OCB accomplishes this effectiveness by providing a positive social and psychological environment in which task work can flourish.
Most employees understand that their primary duty is to do the work that is assigned to them, stay away from behaviors that could be deemed troublesome, and deliver work that is acceptable and beneficial to the organization.
Organizational citizenship behavior deals with the actions and behaviors that are not required by workers. They are not critical to the job, but benefit the team and encourage even greater organizational functioning and efficiency. Usually, these behaviors are seen as positive by managers and business leaders, and the importance and impact of these behaviors should be noted.
These behaviors were also tied to job satisfaction, justice, transformational leadership, and organizational support.
OCB has also been shown to be vital for employee retention. A Sense of Purpose Workers feel a more significant sense of purpose and work meaningfulness. This means that employees feel their work is essential and useful to the company. Feeling in Control Organizational Citizenship Behavior allows employees to feel they have greater control over the work they do, and how they do it.
Workers get the opportunity to decide what they want to put more time into and how they want to accomplish it.
A Renewed Sense of Vigor When employees feel they are doing good for others or think that they are engaging in work that means something, it prevents feelings of burnout. Employees can become re-energized and have a new sense of purpose so they can continue to do work that furthers company goals.
If leaders Organizational citizenship behaviour savvy they can work with employees to work in OCB elements. Increased Job Performance A study Organizational citizenship behaviour that Organizational Citizenship Behavior led to more significant job performance which leads to high-quality work and increased productivity for employers.
It also came with the bonus of higher interpersonal relationships, a reduction in conflict, and lower time costs. Engage Early-Career Workers The same study also showed that workers who did not have a lot of work experience but had high amounts of intelligence were open to jumping into Organizational Citizenship Behavior.
They were not set in their ways and were looking for ways to become engaged in the organization.
Encouraging them to get involved in other ways that promote OCB is a good idea. There are not many disadvantages cited for OCB. The consensus by many sources is that these behaviors benefit the organization and the employees.
Two primary issues could arise. The first is that employees might miss out on the behaviors. Many times, employees engage in actions or duties that are not always witnessed by influencers or leaders making decisions. If employees are assessed on these other behaviors, then this can be problematic.
The other issue is that a greater emphasis on Organizational Citizenship Behavior can cause employees to experience job-related stress and work-life balance issues. Behaviors that were considered voluntary and are now mandated to become a part of the position takes away the aspect of Organizational Citizenship Behavior that can increase engagement.
Part 3 Organizational Citizenship Behavior Types and Examples There are various ways the employees can show organizational citizenship, but there are five agreed upon types and principles that employees can exemplify when engaging in OCB. They are related to some of the common links from an earlier cited study.
Each one also includes an example of how a worker could utilize this principle in their workday. Altruism This type of Organizational Citizenship Behavior is when a person decides to help someone else without expecting anything in return. In a business setting, this would likely take the form of a worker choosing to help a co-worker finish a project or a set of tasks even though the work does not necessarily relate to what they need to get done in their regular workday.
Courtesy This is when a worker is considerate or polite to those they work with. This could look like a worker taking care to watch their noise levels if they need to speak on the phone with clients or checking in with co-workers about a troubling personal issue that could impact their performance.
Sportsmanship This principle means an employee decides to stay in good spirits even when something does not go their way, or when something that creates a considerable amount of annoyance or frustration.
In a regular business setting, this could be exemplified by a worker refraining from complaining or gossiping about a rejected project proposal. Conscientiousness When employees go above and beyond, the quality of conscientiousness is likely at work. Coming into work early to finish a project, working to ensure team goals are exceeded for the quarter, developing a new way to approach a process or procedure even when this duty is not outlined in their job description are all ways that workers can exemplify this trait.
Civic Virtue This is when a worker represents the company they are associated with in a positive light. This could occur within or outside of the business.
It encourages a sense of community and strong interpersonal ties between co-workers. Employees could engage in this type of Organizational Citizenship Behavior by speaking favorably about the organization to those outside of it, participating in charity projects the company participates in, and planning or attending company-sanctioned social events.
Part 4 Organizational Citizenship Behaviors: Best Practices Leaders are always looking for employees who inhibit the behaviors and principles that makeup Organizational Citizenship Behaviors. However, managers and leaders can help to encourage these behaviors which should have a positive impact on culture and engagement.Organizational citizenship emerged in the early s to describe employee behaviour within different organizations’ social systems.
Since then, it has developed into a significant field of study. Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences examines the vast amount of work that has been done on organizational citizenship behavior (OCB) in recent years as it has increasingly evoked interest among researchers in organizational psychology.
No doubt some of this interest can be attributed to the long-held 5/5(1). Organisational Citizenship Behaviour and Counterproductive Work Behaviour Introduction Organisational behaviour is the study of human behaviour in the workplace, the interaction between people and the organisation, and organisation itself (Dubrin , p.
2). Organizational citizenship behavior (OCB) refers to the behaviors of individuals that promote effectiveness in organizational functioning. OCB accomplishes this effectiveness by providing a positive social and psychological environment in which task work can flourish.
OCB is important to employees. Organizational citizenship behavior deals with the actions and behaviors that are not required by workers. They are not critical to the job, but benefit the team and encourage even greater organizational functioning and efficiency. Organizational citizenship behavior (OCB) refers to the behaviors of individuals that promote effectiveness in organizational functioning.
OCB accomplishes this effectiveness by providing a positive social and psychological environment in which task work can flourish. OCB is important to employees.