SOCIAL BEHAVIOR AND PERSONALITY, 2018, 46(12), 2025–2048

© 2018 Scientific Journal Publishers Limited. All Rights Reserved.

https://doi.org/10.2224/sbp.7452

COMPULSORY CITIZENSHIP BEHAVIOR AND EMPLOYEE

SILENCE: THE ROLES OF EMOTIONAL EXHAUSTION AND
ORGANIZATIONAL IDENTIFICATION

PEIXU HE
Huaqiao University
XIAOLING WANG
Shanghai Normal University
ZE LI AND MENGYING WU
Tongji University
CHRISTOPHE ESTAY
KEDGE Business School-Bordeaux

Past research on citizenship behavior has pointed primarily to its voluntary side—
organizational citizenship behavior (OCB)—but some scholars have suggested that there is
a nonvoluntary version of citizenship behavior—compulsory citizenship behavior (CCB).
Drawing on conservation of resources theory and social identity theory, in this research we
firstly examined the psychological mechanism underlying the relationship between CCB
and the critical workplace deviant behavior of employee silence by developing a moderated
mediation model wherein CCB predicted subordinates’ silence behavior through emotional
exhaustion, with organizational identification acting as the boundary condition. Results from
2-wave lagged data (N = 242) collected in the manufacturing sector in China support our
hypothesized model. We found that CCB was positively related to employee silence, and

Peixu He, School of Business Administration, Research Center of Business Management, Huaqiao
University; Xiaoling Wang, Department of Human Resource Management, Shanghai Normal
University; Ze Li and Mengying Wu, School of Economics and Management, Tongji University;
Christophe Estay, Department of Strategy, KEDGE Business School-Bordeaux.
This research was supported by the Research Start-up Funding for High-level Talents Project
Sponsored by Huaqiao University (Z17Y0035), the Education and Scientific Research Project for
Middle-aged and Young Teachers Sponsored by the Education Department of Fujian Province
(JAS170022), the Fujian Social Sciences Planning Project (FJ2017C022), the National Social
Science Foundation of China (14CGL017), and the National Natural Science Foundation of China
(71471041).
Correspondence concerning this article should be addressed to Xiaoling Wang, Department of
Human Resource Management, Shanghai Normal University, No.100 Guilin Road, Shanghai,
200234, People’s Republic of China. Email: wangxiaoling@shnu.edu.cn

2025
2026 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

emotional exhaustion fully mediated this relationship; organizational identification weakened

the relationship between CCB and emotional exhaustion, and organizational identification
weakened the indirect effect of CCB on employee silence via emotional exhaustion.
Contributions, practical implications, and several promising avenues for future research are
discussed.

Keywords: compulsory citizenship behavior, employee silence, emotional exhaustion,

conservation of resources, organizational identification.

Individual citizenship behaviors that are discretionary, not directly or explicitly

recognized by the formal reward system, and that in aggregate promote the
effective functioning of the organization are termed organizational citizenship
behavior (OCB; Organ, 1988). In most studies published in recent decades
about OCB researchers have focused on the positive connotations of the “good
soldier syndrome”, and pointed to the benefits and advantages of voluntary
helping behaviors, prosocial behavior, and extrarole behavior. Specifically, in
considerable scholarly work it has been found that OCB can enhance employees’
job satisfaction, work performance, and accumulated team or organizational
effectiveness; can endow employees with good chances of promotion, and
mitigate employees’ turnover intention (e.g., Organ, Podsakoff, & MacKenzie,
2006; Podsakoff, Whiting, Podsakoff, & Blume, 2009; Tepper, Duffy, Hoobler,
& Ensley, 2004). Scholars have suggested that increased market pressures and
greater competition have forced modern organizations to maximize effectiveness
and efficiency by all available means, such as encouraging employees to engage
in more OCBs in the workplace (Vigoda-Gadot, 2006; Zhao, 2014).
However, organizational managers might neglect the fact that citizenship
behaviors (CBs) not only have benefits but also have costs. Some researchers
have challenged the idea that OCBs are inherently positive, and have called
for a more balanced view of ostensibly positive behaviors. For instance, in
studies conducted by Bolino, Turnley, and Niehoff (2004) and Tepper et al.
(2004) the results they report have already demonstrated the potential negative
aspect of CBs. They suggest that not all employees engage in CBs voluntarily.
They established that employees frequently face strong social or managerial
pressure, particularly pressure caused by their supervisors or conditions within
the organization. Therefore, in essence, a large proportion of employees engage
in OCBs as a strategy for individual beneficial purposes, such as obtaining a
favorable performance rating, or acquiring more desirable work-related resources.
When external pressure is applied, OCB will lose its voluntary components of
altruism, conscientiousness, sportsmanship, courtesy, and civic virtue, and will
consequently become compulsory CB. Based on this change, Vigoda-Gadot (2006)
divided CBs into compulsory citizenship behavior (CCB) and noncompulsory
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2027
citizenship behavior, and defined compulsory citizenship behavior as employees’
nonspontaneous CB that was performed because of various social or management
pressures from within the organization.
CCB fits well with the actual background (i.e., organizational management
practice) and cultural context of China, and is one of the most significant sources
of work stress in Chinese firms (Chen & Yu, 2013). In particular, in private
enterprises in China, in which managers emphasize winning based on low costs
and quick response, the boundaries of extrarole behavior, such as CB, are not
clearly defined for many job positions (Zhao, 2014). Thus, employees frequently
face strong management or social pressure to perform work that falls outside
the scope of their duties. Particularly, in recent years, the phenomena of being
forced to work overtime, being forced to help coworkers, and being forced to
donate, have appeared frequently in articles in China’s newspapers or in posts or
commentary on the Internet, which implies that Chinese employees are continually
exposed to CCBs. When this occurs, it is extremely harmful to subordinates’
health and well-being and has incurred huge costs for the organization in terms
of decreased OCBs, and even in increased counterproductive work behaviors
(CWBs). For example, in relation to health and well-being, in 2010, at Foxconn
Technology Group, a Taiwanese-owned international operation, the world’s
largest contractor of consumer electronics, that assembles iPhones, iPods, and
iPads for Apple, and produces electronic components for Hewlett-Packard, Dell,
Sony, Nokia, and Nintendo, 13 young workers committed suicide largely due to
CCBs (Zhao, 2012). Unfortunately, the phenomenon of CCB and its influence
on various negative organizational behaviors like deviance, CWB, and silence,
has long been ignored globally by both businesses and researchers. In most
existing studies on the subject researchers have mainly focused on the essence
and structural difficulties of CCB (Vigoda-Gadot, 2006, 2007), its causes (Chen
& Yu, 2013), and its relationship with employee work performance (Peng &
Zhao, 2012; Zhao, Peng, & Chen, 2014). Thus far there have been few studies
conducted in which researchers have explored the destructive effects and
consequences of CCB. Research on the relationship between CCB and CWB is
even more rare. In their study Zhao et al. (2014) found that when employees are
forced to display CBs their job satisfaction may be reduced, and this might be
followed by increased CWBs, but there is a lack of empirical evidence to support
their findings. Therefore, in this paper our aim was to explore empirically the
dynamic mechanisms through which CCB influences CWB in China’s cultural
context.
In recent studies researchers have found that, in the Chinese cultural context
with high collectivism, high traditionality, and high power distance, mistreated
subordinates usually capitulate to pressures caused by the forced phenomena
we have described (Xu, Loi, & Lam, 2015; Zhao, 2012). When employees
2028 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

experience unfair treatment by supervisors or managers of organizations, they

tend to retaliate by adopting the behavior of silence, withdrawal, or other evasive
behavioral strategies that are comparatively safe and uncontentious, rather than
perform explicit, proactive, and counterproductive behaviors, such as open
defiance against supervisors or damaging company property (e.g., Xu et al.,
2015). Silence behavior refers to employees’ intentional withholding of critical
information or of seemingly important information, ideas, doubts, concerns,
opinions, or suggestions specifically relating to potential problems in their work
and organization (Tangirala & Ramanujam, 2008; Van Dyne, Ang, & Botero,
2003). Clearly, silence behavior is not an unintentional nonvocal behavior of
an individual who truly does not have opinions or suggestions that must be
expressed (Van Dyne et al., 2003), but an intentional behavior of the individual
withholding information, doubts, and so on to sabotage the interests of the
organization and its members. In view of the power and destructive impact of
such behavior on all levels of the organization (Morrison, 2014) some scholars
have introduced silence behavior into the scope of CWB (e.g., Bolton, Harvey,
Grawitch, & Barber, 2012; Xu et al., 2015). Therefore, in our paper, we have
regarded silence behavior as an important passive and implicit CWB, and we
studied it as one of the potential destructive consequences of CCB.
With regard to resource exhaustion, in previous studies researchers have
successfully explained the mechanisms that link workplace pressure to
employees’ emotional exhaustion as one dimension of job burnout, which
refers to an individual’s state of physical and mental fatigue as a result of the
overuse of psychological and emotional resources (Maslach & Jackson, 1981).
Researchers have also explained the potential effects of emotional exhaustion
on silence behavior, based on the perspective of the conservation of resources
theory (e.g., Xu et al., 2015). Therefore, we postulated in this paper that
emotional resource exhaustion would be one of the key paths by which CCBs
influence silence behaviors. Furthermore, researchers (Ashforth & Mael, 1989)
have also established that the process of an individual identifying as a member
of the organization and acknowledging a sense of belonging (i.e., organizational
identification) has a significant impact on the psychological state and behavior
of employees who are experiencing stress resulting from performing extrarole
behaviors (see e.g., Das, Dharwadkar, & Brandes, 2008). Therefore, based
on social identity theory (Tajfel, 1978), we proposed level of organizational
identification as a key boundary condition through which CCBs influence silence
behaviors. We summarized the above analysis in the theoretical model shown in
Figure 1.
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2029
Moderated mediation

Organizational
identification
(Time–1)

Compulsory Emotional Employee

citizenship behavior exhaustion silence
(Time–1) + (Time–2) + (Time–2)

Mediation

Figure 1. Moderated mediation model of compulsory citizenship behavior, emotional

exhaustion, organizational identification, and employee silence.

Theoretical Background and Hypotheses

Compulsory Citizenship Behavior and Employee Silence

When an individual feels uncomfortable with other people’s behavior, he/she
will usually adopt retaliatory measures to make himself/herself more at ease
psychologically. Hence, when employees feel a strong and oppressive tangible
or intangible stress from within the organization or from supervisors, they tend to
seek psychological balance through means such as slacking off at work or making
the organization or supervisors pay a price. Spector and Fox (2010) established
that when employees have no choice but to engage in CBs either because of a
colleague’s incompetence, or organizational constraint, or a supervisor’s request,
or when employees complain that their CBs have not been translated into the
rewards they deserve, they will feel frustrated because of the additional resources
expended. This type of CB will, in fact, eventually lead to employees engaging
in negative workplace behaviors. Empirical evidence obtained by Yam, Klotz,
He, and Reynolds (2017) showed that CBs caused by constrained motivation
led employees to feel justified in engaging in subsequent CWBs because the
CBs had been performed under constraint. In addition, Bolino, Turnley, Gilstrap,
and Suazo (2010) expressed the view that CBs exhibited under stress are a very
likely direct incentive to engage in CWBs. Bolino and Klotz (2015) also opined
that a “good soldier” employee who engaged in CBs may thereafter play the role
of a “bad apple” and engage in CWBs, and citizenship pressure is an important
explanation for this phenomenon. Thus, in this paper we posited that CCB can
trigger CWB.
However, the question is, what form of CWB will employees display? In many
instances, withdrawal behavior is deemed as uncontentious and relatively safer
2030 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

than other forms of CWB. Withholding or hiding information and views has also
been seen as a defensive workplace behavior (Ashforth & Lee, 1990). From this
angle, it can be said that employees may adopt a defensive stance and, thus, be
drawn into silence behaviors to cope with performance of CCBs. From another
perspective, in traditional Chinese culture protecting harmony, abiding by social
norms and authority, and self-protection are values that are emphasized, and
direct retaliation is not advocated. For example, common Chinese expressions
such as “silence is golden” and “speak cautiously, act cautiously” emphasize
these values. Therefore, we found that it was not difficult to speculate that, in
order to avoid further CCBs arising from setbacks and retaliation by supervisors,
Chinese employees are more likely to adopt implicit and passive CWBs, such as
keeping quiet by closing their eyes to critical information or problems, reserving
their opinions, and/or withholding suggestions, than explicit and active CWBs. In
addition, in the literature scholars have shown that the predictor of CCB was the
leader’s abusive supervision (e.g., Zhao, Peng, Han, Sheard, & Hudson, 2013).
Thus, the rationale behind the performing of CCB is in line with the phenomenon
of abusive supervision. In a recent study the researchers pointed out that Chinese
subordinates usually tend to adopt a passive coping strategy rather than any of
the well-established aggressive reactions to supervisory abuse (Xu et al., 2015).
Therefore, in this paper we have suggested that silence behavior would be an
instinctive adaptive strategy that Chinese employees use in reaction to CCB. We
proposed the following:
Hypothesis 1: Compulsory citizenship behavior will be positively related to
Chinese subordinates’ silence behavior.

The Mediating Role of Emotional Exhaustion

As a significant workplace stressor, CCB will cause the loss of subordinates’
actual or potential valued resources. Under circumstances where there is a
large imbalance between incoming and outgoing resources, subordinates will
inevitably develop emotional exhaustion, as they will feel vulnerable and
will lack the emotional, physical, or social resources to handle the extra work
demanded by supervisors or managers. Therefore, CCBs may have a significant
positive impact on employees’ emotional exhaustion.
Conservation of resources theory (Hobfoll, 1989) is, in essence, a resource-based
theory of stress and human motivation. It offers an integrated theoretical
framework for understanding the stress process and forecasting how individuals
respond to stress. The core tenet of this theory is that individuals “strive to
retain, protect, and build resources” (Hobfoll, 1989, p. 516), such as objects like
work tools, personal characteristics such as self-efficacy, conditions including
supervisory support, and energies—time, for example. These resources are
valued firstly because they have an instrumental value of providing means for
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2031
individuals to further their goals, and secondly because they have a symbolic
value of identifying individuals as who they are. According to the theory of
conservation of resources, people generally seek to create a situation with a
surplus of resources and avoid resource loss. They will experience psychological
discomfort or distress when their valued resources are actually lost or threatened
with loss, or when they fail to gain sufficient return on their resource investments
(Hobfoll, 1989, 2001). When not confronted with stress, individuals actively
seek to gain additional resources by investing resources and garnering excess
resources for coping with future strain (Hobfoll, 2001). By contrast, when
confronted with chronic stress, resource-depleted individuals strive to avoid
further resource loss or depletion. They often choose to distance themselves from
stressors, and conserve their remaining resources by adopting a defensive posture
rather than active coping strategies (Hobfoll, 2001; Hobfoll & Shirom,1993).
Therefore, subordinates with emotional resource exhaustion will develop
the motivation to minimize the unfavorable effects of stressors. They will not
risk losing further resources by attempting to change the current state of the
organization, or to help improve the current work situation (Ng & Feldman,
2012). Conversely, they are prone to “lowering their morale, reducing their
commitment to the organization and decreasing their performance efforts” to
conserve their remaining resources (Wright & Hobfoll, 2004, p. 391). Tepper
(2007) described how subordinates will choose to engage in evasive or passive
retaliatory behavior to mitigate their psychological distress that is closely related
to the threatening stressor. Bolton et al. (2012) established that when in a state of
emotional resource exhaustion, an individual’s level of psychological/emotional
withdrawal will rise significantly and he or she will justify to himself/herself
the performance of CWB. As a typical withdrawal strategy, remaining silent in
the workplace is a natural reaction and a relatively safer way for employees to
conserve remaining resources and ease psychological discomfort when they feel
that their emotions are depleted (Xu et al., 2015). We therefore proposed the
following:
Hypothesis 2: Chinese subordinates’ emotional exhaustion will mediate the
positive relationship between compulsory citizenship behavior and silence
behavior.

The Moderating Role of Organizational Identification

Although the above analysis indicates the potential interaction among CCB,
emotional exhaustion, and silence behavior, workplace stressors will not always
trigger employees’ emotional exhaustion and silence behavior (Xu et al., 2015).
It has not been established to what extent employees may develop emotional
exhaustion after being forced to engage in CBs, and/or whether or not the
emotional exhaustion will then trigger silence behaviors. Hence, an exploration
2032 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

of the context, or the boundary conditions, relating to how CCBs influence

silence behaviors bears important theoretical and practical significance.
In social identity theory it is proposed that social identity has considerable
influence on the emotional experience of members in a social group. Empirical
evidence from China and other countries and cultures has shown that there is a
negative correlation between people’s identification with certain organizations
and their emotional exhaustion or job burnout (Bizumic, Reynolds, Turner,
Bromhead, & Subasic, 2009). For instance, Shen, Li, and Zhang (2009) found
that the degree of an individual’s organizational identification can be used to
predict his/her burnout level, and these variables are negatively correlated.
Avanzi, Schuh, Fraccaroli, and van Dick (2015) found that employees with
strong organizational identification are more likely than are those with weaker
organizational identification to receive social support from colleagues, which
will substantially raise the sense of collectivity efficacy of these employees and
lower their job burnout level. Using call center employees as the participants
in their experiment, Das et al. (2008), as well as Wegge, Schuh, and van Dick
(2012), suggested that organizational identification can lead to lower levels of
self-reporting of emotional exhaustion and psychological tension. In addition,
some scholars have examined the moderating mechanisms of organizational
identification in the relationship between workplace stressors and emotional
exhaustion. For example, with a sample of service line employees, Zhang and
Niu (2015) showed that organizational identification had a negative moderating
effect on the relationship between their participants’ perceived unfairness and
emotional exhaustion. Based on research conducted with Korean high school
teachers, Kwon (2014) found that organizational identification had a negative
moderating effect on the relationship between the teachers’ work overtime hours
and job burnout.
As we have already observed, CCB is one of the main sources of work stress
for employees in Chinese firms. Therefore, we suggested that organizational
identification may have a negative moderating effect on the relationship between
Chinese employees’ CCB and emotional exhaustion. More specifically, first,
organizational identification deeply influences employees’ cognitive assessment
of, and emotional experience regarding, work stressors. This leads to a large
gap between employees’ level of emotional exhaustion at different levels of
organizational identification. When employees have stronger identification with
the organization, their assessment of identification with CCB may become more
positive, so that they view CCB as a challenging stressor because they are more
likely than their colleagues with weaker organizational identification to interpret
the CCB as their supervisor’s or manager’s good intentions, and to think that
the supervisor or manager is specially grooming them, will provide them with
the necessary resources, and will help them when they encounter problems.
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2033
Thus they will possess a more optimistic attitude toward future gains than will
their colleagues with weaker organizational identification. Thus, they tend to
be able to experience feelings and emotional reactions positively when they are
under CCB stress, and adopt problem-oriented strategies to cope with the stress.
Conversely, employees who identify less strongly with the organization may
develop a passive cognitive assessment of the CCB and view it as an obstructive
stressor because they tend to interpret the CCB as their supervisor or manager
making things difficult for them and adopt emotion-centric strategies to cope
with the stress. Second, employees who identify strongly with the organization
usually have a more precise long-term direction and stronger sense of mission.
They have a more positive attitude toward ingroup members; even though they
do not receive encouragement through the organization’s formal compensation
system for their hard work, they are more willing to sacrifice themselves for
the good of the group, which fully demonstrates their subjective initiative to
facilitate collective achievements (Wu, Liu, & Hui, 2010). Being forced to assist
supervisors voluntarily and help coworkers is one of the most common CCBs.
As employees with strong organizational identification have a stronger sense
of responsibility and duty toward helping supervisors and guiding colleagues
than their peers have, performance of such CCB induces fewer feelings of being
coerced and less emotional exhaustion in such employees. Again, employees
with strong organizational identification will positively seek comfort in their
strong attachment to the organization. Their positive feelings for the organization
are energy resources that can effectively compensate for the loss of emotional
resources (Zhang & Niu, 2015). Therefore, when employees lose resources as
they moderate their emotions when they encounter the need to perform CCBs,
positive organizational identification will become a protective resource to help
them cope with the organizational stressor and effectively reduce their overall
level of job burnout. Thus, we proposed the following:
Hypothesis 3: Chinese subordinates’ organizational identification will moderate
the relationship between their CCB and emotional exhaustion, such that
the relationship will be weaker for subordinates with strong organizational
identification than for those with weak organizational identification.
Based on the above analysis, we proposed a moderated mediation model
wherein CCB predicted silence behavior through emotional exhaustion, with
employees’ level of organizational identification acting as the contingency factor.
Specifically, the frequency with which employees have to perform CCB combined
with strong organizational identification may make the CCB–silence association
less salient because strong organizational identification will significantly decrease
employees’ negative psychological perception and negative emotional response.
In contrast, high CCB coupled with weak organizational identification may lead
2034 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

to a more pronounced indirect effect of CCB on silence behavior because of the

increased level of employees’ emotional exhaustion. As such, we predicted:
Hypothesis 4: Chinese subordinates’ organizational identification will moderate
the mediating effect of their emotional exhaustion on the relationship between
CCB and silence behavior, such that the mediating effect will be weaker for
subordinates with strong organizational identification than for those with weak
organizational identification.

Method

Participants and Procedure

With the assistance of the management committees of two industrial parks in
southern China and two industrial parks in northern China, we randomly selected
15 manufacturing firms to conduct a two-phase survey. Before we conducted
the survey, the chief human resource officers of these firms prepared a list of
randomly selected employees.
On the cover page of the survey booklet, we explained the purpose and
details of the survey, and the voluntary nature of participation. Participants
were assured that their responses would be treated in strict confidence and their
anonymity would be ensured. Contact details of the corresponding author were
also provided at the end of the survey. All survey packages included postage-paid
return envelopes. Participants were asked to complete the survey alone during
working hours and place it in the envelope provided, seal it, and mail it to the
corresponding author.
We distributed the first survey to 350 employees in June 2016 (Time 1).
The employees were asked to provide their assessment of their perceptions of
CCB and organizational identification. The first survey also included items on
demographic variables. We received responses to this first survey from 331
employees, of which 299 were valid samples, representing a response rate of
85.43% at Time 1.
Three months later, in September 2016 (Time 2), we conducted the second-phase
survey following the same procedures. In this survey respondents provided their
assessment of emotional exhaustion and employee silence, and we also measured
negative affect and affective commitment as control variables. A coding provided
by the firms’ chief human resource officers was used to match the responses
received from Time 1 and Time 2. Of the 299 employees who had supplied valid
data at Time 1, 24 chose not to participate, 7 had terminated their employment
during the intervening 3 months, and 26 forms were returned with incomplete or
invalid data. Thus, the final sample consisted of 242 employees for an overall
response rate of 69.14%. Of the 242 employees, 45.87% were men, and 54.13%
were women; 23.97% of the sample was younger than 26 years; 54.13% of the
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2035
sample was aged from 26 to 35 years; 14.88% of the sample was aged from
36 to 45 years, and 7.02% of the sample were older than 45 years; 1.65% had
worked for their companies for less than 6 months; 8.68% had worked for their
companies for 6 to 12 months; 9.50% had worked for their companies for 13 to
24 months; 40.08% had worked for their companies for 25 to 36 months; 40.08%
had worked for their companies for more than 36 months. Education level was
coded 1 = high school or under (16.94%), 2 = vocational school (34.71%), 3 =
university (38.43%), 4 = graduate school (9.92%). On average, they worked for
44.62 hours (SD = 6.10 hours) per week.

Measures
All the measures we used in this study were adopted from established scales
written in English. As the participants were people living in mainland China, we
developed and verified a Chinese version for the measures by adopting Brislin’s
(1980) translation-back translation procedure. We invited two postgraduates
in organization and human resource management behavior with a high quality
of academic research and English language to translate the original scale into
Chinese, and then invited another two postgraduates of similar ability to translate
the scale into English. For final approval, both the original English scale and the
Chinese translation were submitted to two professors who are native speakers
of English with a high research level in the field of organization and human
resources management.
Compulsory citizenship behavior. We measured CCB with the five-item
scale developed by Vigoda-Gadot (2007). A sample item is “I feel that I am
expected to invest more effort in this job than I want to and beyond my formal job
requirements.” Response options range from 1 = never to 5 = always. Cronbach’s
alpha was .80 in the current study.
Emotional exhaustion. We measured emotional exhaustion with the nine-item
scale from the Maslach Burnout Inventory (Maslach & Jackson, 1981). A sample
item is “I feel fatigued when I get up in the morning and have to face another day
on the job.” Response options range from 1 = never to 5 = once a day. Cronbach’s
alpha was .81 in the current study.
Employee silence. Employee silence was measured by a five-item scale
adapted from Tangirala and Ramanujam (2008) to capture employee silence in
the organizational context. The original scale was in the context of patient safety
in the hospital. We did not refer to a specific kind of organization. A sample item
used in our article is “I chose to remain silent when I had concerns about my
work.” Response options range from 1 = never to 5 = very frequently. Cronbach’s
alpha was .85 in the current study.
Organizational identification. We measured organizational identification with
the five-item scale developed by Smidts, Pruyn, and Van Riel (2001). A sample
item is “I feel strong ties with this organization.” Response options range from
2036 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

1 = strongly disagree to 5 = strongly agree. Cronbach’s alpha was .88 in the

current study.
Control variables. In keeping with previous CCB and employee silence
studies (e.g., Bolino, Hsiung, Harvey, & LePine, 2015; Zhao et al., 2014), we
controlled for the effects of participants’ gender, age, organizational tenure,
and hours worked per week. Gender was coded: 0 = male, 1 = female. Age was
coded: 1 = 25 years or below, 2 = 26–35 years, 3 = 36–45 years, 4 = 46 years
or above. Organizational tenure was measured in months using five categories:
1 = 6 months or less, 2 = 7–12 months, 3 = 13–24 months, 4 = 25–36 months,
and 5 = 37 months or longer. Participants were required to report the average
number of hours they worked per week. In order to provide stronger evidence
on the unique mediating role of emotional exhaustion in the CCB–employee
silence relationship, we controlled negative affect and affective commitment
as two other potential mediators. These two variables have been suggested in
the CWB literature as plausible mechanisms explaining why employees may
perform deviant behaviors as a reaction to workplace stress (e.g., Spector & Fox,
2002; Tian, Zhang, & Zou, 2014; Xu et al., 2015). Negative affect was measured
with a 10-item scale from the Positive and Negative Affect Schedule (PANAS;
Watson, Clark, & Tellegen, 1988). This resulted in a Cronbach’s alpha of .87.
Respondents rated negative affect at Time 2 based on a 5-point Likert-type scale
from 1 = very slightly or not at all to 5 = extremely. Affective commitment
was measured with Allen and Meyer’s (1990) eight-item scale, resulting in a
Cronbach’s alpha of .85. Responses were given using a 5-point Likert-type
response format (1 = strongly disagree to 5 = strongly agree).

Data Analysis
Following Preacher and Hayes (2008), we used two approaches to analyze the
significance of the mediating effect of emotional exhaustion (i.e., Hypothesis 2).
First, we employed the standard procedure set out by Baron and Kenny (1986)
and performed a series of hierarchical multiple regressions. We considered
the hypothesized mediating model (X [CCB]→M [emotional exhaustion]→Y
[employee silence]; i.e., Hypothesis 2) supported if (a) CCB exerts a significant
influence on employee silence (i.e., Hypothesis 1), (b) CCB exerts a significant
influence on emotional exhaustion, (c) emotional exhaustion exerts a significant
influence on employee silence after accounting for CCB, and, most important,
the effect of CCB on employee silence is significantly reduced when both CCB
and emotional exhaustion are included in the same regression equation predicting
employee silence. According to Preacher & Hayes (2008), the mediating effect of
emotional exhaustion beyond the two confounding mediators of negative affect
and affective commitment is evidenced when the above conditions are met with
these two potential mediators also estimated in condition (c) of the regression
analyses.
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2037
Second, following Preacher and Hayes’ (2004) suggestion, we used a
bootstrapping approach to assess the significance of the indirect effect of CCB
(X) on employee silence (Y) through emotional exhaustion (M) after accounting
for the indirect effects of the two confounding mediators. Following Edwards
and Lambert (2007) and MacKinnon, Lockwood, and Williams (2004), we
performed bootstrapping with 1,000 random samples to obtain bias-corrected
95% confidence intervals (CI). We considered the indirect effect significant if the
CI obtained from repeated samplings did not contain zero (Preacher & Hayes,
2008).
We conducted moderated regression analysis to examine the moderating effect
of organizational identification on the CCB—emotional exhaustion association
(i.e., Hypothesis 3). Following Aiken and West (1991), we mean-centered all
the continuous variables to avoid potential multicollinearity. We tested this
hypothesis through the following steps: first, we entered the control variables;
second, we entered CCB (independent variable); third, we entered organizational
identification (moderator); finally, we entered the interaction term of CCB and
organizational identification. Hypothesis 3 is supported if the beta coefficient of
the interaction term is significant.
In evaluating Hypothesis 4, we used a moderated mediation approach to
estimate whether or not the indirect effect of CCB on employee silence through
emotional exhaustion was more positive at a low level of organizational
identification (Edwards & Lambert, 2007). More specifically, at the high and
low values (plus or minus one standard deviation) of the moderator Z (i.e.,
organizational identification), we estimated conditional indirect effects of
CCB on employee silence through emotional exhaustion after accounting for
the mediating effects of negative affect and affective commitment. Following
Edwards and Lambert (2007) and Preacher and Hayes (2008), we estimated the
significance of the moderated indirect effects by examining the bias-corrected
95% CI obtained from bootstrapping with 1,000 repetitions.

Results

Confirmatory Factor Analysis

We examined the discriminant validity of our study constructs by performing
a series of confirmatory factor analyses (CFAs) using AMOS 17.0 and the fit
indices of comparative fit (CFI), incremental fit (IFI), Tucker–Lewis index (TLI),
and standardized root mean square residual (SRMR). It is commonly accepted
that a good model fit is verified if CFI > .90, IFI > .90, TLI > .90, and SRMR <
.08 (Bentler & Bonett, 1980). We compared our hypothesized four-factor model
to several alternative measurement models using the chi-square (2) difference
test to determine the best fitting model. The CFA results (see Table 1) suggested
that our hypothesized four-factor measurement model yielded a better fit to
Table 1. Results of Confirmatory Factor Analysis of the Measurement Models 2038
Measurement Models 2(df) Δ2(Δdf) CFI IFI TLI SRMR
Four-factor 650.95 (246)** 0.94 0.94 0.92 0.07
Three-factor (combined CCB and organizational identification into one factor) 1103.59 (249)** 452.64 (3)** 0.67 0.67 0.63 0.10
Three-factor (combined emotional exhaustion and employee silence into one factor) 974.65 (249)** 323.70 (3)** 0.72 0.72 0.69 0.09
Two-factor (combined CCB and organizational identification into one factor, and
combined emotional exhaustion and employee silence into one factor) 1427.05 (251)** 776.10 (5)** 0.54 0.55 0.50 0.12
One-factor (combined all items into one factor) 1650.09 (252)** 999.14 (6)** 0.46 0.46 0.41 0.14

Note. N = 242. CFI = comparative fit index; IFI = incremental fit index; TLI = Tucker–Lewis index; SRMR = standardized root mean square residual;
CCB = compulsory citizenship behavior.
** p < .01.

Table 2. Means, Standard Deviations, and Correlations of Variables

M SD 1 2 3 4 5 6 7 8 9 10

1. Gender 0.54 .50

2. Age 2.05 .82 -0.17**
3. Tenure 4.08 .99 -0.02 -0.01
4. Hours worked per week 44.62 6.10 0.06 0.02 -0.01
5. CCB (Time 1) 3.36 .94 -0.02 0.02 -0.05 -0.11 (0.80)
6. Organizational identification (Time 1) 3.53 .75 0.06 -0.03 0.01 0.02 -0.07 (0.88)
7. Emotional exhaustion (Time 2) 2.20 .85 -0.08 -0.01 -0.04 -0.02 0.26** -0.25** (0.81)
8. Employee silence (Time 2) 2.15 .75 -0.01 -0.02 0.04 -0.02 0.20** -0.33** 0.39** (0.85)
COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

9. Negative affect (Time 2) 1.96 .73 -0.13* 0.03 0.02 0.01 0.17** -0.11 0.11 0.13 (0.87)
10. Affective commitment (Time 2) 3.57 .65 -0.03 -0.15* -0.05 -0.03 -0.02 0.60** -0.18** -0.18** -0.08 (0.85)

Note. N = 242. CCB = compulsory citizenship behavior. Cronbach’s  reliability coefficients appear on the diagonal.
* p < .05, ** p < .01 (two-tail test).
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2039
the sample data than did other models, suggesting that our respondents could
distinguish the focal constructs clearly.

Descriptive Statistics
Results in Table 2 are a summary of the means, standard deviations, and
correlations of the study variables. As expected, CCB (Time 1) was positively
correlated with both emotional exhaustion (Time 2) and employee silence (Time
2). Emotional exhaustion (Time 2) and employee silence (Time 2) were also
positively correlated. In addition, consistent with our hypotheses, organizational
identification (Time 1) was negatively correlated with emotional exhaustion
(Time 2).

Hypothesis Tests
In Hypothesis 1 we proposed that CCB would have a positive relationship with
employee silence, and in Hypothesis 2 we posited that emotional exhaustion
would mediate the effect of CCB on employee silence. As the results for
Model 1 in Table 3 show, after entering the control variables, we found that the
relationship between CCB and employee silence was statistically significant.
Thus, Hypothesis 1 was supported, and therefore the first condition of our
mediation hypothesis was met. Further, as Model 4 in Table 3 confirms a positive
relationship between CCB and emotional exhaustion, the second condition of
our mediation hypothesis was also met. To examine the third condition of the
mediation, we regressed employee silence on emotional exhaustion and the two
confounding mediators with the effect of CCB controlled (Model 2 in Table
3). The regression result shows that, after accounting for negative affect and
affective commitment, emotional exhaustion remained positively associated with
employee silence, whereas the positive effect of CCB on employee silence was
nonsignificant, thus indicating a full mediation effect, so that the result provides
initial evidence supporting Hypothesis 2.
To analyze further the mediating role of emotional exhaustion, we bootstrapped
the bias-corrected CI to test the significance of the indirect effect, based on the
above regression estimates. The bootstrapping results (see Table 4) showed
that the 95% bias-corrected CI did not contain zero, indicating that the indirect
effect was also statistically significant. Therefore, the results provided additional
evidence to support Hypothesis 2.
In Hypothesis 3 the focus was on the moderating role of organizational
identification on the positive relationship between CCB and emotional exhaustion.
The results in Model 6 of Table 3 indicate that the interaction term (CCB ×
organizational identification) was significantly related to emotional exhaustion
and explained an additional 3.0% of the variance in emotional exhaustion,
suggesting that stage 1 of the moderation of CCB × organizational identification
is negative and significant. We then plotted the relationship between CCB and
2040 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

emotional exhaustion at high and low levels of organizational identification

(plus or minus one standard deviation), following the recommendation of Aiken
and West (1991). As depicted in Figure 2, the CCB–emotional exhaustion
association is relatively weaker for those employees who perceive strong rather
than weak organizational identification. Further, the simple slope test showed
that the relationship between CCB and emotional exhaustion was positive and
significant at a low level of organizational identification but not at a high level
of organizational identification. These findings lend support to our Hypothesis 3.

Table 3. Regression Summary for the Mediating Role of Emotional Exhaustion and the
Moderating Role of Organizational Identification

Employee silence Emotional exhaustion

Model 1 Model 2 Model 3 Model 4 Model 5 Model 6

Intercept 1.49** 1.46** 2.57** 1.59** 2.52** 2.38**

Control variables
Gender -0.01 0.03 -0.14 -0.14 -0.12 -0.10
Age -0.02 -0.03 -0.03 -0.04 -0.04 -0.02
Tenure 0.04 0.04 -0.03 -0.02 -0.02 -0.02
Hours worked per week 0.00 0.01 -0.02 0.00 -0.01 0.03
Independent variable
CCB 0.16** 0.08 0.23** 0.22** 0.22**
Mediators
Emotional exhaustion 0.30**
Negative affect 0.07
Affective commitment -0.13
Moderator
Organizational identification -0.26** -0.24**
Interaction
CCB × Organizational identification -0.12**
R2 0.14 0.28 0.01 0.17 0.22 0.25
Adjusted R2 0.12 0.25 -0.01 0.15 0.20 0.22
F 4.05** 6.47** 0.52 3.69** 5.55** 5.84**
R2 change 0.14 0.16 0.05 0.03
F change 13.29** 16.21** 13.87** 6.77**

Note. N = 242. Unstandardized regression coefficients were reported. CCB = compulsory citizenship
behavior.
* p < .05, ** p < .01 (two-tail test).

Table 4. Indirect Effect of Compulsory Citizenship Behavior on Employee Silence Through

Emotional Exhaustion

Bootstrap for the indirect effect

Point estimate SE 95% CI p

0.073 0.022 [0.033, 0.121] .001

Note. N = 242.
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2041
3

2.5
Emotional exhaustion

1.5
Low organizational identification
High organizational identification

1
Low CCB High CCB

Figure 2. Interaction of compulsory citizenship behavior (CCB; Time 1) and organizational

identification (Time 1) on emotional exhaustion (Time 2).

We further bootstrapped the bias-corrected 95% CI to evaluate whether or

not organizational identification also moderated the indirect effect of CCB on
employee silence through emotional exhaustion after controlling for negative
affect and affective commitment. As shown in Table 5, the conditional indirect
effect of CCB on employee silence via emotional exhaustion was positive and
statistically significant at a low level (i.e., minus one standard deviation) of
organizational identification but was statistically nonsignificant at a high level
(i.e., +1 SD) of organizational identification. These findings provide support for
Hypothesis 4.

Table 5. Conditional Indirect Effect of Compulsory Citizenship Behavior on Employee Silence

via Emotional Exhaustion Across Levels of Organizational Identification

Moderator Level M Effect Boot SE Boot z Boot p CI

size

Organizational Low (-1 SD) 2.782 0.092 0.028 3.348 0.001 [0.045, 0.151]
identification High (+1 SD) 4.277 0.025 0.020 1.262 0.207 [-0.008, 0.071]

Note. N = 242.

Discussion

The present study contributes to the existing literature in several unique ways.
First, the results in the study showed that CCBs can trigger silence behaviors.
Compared with other forms of passive CWBs, silence behavior is particularly
2042 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

threatening to modern organizations because of its widespread destructive

impact on organizations at all levels (Morrison, 2014). In particular, without
critical and timely information from lower level employees, organizations
fail to correct potentially serious problems and obtain ideas for continuous
improvement (Milliken & Morrison, 2003; Morrison & Milliken, 2000; Tangirala
& Ramanujam, 2008). In practice, a string of organizational tragedies has
also shown that employees’ silence behaviors are extremely harmful to the
organization and difficult to detect and predict (Xu et al., 2015). Among other
causes, the bankruptcy of Enron can be largely attributed to a lack of crucial and
timely information from front-line employees. In addition, findings reported in
research on knowledge withholding, which is a concept akin to silence, have also
shown that employees’ intentional attempts to withhold knowledge or ideas can
significantly impair knowledge sharing and thereby undermine organizational
creativity and productivity (Connelly, Zweig, Webster, & Trougakos, 2012).
Compared with silence (a kind of implicit CWB), explicit CWBs are usually
easier to detect and predict in a timely manner (Xu et al., 2015). Thus, we think
that silence can be more harmful than other forms of CWBs. Clearly, there are
significant negative results from performance of CCBs for both employees and
organizations.
The empirical evidence we have provided in China’s cultural context of CCB’s
impact on employees’ subsequent workplace CWB, effectively fills a gap in the
research on the negative impact of OCB and advances the cross-cultural study of
CCB. Through the introduction of the implicit variable of silence behavior, we
found that, in addition to affecting employees’ outward attitude and behavior,
CCB can also affect latent CWB and, thereby, can expand the boundaries of the
influence of CCB.
We also found that emotional exhaustion is the key mediator of the influence
of CCB on employees’ silence behavior. More specifically, we found that CCB
aggravates employees’ emotional exhaustion, and an increase of emotional
resources will certainly lead to changes in employees’ attitude and behavior
in the workplace. Ultimately, employees who refuse to report problems they
detect, or to offer suggestions and recommendations, intend to conserve their
remaining resources and prevent the loss of their future resources. In existing
studies researchers have explored the relationship between CCB and employees’
subsequent workplace behavior from theoretical perspectives, but there is a lack
of empirical research on the transmission mechanisms affecting this relationship.
By referring to the theory of conservation of resources, in this paper we have
partially revealed the transformation of nonvoluntary CB into implicit CWB,
thereby contributing new knowledge to the research in this domain.
Lastly, in the study we found that organizational identification had a
moderating effect on the relationships between the employees’ CCB, emotional
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2043
exhaustion, and their silence behavior. Employees with stronger organizational
identification were able to regain, accumulate, and produce positive energy more
quickly than others with weaker organizational identification could after being
forced to engage in CCBs, so as to cope effectively with the negative impact of
CCBs on their emotions.
In a review of the literature, we found that organizational identification has
been used in very few studies as a moderating variable to explore the relationship
between work stressors and emotional exhaustion. Therefore, with respect to our
conclusions regarding the moderating effects of organizational identification on
the Chinese employees in our participant group, our paper adds new theoretical
perspectives to the understanding of boundary conditions in the relationship
between work stressors and emotional exhaustion, and in the relationship
between stress arising from CB and employees’ CWB, thereby advancing the
development of new research in this domain.
Our findings in this study also provide managerial implications for
organizations. First, business managers must regard CBs with rationality and
objectivity and increase their awareness of the effects of CB as a double-edged
sword, and of the notion that “overdone is worse than undone”. They must
accurately distinguish voluntary from nonvoluntary CBs and actively nurture
healthy OCBs in order to eliminate or reduce CCBs (Vigoda-Gadot, 2006; Zhao,
2012, 2014). More specifically, business managers should leverage ways, such as
work design and organization management, of reinforcing controls on employees’
extrarole performance behavior. They must fully demonstrate to their employees
the double-edged sword of extrarole performance behavior, and effectively and
judiciously use the demands of challenging jobs to stimulate employees to meet
their work goals and motivate them to grow and develop (Li, Wang, Xiong, Li,
& Ling, 2015), while striving to prevent the demands of challenging jobs from
evolving into obstructive work demands.
Second, supervisors and managers can provide employees with ample work
resources (for example, work autonomy, participation in decision making, and
support from supervisors), so as to inhibit employees’ experience of emotional
exhaustion and block the occurrence of silence behavior. Again, organizational
identification is a powerful psychological bond. Business managers should
increase employees’ sense of organizational identity through greater organizational
support and fair interactions to provide psychological assistance to, and promote
emotional engagement in employees suffering from emotional imbalance as a
result of stress from performing extrarole tasks.
Our study has potential limitations. Specifically, we regarded both CCB and
silence behavior as conceptions with a single dimensionality. However, CCB
in the workplace might be of various types (Vigoda-Gadot, 2006), and silence
behavior may be divided into different dimensionalities according to different
2044 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

content, and information-hiding objective or motive (Van Dyne et al., 2003).

Therefore, future researchers can extend our model by considering CCB and
silence behavior as multidimensional constructs.
In addition, we did not discuss whether or not CCB might induce employee
negative behaviors outside of their workplace. Future researchers should pay
more attention to the influence of CCBs on employees’ unethical behaviors in
nonwork areas so as to extend the research field on CCB.

References

Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions.
Thousand Oaks, CA: Sage.
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance
and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18.
https://doi.org/fth766
Ashforth, B. E., & Lee, R. T. (1990). Defensive behavior in organizations: A preliminary model.
Human Relations, 43, 621–648. https://doi.org/d9pkxd
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. The Academy of
Management Review, 14, 20–39. https://doi.org/fghttx
Avanzi, L., Schuh, S. C., Fraccaroli, F., & van Dick, R. (2015). Why does organizational identification
relate to reduced employee burnout? The mediating influence of social support and collective
efficacy. Work & Stress, 29, 1–10. https://doi.org/cm52
Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social
psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality
and Social Psychology, 51, 1173–1182. https://doi.org/d7bst5
Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in the analysis of
covariance structures. Psychological Bulletin, 88, 588–606. https://doi.org/dbm
Bizumic, B., Reynolds, K. J., Turner, J. C., Bromhead, D., & Subasic, E. (2009). The role of the
group in individual functioning: School identification and the psychological well-being of staff
and students. Applied Psychology, 58, 171–192. https://doi.org/c4hhcw
Bolino, M. C., Hsiung, H.-H., Harvey, J., & LePine, J. A. (2015). “Well, I’m tired of tryin’!”
Organizational citizenship behavior and citizenship fatigue. Journal of Applied Psychology, 100,
56–74. https://doi.org/br2j
Bolino, M. C., & Klotz, A. C. (2015). The paradox of the unethical organizational citizen: The link
between organizational citizenship behavior and unethical behavior at work. Current Opinion in
Psychology, 6, 45–49. https://doi.org/cm53
Bolino, M. C., Turnley, W. H., Gilstrap, J. B., & Suazo, M. M. (2010). Citizenship under pressure:
What’s a “good soldier” to do? Journal of Organizational Behavior, 31, 835–855. https://
doi.org/c68b7m
Bolino, M. C., Turnley, W. H., & Niehoff, B. P. (2004). The other side of the story: Reexamining
prevailing assumptions about organizational citizenship behavior. Human Resource Management
Review, 14, 229–246. https://doi.org/dzxxq8
Bolton, L. R., Harvey, R. D., Grawitch, M. J., & Barber, L. K. (2012). Counterproductive work
behaviours in response to emotional exhaustion: A moderated meditational approach. Stress and
Health, 28, 222–233. https://doi.org/fshjrk
Brislin, R. W. (1980). Translation and content analysis of oral and written material. In H. C. Triandis
& J. W. Berry (Eds.), Handbook of cross-cultural psychology (pp. 349–444). Boston, MA: Allyn
& Bacon.
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2045
Chen, M., & Yu, G. (2013). The contingent effects of abusive supervision on compulsory citizenship
behavior: A study of moderators [In Chinese]. Nankai Business Review, 16, 13–23.
Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge hiding in organizations.
Journal of Organizational Behavior, 33, 64–88. https://doi.org/djd6w6
Das, D., Dharwadkar, R., & Brandes, P. (2008). The importance of being ‘Indian’: Identity centrality
and work outcomes in an off-shored call center in India. Human Relations, 61, 1499–1530.
https://doi.org/dhvfd3
Edwards, J. R., & Lambert, L. S. (2007). Methods for integrating moderation and mediation: A
general analytical framework using moderated path analysis. Psychological Methods, 12, 1–22.
https://doi.org/bxvf4h
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. The
American Psychologist, 44, 513–524.
Hobfoll, S. E. (2001). The influence of culture, community, and the nested self in the stress process:
Advancing conservation of resources theory. Applied Psychology: An International Review, 50,
337–370. https://doi.org/fsddm3
Hobfoll, S. E., & Shirom, A. (1993). Stress and burnout in the workplace: Conservation of resources.
In R. T. Golembiewski (Ed.), Handbook of organizational behavior (pp. 41–60). New York, NY:
Marcel Dekker.
Kwon, H. (2014). The moderating effect of organizational identification in the relationship between
extra work time and burnout among middle school physical education teachers [In Korean]. The
Korean Journal of Physical Education, 53, 391–400.
Li, A., Wang, X., Xiong, G., Li, B., & Ling, W. (2015). A dual-pathway model of work influencing
on happiness: A perspective of job demands–resources model. Acta Psychologica Sinica, 47,
624–636. https://doi.org/cm54
MacKinnon, D. P., Lockwood, C. M., & Williams, J. (2004). Confidence limits for the indirect effect:
Distribution of the product and resampling methods. Multivariate Behavioral Research, 39,
99–128. https://doi.org/chqcnx
Maslach, C., & Jackson, S. E. (1981). The measurement of experienced burnout. Journal of
Organizational Behavior, 2, 99–113. https://doi.org/cfj
Milliken, F. J., & Morrison, E. W. (2003). Shades of silence: Emerging themes and future directions
for research on silence in organizations. Journal of Management Studies, 40, 1563–1568. https://
doi.org/dhz4tj
Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology
and Organizational Behavior, 1, 173–197. https://doi.org/bbmc
Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development
in a pluralistic world. Academy of Management Review, 25, 706–725. https://doi.org/bsm2p6
Ng, T. W. H., & Feldman, D. C. (2012). Employee voice behavior: A meta-analytic test of the
conservation of resources framework. Journal of Organizational Behavior, 33, 216–234. https://
doi.org/fc667r
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington,
MA: Lexington Books.
Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its
nature, antecedents, and consequences. Thousand Oaks, CA: Sage.
Peng, Z., & Zhao, H. (2012). Does organizational citizenship behavior really benefit the organization?
Study on the compulsory citizenship behavior in China. Nankai Business Review International,
3, 75–92. https://doi.org/cm55
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual- and organi-
zational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of
Applied Psychology, 94, 122–141. https://doi.org/hjz
2046 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE

Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in
simple mediation models. Behavior Research Methods, Instruments, & Computers, 36, 717–731.
https://doi.org/gd3
Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and
comparing indirect effects in multiple mediator models. Behavior Research Methods, 40,
879–891. https://doi.org/b9b2k3
Shen, J., Li, Y., & Zhang, N. (2009). The relationship among teachers’ personality, organizational
identification and job burnout [In Chinese]. Psychological Science, 32, 774–777. https://
doi.org/cm56
Smidts, A., Pruyn, A. T. H., & Van Riel, C. B. M. (2001). The impact of employee communication and
perceived external prestige on organizational identification. Academy of Management Journal,
44, 1051–1062. https://doi.org/cgc86x
Spector, P. E., & Fox, S. (2002). An emotion-centered model of voluntary work behavior: Some
parallels between counterproductive work behavior and organizational citizenship behavior.
Human Resource Management Review, 12, 269–292. https://doi.org/gd6
Spector, P. E., & Fox, S. (2010). Theorizing about the deviant citizen: An attributional explanation of
the interplay of organizational citizenship and counterproductive work behavior. Human Resource
Management Review, 20, 132–143. https://doi.org/dm7cx9
Tajfel, H. (1978). Differentiation between social groups: Studies in the social psychology of
intergroup relations. New York, NY: Academic Press.
Tangirala, S., & Ramanujam, R. (2008). Employee silence on critical work issues: The cross level
effects of procedural justice climate. Personnel Psychology, 61, 37–68. https://doi.org/dnkc4p
Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research
agenda. Journal of Management, 33, 261–289. https://doi.org/fw3bm8
Tepper, B. J., Duffy, M. K., Hoobler, J., & Ensley, M. D. (2004). Moderators of the relationships
between coworkers’ organizational citizenship behavior and fellow employees’ attitudes. Journal
of Applied Psychology, 89, 455–465. https://doi.org/c7gxhm
Tian, Q., Zhang, L., & Zou, W. (2014). Job insecurity and counterproductive behavior of casino
dealers—The mediating role of affective commitment and moderating role of supervisor support.
International Journal of Hospitality Management, 40, 29–36. https://doi.org/cg9f
Van Dyne, L., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee
voice as multidimensional constructs. Journal of Management Studies, 40, 1359–1392. https://
doi.org/dv5qmm
Vigoda-Gadot, E. (2006). Compulsory citizenship behavior in organizations: Theorizing some dark
sides of the good soldier syndrome. Journal for the Theory of Social Behaviour, 36, 77–93.
https://doi.org/cv5htz
Vigoda-Gadot, E. (2007). Redrawing the boundaries of OCB? An empirical examination of
compulsory extra-role behavior in the workplace. Journal of Business and Psychology, 21,
377–405. https://doi.org/bs885x
Watson, D., Clark, L. A., & Tellegen, A. (1988). Development and validation of brief measures of
positive and negative affect: The PANAS scales. Journal of Personality & Social Psychology, 54,
1063–1070. https://doi.org/ck3
Wegge, J., Schuh, S. C., & van Dick, R. (2012). ‘I feel bad’, ‘We feel good’?—Emotions as a driver
for personal and organizational identity and organizational identification as a resource for serving
unfriendly customers. Stress & Health, 28, 123–136. https://doi.org/dcdgbf
Wright, T. A., & Hobfoll, S. E. (2004). Commitment, psychological well-being and job performance:
An examination of conservation of resources (COR) theory and job burnout. Journal of Business
and Management, 9, 389–406.
 COMPULSORY CITIZENSHIP BEHAVIOR AND SILENCE 2047
Wu, L., Liu, J., & Hui, C. (2010). Workplace ostracism and organizational citizenship behavior: The
roles of organizational identification and collectivism [In Chinese]. Nankai Business Review, 13,
36–44.
Xu, A. J., Loi, R., & Lam, L. W. (2015). The bad boss takes it all: How abusive supervision and
leader–member exchange interact to influence employee silence. The Leadership Quarterly, 26,
763–774. https://doi.org/bzkm
Yam, K. C., Klotz, A. C., He, W., & Reynolds, S. J. (2017). From good soldiers to psychologically
entitled: Examining when and why citizenship behavior leads to deviance. Academy of
Management Journal, 60, 373–396. https://doi.org/cm57
Zhang, R., & Niu, W. (2015). Customer injustice and employees’ counterproductive work behavior:
The mediating role of emotional exhaustion and moderating role of identification [In Chinese].
Forecasting, 34, 15–21.
Zhao, H. (2012). Research of compulsory citizenship behavior in China: Structure, measure,
antecedent, and consequence [In Chinese]. Doctoral dissertation, Tongji University, Shanghai,
China.
Zhao, H. (2014). Multi-level formation mechanisms of employees’ compulsory citizenship behaviors
[In Chinese]. Advances in Psychological Science, 22, 1218–1225. https://doi.org/cnrh
Zhao, H., Peng, Z., & Chen, H.-K. (2014). Compulsory citizenship behavior and organizational
citizenship behavior: The role of organizational identification and perceived interactional justice.
The Journal of Psychology, 148, 177–196. https://doi.org/cm58
Zhao, H., Peng, Z., Han, Y., Sheard, G., & Hudson, A. (2013). Psychological mechanism linking
abusive supervision and compulsory citizenship behaviors: A moderated mediation study. The
Journal of Psychology, 147, 177–195. https://doi.org/br2r