Organizational Citizenship Behavior Is Defined As A Set Of Behaviors

Classical organization theory evolved during the first half of this century. It represents the merger of scientific management, bureaucratic theory, and administrative theory.

The key aspect of the citizenship principle is that every employee should be a responsible citizen in the community. All officers, executives, managers and employees

Corporate citizenship is commonly defined as ?a company's management of its influences on and relationships with the rest of society? (Marsden 2000: 9). A recent study conducted by Hill and Knowlton found that 79% of Americans consider corporate citizenship when deciding to buy a particular company?s product, 36% of which considered corporate citizenship to be an important factor (Verschoor, 2001: 20). This shows us that by achieving good corporate citizenship, a company?s practices become transparent to the interested public and provide a basis for accountability for the future (Waddock, 2000: 324).

The shared assumption linked here is the assumption that employees are naturally helpful toward each other. If they see a fellow employee in need of help, they more often than not stop what they are doing and help in any way possible. Ultimately, this shared assumption leads to numerous amounts of organizational citizenship behaviors (OCBs), which are voluntary efforts to help other employees outside the normal day-to-day operations. At Brattle Square Florist, OCBs have become habitual among its

It is reasonable to suggest that the overwhelming majority of humankind has either been part of or required the services of organizations at some point in time during their lives, and many of these consumers will likely testify that although every organization is different in some ways, they all share some common characteristics. Furthermore, because all organizations are comprised of mere humans, they are subject to the same behavioral whims, weaknesses and vagaries that also characterize the human condition from day to day and over time. To gain further insights into these concepts, this paper provides a review of the relevant peer-reviewed and scholarly literature to develop a comprehensive and robust definition of organizational behavior. This review is followed by a summary of the research and salient findings in the conclusion.

CUC100 will help you to build these skills and to reflect on the value of university study and what it requires of you. The unit aims to give a solid foundation in the key “academic literacies” that will help you to succeed at university and beyond.

There are five components of organizational citizenship behavior; conscientiousness, altruism, civic virtue, courtesy and sportsmanship. On reflecting on these components both of the managers highlighted in this essay conveyed conscientiousness behavior. Overall, each focused

Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall.

* Alex doesn’t consider others opinion which sometimes suppresses their confidence, leading to less job satisfaction which is a major determinant of an employee’s organizational behaviour, increasing absenteeism, turnover and thereby leading to negligible Organization Citizenship Behaviour.

The second variable in organizational citizenship behavior is conscientiousness. According to Daly, Owya-Hosseini and Alloughani (2014) conscientiousness is a behavior that can easily be recognized by managers as employees are predisposed to be supportive, committed and fair and their act is one of the organizational advantages as it contributes to employee’s engagement in

Not only can the application of organizational behavior principles improve an organization's effectiveness, organizational behavior provides a manager the information and knowledge needed to manage an effective workforce (Argenti, 2002). With the advent of organizational perspectives, the analysis of why people instill their presence in an organization is not only because of self-aimed goals of growth and enhancements, but also to locate themselves in a social place in accordance to the area of their perceived belonging (Stroh, Northcraft and Neale, 2002).

The case study NOT AS EASY AS 1, 2, 3 is facing with some significant problems in the organizational behavior that could have negative affect to employees’ performances, motivation, counterproductive behavior, and organizational citizenship etc. Yet, there are several issues in this case study but the author is focusing on six particular problems in ABC Consulting organization described as follows:

Organizational commitment is critical to organizations due to the desire to retain a strong workforce. Organizations want to know why employees stay or leave their organizations so if correction is needed they have some tools to proceed with the correction. High turnover of employees in an organization can determine if an organization is successful or not. While turnover is related to all three areas of commitment researchers have determined that Affective commitment is one most associated with absenteeism and organizational citizenship (Williams J. 2004).

Organizational behavior is the behavior of individuals, either one or a group. It is not the behavior of an organization, but rather the behavior of the people in an organization. This can be anywhere from a family at home to a church to a work group within a company. Some of the challenges that make behaviors challenging in today’s workplace are high performance, ethical behavior, productivity improvement, technology utilization, quality, diversity, work-life balance, and the global economy, (Schermerhorn, 2003, P. 1).

This behavior is recognized as benefiting of organizational citizenship, which this manager rewarded (DuBrin, 2009, p. 88).