Organizational Citizenship Behaviours Are Defined As A Group Of Behaviours

The way people act relects the way they feel about their jobs and it has a lot to do with their values and attudide about their workplace. Their job satisfaction and organizational commitment has to do with values in the workplace specifically with expectations, outcomes, acceptable behaviors those values are what an employee holds in regards to work.

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

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.

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

Batson, C. D. (1991). The Altruism Question: Toward a Social-Psychological Answer. Hillsdale, NJ: Lawrence Erlbaum.

by Carl Mitcham, vol. 1, Macmillan Reference USA, 2005, pp. 61-64. Gale Virtual Reference Library

Relevancy: Procedural justice also contributes to the determinants of organizational citizenship behaviour, which is one of the objectives of this paper. Thus, it can be taken from this study that increase in perception of

Organizational Citizenship Behavior and Social Loafing: The Role of Personality, Motives, and Contextual Factors by Tan and Tan (2008) focuses on the relationship between organizational citizenship behavior, OCB, and social loafing. OCB is chosen because it contributes to productivity and effectiveness. Conscientiousness is identified as a predictor of OCB (Tan and Tan, 90). They suggest that a person lacking conscientiousness would be prone to social loafing. The lack of conscientiousness leads to undependable, less motivated behaviors. These are associated with social loafing.

At the forefront of social psychology the issue of what motivates one to act in a prosocial manner has arisen with a vast array of theory and response. The heart of the topic lies in the ambiguity as to whether one acts altruistically as a result of an innate response of empathy and compassion, or merely due to self interest. By definition altruism refers to, “behaviour that helps people with no apparent gain or with potential cost to one’s self”, (Western 2006). Yet, this concept in itself is not unproblematic in that undoubtedly displays of altruism exist, but may not ultimately be driven by selflessness.

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.

This sculpts a better understanding of organizational citizenship behavior among them. Organizing citizenship behavior is the realization of becoming more productive and worthwhile for an organization’s success.

“Early definitions of OCB purported to work actions which are discretionary and neither explicitly nor directly rewarded by formal organizational reward systems (Barnard, 1938; Katz, 1964; Organ, 1988; Smith et al., 1983)’ More recent ‘Organisational citizenship behavior (OCB) is discretionary behavior that is not part of an employee’s formal job requirements but nevertheless promotes the effective functioning of the organisation.’ (Robbins, 2014. p. 21) Definition goes beyond the individual to groups. It’s proven groups who demonstrate positive OCB do better than ones who don’t. (Raver, Ehrhart and Chadwick 2012), I understand OCB as the employee doing things that require more thoughtfulness out side job descriptions. Thinking about their place of work in terms of positive and beneficial behavior for all concerned and consequently creating better moods and more productive environments for organisations.

“Organizational Behaviour is field of study that investigates the impact that individuals, groups and structure have on behaviour within organization. It is the study and application of knowledge about how people act within organizations. It is a human tool for human benefit. It applies broadly to the behaviour of people in all types of organizations, such as business, government, schools and services organizations. It covers three determinants of behaviour in organizations: individuals, groups, and structure”

OCB has been one of the important and popular research subjects in the recent years. It emphasizes on the most preferred employee-level outcomes at workplace (Bateman and Organ 1983, Smith et al 1983, Anderson and Williams: 1996). Although the concept of OCB was proposed by Bateman and Organ in the early 1980s, the origins of this concept could be traced back to early 1960s when Katz recognized three distinct behavioural entities for the proficient functioning of an organisation. This includes induction and retention of the workforce in the organisation, employees’ performing specific dependable job roles in addition to being innovative and proactive to contribute to the organisation beyond their job description. The latter entity would form the basis for the concept of OCB (cited in Smith et al 1983 & Podsakoff et al: 2000).