Organization Citizenship Behaviour

Group 2

Ankur Kandhway (2012069)

Anu Agarwal (2012072)

Apoorva Gupta (2012073)

Balawant Singh (2012088)

Anubha Bhatnagar (2012090)

Chetan Chawhan (2012100)

Chirag Bansal (2012101)

Dhilon Dash (2012108)

Himanshu Aggarwal (2012125)

INTRODUCTION:

• Organizational citizenship behavior (OCB) is referred as set of discretionary workplace behaviors that exceed one’s basic job requirements

Williams (1988) found a two dimensional definition of OCB:

• Benefits to the organization in general, such as volunteering to serve on committees (OCBO), and

• Benefits directed at individuals within the organization, such as altruism and interpersonal helping (OCBI).

What is OCB?

“Individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization“

By Organ (1988)

“Organizational citizenship behaviour is behaviour that, although not a part of job of employee, but play a very important role for the functioning of organization.”

(Lee and Allen, 2002, p 132)

Benefits of Organization Citizenship Behaviour

• Developing Oneself Improve their knowledge, skills, and abilities so as to be

better able to contribute to their organizations.

• Making Constructive Suggestions Voluntary acts of creativity and innovation in

organizations.

• Protecting the Organization

Voluntary acts organizational members engage in to protect or save life and property.

• Organizational Loyalty

Keeping organization goals above individual goals.

• Organizational Obedience Orientation toward organizational structure, job

descriptions, and personnel policies & rules and regulations.

Job Satisfaction and

Organisational Commitment

Role Perceptions

Leadership Behaviours and

LMX

Fairness Perceptions

Individual Dispositions

Motivational Theories

Employee Age

Antecedents of OCB

• Job satisfaction: It has a positive relationship with job performance and OCB, which in turn has a significant influence on employees’ absenteeism, turnover, and psychological distress

• Role perceptions: Perceptions such as role conflict and role ambiguity i.e. negatively related to OCB whereas, role clarity and role facilitation are positively related.

• Fairness perceptions: Fairness or justice perceptions refer to whether or not employees feel organizational decisions are made equitably and with the necessary employee input (usually called procedural justice)

• Leader behaviours and Leader-member exchange: The quality of the relationship between a subordinate and a leader is called leader-member exchange (LMX). Leadership appears to have a strong influence on an employee's willingness to engage in OCB.

• Individual dispositions: Personality variables including positive affectivity negative affectivity, conscientiousness and agreeableness predispose people to orientations that make them more likely to engage in OCB.

• Motivation theories: Motivation measure an individual's disposition has renewed interest in examining that an individual's motives may relate to his or her organizational citizenship behaviours.

• Employees age: Younger employees coordinates their needs with organizational needs more flexibly whereas older employees tend to be more rigid in adjusting their needs with the organization.

Conceptualization and evaluating OCB

Organizational citizenship behavior was first described by Organ and his colleagues (Smith, Organ, & Near) in 1983 as having two basic dimensions—

• Altruism, and • Generalized compliance.

5 Factor Model• Altruism: being helpful • Courtesy: being polite and courteous; prevent

conflict • Conscientiousness: doing more than just the

minimum; attention to detail (prevent/ minimize error)

• Civic Virtue: showing interest and involvement (e.g. keeping up to date) with the organization; defend organizational policies and practices

• Sportsmanship: tolerating less-than-ideal conditions; accepting of changes and performs requests without complaints

Further Research

• Williams two-dimensional definition of OCB:

1) Benefits to the organization in general, such as volunteering to serve on committees (OCBO), and

2) Benefits directed at individuals within the organization, such as altruism and interpersonal helping (OCBI).

• Later in 2001 DiPaola and Tschannen-Moran found that there are not five separate dimensions of the construct, or even two for that matter, but rather that one dimension captures all aspects of OCB.

Potential Pitfalls

• Discrimination• Organizational Justice• habituation

Research in OCB

• OCB may vary across cultural boundaries.

• Helping behaviour enhance performance but also appeared

to have a negative impact on performance in some cases.

• Openness to experience, extraversion, conscientiousness,

and agreeableness were positively related to group

interpersonal citizenship behaviour.

• OCB may improve team processes in task which involve

interdependency among group members.

• OCB may also detract from team performance in task

contexts where workers are more independent.

OCB in Practice: Encouraging OCB in the workplace

Supervisor awareness

Office social environment

Hiring practices