Organizational citizenship behavior (OCB) refers to discretionary behaviors by employees that are not required but promote effective functioning, such as going above and beyond formal job duties. Noble's study found a relationship between OCB and education level but not gender or field of study. Kernodle's study found relationships between OCB and leader-member exchange as well as union commitment and employee performance. OCB is relevant for organizations, managers, educators and understanding workplace behaviors.
Organizational citizenship behavior is one which goes beyond the basic requirements of Job, to a large extent discretionary & is a benefit to the organization
Organizational citizenship behavior is one which goes beyond the basic requirements of Job, to a large extent discretionary & is a benefit to the organization
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Motivation theories, there are two types of motivation theories. It starts with brief description on motivation and followed by various theories such as Maslow's Hierarchy of Needs Theory
Alderfer's ERG Theory
Herzberg's Two-Factor Theory
Equity Theory
Expectancy Theory
Goal-Setting Theory
Reinforcement Theory
Social Learning Theory
And how HR is affected by these theories
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Employee onboarding is the process to introduce new employee to the organization’s environment and culture. It helps the new employee to adopt the company culture and policies and increase work efficiency and productivity of the employee.
For more information visit https://www.hrhelpboard.com/hr-process/onboarding-process.htm
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Motivation theories, there are two types of motivation theories. It starts with brief description on motivation and followed by various theories such as Maslow's Hierarchy of Needs Theory
Alderfer's ERG Theory
Herzberg's Two-Factor Theory
Equity Theory
Expectancy Theory
Goal-Setting Theory
Reinforcement Theory
Social Learning Theory
And how HR is affected by these theories
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Employee onboarding is the process to introduce new employee to the organization’s environment and culture. It helps the new employee to adopt the company culture and policies and increase work efficiency and productivity of the employee.
For more information visit https://www.hrhelpboard.com/hr-process/onboarding-process.htm
Want to understand how options work but don\'t have time to go through books? Read this presentation I prepared with couple of my classmates for a case study in Advanced Finance at AIM
1-The Basics Parts of an Insurance Contract
Declarations
Definitions
Insuring Agreement
Exclusions
Conditions
Deductibles
Miscellaneous Provisions
Insured
Rider And Endorsement
2-COINSURANCE
A coinsurance formula is used to determine the
amount paid for a covered loss. The coinsurance for-
mula is as follows:
(Amount of insurance carried/Amount of insurance required) * Loss = Amount of recovery
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Post #1Employee empowerment has allowed organizations to have qu.docxharrisonhoward80223
Post #1
Employee empowerment has allowed organizations to have quicker response times to customers for resolutions, but my thoughts of this quick solution being beneficial shifted as I read Senge’s studies. “Today, many executives are articulating a new philosophy revolving around ‘empowering people.’ But few organizations are working hard to introduce tools and methods to actually help people to make more intelligent decisions, especially decisions that improve systemwide performance” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 40). It is important for organizations to consider the impact of the training systems, as well as how to evaluate their effectiveness. Without the proper ‘tools’ it is difficult for employees to make decisions that are best for both the business and the customer. This also makes it difficult for leaders to be confident in backing their employees decisions or in holding them accountable to the decisions made when effective learning systems were not developed prior to training. “Once we learn to distinguish our assumptions from the ‘data’ upon which those assumptions are based, we are forever more aware of our own thinking” (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 43).
“Motivation also appears to be an important correlate of leadership” (Vidic, Burton, South, Pickering, & Start, 2016). By utilizing the teachings of each section and putting them into practice within real life situations I can support my learning while also utilizing success stories of the implementation of my practices of the materials to share with the class for discussions. Many of the teachings discussed in this week’s material would work for the current organization I work for. Senge mentions situations where employees are placed into quick training courses that only last a few days, but later the training is not reinforced or further developed upon. Organizations will then give up on the current training practices as they believe them not to be effective. In the organization I work for there is always change. Changes in culture, leadership, and even training styles. There is an opportunity to evaluate the importance of each change prior to implementation and utilize different metrics to evaluate success which could include quantity, but most importantly quality of the results with the success of the organization.
References
Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: strategies and tools for building a learning organization. New York: Doubleday.
Vidic, Z., Burton, D., South, G., Pickering, A. M., & Start, A. (2016). Emotional and Motivational Correlates of Leadership Styles: A Comprehensive Framework for Understanding Effective Leaders. Journal Of Leadership Studies, (3), 22. doi:10.1002/jls.21485
Post #2
I found it interesting how Kleiner, Roberts, Ross , Senge & Smith (1994) discussed team development as a learning organization. They note that team members “develop new skill.
This research measures relationship among employee participation and organizational commitment in targeted organizations. Organizational Commitment is measured through open interval model results, rational model results and human relations model results. Data collected from Textiles, Pharmaceutical and Telecom companies operating in Mumbai by using questionnaire with sample size of 219. Correlation and regression analysis is used to establish relationship amongst the variables and to prove the hypotheses. Results confirmed that Organizational Commitment increases when there is active participation of employee in organizations.
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2. What is OCB? Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and promotes the effective functioning of the organization Behavior in which the employee goes beyond the call of duty Behavior in which the employee goes beyond the boundaries of their formal job description
3. Citizenship in Organizations As organizations face the business trends and challenges of the workplace of the new century, as well as the need for continuous innovation and acclimation to the effects of leaner workforces, team members are more likely to start displaying more “Good Soldier,” or “Extra-role” behaviors. Employees who go beyond the “call of duty” or “boundaries of their formal job descriptions” are engaging in a relatively new type of organizational behavior known as Organizational Citizenship Behavior (OCB). This concept, developed by contemporary management researchers and writers, is used to describe the expectations of positive initiative on the part of workers to facilitate production (Hodson, 2001). Borman and Motowidlo (1997) propose that contextual activities such as volunteering to carry out task activities that are not formally part of the job as well as helping and cooperating with others in the organization to get tasks done, will become more and more important in organizations.
4. Citizenship in Organizations Since Dennis Organ coined the term, “Organizational Citizenship Behavior,” in 1983 (Smith, Organ & Near, 1983), the concept has been an important topic of inquiry in business research. While several studies have linked OCB to individual success in organizational settings, the concept has been largely ignored in business education. OCB is very relevant to the theme of this AAOS conference in that it is largely about connections, commitment and the responsibilities that we have to our organization, customers, society and the world. The exercises presented in this workshop will encourage the participants to deeply explore their workplace citizenship behavior in terms of : Altruism Courtesy Sportsmanship Civic Virtue Conscientiousness
5. Dimensions-Altruism Altruism includes all discretionary behaviors that have the effect of helping a specific other person with an organizationally relevant task or problem.
6. Dimensions-Courtesy Courtesy is the discretionary enactment of thoughtful and considerate behaviors that prevents work-related problems for others. It includes such actions as “touching base” with those parties whose work would be affected by one’s decisions or commitments.
7. Dimensions-Civic Virtue Civic virtue is the responsible participation in the political life of the organization. It captures the voluntary participation in, and support of, organizational functions of both a professional and social nature and in general, looking out for the organization’s best interests.
8. Dimensions-Sportsmanship This factor consists almost entirely of negatively worded items - that is, some actions that people refrain from doing. Those participants who demonstrate sportsmanship avoid complaining, petty grievances, railing against real or imagined slights, and making federal cases out of small potatoes.
9. Dimensions-Conscientiousness This factor seems to capture the various instances in which organization members carry out certain role behaviors well beyond the minimum required levels.
10. NOBLE STUDY Measured the relationship between each OCB dimension and: Education Level Field of Study Gender
11. NOBLE FINDINGS There is no significant relationship between Field of Study and OCB Dimensions There is no significant relationship between Gender and OCB Dimensions
12. NOBLE FINDINGS (con’t) There is a significant relationship between OCB and Level of Education Individuals with Doctorate degrees scored higher than those with lesser degrees Individuals without college degrees scored higher than those with Master’s or Undergraduate degrees
13. KERNODLE STUDY Measured the relationship between: Leader-Member Exchange (LMX) and each OCB dimension Union Commitment and each OCB dimension Each OCB dimension and Employee Performance
14. KERNODLE FINDINGS There is a significant positive relationship between Leader-Member Exchange and OCB Dimensions The better the relationship between a manager/supervisor and the employee, the more likely the employee will be to exhibit OCBs The poorer the relationship, the less likely the employee will be to exhibit OCBs
15. KERNODLE FINDINGS (con’t) There is a significant negative relationship between Union Commitment and OCB The more committed an employee is to his/her labor union, the less likely he/she will be to exhibit OCBs The less committed an employee is to his/her labor union, the more likely he/she will be to exhibit OCBs
16. KERNODLE FINDINGS (con’t) There is a significant positive relationship between OCB dimensions and Employee Performance The more likely an employee is to exhibit OCBs, the higher performance the employee will have The less likely an employee is to exhibit OCBs, the lower performance the employee will have
17. WHO CARES? Organizations – They can get more productivity out of their employees by fostering a different type of work environment Managers – Can focus on building stronger relationships with their employees Educators – Can incorporate OCB skills as part of student development
18. REFERENCES Borman, W. C. & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. In W. C. Borman & S. J. Motowidlo (Series Eds.) & J. Hogan (Vol. Ed.), Human performance: Vol. 10. Organizational citizenship behavior and contextual performance (2nd ed., pp. 99-109). Cambridge, United Kingdom: Cambridge University Press. Hodson, R. (2001). Dignity at work. Cambridge, United Kingdom: Cambridge University Press. Organ, D. W. (1988). Organizational citizenship behavior: Good soldier syndrome. Lexington, MA: Lexington Books D. C. Heath and Company. Organ, D. W., Podsakoff, P. M., & Mackenzie, S. B. (2005). Organizational Citizenship Behaviors: Its Nature, Antecedents, and Consequences. Thousand Oaks, CA: Sage Publications. Smith, C.A., D.W. Organ, & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653-663.