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Organizational Citizenship Behaviour (OCB)

Presentation about Organizational Citizenship Behaviour (OCB)

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Organizational Citizenship Behaviour (OCB)

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  1. AHMAD ABRAR MAULA QURAISHI Roll No: MB - 922100 MS/MBA 1.5 - 1st Semester Course Title Contemporary Issues in HRM National University of Modern Languages Islamabad (Multan Campus)

  2. ORGANIZATIONAL CITIZENSHIP BEHAVIOUR

  3. DEFINITION Organizational Citizenship Behaviour (OCB) means individual behaviours that are beneficial to the organization but are not directly recognized by the formal reward system and are discretionary.

  4.     Smith et al., (1983) conceptualized OCB with two dimensions: 1.  Altruism - behaviour targeted at helping others 2. Generalized Compliance - behaviour reflecting compliance      with general rules, norms and expectations     Organ (1988) identified five OCB dimensions: 1.  Altruism 2. Courtesy 3. Civic Virtue 4. Conscientiousness 5. Sportsmanship     William and Anderson (1991) proposed a two-dimensional      conceptualization of OCB: OCB-I (comprising Altruism and Courtesy) OCB-II (comprising Conscientiousness, Sportsmanship and Civic Virtue)

  5. DIMENSIONS OF OCB 01 02 03 04 05 This is when a person decides to help someone else without expecting anything in return ALTRUISM This is when a worker is considerate or polite to those he works with COURTESY This is when a worker represents the company he is associated with in a positive light CIVIC VIRTUE This is when a worker uses self-discipline to go beyond the job or organization's minimum requirements 03 CONSCIENTIOUSNESS This is when an employee decides to stay in good spirits even when something does not  go his way and is annoying SPORTSMANSHIP

  6. ANTECEDENTS OF OCB The following significant antecedents have been identified:    ROLE PERCEPTION INDIVIDUAL DISPOSITION FAIRNESS PERCEPTIONS    It includes:   It includes personality     variables such as:    It includes: 1. Role Conflict and     Role Ambiguity -      Negatively related         to OCB   1. Positive Affectivity 1. Procedural Justice -     It refers to bias free     decision making   2. Negative Affectivity 2. Role Clarity and      Role Facilitation -      Positively related          to OCB   3. Conscientiousness 2. Distributive Justice -      It refers to      proportionate reward      system   4. Agreeableness

  7. ANTECEDENTS OF OCB CONTINUED The following significant antecedents have been identified:         MOTIVATION        LEADERSHIP      JOB SATISFACTION Plays important role in strengthening OCB  It is positively related   to OCB    It is positively related     to OCB Employeeparticipation in decision making can help in coordinating efforts  Enhances team spirit,    morale and cohesiveness     Can help in reducing: 1.  Employees'       absenteeism  Leads to organizational   commitment Contributes to group effectiveness and efficiency 2. Turnover  Indirectly influences   employee perception of   fairness or justice 3. Psychological      Distress

  8. ANTECEDENTS OF OCB CONTINUED The following significant antecedents have been identified:      ORGANIZATIONAL COMMITMENT                 EMPLOYEE AGE      Researchers argue that:    Effective commitment is      conceptualized as: 1.  Younger employees coordinate      their needs with organizational      needs more flexibly 1.  A strong belief towards      acceptance of organizational goal 2.  Older employees tend to be       more rigid in adjusting their       needs with the organization 2. A strong desire to maintain      membership in the organization

  9.  CONSEQUENCES OF OCB REDUCED ABSENTEEISM REDUCED TURNOVER EMPLOYEES RETENTION EMPLOYEES' SATISFACTION CONSUMER SATISFACTION CONSUMER LOYALTY

  10. EXAMPLES OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR Helping a new hire Assisting a coworker Covering a shift for an employee Working overtime Not complaining to anyone Saying positive things Participation in team projects and business events Making an extra effort Presenting new ideas or innovations

  11. BENEFITS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR Employee engagement is improved A culture of collaboration is encouraged Employees experience less stress Communication between leaders and employees is deepened Interpersonal relationships are strengthened Conflict is reduced Better job performance occurs Employee productivity is increased Employee retention is increased Job satisfaction improves

  12. ORGANIZATIONAL CITIZENSHIP BEHAVIOUR AND STAYING UNION-FREE OCB contributes to stay union-free by improving: 1. Employee engagement 2. Sense of belonging 3. Employee voice 4. Job satisfaction

  13. THANK YOU FOR LISTENING!

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