Organizational Citizenship Behavior
How Well Does Middle East Airlines Exercise It?
Basma Abdel Hack
Table of Contents
Literature Review on Organization Citizenship Behavior
How Companies Encourage OCB
How Employees Exercise OCB:
Factors that diminish OCB:
History of MEA
Mission and Vision
Biography of Interviewee
Analysis of the Interview
Appendix I: References
Appendix II: Interview
Human Resource Management (HRM) is defined as the organizational function that focuses on recruiting, management, and the directing of the employees that work in the organization. It also deals with compensation, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Even though the HR functions evolved, some things never change. Since most companies will always need the traditional HR functions such as hiring and firing employees, providing pay and benefits packages, training and developing the workforce, and dealing with employer – employee conflicts. Organizational citizenship behavior (OCB) is a concept defined as the set of additional activities that are beneficial to an organization and its employees. These activities are not required in a formal way; that is, they are not stated in a contract nor required by the company. OCB is commonly a behavior of employees towards their company and vice versa. It is clear that the organization’s HRM plays a vital role in implementing OCB through creating a well-established relationship between the organization and the employees. Rousseau and Geller argued that this relationship’s status is critical in the amount of OCB produced by employees where the company must deliver first a few requirements. (cited in Morrison, 1996). Schuller states that each company’s HRM has a set of principles and values that are integrated in its overall philosophy, which includes a respectful treatment of its employees (cited in Morrison, 1996). According to Eisenberger, Huntington, Hutchison, and Sowa, how effective is an organization in applying that philosophy is related towards how much the employees feel appreciated in their work place and therefore related to the amount of OCB displayed (cited in Morrison, 1996). OCB is present in all companies and can be considered a cycle. In fact, the HR department encourages OCB through several actions, which pave the way to creating a healthy organizational culture where the company protects its employees who are devoted to their company. This report will discuss OCB in Middle East Airlines (MEA) by taking a closer look at the employee – company relationship and the company – employee relationship. Literature Review on Organization Citizenship Behavior
How Companies Encourage OCB
In order for employees to work on achieving OCB, the human resource management has to work on some issues to help encourage each individual to participate in developing the company. The management must ensure that several things should be well done: Social Exchange, ldentification with Organizational Objectives, Empowerment, Selection and Socialization, Evaluation and Rewards, Rules and Job Descriptions. In an organization, Blau identified two types of relationships that tie the management and the employees together: the economic relationship and the social relationship (cited in Morrison, 1996). Konovsky and Pugh’ analysis states that it is more likely for employees to perform OCB under good social conditions than economic (cited in Morrison, 1996). Organ claims that this fact is due to several reasons: First, social relationships allow employees to have feelings of mutual trust with the organization and they will build long-term relationships with the management. This will encourage employees to help enhance the image of their company by...
References: Chemaitelli, W. (2009, September 20). The Cedarjet pages . Retrieved from http://wassch71.tripod.com/cedarjet1.html
History and Network
Morrison, E. W. (1996). Organizational citizenship behavior as a critical link between HRM practices and service quality. Human Resource Management Journal, 35, 493-512.
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