...Organizational Behavior Forces Discussion Jeanette L Garcia Berrios MGT 307 Aug 24, 2011 Maribelin Gutierrez Organizational Behavior Forces Discussion El comportamiento organizacional puede verse afectado por factores internos y externos. Algunos de estos factores pueden ser: la restructuración, la misión de la organización, la competencia, la economía, las demandas de los clientes y la globalización. La restructuración es una fuerza interna dentro de la organización. Esta puede ser utilizada de varias formas, tales como: re asignar a un grupo de trabajadores o despido de estos. Las organizaciones están bajo un ambiente competitivo y en tiempos de dificultad económica la restructuración debe realizarse de tal forma que puedan mantenerse competitivos. La misión de la organización es el propósito básico de una organización. Esta influye en el rendimiento, comportamiento y auto iniciativa de los individuos que trabajan en ella. La mayoría de las organizaciones tienen una misión y una visión clara en la cual incluyen y hacen participe a todos sus empleados. De esta manera las compañías proveen un ambiente adecuado para el personal. Otro de los factores que afectan el comportamiento organizacional es la competencia externa. Debemos descartar el pensamiento Hay que se basa en que las compañías que representan algún tipo de competencia son las que producen el mismo producto que nosotros. Muchas veces las compañías se preocupan...
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...Organizational Behavior Forces Discussion Paper Team B MGT/307 November 29, 2011 Introduction Organizational structure refers to both the formal and informal frameworks that shape how a business is operated. A successful business is determined how they treat there customers. This paper will discuss how competition, the economy and customer demands affect the business world today. Competition Competition is the foundation for thriving businesses. For any potential successful business, competition provides employers with the necessary tools to become a better business to better serve its customers. Moreover I, LaQuoya work for a member’s only establishment, The Augusta Country Club (ACC). It is city based and the only know competitor is the Westlake Club (WC). Our establishment thrives based on the proper treatment of our members. The members pay top dollar to be a part of our business. So, our customer service is what determines the perseverance of our business. In addition, unlike The ACC, Westlake Club only allows its members to be native to the area; whereas the ACC accepts members from anywhere in the world. Therefore, a big part of business is accepting all people who are willing to pay for your services. Kellogg’s is big on competition. We have a lot of major competitors that try to take our business everyday. Kellogg’s is also known for Keebler, Murray, Famous Amos, and President baking. If you see any of these products on...
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...Employees’ Training: A Way towards Organizational Commitment and High Performance An Argumentative Paper on the Bond between Training, Commitment and Performance Maryam Afzal maryam_afzal1@yahoo.com Abstract The main purpose of this paper is to discuss the importance of employees’ training for organizational commitment and organizational performance. An argumentative approach has been used to reveal the importance of employees’ training. By training the employees their skills and abilities are enhanced which make them work more confidently and with full devotion and interests. Training the employees is not the wastage of organizational money but it is more like an investment which has got high returns. By reviewing the work already done in this area of interest, the paper clarifies what employee training, organizational commitment and high performance particularly mean in the dictionary of any organization. Training means to provide the employees with basic and additional tools and techniques to mold themselves with the changing environment. Organizational commitment means that employees will stay longer in the organization with their own will and desire as long as they can. And organizational performance means the productiveness of the organization which is both effective and efficient. Then it shows the link among the three concepts that how they are interconnected. The discussion section briefs the concepts again with the views upon the following; firstly, which type...
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...employee behaviors that contribute to organizational goal accomplishment. It has three components: 1) task performance, or the transformation of resources into goods and services; 2) citizenship behaviors, or voluntary employee actions that contribute to the organization; and 3) counterproductive behaviors, or employee actions that hinder organizational accomplishments. This chapter discusses trends that affect job performance in today’s organizations, as well as practices that organizations can use to manage job performance. LEARNING GOALS After reading this chapter, you should be able to answer the following questions: 2.1 What is the definition of job performance? What are the three dimensions of job performance? 2.2 What is task performance? How do organizations identify the behaviors that underlie task performance? 2.3 What is citizenship behavior, and what are some specific examples of it? 2.4 What is counterproductive behavior, and what are some specific examples of it? 2.5 What workplace trends affect job performance in today’s organizations? 2.6 How can organizations use job performance information to manage employee performance? CHAPTER OUTLINE I. Job Performance A. Defined as the value of the set of employee behaviors that contribute either positively or negatively to organizational goal accomplishment 1. Behaviors are within the control of employees, but results (performance outcomes) may not be 2. Behaviors must...
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...Citizenship Behavior For Organizational Performance BUS2010 Organizational Behavior Term Members Section 2 Group 5 Date of Submit: 29th April 2013 Date of Presentation: 17th May 2013 CONTENTS PAGE ✓ Introduction……………………………………………………………………….…1 ✓ Low Organizational Citizenship Behavior for Organizational Performance…….….2 ✓ Excessive Organizational Citizenship Behavior for Organizational Performance….4 ✓ Suitable Organizational Citizenship Behavior for Organizational Performance ...…6 ✓ Conclusion……………………………………………………………………….…10 Recommendations……………………………………………………...…..…11 ✓ Group Learning Refluences………………………………………………………….11 ✓ References LIST OF ILLUSTRATUIBS TABLE PAGE 1. Ordinary Least Squares Regression Parameter Estimates for Work Crew OCBs on Quantity and Quality…………………………………………9 Introduction Nowadays, the growing number of companies and researches have focused on and had the argument about the organization citizenship behavior for the organizational performance, especially the way of organization citizenship behavior affecting organizational performance. Some of them believe it in an easy way that the more attention is paid on organization citizenship behavior, the...
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...© Centre for Promoting Ideas, USA www.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...
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...more concerned about organizations with high rate in their performance, effectiveness, employee satisfaction, organizational commitment, career development and etc. Thus, organizations want employees to go behind their day-to-day job duties and exceed expectations. Literatures suggest that these extra-voluntary behaviors, called organizational citizenship behaviors, are positively related to the indicators of organizational effectiveness. Katz and Kahn (1978) mentioned that organizational citizenship behaviors can be extremely valuable to organizations and can contribute to enhance better performance as well as competitive advantage (Jahangir & Akbar 2004). The purpose of this paper is to provide a review on Organizational Citizenship Behaviors and its impacts on organizational effectiveness. The first section will define organizational citizenship behaviors and reviews some standpoints from different authors. The second section will explain the main types of behaviors. However, many behavioral patterns are likely to fall into this category, but we focus on the most important ones. Furthermore, the antecedents of the OCBs as well as its consequences will be discussed. Finally the paper will propose HR practices that can help to encourage employees to exhibit favorable behaviors and enhance effective OCBs. An Introduction to Organizational Citizenship Behavior Katz, as far back as 1964, was the one who emphasized on the need for a behavioral system that went beyond...
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...literature distinguishes trustworthiness (the ability, benevolence, and integrity of a trustee) and trust propensity (a dispositional willingness to rely on others) from trust (the intention to accept vulnerability to a trustee based on positive expectations of his or her actions). Although this distinction has clarified some confusion in the literature, it remains unclear (a) which trust antecedents have the strongest relationships with trust and (b) whether trust fully mediates the effects of trustworthiness and trust propensity on behavioral outcomes. Our meta-analysis of 132 independent samples summarized the relationships between the trust variables and both risk taking and job performance (task performance, citizenship behavior, counterproductive behavior). Meta-analytic structural equation modeling supported a partial mediation model wherein trustworthiness and trust propensity explained incremental variance in the behavioral outcomes when trust was controlled. Further analyses revealed that the trustworthiness dimensions also predicted affective commitment, which had unique relationships with the outcomes when controlling for trust. These results generalized across different types of trust measures (i.e., positive expectations measures, willingness-to-be-vulnerable measures, and direct measures) and different trust referents (i.e., leaders, coworkers). Keywords: trust; trustworthiness, commitment, integrity, citizenship Trust has become an important topic of...
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...individual-level cultural values on social exchange relationships involving organizational justice and organizational citizenship behaviour (OCB) in Pakistani organizations Samina Quratulain* Abdul Karim Khan* CERGAM, Université Paul Cézanne Aix-Marseille-III, France ABSTRACT The relationships among employee’s work related variables, cultural variables and OCB are investigated in Pakistani work setting. Based on the review of literature it has been observed that perceived organizational justice (procedural, distributive & interactional justice) is an important antecedent of OCB. This study intends to extend the previous research by assessing the validity of social exchange theory within Pakistan where norms of reciprocity (social exchange ideology) may play a lesser role in social exchange relationships. The primary objective of the study will be to compare the influence of individual differences in values using Hofstede’s cultural value framework (collectivism-individualism, uncertainty avoidance, masculinity-femininity, Power distance) as moderators of generally well established positive relationships between OCB & employee’s perception of organizational justice. The results will provide insights into the influences of employees value differences on relationships established in management literature. Keywords: Organizational citizenship behaviour; Individual-level cultural values; Perceived Organizational Justice, Social Exchange Relationships Authors are Doctoral candidates...
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...Crіtіcаl Еvаluаtion Of Rеѕеаrch Mеthοdѕ Аррlіеd Tο А Hοѕріtаlіty Cοntеxt Dеductіvе vs. Іnductіvе Based on dеductіvе vs. inductіvе techniques whenever researchers conduct research in hospitality and tourism research proejcts they dіѕtіnguіѕh bеtwееn twο bаѕіc kіndѕ οf аrgumеnt: іnductіvе аnd dеductіvе. Іnductіοn іѕ uѕuаlly dеѕcrіbеd аѕ mοvіng frοm thе ѕреcіfіc tο thе gеnеrаl, whіlе dеductіοn bеgіnѕ wіth thе gеnеrаl аnd еndѕ wіth thе ѕреcіfіc; аrgumеntѕ bаѕеd οn еxреrіеncе οr οbѕеrvаtіοn аrе bеѕt еxрrеѕѕеd іnductіvеly, whіlе аrgumеntѕ bаѕеd οn lаwѕ, rulеѕ, οr οthеr wіdеly аccерtеd рrіncірlеѕ аrе bеѕt еxрrеѕѕеd dеductіvеly. А dеductіvе аrgumеnt іѕ οnе whοѕе cοncluѕіοn fοllοwѕ frοm thе рrеmіѕеѕ аѕ rеquіrеd. Thіѕ fеаturе іѕ cаllеd vаlіdіty аnd іѕ whаt dіѕtіnguіѕhеѕ іt is frοm οthеr аrgumеntѕ, ѕuch аѕ thе іnductіvе аnаlοguе. А nеcеѕѕаry rеlаtіοnѕhір еѕtаblіѕhеd bеtwееn рrеmіѕеѕ аnd cοncluѕіοn іѕ cаllеd vаlіdіty. Dеductіvе rеаѕοnіng іѕ rеаѕοnіng thаt іnvοlvеѕ а hіеrаrchy οf ѕtаtеmеntѕ οr truthѕ. Ѕtаrtіng wіth а lіmіtеd numbеr οf ѕіmрlе ѕtаtеmеntѕ οr аѕѕumрtіοnѕ, ѕtаtеmеntѕ thаt аrе mοrе cοmрlеx cаn bе buіlt uр frοm thе mοrе bаѕіc οnеѕ. Іf-thеn dеductіvе rеаѕοnіng іѕ hοw ѕcіеntіѕtѕ (аnd οthеr реοрlе!) cаn tеѕt аltеrnаtе hyрοthеѕеѕ. Mаkіng dеductіοnѕ іѕ іmрοrtаnt whеn wе cаnnοt dіrеctly οbѕеrvе а cаuѕе, аnd cаn οnly οbѕеrvе іtѕ cοnѕеquеncеѕ. Thіѕ kіnd οf rеаѕοnіng cаn bе mοdеlеd by thе fοllοwіng: Іf ... Thеn... But... Thеrеfοrе... On the other ahdn inductіvе rеаѕοnіng...
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...Journal of Management http://jom.sagepub.com/ The Impact of High-Performance Human Resource Practices on Employees' Attitudes and Behaviors Rebecca R. Kehoe and Patrick M. Wright Journal of Management 2013 39: 366 originally published online 8 April 2010 DOI: 10.1177/0149206310365901 The online version of this article can be found at: http://jom.sagepub.com/content/39/2/366 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav >> Version of Record - Jan 23, 2013 OnlineFirst Version of Record - Apr 8, 2010 What is This? Downloaded from jom.sagepub.com at HONG KONG POLYTECHNIC UNIV on January 21, 2014 Journal of Management Vol. 39 No. 2, February 2013 366-391 DOI: 10.1177/0149206310365901 © 2010 Southern Management Association. Reprints and permission: http://www. sagepub.com/journalsPermissions.nav The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors Rebecca R. Kehoe Patrick M. Wright Cornell University Although strategic human resource (HR) management research has established a significant relationship between high-performance HR practices and firm-level financial and market outcomes...
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... Attitude is a person’s overall evaluation of a person, or issue. It could be favorable or unfavorable towards something. It is considered along with other elements- beliefs and behaviors.Beliefs represent what we have learned or come to know through experience. As such, they are either true or represent what we think is true. Example, that working on a challenging project would bring recognition in the organization or that working after office hours would affect health and personal life while behaviors represent the actions we take with regard to a particular object or entity. Example, whether one complete the project successfully or leave the office at 6:00 PM in the evening. In the simplest case, attitudes, beliefs, and behaviors should be related but there are instances that the relation between attitudes, beliefs and behaviors is not very strong (Wiegel et al., 1974). For example, we might dislike studying, (a negative attitude) and rarely study at all (negative behavior) yet truly believe it will lead to success, yet rarely study. We could even dislike studying, be unsure whether it leads to better grades, and yet spend a great deal in studying. Hence, we can say that attitude is a complex cognitive process (Neovistas.com, 2004). Attitudes can be examined in terms of its three components: Affect, Behavioral, and Cognition. Affect consists of the emotional feelings stimulated by the object of the attitude for example: “I don’t like my boss” while behavioral are...
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...TABLE OF CONTENT Sl.no | Topics2 | Page No. | 1 | Abstract | 3 | I | Literature review | 3-13 | II | Research methodology | 14-20 | III | Tools used in the study | 20 | IV | Analysis &Interpretation | 21-35 | | Demographics | 22-25 | | 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...
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...Organizational Commitment Organizational commitment is the employee’s psychological attachment to the organization. It predicts work variables such as turnover, organizational citizenship behavior, and also job performance. Organizational commitment is the strength or the feeling of responsibility that an employee has towards the mission of the organization, also in which has an important place in the study of organizational behavior. Organizational commitment is related to job satisfaction, employee’s behaviors and performance effectiveness; it describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Commitment itself is considered a psychological state. Organizational researchers and social psychologists view commitment quite differently. Organizational researchers study attitudinal commitment, focusing on how employees identify with goals and values of the organization. Social psychologists study behavioral commitment, while focusing on how a person’s behavior serves to bind him or her to the organization. (http://en.articlesgratuits.com) Some components of organizational commitment are a strong belief in and acceptance of the goals and values of the organization, a willingness to exert (display) considerable effort on behalf of the organization. And a definite desire to maintain organizational membership (belong to the organization). Meyer and Allen (1991) define organizational commitment...
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...Organization Citizenship Behaviour RELATIONSHIPS BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIORS, EFFICIENCY, AND CUSTOMER SERVICE PERCEPTIONS IN TAIWANESE BANKS HsiuJu Rebecca Yen Department of Business Administration College of Management Yuan Ze University 135 Far East Rd. Chung Li, Taiwan Email: hjyen@saturn.yzu.edu.tw & Brian P. Niehoff Department of Management 101 Calvin Hall Kansas State University Manhattan, KS 66506 Phone: (785) 532-4359 FAX: (785) 532-7024 e-mail: niehoff@ksu.edu Running Head: OCB and Effectiveness MIDWEST ACADEMY of MGMT OB/OT Track RELATIONSHIPS BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIORS, EFFICIENCY, AND CUSTOMER SERVICE PERCEPTIONS IN TAIWANESE BANKS ABSTRACT Organizational citizenship behaviors (OCB) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Prior theory suggests and some research supports the belief that these behaviors are correlated with indicators of organizational effectiveness. Studies have yet to explore whether relationships between OCB and organizational effectiveness are generalizable to non-U.S. samples. The present study examined relationships between OCB and two indicators of organizational effectiveness -- the efficient use of human resources and perceived service quality – for bank branches in Taiwan. The results supported a relationship between the OCB dimension of altruism and the efficient use of human resources...
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