Organizational Citizenship Behavior Construct Research Articles

Unveiling the Impact and Dynamics of Organizational Citizenship Behavior in Educational Environments: A Comprehensive Narrative Review

OCB is a fundamental aspect of all human organizations. This review paper aims to emphasize the significance of organizational citizenship behavior (OCB) within educational environments. Educational institutions possess leaders, employees, and tangible and intangible resources. The dimensions of organizational citizenship behavior (OCB), such as altruism, civic virtue, courtesy, consciousness, and sportsmanship, are highly significant in enhancing the strength of relationships among employees, leading to improved group performance and positive outcomes for organizations. Nonprofit service institutions, such as schools, rely on employees expressing OCB to achieve improvements in their outcomes. Organizational citizenship behavior (OCB) aims to mitigate negative behaviors and promote positive workplace behaviors. Research has demonstrated the advantages of critically analyzing the emergence of organizational citizenship behavior (OCB) in both educational leaders and teachers. This review examines the construct of organizational citizenship behavior (OCB) in educational settings, specifically addressing its role, types, existence, measurement, and importance. This study offers recommendations for policymakers, administrators, and teachers to facilitate the promotion of organizational citizenship behavior (OCB) in schools.

Organizational citizenship behavior in the military context: Are we missing the mark?

ABSTRACT Organizational citizenship behavior (OCB), discretionary behavior that promotes organizational effectiveness, is a well-developed construct with great importance to the military. Despite its significance, few studies have examined OCB within the armed services. Those that have tended to use existing OCB scales without additional validation and only minimal adaptation to the military context. This is problematic because of the distinctive features of the American armed services, such as the substantial power leaders possess to compel behavior and the uniqueness of behaviors that create military value. The purpose of this study is to develop and validate five OCBs and a second-order OCB factor that are fully discretionary and produce unique and substantial value for the military. These military OCBs include sacrificing, providing positive word-of-mouth endorsement of the military, voluntary retention in the organization, voluntary participation in activities, and use of services that improve welfare and readiness. Some of these behaviors are so vital that the military could not achieve its mission without them. This study also seeks to understand and assess antecedents of military OCB. Using survey data from several Army populations and a series of validation analyses, the results reveal five military OCB factors, a second-order OCB construct, and four new military OCB antecedents. Opportunities and implications for the use of military OCBs are developed and the limitations of the study are examined.

Investigation of Organization Citizenship Behavior Construct A Framework for Antecedents and Consequences

1. Introduction “An organization which depends solely on its blueprint of prescribed behavior is a fragile social system” (Katz, 1964:132). Drawing upon the concept of suprarole behavior advanced by Katz and Kahn (1966); Organ (1977), Bateman and Organ (1983) were the first scholars who introduced the construct of organizational citizenship behavior (OCB) into extant literature. Defined as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system of an organization”, OCB construct has received a great deal of research attention in the last three decades. A closer look at researches conducted on OCB reveals that much of scholar attention concerned antecedents of OCB. Examples of these antecedents examined by researchers include job attitudes (Bateman and Organ, 1983), job cognitions (Organ and Konovsky, 1989), positive effects and moods (Smith, Organ and Near, 1983; George, 1991). The common aspect of all these studies is the argument that citizenships stem from an individual’s discretionary desire to help others or the organization. This consensus is rooted in two motivational bases proposed by Organ et al., (1977; 1988; 1990; 1997) which are job attitudes and personality dispositions. In contrast to numerous studies (e.g. LePine, Erez, & Johnson, 2002; Podsakoff, MacKenzie, Paine, B Organ & Ryan, 1995) that aimed to explore antecedents of OCB, there is waning interest in researches examining the outcomes of citizenship behaviors at organizations (Bond, Galinsky, SHochschild, 1997; Schor, 1991) especially in the last decades. Even though there is almost a consensus that citizenship behaviors are central for effective organizational functioning - an argument drawn largely from the work of Katz and Kahn (1966)- there has been few empirical studies that have addressed relationship between citizenship behaviors and organizational outcomes. In few of these studies, researchers have noted that citizenship behaviors may actually have unexpected products (e.g. Williams, 1999; Gutek, Searle, &Klepa, 1991) at both individual and organizational level. Some of these noteworthy outcomes are employee dissatisfaction, stress, burnouts at individual level and performance. The good soldier assumption of OCB was first criticized by Leary and Kowalski (1990). They proposed that employees engage in certain behaviors that enhance their images at work places. On surface, many of these impression management strategies share certain aspects with citizenship behaviors. For instance helping one's supervisor may be a reflection of impression management strategies or simply an act of citizenship behavior. Following Leary and Kowalski's critical contribution (1990), many

Information Technology Governance Institutionalization and the Behavior of Individuals in the Context of Public Organizations

This study aims to verify the effects of IT governance (ITG) institutionalization on civil servants’ behavior. The general assumption is that ITG institutionalization exerts a positive effect on behavior, provided the ITG legitimation process enhances the perception of organizational justice since transparency and equity increases. Organizational citizenship behavior (OCB) was used to understand individuals’ behavior, which describes individuals’ voluntary commitment in organizations that is not necessarily part of their contractual tasks but is essential to reach the organizational goals. In order to achieve the objective, a multi-method study was developed and operationalized in the context of a diverse range of public organizations in Rio Grande do Sul State Government in Brazil. A theoretical-empirical model was created based on literature, focus group, and interviews. A descriptive-confirmative study was operationalized through a survey with 173 Brazilian civil servants. A questionnaire was developed and validated. All hypotheses were confirmed through a partial least squares structural equation modeling (PLS-SEM) data analysis. The main theoretical contribution is the development of an ITG framework and the demonstration of a positive and significant relationship with the OCB construct. The main finding is that individual behavioral changes are encouraged by ITG institutionalization.

Panacea Or Placebo? An Evaluation of the Value of Emotional Intelligence in Healthcare Workers

The purpose of this study was to empirically investigate the relationship between emotional intelligence and desirable nursing behaviors, measured as organizational citizenship behavior (OCB). We used Mayer and Salovey's (1997) four-dimensional model of emotional intelligence and Organ's (1988) OCB construct to test the EI-OCB relationships. Using a sample of 137 clinical nurses, and analyzing the data with hierarchical multiple regressions, we obtained results indicating that the EI dimension perceiving emotion was linked to conscientiousness, and facilitating thinking was linked to civic virtue. Managing emotion was linked to conscientiousness, civic virtue, altruism and courtesy. There were no relationships between facilitating thinking and the OCB dimensions. Results suggest that EI may increase conscientiousness in performing nursing duties, and in the levels of involvement and participation in hospital affairs. Higher levels of emotional intelligence may also increase altruistic activities and discretionary coordinating efforts. However, there is no reason to expect that a poor work climate, and grieving, complaining behaviors will respond positively to increasing EI. Managers should realize that efforts to improve EI may not provide global results.

Employee suzhi in Chinese organizations: organizational ownership behavior

Purpose– The purpose of this paper is to examine a Chinese indigenous concept of organizational ownership behavior (OOB) as an aspect of employee suzhi in relation to organizational citizenship behavior (OCB) in the Western context.Design/methodology/approach– A content analysis based on a review of related research in Western mainstream and Chinese domestic literature is conducted.Findings– Suzhi at the organizational level can be linked to the construct of OCB. In Chinese organizations, a relevant concept to OCB can be better understood as OOB to capture the sociopolitical and cultural context unique to Chinese organizations. The dimensional structure of OOB is presented to differentiate it from OCB which is popular in the Western context.Research limitations/implications– The identified construct of OOB offers important implications for indigenous Chinese management research and human resources management (HRM) practice. OOB, based on Chinese management practice, can better conform to China’s unique historical and cultural context and management practices. This concept varies distinctively from Western OCB in terms of its connotation and dimensions.Originality/value– The concept of OOB as an indigenous employee organizational behavior in the Chinese context is conceptualized. The paper differentiates the OOB construct from OCB and presents an initial set of six dimensions of OOB for future research.

Mediation of organizational citizenship behavior between high performance work system and organization performance: A theoretical model for cultural aspect of Asia

This study extends previous theoretical framework on mediation role of organizational citizenship behavior between high performance work systems(HPWS) and organization performance. HPWS creates an environment which develops an organizational citizenship behavior (OCB) culture in organizations, which further leads to better organization competitiveness and efficiency. The mediating concept was previously creating a conceptual confusion regarding OCB constructs. The previous researches did not clearly conceptualize the OCB construct with Asian cultural accordance. This conceptual paper is basically an effort to provide a mediation role of OCB between HPWS and organization performance on the basis of more relative construct of OCB which are a more likely match with Asian culture. The theoretical framework also mentions the direct and indirect effect of HPWS on organization performance through mediating power of OCB. Key words: High performance work systems (HPWS), organizational citizenshipbehavior (OCB), competitiveness, efficiency, theoretical framework, Asian.

Examination of the empirical dimensionality of job performance construct

This study attempts to examine the psychometric properties of the job performance constructs by espousing task performance and organizational citizenship behavior (OCB) items. The latter comprises of sportsmanship, civic virtue, courtesy, altruism, conscientiousness, and innovative behavior. A priori proposition was made that the job performance measurement could be explained by two factors, which are task performance and OCB. SPSS version 12 and AMOS 6 were used to analyze the data. Findings supported the hypothesis that job performance could be measured by the two hypothesized factors. However, four factors of OCB i.e. civic virtue, sportsmanship, conscientiousness, and courtesy, loaded on the task performance factor, while altruism and innovative behavior loaded on the OCB construct. Findings showed evidence of construct validity of the job performance items, indicating that the instrument can be used in the Malaysian studies.

From Discretionary to Required

The distinction between organizational citizenship behavior (OCB) and required behavior remains questionable more than two decades after its conceptualization. To examine the conceptual confusion, OCB was assessed for consistency with the traditional definition. OCB perceived as owed to the organization was also identified. Results indicate that many OCBs are perceived as part of the job description, rewarded, and punished. This highlights the definitional problem: What is the theoretical and pragmatic difference between OCB and required behavior, or what does the label OCB mean? Assuming that OCB exists (perhaps at organization entry), it is argued to migrate from discretionary to psychologically required. Results are discussed in terms of role sending, leader—member exchange, and reinforcement by managers. Rather than reduce the worth of the OCB construct, we suggest that it remains valuable: discretionary, extrarole OCB may be a midpoint between a formal job description and expanded work behavior migrating to psychologically required.

Organizational Citizenship Behavior in Sport: Relationships with Leadership, Team Cohesion, and Athlete Satisfaction

The purpose of this study was to introduce the construct of organizational citizenship behavior (OCB; Organ, 1988) into the sport psychology literature and examine its utility in sport. Based upon OCB research in the organizational literature, the Multidimensional Model of Leadership (MML; Chelladurai, 1978), the conceptual framework of team cohesion (CFC; Carron & Hausenblas, 1998), and a model of athlete satisfaction (MAS; Chelladurai & Riemer, 1997) were selected as theoretically sound antecedents to be associated with OCB in sport. A total of 193 student-athletes from a large Division I university and a smaller Division III university representing a variety of sports participated in the study. Results of the study provide preliminary evidence for OCB as a unique and meaningful construct in sport and support many of the predictions hypothesized in the MML, CFC, and MAS. Results are discussed in the context of previous literature as well as theoretical, research, and practical implications.

Organizational Citizenship Behavior: It's Construct Clean-Up Time

Accumulated empirical evidence, some telling criticisms, and even the most cursory glance at the business press compel us to rethink the defining character of organizational citizenship behavior (OCB). It no longer seems fruitful to regard OCB as extra-role, beyond the job, or unrewarded by the formal system. A more tenable position is one that defines OCB much along the lines of what Borman and Motowidlo (1993) called contextual performance. Some preliminary suggestions are offered for the repositioning and articulation of the OCB construct as redefined; due attention is given to the problems that nonetheless remain, and will occupy us for some time to come as we reckon with root changes in the very character of organizations.

THE GOOD SOLDIER: WHO IS S(HE)?

This paper discusses the construct of Organizational Citizenship Behavior (OCB) and how stereotypical gender roles may limit the generalizability of the construct.