Friday, May 22, 2020

Organisational Citizenship Behaviour An Organization

Organisational Citizenship Behaviour: In any organisation, its members could display varied behaviour where minimalists would contribute inadequately just enough to maintain affiliation while others may exhibit overt and discretionary behaviour which is beyond their stipulated job description and likely to benefit the organisation (Turnipseed and Rassuli: 2005). Such latter behaviour where the employee proactively goes the extra mile engaging in extra role activities amounts to Organisational citizenship behaviour (OCB). OCB has been one of the important and popular research subjects in the recent years. It emphasizes on the most preferred employee-level outcomes at workplace (Bateman and Organ 1983, Smith et al 1983, Anderson and Williams: 1996). Although the concept of OCB was proposed by Bateman and Organ in the early 1980s, the origins of this concept could be traced back to early 1960s when Katz recognized three distinct behavioural entities for the proficient functioning of an organisation. This includes induction and retention of the workforce in the organisation, employees’ performing specific dependable job roles in addition to being innovative and proactive to contribute to the organisation beyond their job description. The latter entity would form the basis for the concept of OCB (cited in Smith et al 1983 Podsakoff et al: 2000). 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