Saturday, April 13, 2019

Organizational Citizenship Behavior Essay Example for Free

organizational Citizenship Behavior EssayHuman Resource Management (HRM) is delimit as the organisational function that focuses on recruiting, management, and the directing of the employees that die in the transcription. It also deals with compensation, accomplishance management, organization development, safety, tumesceness, benefits, employee motivation, communication, administration, and training. Even though the HR functions evolved, some things never change.Since most companies ordain always need the traditional HR functions such(prenominal) as hiring and firing employees, providing pay and benefits packages, training and developing the workforce, and dealing with employer employee conflicts. Organizational citizenship behavior (OCB) is a impression defined as the aline of additional activities that atomic number 18 beneficial to an organization and its employees. These activities argon non undeniable in a formal way that is, they ar not stated in a cond ense nor required by the confederation. OCB is commonly a behavior of employees towards their high society and vice versa.It is drop by that the organizations HRM plays a vital role in implementing OCB through creating a well-established kindred between the organization and the employees. Rousseau and Geller argued that this descents status is critical in the amount of OCB produced by employees where the go with must deliver starting line a few requirements. (cited in Morrison, 1996). Schuller states that each caller-ups HRM has a set of principles and values that are integrated in its overall philosophy, which includes a respectful treatment of its employees (cited in Morrison, 1996). tally to Eisenberger, Huntington, Hutchison, and Sowa, how effective is an organization in nurseing that philosophy is related towards how much the employees feel appreciated in their work place and thusly related to the amount of OCB displayed (cited in Morrison, 1996). OCB is present in al l companies and sewer be considered a cycle. In fact, the HR de get outment encourages OCB through several fulfils, which pave the way to creating a healthy organizational ending where the company protects its employees who are devoted to their company.This report allow discuss OCB in Middle East Airlines (MEA) by taking a closer look at the employee company dealinghip and the company employee relationship. Literature fall over on Organization Citizenship Behavior How Companies Encourage OCB In order for employees to work on achieving OCB, the human imaging management has to work on some issues to help encourage each individual to participate in developing the company.The management must ensure that several things should be well through with(p) Social Exchange, ldentification with Organizational Objectives, Empowerment, Selection and Socialization, Evaluation and Rewards, Rules and Job Descriptions. In an organization, Blau identified 2 types of relationships that tie th e management and the employees together the sparing relationship and the social relationship (cited in Morrison, 1996). Konovsky and Pugh analysis states that it is more(prenominal) likely for employees to perform OCB under in effect(p) social conditions than sparing (cited in Morrison, 1996).Organ claims that this fact is due to several reasons First, social relationships allow employees to accommodate feelings of mutual trust with the organization and they will build long-term relationships with the management. This will encourage employees to help prove the image of their company by practicing OCB. Second, the social relationship is one that is ambiguously defined, that is it does not see clear boundaries therefore employees will more likely include certain citizenship acts in their job tasks (cited in Morrison, 1996).The denomination of the employees with the organizational objectives is crucial for achieving OCB. That is because each individual will adopt and familiariz e with the values and principles of the company, and hence depart a part of its system, which will give a feeling of belonging and an encouragement for being part of the approach of the company. For employees to achieve OCB, Conger and Kanungo see that they must be first willing to do so, and that is by being encouraged and empowered (cited in Morrison, 1996).Bowen and Lawler claim that many benefits are generated as a forget of empowerment. First, it will shorten the time of response of employees to serve their customers. Second, the relationship between the employees and the customers will be more enthusiastic and kind. Third, it will allow the employees to be more innovative and generate ideas for the benefit of the company (cited in Morrison, 1996). Selection is the first phase of the entrance of an employee into a company.During this stage, Shore and Tetrick claim that each individual becomes aware(p) of the job responsibilities in his field. Also, it is through this stage that the company indicates to the employee the responsibilities that the company has towards him as well, such as security, progress and training hence it identifies a two-way relationship. This will lead to a feeling of respect and enliven from the other party, which will lead to employees achieving OCB (cited in Morrison, 1996).Selection is also important in what is referred to by Chatman as person-organization fit by learning almost the organizations objectives, the employee becomes aware that he or she will be chosen not solely for their job qualification, but for their compatibility with the work environment as well (cited in Morrison, 1996). Socialization as defined by Van Maanen and Schein is when the company prepares the new employees with the set of knowledge, approaches, and behaviors that they should apply in order to fit into their roles (cited in Morrison, 1996).Similar to selection, socialization is about showing the new employee that the relationship with the organ ization is based on social exchange. This merchantman be clarified through such processes as orientation that holds in spite of appearance it more value than it shows. Chatman claims that socialization also familiarizes the employees with the companys objectives and values not to mention that it plays a vital part in the empowerment process. (cited in Morrison, 1996). There are two radicals stated by Jones in applying socialization.The first is a highly institutionalized one where the new employees are separated and offered a common learning program. The second end is highly individualized, where employees are left on their own to engage in informal relationships with their fellow employees and to have self-learning experiences. There is however one prejudice to socialization when the objectives are clearly defined for employees, they tend to perform solely what they were expected to (cited in Morrison, 1996). Therefore, a company that seeks employee OCB will tend to have a more individualized socialization.OCB by definition includes the set of actions performed by employees that are not asked by management, therefore it is not directly rewarded. Thus, to encourage employees into applying this behavior, OReilly and Chatman believe that the company should employ indirect means that will encourage them to do so. That can be done by giving a reward to the organizations performance as a whole. This will be helpful in two ways first, it will further familiarize the employees with the companys objectives and this way they will tend to act more upon achieving those goals through citizenship behavior.Second, by giving an award for the wide-cut companys performance, the organization will indirectly inform the employees that their job goes beyond what is clearly qualify and limited into a certain role or department (cited in Morrison, 1996). According to Bowen, Siehl, and Schneider, when the company imposes a high number of rules and regulation, it is throttle an d discouraging the employees ability to perform tasks outside their field of work, therefore limiting the OCB that can be achieved in that organization.A high number of rules will clearly define the limits of the economic exchange relationship between the employees and their company which will diminish their will to achieve OCB by ascertain exactly what the employees are asked to do and not to do and preventing them from engaging in any other action that is indirectly rewarded even if it benefits the company as a whole. Hence, in order for employees to want to perform citizenship behavior, the company must thin out its rules and thus create a social exchange relationship (cited in Morrison, 1996). corresponding rules and regulations, if a company describes the employees job in a very precise and narrow matter, it will reduce according to Bowen and Lawler the citizenship behavior applied by its subordinates. Employees will then have extremely well defined tasks to perform with no r egard to any other company-wide actions. That way the exchange relationship between employee and company will more likely to be economic, not to mention that it reduces empowerment by limiting the resources need by employees such as knowledge and skills to taking action towards OCB (cited in Morrison, 1996). How Employees Exercise OCBTo achieve organizational citizenship behavior, employees must practice different means. First, as Organ defines it, helping behavior is critical and evident in creating inter-employee relationships. Such behavior can be noted in the simplest acts such as when an employee assists his co-worker when the last mentioned(prenominal)(prenominal) is overstrained with his paperwork or any other task being done. Second, according to Organ as well, sportsmanship, another property of OCB, is the ability to accept criticism and unfortunate events in the company without complaints, verbal or written.Consider a meeting for a marketing idea where employees are bra instorming. When the group rejects someones idea and the latter accepts that without being offended, he/she is considered to have a sense of sportsmanship. Third, organizational loyalty is a major concept when it comes to having a constructive organizational culture. This is evident whereby when employees are loyal to their company, they would feel safer and more content about the workplace and the organizations culture. Podsakoff, MacKenzie, Paine, Bachrach, 2000) Individual initiative, a fourth aspect of OCB, is represented in taking on additional responsibilities and engaging in task-improving actions without being asked to do so.This also includes encouraging others to do so, which helps the company as a whole improve. (Podsakoff, MacKenzie, Paine, Bachrach, 2000) An example is when an employee suggests to adopt a new method of performing a task, which he/she knows will improve the way things s done. Related to this is self-development, which is yet another dimension of OCB. A ccording to George and Brief, self-development pertains to voluntarily engaging in development courses that are not required from the company in the test of improving ones skills and broadening ones knowledge. (Cited in Podsakoff, MacKenzie, Paine, Bachrach, 2000) For instance, an employee could learn about future seminars and training sessions and inform his colleagues of their dates.A different aspect of OCB is civic virtue, which can be defined as a commitment to the organization as a whole. This takes place through engaging in organisation the organization indirectly, looking out for its best interest, and protecting it from threats. (Podsakoff, MacKenzie, Paine, Bachrach, 2000) A simple example of this is turning off the lights after having used the restroom. Similar to this is organizational compliance, the last dimension of OCB, which is when an employee complies with the company rules and regulations whether or not the latter is being monitored. Podsakoff, MacKenzie, Pa ine, Bachrach, 2000)Returning to work right after having finished the permitted lunch break is an example of organizational compliance. It is crucial to note that all these behavioral aspects of organizational citizenship behavior are not part of the work contract or job description. Factors that diminish OCB Several factors antecede and affect organizational citizenship behavior. Such factors can be set into four basic categories employee characteristics, organizational characteristics, task characteristics, and leadership behaviors.The influence of these categories on OCB can be either positive or negative. It is evident that OCB is present in all companies, whether on a noticeable scale or an imperceptible one. This report will be depicting the negative relations between OCB and its antecedents, whereby, according to studies done in a meta-analysis by Podsakoff, MacKenzie, Paine, and Bachrach, it has been found that organizational and task characteristics have little impact on O CB relative to individual and leadership behaviors which have greater impact on OCB.Employee or individual characteristics affect the presence of OCB and how much the latter contributes to building a constructive organizational culture. Taking two extremes, one can consider an employee who is indifferent of his/her companys interest. The latter would sure not engage in activities pertaining to civic virtue, thus not exercising good citizenship behavior. The other extreme is an employee who is very concerned about the companys interest and always seeks to attain goals that hold the companys benefit.Such employee is more likely to be engaged in the different dimensions of citizenship behavior. To go impale to the bigger image, an employees characteristics help in determining how well OCB is exercised in an organization. Indeed, it is found that the existence of OCB cast ups with the increase of employee loyalty and concern to the organization, and decreases with indifference to the greater benefit of the company and the rewards granted for good citizenship behavior. Podsakoff, MacKenzie, Paine, Bachrach, 2000) Leadership behaviors are quite correlated to the presence of citizenship behavior in an organization. According to another meta-analysis reported by Podsakoff, MacKenzie, and Bommer in 1996, leadership behaviors are mostly positively related to OCB, whereby most leaders reward citizenship behavior within performance in general, which increases such behavior in the company as employees are aware of such rewards.The only negative leadership behaviors are contingent and non-contingent punishment behavior as well as leader specification of procedures. This is due to the fact that employees feel confused as to why leaders perform contingent punishment, thereby decreasing their citizenship behavior. Non-contingent punishment is a discouraging factor by itself, which makes it obvious why it negatively affects OCB in an organization.

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