What Is Organizational Citizen Behavior And How Much Difference Does It Make An Organization?

Throughout the course, we have learned that no business can be successful without proper organizational behavior management. According to The Business Dictionary, organization behavior is simply defined as: “Actions and attitudes of individuals and groups toward one another and toward the organization as a whole, and its effect on the organization’s functioning and performance.” While having organizational behavior is an essential function of the business, there are many issues that can arise from it.

Correct Which of the following is an enduring change of behavior that results from experience?

Organisational behaviour is the study of people's behaviour and interaction in an organisation. The science of organisational behaviour is applied to people in an organisation.

Organizational citizenship behaviours (OCB) are defined as a group of behaviours that individuals in an organization or group, practice to achieve the goals of the organization, these behaviours promote the general well being of the social and psychological environment (Organ, D. W. 1988). OCB is studied in many disciplines and a wide variety of domains (e.g.marketing, economics, human resource management). One of the main reasons OCB is studied in a plethora of disciplines and domains, is the matter of OCB leading to improved effectiveness and efficiency in an organization (Podsakoff, Ahearne, & Mackenzie, 1997).

Most of the recent studies and researches on OCB have pointed out that it is based on voluntary helping behaviours. However, (Vigoda-Gadot E 2006, p. 1 ) pointed out on focusing on the exploitative and abusive tendency of supervisors and managements to impose so-called ‘‘voluntary’’ or ‘‘extra-role” activities via compulsory mechanisms in the workplace, thereby refuting the conventional definition of OCB being performed based on ‘good will’ and free choice. In fact, some of these behaviours categorised under OCB may well be categorised under Compulsory Citizenship Behavior (CCB) (Vigoda-Gadot 2006, p. 1).

Organizational Behavior is the study and application of understanding about how people, individuals, and groups act in organizations. Its function is to assemble better relationships by achieving human objectives, organizational objectives, and social objectives. Organizational behavior involves management paying attention to the employees’ issues, both work related and personal to make the work environment a better place. Organizational Behavior explains why an organization is only as popular and proficient as it’s employees that execute daily activities. According to Hunt, Osborn, and Schermerhorn (2005), “Individual, interpersonal, and organizational factors determine the behavior and ultimate value of an organization’s employees” (p.

Organizational Behavior is the study and use of knowledge about how people in general, and individuals and groups in particular, act in organizations. It does this by using a system approach in this case. It explains relationships between people and organizations in terms of the person, the entire group, all the organization, and all the social system. Its objective is to establish better relationships by achieving human purposes,

The principal task of organizational structure is to encourage people to work hard and coordinate their effort to ensure a high level of organizational performance. To this effect the four key concepts that assistance in achieving the needed performance include understanding the meaning of organizational behavior; individual differences; values, attitudes, and moods and emotions; perception and attribution, and the management of diversity.

Organizational Behavior Organizations have been described as groups of people who work interdependently toward some purpose. This definition clearly indicates that organizations are not buildings or pieces of machinery. Organizations are, indeed, people who interact to accomplish shared objectives. The study of organizational behavior (OB) and its affiliated subjects helps us understand what people think, feel and do in organizational settings. For managers and, realistically, all employees, this knowledge helps predict, understand and control organizational events. There are not two identical organizations. When you look for a job you look for a place that is comfortable to you. Organization behavior is the way we study the people of

Organizational Behavior is the study of individuals and their behavior within the context of the organization in a workplace setting for the purpose of applying such knowledge toward improving an organization’s effectiveness.

Organizational behavior is the systematic study and careful application of knowledge about how people – as individuals and as groups – act within organizations.

This is the study attempted to examine the influence of Organizational Citizenship Behaviour by the five dimensions, antecedents and their consequences. OCB has been explored and researched by scholars and it has been continues to be the area of interest to them. During past thirty years interest in OCB has grown substantially.

It seems logical to assume that job satisfaction should be a major determinant of an employee’s organisational citizenship behaviour (OCB). Satisfied employees would seem more likely to talk positively about the organisation, help others and go beyond the normal expectations in their job. They might go beyond the call of duty because they want to reciprocate their positive experiences. Consistent with this thinking, evidence suggests that job satisfaction is moderately correlated with OCB; people who are more satisfied with their jobs are more likely to engage in OCB. Why? Fairness perceptions help explain the relationship. Those who feel that their colleagues support them are more likely to engage in helpful behaviours, whereas those who have antagonistic

Organizational citizenship behaviour (OCB) have long been a field studied by many in order to find out whether there are correlations between different personalities that have a direct effect to OCB.

Katz (1964) proposed that for an organization to operate successfully, employees must be willing to do more than the minimal performance and specific technical aspects of their job (Rioux & Penner, 2001). Out of this comes the development of Organizational Citizenship Behaviour (OCB). OCB represents “individual behaviour that is discretionary, not directly or explicitly recognised by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization” (Organ 1988, p. 4). The study of OCB has become increasingly important as the prevalence, importance, and costs of counterproductive, or deviant, behaviour in the workplace have been increasingly recognised (Lee & Allen, 2002). Theoretically, OCBs are of interest because they cannot be explained by the same mechanisms as those motivations that encourage people to perform within formal role requirements (Smith, Organ & Near, 1983). OCB’s are not easy enforced by the possibility of punishment, as they are discretionary behaviours that are beyond in-role requirements (Smith et al. 1983). The recognition of the costs of deviant workplace behaviour, and the intrigue behind determining what motivates OCB warrant the ever-increasing studies in this field. Research has shown there are multiple determinants of OCB, not all of which will be discussed here. This paper attempts to synthesize the research on OCB only in relation to the predictor of job satisfaction, looking at whether job