Performance and Organizational Citizenship Behavior

Question: Discuss about the Performance and Organizational Citizenship Behavior. Answer: Introduction: The concept of organizational citizenship behavior (OCB) has been originated from management theorist who has depicted that individual willingness to contribute forces to cooperative system forms the basis of organization. Organization citizenship behavior may be defined as behaviors that are extra work related and this go beyond the routine duties by descriptions of job. It is used to describe behavior of employees within social system of different organization. There are five antecedents of organizational citizenship behavior identified by organizations and they include conscientiousness, altruism, civic virtue, sportsmanship and courtesy. This particular behavior has become increasingly necessary for maintaining roles of employees and social system within the organization. Employees role along with their organizational citizenship behavior is fundamental to organizations at both micro and macro level (Bergeron et al. 2013). An organization is directed as a whole toward making suggestions for improving facilities at workplace, helping to recruit appropriate people for performing specific tasks. However, such behaviors are difficult to cultivate within typical structure of organizations. It is important for organization to make identification of actions and characteristics that might lead to organizational citizenship behavior and help in their proper functioning. An OCB contribution to an organization comprise of two categories and this involves challenging and affiliative. Present work circumstances in an organization are supported by affiliative OCB (Gilmore et al. 2013). An example would be providing new recruitment tips on working with workplace resources. On the other hand, the current circumstances at work by voicing problems or improving existing processes are directed using challenging OCB. An example would be to develop new website page by proposing a new reporting system. Contribution of OCB toward positive organizational outcome: OCB has a positive impact on wellbeing and performance of employees and has noticeable flow effects on the organizations. There is correlational behavior between employees satisfaction and their performance. Behaviors of employees such as cooperation with supervisors and colleagues, making compromises and sacrifices are well incorporated in OCB. Workers engaged in OCB receives better rating by their managers and this may be because of hallo effect. Voluntary nature of OCB is they play a significant role in overall success of organization. Employees performing well are rewarded and this in turn contributes to their success (Moorman and Byrne 2013). This behavior is linked to absenteeism and lower rate of employee turnover and help in increasing productivity at organizational level. It also results in customer satisfaction, efficiency, and thereby reducing costs. Social capital such as facilitating stronger network for information transfer, better communication and improved efficiency. Citizenship behavior of organization helps in contributing to organizational effectiveness by shaping psychological, social and organizational context by serving as a catalyst of processes and task activities. It is argued by DiPaola and Tschannen-Moran (2014), that literature gives more focus on understanding relationship between OCB and various constructs instead of defining the nature carefully. Identification of antecedents of OCB: There are five antecedents or dimension of organizational citizenship behavior. Conscientiousness- This particular antecedent relates to discretionary behavior that goes well beyond the minimum role requirement level of organization such as extra-long days work, not taking extra breaks and obeying regulations and rules. It is indicative of the fact that an individual is self-disciplined, hardworking, organized and accountable. It is regarded as prototype that goes well beyond minimum required level of housekeeping, attendance, punctuality overall impression that regards them of being responsible citizen and an attitude toward conservation of resources. An employee having high level of conscientiousness indicates that he requires less supervision and is responsible (Somech and Drach-Zahavy, 2013). Altruism- It is used to indicate whether the organizational members are helpful and assists other member in their tasks. This includes providing assistance to absent workers, helping workers who are overloaded, helping new employees voluntarily and guiding employees for accomplishing their works. Civic virtue- Civic virtue involves constructive involvement of employees in the organization political process and contribute toward process by frankly expressing their opinions, attending meetings, reading organizational communication and discussing issues concerning organization with employees. It indicates that employees participate dutifully and is actively involved and concerned about companys wellbeing. Such behavior comes when employees consider themselves as part of the organization. Under this dimension, employees effectively monitor environment of the organization for several opportunities and threats. Findings of Graham indicates that it is the responsibility of organization for being good organizational citizen (Shahin et al. 2014). Sportsmanship- It refers to the willingness of employees for tolerating inconveniences that are inevitable and work impositions without working. There are some inconveniences that can be generated in exercising professional activity and sportsmanship is the employees desire if not complaining when facing such circumstances. Difficulties faced in an organization and being tolerant towards any problems forms a part of this dimension. This particular antecedent help in conserving energies of organization for accomplishing the tasks and makes managers stress free from unnecessary workplace. Morale of employees at workplace is enhanced with the help of sportsmanship and this helps in reducing turnover of employees (Naqshbandi and Kaur 2013). Courtesy- Courtesy is another dimension of organizational citizenship behavior and it refers to gestures that helps in preventing occurrence of interpersonal problems. Such interpersonal problems involves consulting others before taking any actions, giving prior notice to employees who are in needs. This dimension demonstrates or lies in interest of prevention of problems for co-workers that is created in organization. An example of courtesy at work is leaving printer or laptop in good condition for enabling application by other users. Employees who are courteous assist in preventing managers from falling into situation of crisis management by taking efforts in avoiding problems for coworkers (Podsakoff et al. 2014). Conclusions: From the evidence depicted by literature review of OCB, it can be concluded that antecedents are the factors contributing that is responsible for enhancing the performance of employees in an organization. The agreement is that there is organizational performance and employees behavior is positively impacted by OCB. It is suggested by growing literature evidence that the pleasantness of workplace settings is enhanced by this citizenship behavior and contributing to improved performance and efficiency. Reference: Bergeron, D.M., Shipp, A.J., Rosen, B. and Furst, S.A., 2013. Organizational citizenship behavior and career outcomes: The cost of being a good citizen.Journal of Management,39(4), pp.958-984. DiPaola, M. and Tschannen-Moran, M., 2014. Organizational citizenship behavior in schools and its relationship to school climate.Journal of School Leadership,11(5), pp.424-447. Gilmore, P.L., Hu, X., Wei, F., Tetrick, L.E. and Zaccaro, S.J., 2013. Positive affectivity neutralizes transformational leadership's influence on creative performance and organizational citizenship behaviors.Journal of Organizational Behavior,34(8), pp.1061-1075. Moorman, R.H. and Byrne, Z.S., 2013. How Does Organizational justice A?ect Organizational Citizenship Behavior?.Handbook of organizational justice, p.355. Naqshbandi, D.M.M. and Kaur, S., 2013. A study of organizational citizenship behaviours, organizational structures and open innovation. Podsakoff, N.P., Podsakoff, P.M., MacKenzie, S.B., Maynes, T.D. and Spoelma, T.M., 2014. Consequences of unit?level organizational citizenship behaviors: A review and recommendations for future research.Journal of Organizational Behavior,35(S1), pp.S87-S119. Shahin, A., Shabani Naftchali, J. and Khazaei Pool, J., 2014. Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card.International Journal of Productivity and Performance Management,63(3), pp.290-307. Somech, A. and Drach-Zahavy, A., 2013. Organizational citizenship behaviour and employee's strain: Examining the buffering effects of leader support and participation in decision making.European Journal of Work and Organizational Psychology,22(2), pp.138-149.