Job autonomy allows employees to act upon contextual knowledge to introduce performance-enhancing work process improvements. However, autonomy is not a sufficient condition for change-oriented organizational citizenship behavior (OCB), as employees may lack the skills, information, or psychological safety necessary to pursue change. I propose a job autonomy-based multi-conditional process model of change-oriented OCB that takes into account the mediating role of job performance and the moderating roles of both role ambiguity and procedural justice. Using a large sample of Korean central and local government workers, I estimate a latent variable moderated mediation model. The results suggest that the effect of job autonomy on change-oriented OCB via job performance is strongest when role ambiguity is low and procedural justice is high. In closing, I argue that public managers need to be cognizant of the subtle factors that shape the impact of job autonomy on employee behavioral outputs.
Campbell, J. W. (2023). Job autonomy, role ambiguity, and procedural justice: A multi-conditional process model of change-oriented organizational citizenship behavior in public organizations. Review of Public Personnel Administration. https://doi.org/10.1177/0734371X231214978