Discuss about the Research and Evaluation in Education and Psychology.
Managers are the integral part of the organisation due to their responsible attitude towards accomplishing the determined objectives. Organisational citizenship behaviour is the discretionary actions that are excluded from the formal job description of the employees. Managers are directly involved into this practice as they are aware of the pros and cons of OCB (Armstrong, 2010). The knowledge about such advantages and disadvantages help the employees to avoid organizational burnouts and contribute optimally. The study will thus focus on developing the business research subject on the organisational citizenship behaviour. The identification of the problem will help in formulating the research aims and objectives. Considering the subject area, the study will also discuss the potential outcome and the appropriate conceptual framework. The application of the appropriate methodology will formulate the enriched knowledge regarding the subject area.
Organisational citizenship behaviour is out of the formal job description of the employees. It is generally exhibited by the employees that are crucially contributing to the positive aspects of the organisational success. The remarkable contribution of the employees supports the team members to accomplish the determined goals. The managerial paradox plays the most significant role when the organisational citizenship emerges within an organisation. Bourne (2015) implied that OCB contributes much significantly in terms of enhancing the organisational performance. On the contrary, Cole (2015) argued that the mismanagement or the pitfalls associated with this OCB approach may lead towards the negative consequences in employees’ performance level. The mission of establishing the organisational citizenship behaviour is to create the high level of job satisfaction among the employees. It generally reduces the absenteeism level, increases the profitability parameter, and lessens the job turnover rate. Felix, (2013) inferred that the organisations that are following this approach are more likely to ensure the high productivity level of the entire organisational performance. However, Hurwitz and Hurwitz (2013) presented the contradictory view to oppose the statement. It was stated that organisational citizenship behaviour is mainly known for the negative influences on employees’ performance level. It is argued that the development of the organisational citizenship behaviour generally leads towards the workplace conflicts, employee favoritism, unhealthy competition among the employees, and dependency syndrome. It was also criticized that the establishment of the OCB can directly create the impact on the group performance within an organisation.
Many renowned research scholars have observed that the organisations require developing the Organisational Citizenship Behaviour for developing the high level of employee performance. Neuman and Robson (2012) stated that the managers need to perform the responsibility of adopting the innovative strategies that are effective enough in terms of dealing with the associated pitfalls created by the OCB. The decision role of the manager is crucial to the mitigation of the emerging drawbacks. Some of the specific strategies are needed to be used for omitting the pitfalls. The issues emerge due to the formulation of work specialization generally discourage the use of the organisational citizenship behaviour. However, it is noticeable that the conceptual form of OCB deals with the managerial paradox to identify the methods used by the managers. It also measures the effectiveness of these decisions in terms of developing the secure and conflict free atmosphere. The managers need to reflect upon the strength and weaknesses of OCB in the organisational management practices.
The research aims to identify the potential outcome of the managerial paradox to deal with the pitfalls associated with the OCB implementation. The study also aims to identify the necessary strategies for mitigating the challenges aligned with the organizational citizenship behaviour.
The articles used for this study develops the clear understanding of the conceptual and theoretical analysis of the Organisational Citizenship Behaviour. It is noticeable that the OCB practices within an organisation contribute positively to the organisational success. The article also defines that the managers maintain their responsibilities to develop the effective organisational citizenship behaviour within the workplace. Presenting the contradictory views on this segment, many articles have identified that this OCB practices create the negative impact on the organisational performance by developing dependency, unhealthy competition, and workplace conflicts (Mahembe & Engelbrecht, 2014). It is thus necessary for the managers to implement the suitable strategies for dealing with these challenges emerging from the OCB practices. The enriched ideas received from the informational sources develop the understanding of the impact and challenges of the OCB. In fact, providing the ideas about the necessary strategies will be effective enough for the future prospects. However, the research does not provide the ideas about the updated solutions developed by the organisations in terms of responding to the changing business scenario. It lacks the association of the employees’ perceptive values in terms of developing the organisational citizenship behaviour. Therefore, the study ensures some of these specific gaps that create the limitations.
This section of the study will provide the conceptual analysis of the organisational citizenship behaviour. The study will also put forward the ideas about the considerable impact of OCB practices within a workplace by analyzing the advantages and disadvantages. Furthermore, this section of the study will also identify the managerial roles in terms of developing the organisational citizenship behaviour for the betterment of the performance parameter (Nwibere, 2014). The obtained ideas from the study will be aligned to the research subject for addressing the research issues.
In the early 1980’s, the organisational citizenship behaviour was introduced to define the behaviour of the associated employees within the social systems. The subject area has become one of the most significant fields of study since the time. According to Newman et al. (2014), the growing demands for the workplace autonomy and team-based working atmosphere require closer observation and highly valued expertise skills. As an outcome, it is necessary to develop ideas about the organisational citizenship behaviour to maintain the social system of the organisation. In addition to this, it is also required recognizing the contribution of the employees in maintaining the work functionalities within this system. Bester, Stander and Van Zyl (2015) observed that the changing atmosphere of the organisation on a macro level and respecting the individual on a micro level are fundamentally influenced by the relevant OCB practices.
Wickramasinghe and Perera (2014) implied that working within the changing circumstances can be much challenging yet shapes up the future of the organisation in a significant way. Duarte (2015) identified that such emerging changes within the organisation create the necessity of the being dependant on the individuals who are willing to adopt the changes, regardless of their formal job requirements. According to Ng et al. (2014), OCB generally refers to the discretionary behaviour of the employees that is excluded from their formal job structure and not recognised or rewarded by the company. OCB sometimes reflected on the favorable supervisors and the ratings of the co-workers. This behavior of the employees may create the positive impact during their performance appraisal process. On other words, Andriof and McIntosh (2017) stated that OCB generally refers to the method of promoting the effective functionalities of the organisation. OCB is generally contextualized for generating the high performance level that supports the social and psychological environment of the organisation. It reflects the flexible nature of the workers in the modern workplace by acknowledging the contribution of the employees towards organisational success.
OCB development is generally creates the positive impact on the organisation by developing the employee well-being and the flow-on effects on the organisation. Randhawa and Kaur (2015) implied that the workers associated with the OCB practices tend to receive better performance ratings as per the review presented by their managers. It is notified that the implementation of the OCB practices contribute to the overall success parameter of the organization. The involvement of the work-related factors is quite responsive towards the changing demands of the competitive business scenario. Another benefit associated with the OCB practices is the better performance level of the employees will lead to gaining rewards. The employees are recognised by ensuring increment in the pay structure, promotions, or bonuses. The manager monitor the performance and reviews their contribution based on which the employees receive the necessary rewards ad recognition in future. The next benefit is the employees is rewarded and recognised especially during downsize of the market, e.g. economic recessions. These employees have the lower chance of being made redundant. According to Shahin, AShabani Naftchali and Khazaei Pool (2014), the development of the OCB practices enhances the overall productive performance of the employees. The managers associated with the OCB need to determine some of the specific characteristics. There are three major categorization can be made on judging the characteristics of the associated managers in such context. It also frees up the resources that are effective enough in facilitating the workplace cohesiveness. Furthermore, it is noticed that the process attracts and retain those employees who have the considerable impact on the organisational success. Asiedu, Sarfo and Adjei (2014) observed that the maintenance of the OCB creates the significant opportunity to maintain the communicational transparency and stronger network for publishing the accurate data. Moreover, it also helps in enhancing the overall efficiency level of the organisational performance.
In many of the organisations, OCB is a crucial component to organisational success. The study of the OCB requires developing the understanding elated to the factors that are critically affecting the employee engagement in the workplace. The managers associated with the OCB need to determine some of the specific characteristics. There are three major categorization can be made on judging the characteristics of the associated managers in such context. It is notable that the personality influence has the tendency to exhibit OCB in a minimal rate that implies that some of the employees are naturally inclined towards the self-engagement in OCB than the other people. Four major personalities among the big five personality traits are attributed significantly towards the OCB engagement. These four major personalities are conscientiousness, extraversion, agreeableness, and neuroticism. The managers need to develop these traits for supporting the employees involved in this practice. Newman et al. (2016) implied that the predictors of OCB include the employee engagement, job satisfaction, motivation, and organisational commitments. It thus can be implied that the managers need to develop the effective working scenario that can motivate the employees to take the responsibility and drive the functionalities towards achieving the organizational success. The manager monitor the performance and reviews their contribution based on which the employees receive the necessary rewards ad recognition in future. Hence, it can be inferred that the managerial involvement within this OCB practice is quite necessary.
Despite the advantages associated with the OCB practices, it has been observed that the practice has some considerable pitfalls. It is argued that the development of the organisational citizenship behaviour generally leads towards the workplace conflicts, employee favoritism, unhealthy competition among the employees, and dependency syndrome. The development of the OCB practices signifies some of the critical issues as well. The associated issues are described below:
The discrimination between the employees is one of the potential pitfalls associated with the organisational citizenship behaviour. The extensive research on this parameter suggests that the implicit gendered expectation is one of the most considerable factors that affect the OCB practices within a workplace (Nwibere, 2014). It is reported that men are mostly rewarded for OCB than the rates of the women. It is stated that women are mostly expected to engage in a specific type of the citizenship behaviour more than the men. Therefore, this discrimination is visible in terms of implementing the OCB practices within the organisation.
Apart from the gender biasness, it has been observed that when the supervisors reward the OCB contributors, it creates the perception of the Unfairness among certain employee clusters. The development of such perception not only decreases the positive attitudes of the employees towards OCB and ensures many side effects related to the perceived injustices. For instance, the emergence of the counterproductive behaviour is mostly visible due to such justice misinterpretation.
The OC practices make the employees dependent on those who are involved with this practice. It is noticeable when the employees find out that the OCB level will emerge across the organisation over time, the employees will be rewarded regularly that will not create the unique impact (Mahembe & Engelbrecht, 2014). The habituation created due to the OCB practices may even affect the work determination of the employees to some extent. The extensive research conducted on this phenomenon is termed as citizenship pressure that creates the negative impact on the stress level of the employees.
The employees may feel useless when others will be rewarded for their contribution. This perception may create the unhealthy competition between the employees who keep their progressive attitude towards achieving success. Eventually, such perceptive values lead towards the negative impact of the employees that might reflect through their performance.
The development of this analysis suggests that the OCB practices within the organisation are highly influenced by the behavioral aspects of the employees. It can be implied that the decision role of the manager is crucial to the mitigation of the emerging drawbacks. Some of the specific strategies are needed to be used for omitting the pitfalls (Mahembe & Engelbrecht, 2014). The issues emerge due to the formulation of work specialization generally discourage the use of the organisational citizenship behaviour. Considering these aspects, the following hypotheses are formulated.
The obtained ideas from the above analysis develop the following hypothesis:
Hypothesis 1:
H0: Organisational Citizenship Behaviour does not create the positive impact on the organisational performance
H1: Organisational Citizenship Behaviour creates the positive impact on the organisational performance
Hypothesis 2:
H0: The managerial paradox is not important in developing OCB practice in a workplace
H1: The managerial paradox is important in developing OCB practice in a workplace
Hypothesis 3:
H0: There is no significance of the suitable strategies to manage the negative impacts on OCB
H1: There is the significance of the suitable strategies to manage the negative impacts on OCB
After evaluating the point of views of numerous eminent scholars about the impact of organizational citizenship behavior, it can be stated that business experts have to face numerous challenges in maintaining proper citizenship behavior at the workplace. Necessary secondary data from journal articles, textbooks, online websites and magazines will be collected for critically analyzing the research issue. While using different online websites the study will focus to maintain ethical considerations based on which reliable and valid books and journals are collected. On the other hand, at the time of presenting the point of views of eminent scholars the study will be cited the reference properly for maintaining research values and ethics.
Research design is the systematic procedure of analyzing the research issue based on different methodological tools (Mertens, 2014). By using appropriate research philosophy, approach and design the study would like to evaluate the research issue from different perspectives. In this very specific study mixed method would be used in order to involve both quantitative form of technique as well as qualitative form of technique. With the help of using mixed method the study would be able to conduct the research in detail by collecting both close ended questionnaires and descriptive questions.
Sampling technique is on the other hand is the method of gathering suitable data from selected group of people amidst large number of population. Sampling technique is primarily constituted with two major types including probability sampling technique and non-probability sampling technique. However, in this very specific study the researcher would like to use non-probability sampling technique for involving selective number of participants (Taylor, Bogdan & DeVault, 2015). Employees associated with the organization would be directly involved in this data collection method in order to collect their necessary feedback (McCusker & Gunaydin, 2015). On the other hand, well designated managers of multinational corporations will be involved for knowing their point of views on how they are facing challenges in maintaining citizenship behavior at the workplace.
In order to conduct a survey by involving 100 employees the researcher would have to focus on making, arranging and organizing questionnaires. Close ended questionnaires will be organized by using statically tools so that accuracy of data can be maintained. As the research method is based on two major variables the study would like to analyze data based on regression analysis (Lewis, 2015). By using statistical software tools regression analysis would be conducted for maintaining data accuracy. In addition, an unstructured interview method would be conducted by using “jig saw” puzzle method. In an unstructured interview method the research will not prepare the question pattern from the beginning. Based on the context and response of the participants that is 5 managers of Multinational Corporation the researcher would like to make the interview question instantly. However, based on both qualitative as well as quantitative data analysis the researcher would find an ultimate conclusion that will represent whether the identified research issue is positive or negative. While using proper statistical tools for analyzing data the researcher would have to focus on selecting right formula to maintain data accuracy.
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Literature review |
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Selection of the Appropriate Research Techniques |
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Primary data collection |
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Table 1: Gantt chart
(Source: Created by the Author)
References
Armstrong, M. (2010). Human resource management. London, England: Mc Graw Hill.
Bourne, L. (2015). Making projects work:effective stakeholder and communication management. New Delhi: CRC press.
Cole, G. (2015). Management principles and techniques. New York: Mc Graw hill.
Felix, D. (2013). Composition of a Successful Management Team: How Much and What Kind of Experience Makes a Difference? The Journal of Private Equity,, 1(1), 33-36.
Hurwitz & Hurwitz. (2013). Personal, Team, and Organizational Development. In Leadership is Half the Story: A Fresh Look at Followership, Leadership, and Collaboration. University of Toronto Press, 10(4), 23-78.
Neuman, W & Robson, K. (2012). Basic of social research: qualitative and quantative approaches. London, Unted Kingdom: Sage.
Mahembe, B., & Engelbrecht, A. S. (2014). The relationship between servant leadership, organisational citizenship behaviour and team effectiveness. SA Journal of Industrial Psychology, 40(1), 01-10.
Nwibere, B. M. (2014). Interactive relationship between job involvement, job satisfaction, organisational citizenship behaviour, and organizational commitment in Nigerian universities. International Journal of Management and Sustainability, 3(6), 321.
Newman, A., Kiazad, K., Miao, Q., & Cooper, B. (2014). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organisational citizenship: A case of the head leading the heart?. Journal of Business Ethics, 123(1), 113-123.
Bester, J., Stander, M. W., & Van Zyl, L. E. (2015). Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a manufacturing division. SA Journal of Industrial Psychology, 41(1), 1-14.
Wickramasinghe, V., & Perera, S. (2014). Effects of perceived organisation support, employee engagement and organisation citizenship behaviour on quality performance. Total Quality Management & Business Excellence, 25(11-12), 1280-1294.
Duarte, M. B. (2015). Organisational and professional commitments: The influence in nurses’ organisational citizenship behaviours. Tékhne, 13(1), 2-11.
Ng, S. M., Ke, G. N., & Raymond, W. (2014). The mediating role of work locus of control on the relationship among emotional intelligence, organisational citizenship behaviours, and mental health among nurses. Australian Journal of Psychology, 66(4), 207-215.
Andriof, J., & McIntosh, M. (Eds.). (2017). Perspectives on corporate citizenship. Routledge.
Randhawa, G., & Kaur, K. (2015). An empirical assessment of impact of organizational climate on organizational citizenship behaviour. Paradigm, 19(1), 65-78.
Shahin, A., Shabani Naftchali, J., & Khazaei Pool, J. (2014). Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card. International Journal of Productivity and Performance Management, 63(3), 290-307.
Asiedu, M., Sarfo, J. O., & Adjei, D. (2014). Organisational commitment and citizenship behaviour: Tools to improve employee performance; An internal marketing approach. European Scientific Journal, ESJ, 10(4).
Newman, A., Miao, Q., Hofman, P. S., & Zhu, C. J. (2016). The impact of socially responsible human resource management on employees’ organizational citizenship behaviour: the mediating role of organizational identification. The International Journal of Human Resource Management, 27(4), 440-455.
Lewis, S. (2015). Qualitative inquiry and research design: Choosing among five approaches. Health promotion practice, 16(4), 473-475.
McCusker, K., & Gunaydin, S. (2015). Research using qualitative, quantitative or mixed methods and choice based on the research. Perfusion, 30(7), 537-542.
Mertens, D. M. (2014). Research and evaluation in education and psychology: Integrating diversity with quantitative, qualitative, and mixed methods. Sage publications.
Taylor, S. J., Bogdan, R., & DeVault, M. (2015). Introduction to qualitative research methods: A guidebook and resource. John Wiley & Sons.
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