A Multi-Grounded Model of Organizational Extra-Role Behavior in the Banking Sector: A case of Tejarat Bank

Abstract

Objective: This study aimed to develop a contextually grounded model of organizational extra-role behaviors among employees of Tejarat Bank by identifying their individual, group, and organizational antecedents, manifestations, mechanisms, and consequences.

Methods and Materials: This qualitative exploratory study was conducted using the Multi-Grounded Theory approach. The study population consisted of employees working in Tejarat Bank branches in Tehran Province. Participants were selected through purposive theoretical sampling with attention to variation in organizational role, work experience, age, gender, and branch type. The final sample included 25 employees comprising branch managers, specialists, and operational staff. Data were collected through in-depth semi-structured interviews, non-participant field observations, and analysis of organizational documents. Interviews lasted approximately 45–90 minutes and were transcribed verbatim. Data analysis proceeded concurrently with data collection through inductive open coding, conceptual refinement, axial coding, selective coding, constant comparison, memo writing, theoretical grounding, and empirical validation. Trustworthiness was enhanced through triangulation, member checking, negative-case analysis, peer review, and maintenance of an analytical audit trail.

Findings: The analysis generated 210 initial codes that were progressively organized into four major axial categories: employees’ extra-role motivations, organizational and group supportive mechanisms, informal norms and team interactions, and positive and negative consequences of extra-role behavior. The final model indicated that extra-role behavior emerged from interactions among citizenship role identity, intrinsic and extrinsic motivation, facilitative leadership, organizational justice, perceived organizational support, workload, organizational structure, and informal group norms. Extra-role behaviors were manifested through altruism and helping, initiative and proactivity, and loyalty and protection of organizational resources. Supported and balanced extra-role behavior produced individual flourishing, group cohesion, customer-oriented value, and organizational productivity, whereas excessive, unrecognized, or implicitly compulsory behavior generated burnout, work–family conflict, perceived exploitation, psychological withdrawal, and hidden organizational costs.

Conclusion: Organizational extra-role behavior in Tejarat Bank is a dynamic multilevel phenomenon whose sustainability depends on the alignment of individual motivation and role identity with supportive leadership, fair organizational systems, constructive group norms, manageable workload, and appropriate recognition; therefore, developing extra-role behavior requires simultaneously strengthening enabling conditions and preventing the transformation of voluntary citizenship into an excessive or compulsory role burden.