Leadership and Organizational Psychology

Organizational citizenship behavior (OCB), a discretionary behavior that contribute to organizational dominance ( exchangeable helping co flowers) but be not part of an employees formal seam description, is said to be determined by a number of individual differences and situational causal factors (Robbins & Judge, 2007, p.25). harmonize to the studies conducted in OB, convenient employees atomic number 18 much(prenominal) pr nonpargonil to go beyond their name of duty because they want to reciprocate their dogmatic experiences to their co-workers or clients, in service orient organizations. They would seem much credibly to remonstrate positively close to the organization, help differents, and go beyond the normal expectations in their crinkle (Robbins & Judge, 2007, p.25).The most important factor that is believed to be a large contributory to OCB, and in fact identified as its study determinant, is Job Satisfaction. In laymans term, business enterprise ecsta sy is simply link with an employees favorable placement towards his work. It has major facets namely the work itself, open, progression opportunities, supervision and coworkers enjoying the work itself. These factors almost perpetually have the strongest correlativity to soaring levels of boilersuit vocation comfort (Robbins & Judge, 2007, p.23). In other words, most people prefer to a greater extent challenging and stimulating work the certain and routine ones.Common questions explored by researchers have with the relationship of pay to channel comfort. An provoke relationship among salary and stage business happiness reveals a correlation of the deuce for people who atomic number 18 poor or those who live in poor countries. However, at once an individual reaches a level of homey living ( in the UnitedStates, that occurs at about $ 40,000 a year, depending on the office and family size), the relationship virtually disappears. In fact, findings of one study show that people who construct $ 80,000 atomic number 18 on average, no happier with their assembly lines than those who draw in close to $ 40,000. This means that overall employment satisfaction is not only linked with pay but with other factors as well (Robbins & Judge, 2007, p.23). i identified field of operation where satisfaction might differ concerns an individuals personality. approximately people are predisposed to like almost anything, and others are unhappy pull down in the seemingly greatest jobs. harmonise to research findings, people who have a negative personality, those who tend to be grumpy, critical, and negative, are usually little satisfied with their jobs. One study, using the Neutral Objects Satisfaction Questionnaire, gear up that nurses who were disgruntled with the majority of the items on the cite were also dissatisfied with their jobs and this is not surprise (Robbins & Judge, 2007, p.24).The effects of an employees satisfaction and dissatisfaction in the piece of work manifest when employees like their jobs and when they do not. A review of 300 studies suggested that the correlation between job satisfaction and job consummation is pretty strong. Moreover, when the organization level was explored by comparing satisfaction and productivity data, results revealed that organizations with to a greater extent satisfied employees tend to be more effective than organizations with fewer satisfied employees (Robbins & Judge, 2007, p.24).How one observes an organization is also a determinant of OCB. If an employee perceives it as encouraging, he is more probably to show positive attitude towards work. fit in to research findings, an organization is considered as hold waterive when the rewards are deemed fair employees have a voice in the decision making, and when their supervisors are seen as supportive.An employee may engage or involve himself more openly in the organizations undertakings and show more enthusiasm for the work he does, if he has felt and undergo the organizations support, if he sees the availability of resources and the opportunities to learn freshly skills, if he feels that his work is important and purposeful and if he considers his interactions with his coworkers and supervisors as rewarding (Robbins & Judge, 2007, p.21). some(prenominal)(prenominal) studies have tried to link high job involvement with high job satisfaction. Similarly, they have tried to explore the correlation of high perceived organizational support with strong organizational commitment. Evidence suggests that these attitudes are highly related, perhaps to a distressing degree. The correlation between perceived organizational support and takeive commitment is real strong but, is feared also to be a result of. redundancy in predictive variables.While there is some whole tone of distinctiveness among these attitudes, they do intersection point greatly and the overlap may exist for different reasons, including t he employees personality. Some people are predisposed to be positive or negative about almost everything. For example, if person tells you she loves her company, it is also possible that she is positive about everything else in her life. It is also possible that the overlap is due to the fact that some organizations are just all around get around places to work than the others (Robbins & Judge, 2007, p.22).Early discussions of OCB assumed that it was tight linked with satisfaction. However, more recent take the stand suggests the other way around. Job satisfaction influences OCB, but through perceptions of fairness. In fact, a modest overall relationship exists between job satisfaction and OCB, but satisfaction is unrelated to OCB when fairness is controlled for. This means that basically, job satisfaction comes down to conceptions of fair outcomes, treatment, and procedures.For example, if you do not feel that your supervisor, the organizations procedures, or pay policies are f air your job satisfaction is likely to be significantly affected. However, when you perceive organizational processes and outcomes to be fair, you develop boldness and when you trust your employer, you are more free to voluntarily engage in behaviors that go beyond your formal job requirements (Robbins & Judge, 2007, p.25).In service jobs where employees often interact with guests, job satisfaction and customer satisfaction is well linked. Since the management of service organizations is concerned with lovely their customers to increase loyalty, values linked with customer satisfaction are being introduced, instilled and strictly implemented among employees.Especially for frontline employees who have secureness contact with customers. Research evidence indicates that satisfied employees increase customer satisfaction and loyalty. This is because in service organizations, customer retention and tergiversation are highly dependent on how frontline employees deal with customers . Satisfied employees are more likely to be friendly, upbeat, and responsive to customers needs, which customers themselves appreciate.Because satisfied employees are less prone to turnover, customers are more likely to encounter familiar faces and receive go through service. These qualities build customer satisfaction and loyalty. Similarly, dissatisfied customers can increase an employees job dissatisfaction. Employees who have regular contact with rude, thoughtless, immoderately demanding and often irate customers adversely affect the employees job satisfaction (Robbins & Judge, 2007, p.26).OCB, based on the related literature, is determined by several factors namely the employees level of job satisfaction, his personality, how he perceives the organization and his actual experiences at work.ReferencesRobbins, Stephen P. and herds grass A. Judge. (2007). Essentials of Organizational Behavior. (9th ed.). New Jersey prentice Hall.