Organizational Citizenship Behavior

What is organizational citizenship behavior (OCB)? Describe in your hold way. Organizational citizenship behavior (OCB) is behavior that goes beyond the basic requirements of the duty, is to a king-size extent left to ones own discretion, and is largely beneficial to the organization. OCB comes ab step to the fore as a result of job satisfaction. As employees that are highly snug with their jobs are more likely to think that they are being tough fairly , therefore trust in the organization and their employer is likely to drum .This past leads employees to be more willing in helping out during extra hours voluntarily, volunteering for extra job activities, avoiding unnecessary conflict etc This is OCB. How is OCB different from everyday act uponing behavior? OCB is different from prevalent working behavior in the sense that the employee goes out of his normal working behavior to get snarled (Allen, T. D. , 2006 ) into helping others and go beyond the normal expectations o f their jobs.As a normal working behavior would be doing the tasks being asked of you and forced upon you as it is in your job description, but OCB differs from normal working behavior as OCBs are employee behaviors that, although not critical to the task or job, serve to facilitate organizational functioning (Lee and Allen, 2002, p 132). If you are a manager, how do you impress your subordinates to give more OCBs? Use the theories you occupy learned from different chapters.Firstly I would like to emphasize the importance of OCB to managers and the organization as a undivided as successful organizations need employees who will do more than their ordinary job duties and provide performance that is beyond expectations and as I have mentioned before OCB describe actions in which employees are willing to go to a higher place and beyond their prescribed role requirements. Therefore reiterating the belief that these behaviors are correlate with indicators of organizational effectiv eness, therefore showing us that OCBs are crucial for managers.Now, how to motivate subordinates to exhibit more OCBs, using Herzbergs two-factor theory that suggests that motivation factors (which include achievement, recognition, responsibility, growth, and work itself) are strongly cerebrate to job satisfaction. I can then say that if I was a manager I would have to cook the jobs of my employees challenging, exciting , interesting and satisfying as employees who find their jobs to be such things, tend to tolerate demanding supervision, avoid complaining, focus more on confirmative sides, and forgive organizations minor faults.These kinds of behaviors are typically related to OCB. (Herzberg et al. s 1959) Since hygiene factors are related to an individuals job dissatisfaction, one can expect that hygiene factors may also solve an individuals OCB. Therefore as a manager I would focus on placing hygiene factors such as job security, knock benefits, and good work conditions so that dissatisfaction from the lack of these factors doesnt occur and OCB is therefore encouraged.Allen, T. D. (2006). reward good citizens The relationship between citizenship behavior, gender, and organizational rewards. ledger of Applied accessible Psychology, 36, 120-143. Lee, K. , & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance The role of affect and cognitions. Journal of Applied Psychology, 87(1), 131-142. Herzberg, F. , Mausner, B. , & Snyderman, B. (1959). The motivation to work. New York Wiley.