Behaviour Dennis Organ 1988 first pioneered the concept defining it as individual behaviour that is discretionary not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization ID: 244597
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Slide1
Organisational Citizenship Behaviour
Dennis Organ (1988) first pioneered the concept, defining it as “individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.” (quoted in Chien, 2003, p.113).
Double-click the speaker icons.Slide2
Five OCB Categories
Altruism: One co-worker helping another with a specific duty.Courtesy: Being mindful of others and keeping them ‘in the know’
Conscientiousness: Working diligently.Sportsmanship: Not instigating arguments about minor issues.
Civic virtue: Being proactive in how the company is run.(Organ, 1988, quoted in Chien, 2003.)
Slide3
Graham’s (1991) Addendum
Later, Graham (1991) added three additional categories: 1. Obedience
2. Loyalty
3. ParticipationSlide4
Obedience As Virtue?
Other theorists, such as Chowdhury (2013), questioned certain of these categories, such as obedience. They argue that if a company prioritises innovation, then a worker who is overly obedient or compliant is not so desirable.As an alternative, these theorists recommend “constructive controversy”, in which vigorous exchanges of creative ideas are tempered by respect for one’s co-workers.
(Chowdhury, 2014, p. 35)
Slide5
Going above and beyond
It has been found that companies whose workers practice OCBs enjoy a competitive edge over those whose work-force is less collegial or comradely. (Robbins, Bergman, Stagg & Coulter, 2009).
Yet OCB is not without its disadvantages. As you watch the video below, and later in the discussion questions, have a think about the potential stresses and downside of this type of behaviour.