Organizational Citizenship Behavior Sebagai Salah Satu Penentu Peningkatan Kinerja Karyawan

The influence of employee Organizational Citizenship Behavior (OCB) on service quality isvery essential. Those, who have a better OCB, are intrinsically motivated to work seriouslywithout thinking of appreciation from their organizations. Realization of this intrinsicmotivation will bring about a true satisfaction in daily work. Abraham H. Maslow classifiesOCB as a part of the needs of self-actualization, meanwhile, Clayton Alderfer categorizes it asa need for personal growth. The highest rank of human needs, i.e., the needs of selfactualizationand personal growth motivate human beings to sacrifice themselves for others.The level of OCB can be seen in human beings\u27 consciousness, altruism, civic virtue,sportsmanship, courtesy, cheerleading, and teamwork. The positive impacts of OCB areincluding willing to join and stay, dependable role performance, innovative and spontaneousbehavior. OCB is influenced by organizational culture and atmosphere, personality, innerdisposition, personal perception of a relationship between leaders and workers, a length ofservice and human sexuality

Organizational Citizenship Behavior Dan Pemberdayaan Terhadap Komitmen Organisasi Serta Dampaknya Terhadap Kinerja Karyawan

The success of banking institutions in providing excellent service to the customer was inseparable from theperformance of employees. This research aimed to study the influence of organizational citizenship behaviorand empowerment to organizational commitment and the influence to employee performance. Primary datawas taken by using questionnaires given to 128 employees by using Slovin formula. Path analysis model wasused to test the research hypothesis. The results showed that the level of employee performance positivelyinfluenced by organizational citizenship behavior, and employee empowerment and also comitment organizationalhad significant influence to employee performance. Improving the performance of employees was achallenge for banking institutions because employees were the important assets for the company

Using self-definition to predict the influence of procedural justice on organizational, interpersonal, and job/task-oriented citizenship behaviors

An integrative self-definition model is proposed to improve our understanding of how procedural justice affects different outcome modalities in organizational behavior. Specifically, it is examined whether the strength of different levels of self-definition (collective, relational, and individual) each uniquely interact with procedural justice to predict organizational, interpersonal, and job/task-oriented citizenship behaviors, respectively. Results from experimental and (both single and multisource) field data consistently revealed stronger procedural justice effects (1) on organizational-oriented citizenship behavior among those who define themselves strongly in terms of organizational characteristics, (2) on interpersonal-oriented citizenship behavior among those who define themselves strongly in terms of their interpersonal relationships, and (3) on job/task-oriented citizenship behavior among those who define themselves weakly in terms of their distinctiveness or uniqueness. We discuss the relevance of these results with respect to how employees can be motivated most effectively in organizational settings

Organizational Behavior in the Knowledge Based Society, a Practical Research in the Romanian Business Environment

The paper contains the results of a special research developed by the author on the organizational behavior in some multinational companies with branches in Romania. This research is confirming the fact that the organizational behavior is very much influenced by the core organizational values and is answering to the questions about how people, individuals, and groups act in organizations and why. The research demonstrated how the core values of an organization are influencing the organizational behavior of the human resources from different organizational levels. The final section of the paper is presenting and is explaining some steps for building a new organizational behaviour model adapted to the knowledge based society, taking into account that the core organizational values are the key elements which should be considered by an effective management team in a modern society.core values, organizational behaviour, knowledge based society, behaviour models.

Customer Service Employees and Discretionary Service Behavior: A Psychological Contract Model

We present a theoretical framework for explicating contact employee behavior during customer service encounters, labeled discretionary service behavior (DSB). The model takes an organizational justice perspective, incorporating psychological contracts and fairness perceptions. We define DSB, examine potential antecedents, present research propositions related to the model, and discuss potential organizational outcomes

Predicting Innovative Behavior Among Employess in a Manufacturing Company: The Role of Psychological Capital

The aim of this study is to investigate the relationship between psychological capital and workplace innovative behavior. The importance of innovative behavior in the competitive business world has been widely recognized. Previous studies have examined variables related to innovative behavior both at personal and organizational levels; however, there is a paucity of research looking at psychological capital as the predictor of workplace innovative behavior. In this study psychological capital and innovative behavior of 149 non-managerial employees in an apparel manufacture company were measured using Psychological Capital Scale (20 items, α = .872) and Innovative Behavior Scale (nine items, α = .874). The regression analysis shows a significant positive correlation between these two variables (r = .519, p < .01) and 27% of variance in innovative behavior can be explained from psychological capital. The results are discussed in relation to its theoretical contribution and practical implications in organizational contexts