Organization Citizenship Behavior for Organizational Performance
Organization Citizenship Behavior For Organizational Performance
BUS2010 Organizational Behavior
Term Members
Section 2
Group 5
Date of Submit: 29th April 2013
Date of Presentation: 17th May 2013
CONTENTS PAGE
Introduction……………………………………………………………………….…1
Low Organizational Citizenship Behavior for Organizational Performance…….….2
Excessive Organizational Citizenship Behavior for Organizational Performance….4
Suitable Organizational Citizenship Behavior for Organizational Performance ...…6
Conclusion……………………………………………………………………….…10
Recommendations……………………………………………………...…..…11
Group Learning Refluences………………………………………………………….11
References
LIST OF ILLUSTRATUIBS
TABLE PAGE
1. Ordinary Least Squares Regression Parameter Estimates for Work Crew OCBs on Quantity and Quality…………………………………………9
Introduction
Nowadays, the growing number of companies and researches have focused on and had the argument about the organization citizenship behavior for the organizational performance, especially the way of organization citizenship behavior affecting organizational performance. Some of them believe it in an easy way that the more attention is paid on organization citizenship behavior, the better organizational performance will be. However, in the reality working environment, is it really like what we believe?
First of all, it is necessary to know what organization citizenship behavior is. The discretionary behavior that is not part of an employee’s formal job requirements, and that contributes to the psychological and social environment of the workplace, is called organization citizenship behavior. That is to say organization citizenship behavior has four characteristics: (1) a
BUS2010 Organizational Behavior
Term Members
Section 2
Group 5
Date of Submit: 29th April 2013
Date of Presentation: 17th May 2013
CONTENTS PAGE
Introduction……………………………………………………………………….…1
Low Organizational Citizenship Behavior for Organizational Performance…….….2
Excessive Organizational Citizenship Behavior for Organizational Performance….4
Suitable Organizational Citizenship Behavior for Organizational Performance ...…6
Conclusion……………………………………………………………………….…10
Recommendations……………………………………………………...…..…11
Group Learning Refluences………………………………………………………….11
References
LIST OF ILLUSTRATUIBS
TABLE PAGE
1. Ordinary Least Squares Regression Parameter Estimates for Work Crew OCBs on Quantity and Quality…………………………………………9
Introduction
Nowadays, the growing number of companies and researches have focused on and had the argument about the organization citizenship behavior for the organizational performance, especially the way of organization citizenship behavior affecting organizational performance. Some of them believe it in an easy way that the more attention is paid on organization citizenship behavior, the better organizational performance will be. However, in the reality working environment, is it really like what we believe?
First of all, it is necessary to know what organization citizenship behavior is. The discretionary behavior that is not part of an employee’s formal job requirements, and that contributes to the psychological and social environment of the workplace, is called organization citizenship behavior. That is to say organization citizenship behavior has four characteristics: (1) a
References: Bush, M. S., & Jiao, C. (2011). Including organizational citizenship behavior in performance evaluations: An investigation of employee reactions. International Journal of Business and Management, 6(10), 50-58. Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563. Shen. Z, Wang E, (2004). Review of Contextual Performance. Advances in Psychological Science 2004, 12(6), 924-931. Yao.Y, Xiao. S. (2006) Correction Between Organizational Citizenship Behavior and Employee’s Working Performance. Chinese Journal of Management Vol. 3, No. 3 May 2006.