97. organizational citizenship behavior

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97. organizational citizenship behavior

  1. 1. 1 Organizational citizenship behavior Table of Content 1 Introduction.......................................................................................................................... 1 2 Organizational citizenship behaviors and job-related outcomes ......................................... 2 3 Organizational citizenship and organizational performance................................................ 5 4 Conclusion ........................................................................................................................... 7 Reference.................................................................................................................................... 8
  2. 2. 2 1 Introduction Organizational citizenship behavior (OCB) has gone through delicate amendment of definition since this definition was first created in 1980s (Smith et al., 1983). The reference of OCB is to whatever chosen by staffs, unexpectedly and of their own agreement, which usually does not go along with their given rule as per their contract. That is to say, it is optional to do so. There may not usually a direct and formal recognition or reward from the company for OCB, for example via salary increases or promotions, even though as a matter of fact, there may be the reflection of OCB via rating from favorite supervision and colleagues, or nicer via appraisals of performance. By doing so, there can be the facilitation of an indirect upcoming prize achievement. Ultimately, and the most importantly, there must be the promotion of the efficient operation of the corporation via OCB (Organ, 1988). This study aims to provide the general view of OCB as well as its effects on job-related outcomes and organizational performance. Figure 1 Types of organizational citizenship behaviour ………………………………………………………………………………………….
  3. 3. 3 2 Conclusion This study has introduced the general view of organizational citizenship behaviour (OCB). Moreover, it has presented the effects of three main types of OCB, altruist, conscientious, and civic virtue on job-related performance. The relationship between OCB and organizational performance have been provided through theoretical and empirical review. This document is provided by: VU Thuy Dung (Ms.) Manager Center for Online Writing Resources Facebook : https://www.facebook.com/vu.thuydung.5076 Email : assignmentsource@gmail.com Blogger : http://assignmentsource.blogspot.com/ Website : http://assignmentsource.com/
  4. 4. 4 Reference Bergeron, D. M., Shipp, A. J., Rosen, B., & Furst, S. A. (2011). Organizational Citizenship Behavior and Career Outcomes The Cost of Being a Good Citizen. Journal of Management. Chen, X. P., Hui, C., & Sego, D. J. (1998). The role of organizational citizenship behavior in turnover: Conceptualization and preliminary tests of key hypotheses. Journal of applied psychology, 83(6), 922. Chiang, C. F., & Hsieh, T. S. (2012). The impacts of perceived organizational support and psychological empowerment on job performance: The mediating effects of organizational citizenship behavior. International Journal of Hospitality Management, 31(1), 180-190. Dekas, K., Bauer, T., Welle, B., Kurkoski, J., & Sullivan, S. (2013). Organizational Citizenship Behavior, Version 2.0: A Review and Qualitative Investigation of OCBs for Knowledge Workers at Google. The Academy of Management Perspectives. Moghadam, A. H., & Tehrani, M. (2011). Predicting model of organizational identity toward its effect on organizational citizenship behaviors (OCBs). African Journal of Business Management, 5(23), 9877-9888. Nielsen, T. M., Hrivnak, G. A., & Shaw, M. (2009). Organizational Citizenship Behavior and Performance A Meta-Analysis of Group-Level Research. Small Group Research, 40(5), 555- 577. Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome (Vol. 133). Lexington, MA: Lexington books. Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122. Smith, C., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of applied psychology, 68(4), 653.
  5. 5. 5 Snape, E., & Redman, T. (2010). HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi‐Level Analysis. Journal of Management Studies, 47(7), 1219-1247. Spector, P. E., & Fox, S. (2010). Counterproductive work behavior and organisational citizenship behavior: Are they opposite forms of active behavior?. Applied Psychology, 59(1), 21-39. Yen, H. R., & Niehoff, B. P. (2002). Relationship between organizational citizenship behaviors, efficiency, and customer service perceptions in Taiwanese banks. Journal of Applied Social Psychology, 34(8), 1617-1637. Yen, H. R., & Niehoff, B. P. (2004). Organizational citizenship behaviors and organizational effectiveness: Examining relationships in Taiwanese banks. Journal of Applied Social Psychology, 34(8), 1617-1637.

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