motivated. Our results suggest that employees with high affective commitment, low equity sensitivity, and high selfless motives were more likely to receive positive supervisor performance ratings and high reward recommendations. We also found that affective commitment moderated the mediating path of prosocial values (a selfless motive) on the relationship between OCBs and reward recommendations. Practical implications and future research directions are discussed.