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Introduction  The world is looking forward to exceptional performance organizations, which would contribute high job contentment to their employees and would also appreciate success and excellence. This could be greatly accomplished if we promote organizational citizenship behavior, employee engagement and proactive behavior.       Organizational Citizenship Behavior Organisational Citizenship Behavior has went into complex revisions of its definition since it was developed in the late 1980s, but the composition remains the same at its foundation. OCB indicates anything that workers choose to do, impulsively and of their won free will, often not in the boundaries of their stated legal responsibilities. To simplify, it is non – obligatory. Although OCB is rarely and informally compensated through wage increase or promotions for example, it is emulated in amicable manager and co-employee ratings, or greater performance appraisals. Through this manner, it can indirectly manage reward gain in the future. Riskily and assuredly, OCB must ” develop the organization’s competent role.” ( Organ,1998, page.4 )At present, OCB has five notable dimensions, namely: 1.) Altruism in which an employee is being productive and available in helping others, 2.) Courtesy, being polite and prevention of any unwanted circumstance, 3.) Conscientiousness or doing more than what is being required and having a keen eye for detail, 4.) Civic Virtue, in which an employee exhibits enthusiasm and engagement with the organization, and 5.) Sportsmanship, where in the employee accomplishes demands by his supervisor without protest. Altruism and courtesy have been categorized into individual-directed behavior ( OCB-I ), while the remaining three were tagged as organization-directed behavior ( OCB-0 ). ( Williams and Anderson,1991 ).A research on OCB in supermarkets and grocery shops showed that OCB increased store profitability by an estimate of 20 percent. ( Erhart,2004, p.64 ). Further studies were made. A research by Haneishi in 2009 determined that, a Japanese company began cleaning up activities to invigorate its workplaces and showing support to the community, the employees and the organization’s performance improved, as a result of the community’s appreciation for their contributions. A survey done by Hadjali and Salimi in a nursing home located in Tehran on 71 individuals with the aim to test the relationship between OCB of employees and the satisfaction of customers. The results showed that OCB has a positive outcome on customer-oriented relationship, hence, engaging oneself in Organizational citizenship behavior ca lead to better relationships with customers and greater job performance.OCB suggests that if employees develop this certain behavior, this would greatly lead to positive job performance which could mean an increase in salary or compensation and make organizations successful. OCB is discretionary, so the organization must find ways to make their employees go beyond what is expected of them, and in return, profit from this kind of behavior.  Employee Engagement    

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