Organizational citizenship behavior
•Download as PPTX, PDF•
7 likes•4,571 views
1) Organizational citizenship behavior (OCB) refers to individual behavior that is discretionary and promotes the effective functioning of an organization, though it is not formally rewarded. 2) OCB has five dimensions: altruism, courtesy, conscientiousness, civic virtue, and sportsmanship. 3) High levels of OCB are related to benefits like improved employee performance, productivity, and satisfaction.
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (14)
Similar to Organizational citizenship behavior
Similar to Organizational citizenship behavior (20)
Organizational citizenship behavior
- 1. … ***Never overlook the power of simplicity *** … … *** Never love anybody who treats you like you’re ordinary *** …
- 2. 543210 … *** A smile is the universal welcome *** …
- 3. … *** The help of Allah is near, but how near are you to Allah? *** …
- 4. Presentation by : Izhar Alam Imran Rashid Shah Mahmood Almayar … *** As long as you know that Allah is with you, it doesn't matter who is against you *** …
- 5. Historyof (OCB) Whatis OCB? Levelsof OCB Independe nt variables Conclusion Videoon OCB Table of Content s … *** Many of life’s failures are people who did not realize how close they were to success when they gave up *** …
- 6. … *** Great things are done by a series of small things brought together *** … History: Organization citizenship Behaviour (OCB) • Original work: Katz • Year: 1964 • Year 1988 • Father of (OCB): Dennis Organ • The motivational basis of (OB)
- 7. … *** Citizenship is the chance to make a difference to the place where you belong *** … What is Organization citizen behaviour (OCB) ? “individual behavior 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" • OCB is discretionary in nature • Not directly recognized by formal reward system • Contributes positively to overall organizational effectiveness • It’s not a part of job description
- 8. … *** Be so good they can’t ignore you *** … Similar constructs • Contextual Performance 4 - Elements • Non-task related work behaviors and activities that contribute to social and psychological aspects of the organization. • When the job market become more aggressive. • To remain competitive it’s necessary for the employees. 1. Persistence of enthusiasm 2. Assistance to others 3. Following rule and proscribed procedure 4. Openly defending the organization objectives Difference • It’s included while overall job performance evaluation
- 9. … *** Humans have a lot of pro-social tendencies *** … Similar constructs • Prosocial Organizational Behaviour Difference • POB a behavior within an organization that aimed at improving the welfare of another person. • Helping a coworker with personal matters
- 10. • ERD a behavior that attempts to benefit organization and that goes beyond existing role expectations. • Helping coworkers with a job related problem. • Accepting orders without excitement. • Tolerating temporary impositions without complaint. … *** We are what we repeatedly do. Excellence then, is not an act, but a habit *** … Similar constructs • Extra-role Behaviour (ERB) Difference • Two concepts that are not included in OCB 1. Whistle blowing 2. Principled organizational dissent
- 11. … *** Everything has beauty, but not everyone sees it *** … Multidimensionality • Smith, Organ, and Near 1983 Williams and Anderson 1991 1. Altruism 2. Courtesy 3. Conscientiousness 4. Civic virtue 5. Sportsmanship • Two dimensions 1. Altruism: helping a specific work colleague 2. General compliance: Low rates of absenteeism Improves organizational effectiveness • Organ, Five-factor Model 1988 OCBI OCBO
- 12. … *** We make a living by what we get, but we make a life by what we give *** … OCBI • Altruism Helping a specific work colleague.
- 13. … *** Courtesy costs nothing, but buys everything *** … OCBI • Courtesy Preventing conflicts and Being polite and considerate about others.
- 14. … *** The way of our Master is none other than conscientiousness of altruism *** … OCBO • Conscientiousness Employees accept and adhere to the rules, regulations and procedures of an organization.
- 15. … *** You need to trust young people and give them a chance to participate and to lead *** … OCBO • Civic virtue Employees positive involvement, deep concerns and active interest in the life of organization.
- 16. … *** The strength of the group is the strength of the leaders *** … OCBO • Sportsmanship Sportsmanship is defined as exhibiting no negative behavior when something does not go as planned.
- 17. … *** We are what we repeatedly do. Excellence then, is not an act, but a habit*** … Gender Differences • Research on gender-role stereotypes has gone on for decades. Feminine behaviours Masculine Behaviours Gender role Altruism Courtesy Civic virtue Sportsmanship
- 18. … *** The strength of the group is the strength of the leaders *** … Counterproductive Work Behaviour • CWB Intentional employee behavior that is harmful to the legitimate interests of an organization.
- 19. … *** The strength of the group is the strength of the leaders *** … Antecedents • Job satisfaction and organizational commitment • Leadership behaviour and LMX • Fairness perceptions • Role perceptions • Individual dispositions • Motivational theories • Employee age
- 20. … *** The strength of the group is the strength of the leaders *** … Antecedents • Job satisfaction and organizational commitment
- 21. … *** The strength of the group is the strength of the leaders *** … Antecedents • Role perceptions
- 22. … *** The strength of the group is the strength of the leaders *** … Antecedents • Leadership behaviour and LMX
- 23. … *** The strength of the group is the strength of the leaders *** … Antecedents • Fairness perceptions
- 24. … *** The strength of the group is the strength of the leaders *** … Antecedents • Individuals dispositions
- 25. … *** The strength of the group is the strength of the leaders *** … Antecedents • Motivational theories
- 26. … *** The strength of the group is the strength of the leaders *** … Antecedents • Employee age
- 27. Work behavior in terms of in-role and extra-role behavior • OCB is willingness to go the extra mile • OCB is product of high level of motivation and commitment • High OCB related to high performance level and less for hierarchical control • Father of (OCB): Dennis Organ • Father of (OCB): Dennis Organ • Individuals become self driven • Engaging in extra-role behaviour is indicative of high OCB • OCB is willingness to go the extra mile
- 28. … *** The strength of the group is the strength of the leaders *** … Examples of (OCB) • Avoiding unnecessary conflicts • Helping others on one’s work team • Volunteering for extra job activities
- 29. … *** The strength of the group is the strength of the leaders *** … Benefits of Organizational Citizenship Behavior • Organizational loyalty • Protecting organization • Organizational obedience • Developing oneself • Making constructive suggestions
- 30. … *** The strength of the group is the strength of the leaders *** … Benefits of (OCB) • Developing oneself Improve their knowledge, skills, and abilities so as to be better able to contribute to their organization.
- 31. … *** The strength of the group is the strength of the leaders *** … Benefits of (OCB) • Making constructive suggestions Voluntary acts of creativity and innovation in organization.
- 32. … *** The strength of the group is the strength of the leaders *** … Benefits of (OCB) • Protecting the organization Voluntary acts organizational members engage in to protect or save life and property.
- 33. … *** The strength of the group is the strength of the leaders *** … Benefits of (OCB) • Organizational loyalty Keeping organization goals above individual goals.
- 34. … *** The strength of the group is the strength of the leaders *** … Benefits of (OCB) • Organizational Obedience Orientation towards organizational structure, job descriptions, and personnel policies and rules and regulations.
- 35. • OCB may vary across cultural boundaries. • A positive impact on enhancement of employees performance. • Openness to experience, extraversion, conscientiousness, and agreeableness were positively related to group interpersonal citizenship behavior. • OCB improve team processes in task which involve interdependency among group members. • OCB enhance productivity. … *** The strength of the group is the strength of the leaders *** … Research about (OCB)