This essay looks at workplace citizenship and its essential components and critically argues the importance of teamwork, social responsibility and communication as important core values and skills to the NGO sector.
Today the highly competitive and global marketplace is moving towards high performance, effective organizations that generate high degrees of employee job satisfaction. As a result a substantial amount of research and study has been conducted to determine the various factors that may contribute to an organisations overall performance and effectiveness. A key area of study has been in the area of organisational citizenship and its resultant behaviours, which initially grew out of Dennis Organ’s musings into understanding the apparent non-relationship between job satisfaction and job performance (Organ, 1988).
Over the last 30 years researchers have been studying organisational citizenship behaviour (OCB) to determine the antecedents and motives to organisational citizenship, as there is considerable evidence that workplace citizenship, or organisational citizenship, when aggregated over time and people, makes a significant contribution to organizational effectiveness (Podaskoff, et al. 2000).
According to Nemeth and Staw (1989), organizational citizenship can improve an organisations performance and gain it the competitive edge needed to not only be a market leader but also retain key personnel that are motivated to perform beyond their actual job requirements.
Good company citizenship goes beyond simply meeting the letter of the law. A socially responsible company should be aware of the effects its decision-making has on the community around it. This is illustrated in part “A” of the unanimously adopted policies of the Economic and Social Commission for Asia and the Pacific (ESCAP) Virtual
Good company citizenship goes beyond simply meeting the letter of the law. A socially responsible company should be aware of the effects its decision-making has on the community around it. This is illustrated in part “A” of the unanimously adopted policies of the Economic and Social Commission for Asia and the Pacific (ESCAP) Virtual
Organizations that are serious about making improvements are going to have to deal with the issue of job satisfaction. Job satisfaction can be best described as the positive feeling that an individual has about their job resulting from an evaluation of the job’s characteristics (Robbins & Judge, 2009, p.31). It would seem natural to think that job satisfaction would have a positive correlation with successful organizations. What impact does job satisfaction have on an organization? Research will show that there are not only internal effects from performance related issues, but also external effects that impact customer satisfaction.
I also feel that it is very important to work as a team. Being in a team can be very helpful because you have different minds thinking together and someone might have an idea better for the patient. It also will help everyone in the group because it takes the stress off of just one person and you can spread it throughout the group so that way one person isn’t being worn out for their long shift.
Communication is essential to any team project. To effectively complete a team project, all team members must be able to complete their given task in a timely manner. In a situation where we don’t have a team leader, I will assume our boss to be the team leader.
Working together toward a common goal. But what is the goal? Providing the client with the best possible care. This is not accomplished by nursing alone. Reaching that goal requires a great team and a successful collaboration. What makes it work?
JAWAHAR, I. M. (2012). Mediating Role of Satisfaction with Growth Opportunities on the Relationship Between Employee Development Opportunities and Citizenship Behaviors and Burnout. Journal Of Applied Social Psychology, 42(9), 2257-2284.
With regard to LMX, employees in higher quality LMX relationships are more likely to engage in citizenship behaviors to pay back their leaders, which would benefit both leaders and employees (Liden et al., 1997; Settoon, Bennett & Liden, 1996). Meta-analysis also proved LMX-OCB relationship by testing both the strength and consistency of it (Ilies et al.,
I learned the definition of team and team work in the process of making group presentation for assignments. A team is defined as a group of people with a set of complementary skills required to finish or complete a job, task, or project. Team work is the ability to work together towards a common vison or a goal. The capability to direct individual accomplishments toward organizational objectives. In my word, I say that teamwork acts as a fuel that allows common people to achieve uncommon results. It is also important that everyone else in the team understands the meaning of teamwork.
* Fostering innovative behaviour: the importance of employee commitment and organisational citizenship behaviour Matthew J. Xerri, et al.
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.
Through-out this essay the notion of satisfied employees being more productive will be broken down and examined, taking into consideration research and theories, to determine if there is any correlation between the two elements, and if so, to what extent. Locke (1976) defines “job satisfaction as pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience… a perception of how well their job provides those things that are viewed as important.” The feeling of satisfaction is an attitude, “a psychological tendency that is expressed by evaluating a particular entity with some degree of favour or disfavour” (Eagly and Chaiken, 1993) favour being the satisfaction the employee feels. “While in its purest
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).