This document discusses and compares organizational citizenship behavior (OCB) and the warrior spirit in managing people care. OCB refers to voluntary actions by employees that benefit the organization but are not formally required, such as altruism, courtesy, sportsmanship, conscientiousness and civic virtue. The warrior spirit describes those with a mindset of aggressively seeking ways to overcome challenges for the organization, with a strong sense of duty and integrity. Both concepts prioritize the organization's interests but OCB is more individualistic while the warrior spirit is more team-oriented. The warrior spirit also involves a greater willingness to compromise personal well-being for the organization and takes a more aggressive approach beyond formal job duties.

1. A LOOK INTO THE COMPARISONS AND
CONTRASTS BETWEEN ORGANIZATIONAL
CITIZENSHIP BEHAVIOR AND THE
WARRIOR SPIRIT IN PEOPLE CARE
MANAGEMENT.

2. In order to understand the similarities and
differences of these concepts we need to have a
proper understanding of each one. Therefore let
us start by defining them.

4. Organizational citizenship behaviors (OCBs) are
individual, discretionary actions by employees
that are outside their formal job description.
Managers who are aware of the pros and cons
of OCBs can help employees contribute
optimally to the organization and avoid
burnout.

5. • High OCB related to high performance level and less need for
hierarchical control.
• Individuals become self driven
• Also reflective of willingness to be resourceful beyond immediate
role requirement.
• Discretionary behavior
• Not part of an employee's formal job requirements
• Promotes the effective functioning of the organization

6. Five Common Types of Organizational
Citizenship Behavior

7. • Altruism
the desire to help or otherwise assist another individual, while not expecting a reward in compensation
for that assistance.
• Courtesy
behavior which is polite and considerate towards other people
• Sportsmanship
exhibiting no negative behavior when something does not go as planned--or when something is being perceived
as annoying, difficult, frustrating or otherwise negative.
• Conscientiousness
behavior that suggests a reasonable level of self-control and discipline, which extends beyond the
minimum requirements expected in that situation.
• Civic Virtue
behavior which exhibits how well a person represents an organization with which they are associated,
and how well that person supports their organization outside of an official capacity.

8. The Warrior Spirit

9. • The Warrior Spirit is most commonly associated with the military
but it is not that limited. Any organization can achieve it with a
little hard work and sacrifice.
• A manager or individual with the warrior spirit is someone who
thinks aggressively, always seeking ways to close with and deal
with difficult situations or challenges that arises within or outside
the organisation.
• The person is confident that he is tough enough to meet the
mission demands at any level and he is less concerned for his
personal safety but concerned with the organisation’s integrity
and dealing with the hardships that he may encounter.

10. • It is about being ready when needed or desire to perfect one’s self
for the benefit of others, doing one’s best in everything and the
willingness to stand for what is right that is, it represents a sense
of duty and integrity.
• Managers with warrior spirit are the ones to be considered more
effective in this era of dynamic engagement since they play a
pivotal role by thinking aggressively and always in mood seeking
strategies to achieve competitive advantage for the organisation.
• The workforce with a warrior spirit are diligent and well-focused to
any activities because of their commitment to work. This therefore
allows for full exploitation of the skills they have for the
betterment of the organisation’s image and productivity.

11. Similarities & Contrasts

12. Similarities

13. • Both concepts have the best interests of the organization at heart.
• Both emanate from emanate from people’s willingness, employees
cannot be coerced.
• There is minimal to no supervision.
• High levels of discipline and morality are observed.
• Individuals are forward thinking and always ready to accept
innovation for the good of the organization

14. Contrasts

15. • OCB is more individualistic, whereas WS is more team oriented
and applicable on an individual basis.
• OCB exhibits strong interpersonal relationships as employees are
more willing to take their relationships out of the workplace.
• People with the warrior spirit are not hesitant to compromise their
personal wellbeing for the organization.
• The warrior spirit takes a more aggressive approach towards
going beyond formal job requirements.
• OCB requires an enabling environment,hence should
management change employees may become less willing to
exhibit OCB.

16. THANK YOU