Organizational Citizenship Behaviour
Organizational Citizenship Behavior
1. Introduction
In the last 20 years increasing attention has been drawn to the concept of Organizational Citizenship Behavior by academic researchers and, more recently, by managers. Organizational citizenship behaviors (OCBs) are employee behaviors that go beyond role requirements, not formally rewarded or punished by the organization, which in the “aggregate” facilitate organizational functioning and benefit the organization by improving efficiency (Organ in Schnake, 2003). Because working under changing circumstances becomes one of the main features of contemporary organizations (Lee et al. in Somech, 2004, p. 281) “organizations will necessarily become dependent on individuals who are willing to contribute to successful change regardless of formal job requirements”.
This paper analyzes the concept of organizational citizenship behavior and seeks to determine in which ways it influences organizational performance and individual outcomes. Most of the research concerning OCB has focused on antecedents of the dimensions of OCB. Attempts to examine the consequences of OCB are more recent and relatively few (Bergeron, 2005; Podsakoff et al., 2000). The aim of the paper is to outline the importance of OCB for organizations and individuals and support Organ’s (in Schanke, 2003) suggestion that OCB impacts on organizational effectiveness and performance.
Firstly, in this paper, the concept of OCB and its dimensions will be defined. Next, an analysis of the consequences of OCB on organizations’ effectiveness and personal outcomes will be conducted. Finally, based on the analysis mentioned above, solutions to the problem of motivating individuals to engage in OCBs will be suggested.
2. Definition and dimensions of OCB
Starting with Organ’s (in Ryan, 2002, p. 123) generally used definition of OCB: “OCB represents individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system and
1. Introduction
In the last 20 years increasing attention has been drawn to the concept of Organizational Citizenship Behavior by academic researchers and, more recently, by managers. Organizational citizenship behaviors (OCBs) are employee behaviors that go beyond role requirements, not formally rewarded or punished by the organization, which in the “aggregate” facilitate organizational functioning and benefit the organization by improving efficiency (Organ in Schnake, 2003). Because working under changing circumstances becomes one of the main features of contemporary organizations (Lee et al. in Somech, 2004, p. 281) “organizations will necessarily become dependent on individuals who are willing to contribute to successful change regardless of formal job requirements”.
This paper analyzes the concept of organizational citizenship behavior and seeks to determine in which ways it influences organizational performance and individual outcomes. Most of the research concerning OCB has focused on antecedents of the dimensions of OCB. Attempts to examine the consequences of OCB are more recent and relatively few (Bergeron, 2005; Podsakoff et al., 2000). The aim of the paper is to outline the importance of OCB for organizations and individuals and support Organ’s (in Schanke, 2003) suggestion that OCB impacts on organizational effectiveness and performance.
Firstly, in this paper, the concept of OCB and its dimensions will be defined. Next, an analysis of the consequences of OCB on organizations’ effectiveness and personal outcomes will be conducted. Finally, based on the analysis mentioned above, solutions to the problem of motivating individuals to engage in OCBs will be suggested.
2. Definition and dimensions of OCB
Starting with Organ’s (in Ryan, 2002, p. 123) generally used definition of OCB: “OCB represents individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system and