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Organisational Citizenship Behaviour (OCB) is a fundamental aspect of helping organisations expand beyond basic tasks. By definition, OCB is the way employees contribute to their workplace voluntarily, without direct expectation of extra rewards. Small but valued actions of OCB operate at the level of organisational culture and benefit team workspaces, positively contributing to a cooperative and productive work culture.
It's essential to understand OCB, as it directly impacts teamwork, employee satisfaction, and the overall suitability of workforce success. The type of work environment that encourages OCB behaviours often notices higher levels of motivation, better participation and involvement with colleagues, and improved workplace harmony. In this blog, you will look at the meaning of OCB, identify types of OCB, examine the advantages and disadvantages of OCB, and provide ways to improve OCB.
Organisational Citizenship Behaviour (OCB) is defined as the voluntary behaviours and actions of employees that exceed their formal job requirements to enhance their peers and the organisation. OCB stands for Organisational Citizenship Behaviour.
These actions are not included in formal job descriptions but are important for smooth operations in a workplace. OCB allows employees to go about assisting their peers, being punctual, exhibiting initiative, and aligning with organisational goals.
There is OCB to enhance workplace environments where employees are willing to contribute above and beyond the minimum. OCB is essentially what gets people to feel good about their job, contributes to workplace morale, improves teamwork, and ultimately improves organisational performance.
From a theoretical standpoint, the organisational citizenship behaviour theory suggests actions are based on employee satisfaction , trust, and fairness in the workplace. The Organisational Citizenship Behaviour thesis usually discusses the direct relationship between positive work culture and positive productivity, which suggests that OCB affects individual growth and company-wide growth.
The five dimensions of organisational citizenship behaviour reflect the different ways employees contribute above and beyond their primary job tasks and the various forms of positive behaviour employees can engage in at work. The five types of organisational citizenship behaviors are:
The generosity in organisational citizenship behaviour implies that an employee willingly helps others by giving them their time, knowledge, or efforts without expecting rewards in return. Generosity strengthens relationships at work, creates a supportive culture, inspires collaboration, and increases value for both employees and organisations.
Courtesy is a courteous and considerate manner that steers clear of others' problems. Keeping coworkers informed about changes in project deadlines that will affect their work is courtesy, and it will help them plan their work accordingly.
Sportsmanship means demonstrating a positive attitude, whether things are going well or poorly. Employees with a positive attitude who do not complain unnecessarily and simply adapt to account for situations are benefiting the overall work environment.
Conscientiousness also refers to things showing up on time, obeying rules, and responsible behaviour even without being told. It also refers to detail-orientedness and making sure the job gets done correctly.
Civic virtue involves a sincere interest in the organisation. This includes such as attending organisational meetings, interest in management decisions and polices, and a genuine involvement or interest in organisational decisions.
Employees engaged in a variety of OCB behaviours see a great deal of them in their everyday work activities, when they step up to assist their team and organisation voluntarily. These behaviours, though seemingly insignificant, contribute greatly to teamwork and productivity.
When employees assist one another with a particularly challenging task or share knowledge that may benefit their co-worker without being responsible or being asked to this is a demonstration of OCB. Not only do they help each other to meet a deadline more quickly and more knowledgeably, also build trust as a team.
Additional OCB behaviours are when employees volunteer to participate in groups, take part in office activities that are outside of their assigned positions. This could be as a turn member part of a planning committee or simply coordinating files.
Conscientiousness is to adhere to the rules that the organisation makes. Being on time to work during regular hours or following company guidelines or procedures without monitoring. This behaviour reflects a level of responsibility to others to be disciplined in their work.
Publicly acting positively toward the organisation or suggesting its goods or services to other parties represents civic virtue. That is, in making the public's impression of the organisation more favourable and enhancing its standing in the marketplace without benefit to oneself.
Promoting OCB is achieved through the development of a positive work culture in order to motivate employees to value their jobs and their duty to go beyond their jobs. This requires companies to put resources towards communication, recognition, and growth opportunities.
People want to contribute more when they feel respected at work and feel good about being employed. A positive work environment provides resources to the team, which decreases stress and increases communication, and helps motivate people to take initiative beyond their role.
Just as important as encouraging OCB is to reward it. An acknowledgement or appreciation of going above and beyond the regular job helps to promote this behaviour within the organisation. Recognition can be verbal appreciation, an award, or even small financial incentives that show employees that the organisation appreciates their support.
Facilitating team-based projects and fostering open communication with each other help employees collaborate. Higher levels of collaboration lead to a greater tendency to help colleagues and to show greater cooperative behaviours.
Training programs, mentorship, or other career development opportunities lead employees to feel like they are worth the investment. And when employees see growth potential, they are more willing to put in extra effort for the success of the organisation.
Overall, leadership is a key to whether employees can engage in OCB. A supportive manager who listens, provides guidance, and values employees’ input will inspire employees to perform voluntary positive actions.
When organisations have honest communication and reliable outcomes, this generates trust towards the organisation, leading to employees who want to behave in ways that benefit their team and their company.
Organisational Citizenship Behaviour (OCB) produces several advantages to the workplace but brings challenges as well. Here are the benefits and drawbacks of OCB in further detail.
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An organisational corporate citizenship checklist helps organisations identify and encourage positive employee behaviours that are at least beyond their job descriptions but go toward encouraging cooperation, teamwork, harmony, teamwork, increased productivity, etc., It creates an environment in which employees feel the organisation cares about them and supports them. The following are important areas that should be included:
Employees should be open to helping each other in tough times, sharing knowledge, and helping others. Helping others will create better teamwork while also developing better relationships in the work context.
Employees should support the organisation's policies, objectives, and values. Loyalty, commitment, and trust are established with the employees and management, while helping to support an organisational culture.
The ability to be flexible and open to change is just as crucial in today’s dynamic work environment. Employees who easily adapt to any change or uncertainty help the organisation move forward during transitions.
When employees take responsibility for their tasks and take ownership of an outcome evenly, you can rely on them to deliver a smooth project. When an employee takes ownership and has accountability for their work, it builds confidence in their team members and increases timely project movement.
Employees should proactively identify problems, design solutions, and create their own path. Proactive behaviour changes the dynamic of a business and can help mitigate delays, facilitate innovation, and improve overall performance.
An important attribute of all employees or prospective employees is the willingness to work in collaboration with others and to celebrate their success. Employees who value team spirit create an environment of trust, motivation, and shared success.
Establishing a work routine is based on discipline, regular time commitment, and self-discipline in completing work commitments. Building a work ethic can be valuable for the other employee or prospective employee to view as an example.
