Antecedents and Consequences of Organisational Citizenship Behaviour

Question: Describe about The Antecedents and Consequences of Organisational Citizenship Behaviour? Answer: Literature review It was defined by Organ (1988) that OCB is referred to as some of the discretionary behaviours of the people in the organisation that are not recognised by the formal or the explicit reward system but in turn promotes the performance of the organisation in overall. It can be said that OCB is seen as the behaviour that are beyond the normal routine expectations. The term was given by Katz (1964) as extra role behaviour (Alizadeh et al., 2012). Organ and Bateman (1983) said that OCB is the outcome of the behaviour which comes due to social exchange of the relationship. It was said that OCB is a behaviour that influences the positive outcomes of the organisation by setting a relation which is multi dimensional. OCB can contribute to the success of the organisation in many ways. In both social psychology and organisational behaviour the concept of OCB has gained significant amount of research. OCB is a vast dimension and has been studied widely in human resource management, marketing as well as economics (DAVOUDI, 2012). It must be seen that OCB contributes to the effectiveness of the organisation, thus this is widely researched in all the disciplines. According to Organ (1988), it was said that OCB changes the means by which a manager evaluates his employees. It is said that OCB is important for the survival as well as the welfare of the employees of organisation. The employees who show citizenship behaviours are more likely to get support from the organisation. It was said by Organ (1988) that conscientiousness, sportsmanship courtesy, altruism, and civic virtue are the five distinct categories of unrestricted behaviours which will improve the efficiency of the employees in the organisation (Dspace.bracu.ac.bd, 2015). Apart from this it was also seen in re searches that apart from the above mentioned criteria, there are certain other characteristics like the relationship of the employees with the leaders also plays an important role in the OCB. The motivational theories, personality, procedural justice and commitment are some of the predictors of OCB. Thus it can be said that the role behaviour which are seen in OCB cannot be measured formally. The dimensions of OCB It was said by McClelland (1961) that OCB is motive based behaviour. He said that every people are driven by motives, achievements and affiliation. These motives of achievements are the driving forces that push the people to perform beyond the standards of the excellence. They seek to accomplish the task in hand, takes up challenges and even competition (Yaghoubi, Mashinchi and Hadi, 2011). Moreover this motives forces the people towards restoring, establishing, and maintaining relationships with the other people. Since the term was introduced by Organ (1988), it was seen as a positive contributor to the colleagues and the organisation. Two types of citizenship behaviours subsist in the OCB they are: (1) active positive commissions or contributions (e.g., to help others) and (2) avoiding engagement in behaviours which causes harm to others or to ones organization (e.g., not abusing rights of others). Antecedents of OCB There are a wide ranges of task, employees and organisational as well as characteristics of leader that are used to predict the various types of OCB that are used in the occupation of the organisations (Bukhari, 2009). This segment considers the different organizational and individual variables that are commonly found which affects an employee's eagerness to connect in OCB. Organizational commitment and Job satisfaction The satisfaction that a person derives from a job is positively related to the performance of the job and OCB. These factors in turn also influence the turnover, psychological distress and the absenteeism of the employees. The employees who are more likely to be engaged with OCB are more satisfied with the job (Gong, Chang and Cheung, 2010). It is also to be seen that the employees who are more satisfied with the job has less tendency to search for another job. Apart from the job satisfaction the commitment to the job is also a antecedent of OCB. It is seen that the commitment to the job often enhances the performances which otherwise would not have been possible through the formal reward system. Role perceptions The perceptions of Role include perceiving the things such as role ambiguity and role conflict, both of these are found to have been notably negatively linked to OCB (Ibrahim and Aslinda, 2013). The clarity of the role and the facilitation of the role on the other hand are positively related to the OCB. Since both role conflict and role ambiguity affects satisfaction of the employees, and satisfaction that is associated to OCB, it is expected that at least a part of the connection between the conflict, ambiguity and OCB is sorted out by satisfaction. Behaviours of the leaders The leaders in the organisation have a strong influence on the willingness of the employees to engage in the OCB. It was seen that rather than the leadership style that has an influence on the employees, it was the behaviour of the leaders and the relationship of the employees with the leaders that are influential (Nahum-Shani and Somech, 2011). Another behaviour that is beneficial to the OCB and is related to it is the expression of the satisfaction and the appreciation. More over it is seen that the behaviours of the leaders such as the fairness and justices in the workplace also influence OCB. Individual dispositions The personality traits such as openness, introversion and extroversion do not influence OCB (Suresh and Venkatammal, 2010). OCB is influenced by the perception of the employees in the workplace rather than the individual traits of the employees. Personality is an significant measure in so as to manage for its persuasion on behaviour and to examine some moderating effects that it might have. Motivational theories It was proposed by Organ (1990) that the motives of the individual have the influence on OCB. Penner, et al. (1997) has investigated the impact that motivation and personality have on OCB (Ueda and Ohzono, 2013). It was said that the motivations of the employees adds to the antecedents of OCB. as the people progress in their career in the organisation, the motivational theories are less applicable as an antecedent of OCB. The age of the employee It must be noted that the younger and the older employees have different notions towards their job. It was seen that the younger employees are more flexible in coordinating the work with the needs of the organisation; where as the older employees are more rigid. These differences can direct to different significant motives for OCB among the younger or the older employees. References Alizadeh, Z., darvishi, S., Nazari, K. and Emami, M. (2012).Antecedents and Consequences of Organisational Citizenship Behaviour (OCB):. [online] INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS. Available at: https://www.journal-archieves14.webs.com/494-505.pdf [Accessed 19 Mar. 2015]. Bukhari, Z. (2009). Key Antecedents of Organizational Citizenship Behavior (OCB) in the Banking Sector of Pakistan.IJBM, 3(12). DAVOUDI, S. (2012).A COMPREHENSIVE STUDY OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB): INTRODUCING THE TERM, CLARIFYING ITS CONSEQUENCES AND IDENTIFYING ITS ANTECEDENTS. [online] A Journal of Economics and Management. 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