Organizational Citizenship Behaviors: Their Relationship to Organizational Effectiveness

Abstract

Organ’s organizational citizenship behavior (OCB) model implies that aggregate citizenship behaviors improve organizational effectiveness. This study investigated relationships between OCBs and organizational effectiveness indicators in limited-menu restaurants. Citizenship behaviors were associated with lower food cost percentages, increased revenue to full-time equivalent, perceived company quality, operating efficiency, customer satisfaction, and fewer customer complaints. Developing a work environment that promotes OCB performance may enhance a manager’s personal productivity and success as well as the organization’s effectiveness.

The Influence of Perceived Corporate Sustainability Practices on Employees and Organizational Performance

“…Therefore, successful organizations need employees who will do more than their usual job duties and provide performance beyond expectations. Multiple studies and meta-analyses have been conducted to examine the relationship between OCBs and organizational performance and/or success [43][44][45]. These researchers found a positive and significant relationship between overall OCB and performance at the organizational level.…”

An Examination of Psychological Meaningfulness, Safety, and Availability as the Underlying Mechanisms linking Job Features and Personal Characteristics to Work Engagement

“…The purpose of this assessment was to ensure that, after the results have given better insight into the process and predictors that lead to work engagement, work engagement itself is actually related to desirable outcomes in the workplace. Though OCB refers to behaviors that reflect going above and beyond the call of duty regarding their job description, it has been associated with such individual and organizational outcomes as performance evaluations, managers' reward allocation decisions, employee withdrawal, as well as efficiency, productivity, profitability, and costs of the organization (Allen & Rush, 1998;Chen, 2005;Dunlop & Lee, 2004;Ehrhart & Naumann, 2004;Koys, 2001;MacKenzie et al, 1991;Podsakoff & MacKenzie, 1997;Walz & Niehoff, 2000). The results of the hierarchical regression determining the relationship between work engagement and OCB confirm previous research findings that support a strong, positive relationship between these two variables (Babcock-Roberson & Strickland, 2010;Christian et al, 2011).…”

Pro-social Motivation beyond Firm Boundaries: The Case of the Genolyptus Network

“…In the context of knowledge creation, sharing and integration, these knowledge-related activities are inherently hard to measure and incentivize, and thrive best with weak incentives and less-controlling environments (e.g., Osterloh & Frey, 2000). Research has found that pro-social behaviors stimulate sales performance (Podsakoff & MacKenzie, 1994), operating efficiency (Walz & Niehoff, 2000), product quality (Podsakoff, Ahearne, & MacKenzie, 1997), as well as coordination, innovation, organizational development, and cohesion (see Organ, Podsakoff, & MacKenzie, 2006). …”