When Lonely Employees Refrain from Helping? Moderating Effects of Relative Performance Evaluation System and Self-Efficacy

The recent rise of remote work has brought increasing attention to workplace loneliness as a critical threat that depletes employees' psychological resources. While organizational citizenship behavior (OCB), defined as discretionary behaviors not formally required or rewarded but that promote the effective functioning of the organization, is widely recognized as a key factor that enhances organizational performance, employees experiencing loneliness are more likely to reduce such voluntary efforts due to emotional exhaustion and psychological withdrawal. Based on Conservation of Resources (COR) theory, this study investigates the effect of workplace loneliness on OCB and examines the moderating roles of a relative performance evaluation system and self-efficacy. Using a survey of 400 Korean employees, the results indicate that workplace loneliness is significantly associated with lower levels of OCB. Furthermore, the use of relative performance evaluation systems exacerbates the negative relationship between loneliness and OCB. However, contrary to expectations, self-efficacy was found to strengthen—rather than buffer—the negative impact of loneliness on OCB. These findings suggest a novel pattern in the interaction between loneliness and self-efficacy, offering new theoretical implications. Finally, the study offers practical suggestions for organizational interventions and directions for future research on workplace loneliness.