Notes On Organizational Citizenship Behavior

Job satisfaction involves an individual’s attitude and emotions resulting from their job. If their attitude and emotions are positive, they are satisfied, but if attitudes and emotions are negative, they are dissatisfied. The Hawthorne study in the late 1920s found that workers

Individuals possess different intrinsic motivators that encourage them to come to work and perform to the best of their abilities. If these intrinsic motivators are met, the person is more likely to be happy with their job and feel a sense of personal fulfillment. The purpose of this paper is to identify and compare two jobs, one where the employee feels professionally happy and the other where the employee feels professionally unhappy. After identifying the two jobs, the author will discuss the various factors from each job that cause the feelings and the author will also discuss his personal and professional intrinsic motivators.

A field of interest in human resources and psychology is job satisfaction. Not surprisingly, people have noted that higher levels of job satisfaction are linked to improved job performance. Hackman and Oldham were some of the first researchers to really highlight the relationship between job characteristics and job satisfaction. "Their Job Characteristics Model (JCM) argued that, essentially, enriched or complex jobs are associated with increased job satisfaction, motivation, and work performance. More specifically, they assumed that five core job characteristics"¦influence three critical psychological states"¦which in turn affect work outcomes (Fried & Ferris, 1987). The five core job characteristics include skill variety, task identity, task significance, autonomy, and feedback from job (Fried & Ferris, 1987). The three critical psychological states include the experienced meaningfulness of the work, the experienced responsibility for outcomes of the work, and knowledge of the actual results of the work activities (Fried &Ferris, 1987). The work outcomes that are impacted by the job characteristics and psychological states include internal work motivation, growth satisfaction, overall job satisfaction, work effectiveness, and absenteeism (Fried &Ferris, 1987). While other researchers have developed models to measure job satisfaction and motivation, there has been surprisingly little research in the area.

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

This research paper discusses components of Job Dissatisfaction (chapter 3). Based upon research, the paper will analyze elements of organizational citizenship behaviors and personality-job fit theory. In addition, the paper introduces factors that organizations and employees can consider to reduce job dissatisfaction, or improve job satisfaction.

What is Organisational Citizen behavior and how much difference does it make to an organisation? Will it affect the over all mood and performance of the place. Does this behavior only affect employees or all staff including all levels of management? Could some of the theories seem utopian and unrealistic considering the multileveled aspects of human behaviors? What type of impact does externals, things like cultural norms and societal traditions have on the implementation of a successful OCB into cross cultural aplications?

In fact, job satisfaction can be seen in three ways, namely as a function of :

The last principle of goal setting theory the need for good feedback. Feedback is the link between

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

The rapid growth in globalization and technology results in employees having to adapt at an ever-increasing rate to the dynamics of the organization. Likewise, leadership must be able to handle the increased speed in dealing with employees and what Neubert, Wu, and Roberts (2013) explained as the increased complexities and dynamics that effects leader’s ability to identify and fix problems by themselves. Discretionary behavior outside of the formal job requirements that influences the psychological and social environment is what Robbins and Judge (2013) referred to as “Citizenship Behavior” (p. 27). Instilling a strong sense of citizenship behavior within the organization may assist leadership in addressing potential problems. The focus of this paper is to discuss the role of leadership, benefits, and impacts on organizational effectiveness by modifying the citizenship behavior in the workplace. To implement a positive citizenship behavior model, leadership must fully understand what themselves and the employees expect and need.

The main research question for this report would be “What factors lead to job satisfaction?”. For instance, this research report aims to assess the employee attitudes such as job satisfaction and what influences the job satisfaction at workplace using a survey instrument method. Then the necessity for an effective employee job satisfaction are discussed. And finally, the gap in this literature study will be identified.

Organizational citizenship behavior is defined as a set of behaviors which extends from one 's basic requirements of job. Generally, organizational citizenship is extra role behavior or a variety of behaviors like helping colleagues and organization by presenting it in a positive way in front of others and by doing over time voluntarily. The first research made on organizational citizenship behavior was by Bateman and Organ in 1980 's. They presented their genuine theories that was further carried by a number of researchers like Podsakoff and Mackenzie in 1993, Jhangir et al., in the year of 2004, Khalid and Ali in 2005.

In any organisation, its members could display varied behaviour where minimalists would contribute inadequately just enough to maintain affiliation while others may exhibit overt and discretionary behaviour which is beyond their stipulated job description and likely to benefit the organisation (Turnipseed and Rassuli: 2005). Such latter behaviour where the employee proactively goes the extra mile engaging in extra role activities amounts to Organisational citizenship behaviour (OCB).

and increased job satisfaction. Our readings from Kinicki & Fugate provide of the behavioral concept of components of attitudes. There are tactics that can be incorporated in the

It was found that the good attitudes affect job performance more than the bad attitudes. The study showed, negative attitude resulted in some degree of physical or psychological withdrawal from the job and the degree of loyalty is varying based on job satisfaction. Finally, although the participants themselves perceived that mental health is affected, the results showed no clear evidence for that. In order to increase satisfaction, the motivation factors must be improved (Herzberg et al., 1959). Thus, it is said that, the motivation can improve the motivation level among