...Organisational Citizenship Behaviours: A Review of Theoretical and Empirical Literature on Predicting Factors and Suggestions for Future Research. In today’s competitive business environment organisations constantly strives for achieving excellence by enhancing employee’s efficiency and effectiveness. One way, organisations can achieve this objective is through Organisational Citizenship Behaviour (OCB) (Bolino & Turnley, 2003; Organ, 2006). Organ and colleagues first conceptualized OCB in 1988. Organ (1988, p.4) defined OCB as “individual behaviour that is discretionary, not directly or explicitly recognised by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.” Researches have identified numerous dimensions of OCB (Podsakoff & MacKenzie, 1997). Organ (1988) suggested a five-factor model composed of five dimensions; altruism, courtesy, conscientiousness, civic virtue and sportsmanship, which most conceptualisations of OCB are based on. Altruism refers to behaviours that involve helping another person, such as helping a colleague with a heavy workload. Courtesy involves being polite and courteous to prevent work related problems, for example, informing a coworker or a change that may affect them introduced by you. Conscientiousness refers to doing more than just the minimum to prevent and minimize error, in terms of attendance and punctuality. Civic virtue refers to employees genuine concern and interest in the...
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...(HR) 3RD SEM ROLL NO: 18[pic] CONTENT 1. INTRODUCTION………………………………………………………………..2 - Organisational citizenship behaviour……………………….........................2 - Organisational justice……………………………………………………......3 - Perceived organisational support…………………………………………...5 2. REVIEW OF LITERATURE……………………………………………………6 - Literature review of OCB……………………………………………………7 • Dimensions of OCB…………………………………………………….....8 • OCB as latent construct……………………………………………….......11 - Literature review of OJ………………………………………………………12 • Organisational support theory……………………………………….......13 • Justice fosters employees OCB……………………………………….......14 • Justice builds customer satisfaction and loyalty……………………......14 • Justice builds trust and commitment…………………………………….15 • Justice improves job performance………………………………………15 • Types of justice……………………………………………………………16 • Why employees care about justice? …………………………………......17 - Perceived organisational support……………………………………………18 • Dimensions of POS…………………………………………………….......19 • Organisational support theories………………………………………….19 - Relation between...
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...Unit 4003 INTRODUCING ORGANISATIONAL CULTURE, VALUES AND BEHAVIOUR 1.1. Determine a framework for analysing organisational culture. The contemporary definition of organizational culture includes what is valued, the dominant leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. Organisational Culture represents the values, underlying assumptions, expectations, collective memories, and definitions present in an organization (Schein, 1992; Cameron & Quinn, 1999). Cameron and Quinn (1999) have developed an organizational culture framework built upon a theoretical model called the "Competing Values Framework." This framework refers to whether an organization has a predominant internal or external focus and whether it strives for flexibility and individuality or stability and control. The framework is also based on six organizational culture dimensions and four dominant culture types (i.e., clan, adhocracy, market, and hierarchy). In addition the framework authors generated an "Organizational Culture Assessment Instrument (OCAI)" which is used to identify the organizational culture profile based on the core values, assumptions, interpretations, and approaches that characterize organizations (Cameron & Quinn, 1999). The central issue associated with organizational culture is its linkage with organizational performance. Connections between OC and performance have been established....
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...incivility, and sexual harassment. Abusive supervision[edit] Main article: Abusive supervision Abusive supervision is the extent to which a supervisor engages in a pattern of behavior that harms subordinates.[14] Bullying[edit] Main article: Workplace bullying Although definitions of workplace bullying vary, it involves a repeated pattern of harmful behaviors directed towards an individual.[15] In order for a behavior to be termed bullying, the individual or individuals doing the harm have to have either singly or jointly more power than the victim. Incivility[edit] Main article: Workplace incivility Workplace incivility consists of low-intensity discourteous and rude behavior with ambiguous intent to harm that violates norms governing appropriate workplace behavior.[16] Sexual harassment[edit] Main article: Sexual harassment Sexual harassment is behavior that denigrates or mistreats an individual due to his or her gender, creates an offensive workplace, and interferes with an individual being able to do the job.[17] Teams[edit] Main article: Team Job-related attitudes and emotions[edit] Organizational behavior deals with employee attitudes and feelings. Job satisfaction is the feelings one has about the job or facets of the job, such as pay or supervision[18] Organizational commitment is the extent to which employees feel attachment to their organization.[19] Emotional labor concerns the requirement that employees display certain emotions, like smiling...
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...| SEM PLS | 26-34 | | Hierarchical Regression | 35 | V | Findings | 36-38 | VI | Conclusion | 39 | VII | Reference | 40-45 | VIII | Annexure | 44-48 | ABSTRACT The study on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour explores the association of employees psychological capital with there job satisfaction and organisational citizenship behaviour in IT sector. The study also tries to examine the mediating role played by job satisfaction between psychological capital and Organisational citizenship behaviour. A self reported paper based questionnaire survey will be conducted on employees working in IT firms in Kochi. The study was conducted among employees who were team leaders and entry level engineers employed at IT firms in Kochi. The employee with positive psychological capital and job satisfaction will exhibit organisational citizenship behaviour. Many studies have been conducted previously to identify the relationship between the variables such as on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour. The research showed positive relation among the three variables and job satisfaction having partial mediation between psychological capital and organisational citizenship behaviour. LITERATURE REVIEW I. LITERATURE REVIEW Information technology is playing a major role in India today and has transformed India's image from a slow moving bureaucratic economy to a land of innovation. The IT sector...
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...O RG A N I S AT I O N A L A N A LY S I S An organisation’s culture is not imposed but develops through social interaction. Critically evaluate this statement in relation to the Culture and Mechanistic perspectives. Introduction With new challenges and threats, there is a emerging need for an organisation to re-engineer or reinvent the way they do business. Today, more than ever as competition takes a global dimension, organisations needs not only to be able to adapt to its ever changing environment to survive but also rely on its core resources and competencies to achieve sustainable competitive advantage that eventually results in superiour value creation. Hence, the ultimate challenge is achieving the organizational goals effectively and efficiently through careful planning, organizing, leading, and controlling of the organisational resources. Well managed resources will lead to growth of both productivity and returns. According to Mullins (2005), applications of organisational behaviour and the effective management of human resources are dependent not only upon the nature of the industry or business, but also upon the characteristic features of the individual organisation - and its culture. Therefore, the organisation’s culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic company. So, what is organisational culture? Can it be imposed or developed through social interaction? We will hence answer the above...
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...individual’s psychology but is also affected by many variables such as the Organisation structure, Work environment, operating procedures etc. However, the phenomenon of misbehaviour can be better understood in terms of motives and opportunity. Employees commit unethical conduct because of one of the motives of - greed, financial benefit, or other individual motivations and these motives flourish in the absence of effective monitoring mechanisms and effective leadership in the work environment. Sunshine Fashions’ organisational hierarchy and work ethics provided ample motives and opportunities to the employees to indulge in fraud and misbehaviour. The specific root causes for employee misbehaviour at Sunshine can be listed as below:- Root Causes for Individual Misbehaviour (a) Lack of loyalty and belongingness - The employees of sunshine lacked loyalty and belongingness towards the company and this led to opportunistic behaviour. This may be attributed to poor organisation culture, selection process, training, and transparency in company working or leadership issues. (b) Greed – The employees wanted to make quick money through the loop holes in the system. (c) Poor leadership/role models (d) Effects of witnessing similar acts committed by co-workers. Root Causes of Contextual Misbehaviour (a) Lack of transparency in company policies – It is evident from the fact that the year end bonus was decided solely at the discretion of the general manager. (b) Lack of involvement...
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...| Impact of Perceived Organizational Politics on Job Performance with Perceived Organizational Support as a Mediator | | Submitted in partial fulfillment of the course: Social Research Methods | | | Submitted By:- Chaitanya Peddi (P10076) Faiz Abdullah (P10081) Neeti Kumar (P10092) Raja Sameer (P10102) 3/23/2010 | ABSTRACT Purpose The purpose of this research paper is to measure the effect of perceived organisational politics on job performance, using perceived organisational support as a mediator. Further, this paper also aims to measure the moderating impact played by the respondents’ gender in the same. Design/Methodology/Approach A questionnaire was given to professionals working in the services industry through the internet asking about their opinions on the existence of politics in their company, the level of support that they receive from their organisation, and a self appraisal on their job performance. Findings Perceived organisational support fully mediated the relationship between perceived organisational support and job performance. Our study also concludes that perceived organisational politics has a greater impact on men than women. Research Limitations/Implications A self reported cross sectional questionnaire form was administered to collect all measures. The number of respondents to this survey was limited to the employees of the Service sector in India. Future scope in this area could focus on other sectors in India, to...
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... | | Contents Executive Summary 3 1- Introduction 4 1.1 Background to the report 4 1.2 Scope 4 1.3 Aims 5 2- Discussion 6 2.1 Organizational Justice 6 2.2 Perception errors 7 2.3 Stress 7 2.4 Exit-Voice- loyalty-Neglect model 8 2.5 Team work 8 2.6 Motivation 9 3- Literature review 9 3.1 Organizational Justice 9 3.2 Maslow’s needs hierarchy theory 12 3.3 Expectancy theory 14 4- Solutions and suggestions 18 4.1 Organisational Justice 18 4.2 Stress 19 4.3 Improving feedback process 20 5- Conclusion 21 References 23 Executive Summary There are three purposes for this report. It attempts to indentify the problems in the case study Not as Easy as 1, 2, 3. Accordingly, it discusses about six main problems in ABC consulting firm that have negative impact on the organization effectiveness and the productivity of the objectives. These problems are; ABC consulting organization failed in implemented the organizational justice. Next one is the perception errors of Janet, the client manager and human resource director. The third problem is George was forced in the stress situation and George’s dissatisfaction about job and work...
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...Discuss the role of leaders and leadership in serving as effective change agents. Abstract Change has an important place in the study of organizational life. Whether a corporate giant or a small start-up, every organization today faces the challenge to change and adapt, either as a response to the external environment or simply a deliberate internal procedure to re-look at business operations to maintain its viability. Generally, people are usually inclined to defend the status-quo and resist change for a multitude of reasons ranging from a straightforward intellectual disagreement to deep-seated psychological factors. The degree of skepticism and resistance to change from employees make implementation difficult and their counter-productive behaviors tend to jeopardise the success of the change process and thus the intended objectives. Successfully reducing resistance and motivating employees through the transition is vital in organizational change efforts. Salient factors from literature reviews in enabling organizational change are presented and the need of leadership and role of leaders as effective change agents is discussed in this essay. Successful organisational change is about the interplay of all organizational elements such as human resources, systems and technologies. Good leaders and leadership skills have been identified as pivotal to garnering support of people in championing change initiatives that steer organisations...
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...ORGANIZATIONAL CULTURE’S INFLUENCE ON WORK LIFE BALANCE This report was authored by Xeniya Kurmayeva 4307458, Marsel Kurmayev 3539829, Mais Zainalabidin 4140060, Saleem Rabbani 4531596 & Hesham Mubarak 4446902 Prepared for Dr. Mona Mustafa & Dr. Payyazhi Jayashree for TBS 903 Submitted on the 29th of April 2014 Executive Summary In organizations as well as at home, work life balance is becoming a very important issue. As such, the premise behind our research was to examine whether or not a link exists between organizational culture and work life balance. In essence, we were looking to see if organizational culture affected work life balance. Moreover, research on this relationship is limited and it was difficult to find previous literature on the subject. We considered an UAE based bus assembly firm named Hafilat to test our hypothesis that work life balance could be affected by organizational culture. Our findings supported the argument that organizational culture can affect a firm’s provision of work life balance. It was only because of Hafilat’s empathic and internally centric organization culture, along with their flexible organizational structure that allowed them to provide work life balance opportunities to their employees. Furthermore, the top-down approach to work life balance has allowed Hafilat to implement a unique yet effective work life balance initiative. Their use of an unofficial work life balance policy was unorthodox and proved...
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...When referring to a 'working person' what are the underlying models and frameworks influencing and guiding a person's behavior and actions in a professional environment and impact on one's work performance in the workplace. A working person is the one who, whether skilled or unskilled, earns his living at some manual or industrial work. The people who are able and likely to work between the age group of 20-65 years comes under the category of working person and who contributes to growth of an economy of a country. Each region may have different range of ages, but generally 20-65 are used. An individual and his/her behavior cannot be understand without considering various aspects of that individual's environment i.e. social, political, familial, temporal, spiritual, and economical. A working person's behavior may be affected by any of these aspects. A person-in-environment will provide more adequate framework for assessing an individual and his/her problems and strengths than an approach which focuses only on changing an individual's behavior, or that focuses only on environment conditions. There were a number of historical developments in the first two decades of the 20th century which leads to the more formal view of the concept in the emerging profession. A person working in an organisation is affected by many factors. Decisions about right or wrong permeate everyday life. Ethics concerns person's all levels of life...
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...EMPLOYEE BEHAVIOUR AND MOTIVATION CONTENTS Table of Contents 1.0 Introduction 4 2.0 Employee Behaviour 5 Performance Behaviour 5 Organisational Citizenship 5 Counterproductive Behaviours 5 3.1 Motivation 6 3.1 Motivation Theories 6 Maslow’s Hierarchy of Needs Teory 6 Herzberg’s Two Factor Theory 7 Achievement/Acquired Need Theory 8 4.0 Techniques of Motivation 9 5.0 Conclusion 10 6.0 Annexure 11 7.0 Refernces 12 1.0 INTRODUCTION The purpose of this assignment is to understand the Employee behaviour and how the employee gets motivated. Furthermore, Employee behaviour has changed in many years, for an instance, there are different ways an individual handles and responds to a situation, One Individual can handle the stress situation in a calm and quiet way, but another individual would be having a very difficult time facing the challenge and the stress in a working environment. In this assignment the employee behaviour would be explained and the different types of employee behaviour be covered. With that the individual differences among employees such as personality and attitudes, how it affects their jobs would be explained as well. And in this assignment I will be also talking about the People who are suitable for the job, in other words matching people and jobs and with that how an individual is motivated and what can an organization do to motivate employees like providing attractive incentives, recognition, rewards...
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...ijbssnet.com A study of Organizational Citizenship Behaviours, Organizational Structures and Open Innovation M. Muzamil NAQSHBANDI* Dr. Sharan KAUR Deptt of Business Strategy and Policy Faculty of Business and Accountancy University of Malaya, Kuala Lumpur, Malaysia- 50603 E-mail: virkul@gmail.com* Abstract With increasing technological advances, the need to create not only innovations but faster innovation has become a part of sustaining or gaining competitive advantage. Open innovation paradigm answers this need by utilizing larger resources and expertise that firms involved in the open innovation process offer. Given the recency of the concept of open innovation, the factors that influence the creation of open innovation are hazy. Most of the research on open innovation looks at the “hard” aspects of organizations, while the soft issues stand less researched. This conceptual paper draws attention to two such aspects of organization: organizational citizenship behaviour and organizational structure. This paper proposes that practicing organizational citizenship behaviours by the employees enhances the chances of creation of open innovation while not doing so can botch up the whole exercise particularly during the infancy stage. It is also proposed that informal organizational structures favour creation of innovation in the open innovation paradigm more than the rigid formal structures. It is further argued that besides proper citizenship behaviours and informal ...
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...examine the relationship between Organizational Culture and Employee Commitment. The study was conducted in MCB Bank Lahore branches. The data was collected through questionnaires. The sample size used in this study was 100. The concerned variables are ‘organizational culture’ and ‘employees commitment’. The hypothesis was designed that whether there exists a relationship between the variables or not. The results suggested that there exist a relationship between organizational culture and employees’ commitment. The study emphasizes the future prospects in the research field which can be beneficial for the organizations’ culture. The findings , conclusion and recommendations suggest areas for further research. * * * Contents Abstract…………….………………………………………….……………….i List of Tables……………………………………………………………........iv List of Figures………………………………………………………..……….v List of Acronyms……………………………………………………..………vi Acknowledgement…………………………………………………………...vii 1 Chapter No. 1 1 1.1 Introduction 1 1.2 Organizational Culture 2 1.2.1 Characteristics. 4 1.2.2 Scope of Organizational Culture. 5 1.3 Problem statement 6 1.4 Rationale for the study 6 1.5 Purpose of Study 7 1.6 Research objectives: 7 1.7 Limitations 7 1.8 Assumptions 8 1.9 Hypothesis 8 1.10 Scope of the study 8 1.11 Outline of the study 9 1.11.1 Chapter1. 9 1.11.2 Chapter 2. 9 1.11.2.1 Literature review I: Organizational Culture 9 1.11.3 Chapter 3. 10 1.11...
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