Publication Date

Spring 2016

Advisor(s) - Committee Chair

Amber N. Schroeder (Director), Elizabeth L. Shoenfelt, and Reagan D. Brown

Degree Program

Department of Psychological Sciences

Degree Type

Master of Science


In a time when technology is an integral part of life, virtual workplaces are becoming more of a staple in organizations and will likely continue to do so as technology use increases (Cascio, 2000). Due to the rise in virtual workplaces, employees are interacting face-to-face less, and organizations are requiring more from them. Employees must perform behaviors that are outside of their formal job description. These positive behaviors are considered to be organizational citizenship behaviors (OCBs), which are employee behaviors that promote organizational effectiveness that are not part of an employee’s formal job description and are therefore not formally recognized by the organization’s reward system (Organ 1988, 1997). No research to date has examined whether employees can engage in OCBs through a virtual medium. This study worked to develop a model for assessing virtual OCBs using a four-factor traditional face-to-face measure as a starting point. Items were generated, categorized, and then analyzed using a confirmatory factor analysis. A three-factor model demonstrated the best fit, but because the items in the fourth factor demonstrated content validity, recommendations regarding model revisions are provided.


Applied Behavior Analysis | Business Administration, Management, and Operations