Melody Wollan, Touro University International Suzanne Peterson, Miami University of Ohio

1. Extra-role behaviors considered cross-culturally: Examining German and U.S. approaches to rewarding performance Melody Wollan, Touro University International Suzanne Peterson, Miami University of Ohio Marko Grünhagen, Southern Illinois University-Edwardsville

2. Research Question • Would extra-role behaviors be enacted in German organizations similar to how they are approached in U.S. organizations? • We considered cultural dimensions of work environments in the U.S. and in Germany, and propose divergent and convergent paths leading to extra-role behaviors in each environment.

3. Methodology • Adopted a one-way approach of cross-cultural studies (Brett et al., 1997) • Define our model & theoretical related dimensions of culture, • Explain how culture affects our model, • Develop cross-cultural propositions to be studied

4. Performance • Individual-level, is popular for organizational studies as a dependent variable • As an independent variable often linked to productivity and firm performance • Identified in two categorizations: 1) In-role performance (expected job description activities; Williams & Anderson, 1991) 2) Extra-role performance (intended to/benefits organization, is discretionary, goes beyond existing role expectations; Van Dyne et al., 1995)

5. Why Do Employees Enact Extra-Role Behaviors? 1) Organizational Concern 2) Prosocial Values 3) Impression Management • Based on empirical study of 200 city workers in the Tampa area (Rioux & Penner, 2001) ? Could cultural context affect ERB (types of, frequency, relationships, mechanisms that generate OCB, and degree of organizational success based on OCB)? (Podsakoff et al., 2000)

6. Compare Germany to the U.S. • Evidence that national culture and work culture may represent different types of cultures at odds (Fu & Fukl, 2000; Kuchinke, 1999; Royle, 1999; Salk & Brannen, 2000), and changing German managerial and business cultures • In Kelleher’s (1999) study replicating Hofstede’s original work, German employees reported scores much closer to U.S. sample than the traditional German national culture.

7. Our Model of ERB being performed: • Cultural Dimensions: • Individualism/Collectivism • Uncertainty Avoidance • Achievement/Ascription Orientation • Performance Orientation • Humane Orientation Degree that Extra-Role Behaviors are Performed

8. Individualism/Collectivism • Proposition 1: Extra-role behaviors will be more commonly enacted by collectivistic individuals compared to individuals with an individualistic orientation. • German national culture (col)  ERB • German work culture (ind)  No ERB • U.S. (ind)  No ERB

9. Uncertainty Avoidance (UA) • Proposition 2: Extra-role behaviors will be more prevalent by individuals who are low in uncertainty avoidance, as compared to individuals who are high in uncertainty avoidance who will enact few ERB. • U.S. (weak UA)  ERB • Germany (high UA)  No ERB

10. Achievement vs. Ascription • Proposition 3: Extra-role behaviors will be enacted by employees who are achievement oriented compared to fewer extra-role behaviors by employees who are ascription oriented. • U.S. (achievement)  ERB • Germany (ascription)  No ERB

11. Performance Orientation (PO) • Proposition 4: There is a direct relationship between extra-role behaviors and performance orientation such that frequent extra-role behaviors will be enacted by employees who are high in performance orientation and employees who are low in performance orientation will enact fewer extra-role behaviors. • U.S. (high PO)  ERB • Germany (low PO)  no ERB

12. Humane Orientation (HO) • Proposition 5: There is a direct relationship between extra-role behaviors and humane orientation such that frequent extra-role behaviors will be enacted by employees who are high in humane orientation and employees who are low in humane orientation will enact fewer extra-role behaviors. • U.S. (high HO)  ERB • Germany (low HO)  no ERB

13. Encouraging Extra-Role Behaviors? • While in the U.S. ERB has been viewed as a favorable input, we propose that German employees will not engage in ERB due to cultural influences • Changes taking place in the reward systems in Germany involving variable pay structure, changing the nature of performance appraisals, and incorporating pay-for-performance may put pressure on employees to enact ERB in the next decade

14. Propositions Pictorially Collectivism (national culture Germany) Low Uncertainty Avoidance (U.S.) Achievement Orientation (U.S.) High Performance Orientation (U.S.) High Humane Orientation (U.S.) Extra-Role Behaviors are performed Individualism (U.S.; work culture Germany) High Uncertainty Avoidance (Germany) Ascription Orientation (Germany) Low Performance Orientation (Germany) Low Humane Orientation (Germany) Extra-Role Behaviors are not performed

15. Implications of this Work • Global merger, acquisitions and ventures often involve performance, appraisal, and compensation issues that need to be anticipated and resolved (i.e., Daimler Chrysler) • Demonstrates homogenization of cultures as they conform to prevailing business practices • Part of a larger body of research involving U.S. and German entrepreneurs linking ERB  Entrepreneurship