Discuss about the Dimensions and Antecedents of OCB for Literature Analysis.
As explained by Hakim, et al. (2014, p. 3) organization citizenship behavior was first proposed by Organ in 1998 by listing specific dimensions which include civic virtue, conscientiousness, altruism, courtesy , sportsmanship and. Firms require workers who would be willing to do their work and exceed the predetermined objectives of the organization. OCB is considered essential because it can lead to increased effectiveness of the firm, (Qamar, 2012, p. 105). This report provides the literature review of the dimensions and antecedents of organization citizenship behavior.
OCBs are typically individual discretionary activities carried out by employees that are not within their formal job description. They represent the ability of the members of the organization to work efficiently and exceed the described job requirements, (Khurana, et al., 2014, p. 256). There are five dimensions of OCB which have been discussed in this literature review.
This can be explained as the involvement of workers in the enterprise’s political life and be supporting in the management roles of the enterprise. It refers to the willingness of workers to take part in the activities of the company such as keeping up with the changes administered by the organizations and going to dispensable meetings of the firm, (Lo & Ramayah, 2009, p. 56). This dimension was derived from the findings made by Graham, which stated that workers should have the responsibility of being great citizens of the firm, ( Bukhari, 2008, p. 107). These behaviors therefore accurately reflect the workers’ recognition of becoming part of the enterprise and accept every responsibility within the organization
Civic virtue among the employees enables the organization to obtain effectiveness. This is because the employees will be able to offer the management with several suggestions for improvement. Employees will also be willing to adapt positively to changes within the firm, (Khurana, et al., 2014, p. 257). It is more likely to result in a purposeful contribution to the success of the business among the employees than other dimensions.
Conscientiousness is the ability of workers to go beyond the standard requirements of the firm, regarding job performance, obedience to the rules of the business and attendance. The workers who exhibit this type of discretionary behavior would be willing to attend to their duties daily without delay, (DiPaola & Tsachannen, 2014, p. 425). Conscientiousness may also mean strict observance of the set rules and regulations within the organization.
It is believed that conscientiousness is the mindfulness to be involved in the organization systems. Employees who are fully willing to be part of the operations of the firm, contribute to the team performance and effectiveness as they will be prepared to work correctly, (Jiao et al., 2011, p. 15). Individuals can, therefore, be grouped into lower conscientious, conscientious, more conscientious and high conscientious, (Bergeron-Gadot & Beeri, 2012, p. 8). The top conscientious employees are usually more persistent in conducting their duties whether or not there could be an additional benefit or reward. Higher performance is linked to higher conscientiousness, while lower values are connected to lower conscientiousness.
Altruism entails discretionary behaviors that are associated with the willingness of a worker to assist a coworker. It can also be referred to as selflessness of a worker towards the success of an enterprise, (Al-zu’bi, 2011, p. 221). Employees who are willing to help their fellow employees whom they work with are referred to as altruists, (Lee & Kim, 2015, p. 154). Employees may be absent from their workplaces due to sickness, stress caused by loss of a relative or other commitments. When such employees are absent, their fellow workers who are willing to take their part for that day are altruists. Altruism, therefore, encompasses being mindful to others, helping workers with heavy workloads, helping new recruits to adjust appropriately in their jobs, and motivating fellow workers in the workplace, (Yadav & Punia, 2012, p. 15). Socially developed values that emphasize on elevating organization’s values over the individual interests of workers encourage altruism.
Altruism, therefore, contributes to organizational effectiveness by promoting cooperation within the business, whereby employees perform their duties in unison. According to Vigoda-Gadot & Beeri (2012, p. 578), it is a citizenship behavior geared towards improving the performance of the workers and making the employees understand that the organization’s objectives are supreme than personal interests.
Human resource management involves recruitment, training, motivation, appraisal and promotion of employees among other duties. In these steps, employees may feel demotivated and demoralized. A good example is a new employee. Some employees find their assignments challenging and difficult to execute, (Yadav & Punia, 2012, p. 15). Whenever employees feel discouraged with a particular job, their fellow workers should always encourage them. This is a courtesy. Courtesy, therefore, includes behavior which aims at preventing problems in the firm and taking appropriate steps to lessen the effects of particular challenges in future, ( Bukhari, 2008, p. 109). It also encompasses members of a firm helping fellow workers in their duties, whenever they experience problems. Altruism is tightly attached to performance analysis and positive affectivity, ( Bukhari, 2008, p. 109). Early research has indicated that subordinates who practice courtesy may help in solving conflicts in the organization.
In 1988, Organ defined this dimension as the demonstration of tolerance to the irritations that may arise within the organization. In many occasions, employees get irritated by certain conditions, (Jiao et al., 2011, p. 21). These circumstances may include a change in organization strategies, a distraction from colleagues and unfavorable work conditions, (Yadav & Punia, 2012, p. 16). These irritations usually form part of every organization setting. Sportsmanship would, therefore, improve the morale of the workers and eliminate the chances of employee turnover as well.
Organ identified four personality traits that relate to organization citizenship behavior. These included neuroticism, extraversion, conscientiousness, and agreeability, (Lo & Ramayah, 2009, p. 48). Personality has a critical positive effect on OCB. This means that employees will execute their roles and exceed the standards laid down by the enterprise, ( Bukhari, 2008, p. 109). When the employees take their work seriously and become accommodative to change, employees can work with motivation. Workers who are collaborative and able to help their co-workers exhibit positive personality, (Bukhari, 2008, p. 109). Emotional stability is also another attribute of character that encourages OCB.
The traditional indicators of OCB encompass organizational commitment, job satisfaction, motivation, employee engagement, and the level of trust existing between the employees, the supervisors, and co-workers. Whenever the employees are comfortable in their workplace, they exhibit job satisfaction, (Al-zu’bi, 2011, p. 221). Job satisfaction ensures the employees are motivated with their job positions and able to work with ease to exceed the set standards, (Bergeron et al., 2013, p. 80). Organizational commitment is also an essential attribute of attitude that encourages OCB. Firms which are fully committed to exceeding the objectives and goals they set usually contribute to effectiveness.
Leadership styles encourage OCB. Leadership can be instrumental, transformational or supportive, (DiPaola & Tschannen, 2014, p. 442). Instrumental leadership supports role clarity among the employees which in turn makes them more motivated to work, (Qamar, 2012, p. 111). The supervisors should always notify the subordinates the expectations required of them. This enables the workers to perform with a view of meeting the set expectations. Supportive leadership is where the leader is concerned with the affairs of the employees, supporting them to realize the objectives of the firm. It contains some aspects of altruism, (Vigoda-Gadot & Beeri, 2012, p. 581). This leadership style revolves around ensuring that the well-being of the workers has appropriately been considered. On the other hand, transformational leadership encourages motivation in the organization. The employees get inspired and supported by the supervisors, (Jiao et al., 2011, p. 23). In this type of leadership, there are always high-performance expectations by the leaders.
A group encompasses a collection of employees who are aimed at achieving a common objective within the organization. Groups which are cohesive can improve the organizational effectiveness, (Al-zubi, 2011, p. 160). The team members in such groups will also be willing to remain in the groups. Team members must be supportive of each other, (Qamar, 2012, p. 121). Group potency usually improves group cooperation and generate strength.
Whenever an organization is team-oriented, it formulated team-oriented strategies. The effectiveness of the individual teams is, therefore, critical in ensuring. Group traits are therefore important determinants of organization citizenship behavior.
Conclusion
The antecedents and dimensions of organization citizenship behavior have been satisfactorily discussed in this literature review. Some dimensions of OCB include sportsmanship, courtesy, conscientiousness, civic virtue, and altruism. These aspects contribute to the firms’ effectiveness when exhibited by employees in executing their duties. Antecedents of OCB include the attitude of employees, personality, leadership traits and group characteristics. These antecedents encourage OCB making the workers perform beyond the organizations’ expectations.
References.
Al-Zu’bi, H.A., 2011. Organizational Citizenship Behavior and Impacts on Knowledge Sharing: An Empirical Study. International business Research, 4(3), p.221.
Bergeron, D.M., Shipp, A.J., Rosen, B. & Furst, S.A., 2013. Organizational Citizenship Behavior and Career Outcomes: The Cost of Being a Good Citizen. Journal of Management, 39(4), pp.958-984.
Bukhari, Z. u., 2008. Key Antecedents of Organizational Citizenship Behavior (OCB) in the Banking Sector of Pakistan. International Journal of b Business Management, December, 3(12), pp. 106-115.
DiPaola, M. & Tschannen-Moran, M., 2014. Organizational Citizenship Behavior in Schools and its Relationship to School Climate. Journal of School Leadership, 11(5), pp.424-447.
Hakim, W., Nimran, U., Haerani, S. & Alam, S., 2014. The Antecedent of Organizational Citizenship Behavior (OCB) and their Effect on Performance. IOSR Journal of Business and Management (IOSR-GBM), February, 16(2), pp. 5-13.
Jiao, C., Richards, D.A. & Zhang, K., 2011. Leadership and Organizational Citizenship Behavior: OCB-specific Meanings as Mediators. Journal of Business and Psychology, 26(1), pp.11-25.
Khurana, R., Singh, V. K. & Khandelwal, S., 2014. Key Antecedents of Organization Citizenship Behavior. The International Journal of Business Management, May, 2(5), pp. 256-263.
Lee, U.H. & Kim, H.K., 2015. Antecedents of Organizational Citizenship Behavior: The Mediating Role of Leader-member Exchange. Journal of Digital Convergence, 13(1), pp.151-162.
Lo, M.-C. & Ramayah, T., 2009. Dimensionality of Organizational Citizenship Behaviour (OCB) in a Multicultural Society. Journal of International Business Research, January, 2(1), pp. 48-55.
Qamar, N., 2012. Job Satisfaction and Organizational Commitment as Antecedents of Organizational Citizenship Behavior (OCB). Interdisciplinary Journal of Contemporary Research in Business, 4(7), pp.103-122.
Sharma, J.P., Bajpai, N. & Holani, U., 2011. Organizational Citizenship Behavior in Public and Private Sector and its Impact on Job Satisfaction: A Comparative Study in Indian Perspective. International Journal of Business and Management, 6(1), p.67.
Vigoda-Gadot, E. & Beeri, I., 2012. Change-oriented Organizational Citizenship Behavior in Public Administration: The power of Leadership and the Cost of Organizational Politics. Journal of Public Administration Research and Theory, 22(3), pp.573-596.
Yadav, P. & Punia, B.K., 2012. Organisational Citizenship Behavior: A Review of Antecedent, Correlates, Outcomes and Future Research Directions. International Journal of Human Potential Development, 2(2), pp.01-19.
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