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the strength of the mental and emotional connection employees feel toward their places of work

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Unspoken rules of behaviour, beliefs and ambitions of an employee to fit into the company’s social system.

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OCBs are behaviours that the employee conducts outside of the outlined work roles. Going above and beyond what is expected of them.

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Organizational commitment refers to the extent to which an employee develops an attachment to, and feels a sense of allegiance to their employer.

Three components of organizational commitment (Proposed by Meyer and Allen)
- Affective Commitment - Refers to a person’s emotional attachment to the organisation. Staying because you want to.
- Continuance Commitment - Refers to a person’s perception of the costs and risks associated with leaving. This can involve two aspects: personal sacrifice, and a lack of alternatives. Staying because you need to.
- Normative Commitment - A moral dimension: a person may feel an obligation and responsibility to stay with their employing organisation. Staying because you ought to.

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Work engagements strongly correlates with job satisfaction. Job satisfaction depends on several different factors such as satisfaction with pay, promotion opportunities, fringe benefits, job security, relationship with co-workers and supervisors and being appreciated by the workplace.

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2. How does it relate to employee's attitudes? 

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2. How does it relate to employee's attitudes? 

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Past research on commitment showed that it has an impact on the following:

-          Job performance

-          Turnover intentions or likelihood

-          Pro-social behavior

-          Absenteeism

-          Altruism

-          Courtesy

-          Tolerance / Sportsmanship

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2. How does it relate to employee's attitudes? 

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2. How does it relate to employee's attitudes? 

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- Expecting or formalizing this behaviour can lead to job creep or an unhealthy work/life balance; but letting it go unrecognized may diminish motivation.

- Because their personal motivation for the role affects the level to which this behaviour occurs.

- If the employee feels like they own the role and it is theirs, there will be an increased in OCB.
- Nurses who perceive that they are supported by their employers will be more likely to display organizational citizenship behaviour than those who are not supported and do not feel engaged in work.

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Job satisfaction is a positive emotional state resulting from one's appraisal of one's job or its aspects
Job satisfaction can be assessed either with a global approach (overall job satisfaction) or broken down into the job's facets (pay satisfaction, opinions of employer etc.)

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Companies find it harder retaining employees than hiring them. Companies that can afford to replace employees often, put profit ahead of employee job satisfaction in comparison to independent businesses which emphasize employee satisfaction as they do not see hiring and training new staff as beneficial.

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Regularly receive feedback from employees regarding their job satisfaction. Work on the quality of relationships in the workplace, to offer regular updates on company news, provide more bonuses for employees when the targets are exceeded, provide more flexibility and autonomy to employees.

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How do employers feel about this attitude?

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How do employers feel about this attitude?

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-          Organisational commitment leads to less turnover which will save companies money

-          Over-commitment can cause burnout and absence from work

-          Organisational commitment will lead to better performance and a greater chance of hitting company goals

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Can employers do anything about these attitudes?

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Can employers do anything about these attitudes?

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-          Too much commitment can cause a work-life imbalance. Making sure that managers are checking up on employees and keep to certain parameters

-          Making sure that employees have their voice heard and are treated fairly

-          Putting together a clear vision for a workforce or staff

-          Make sure that pay is competitive and work conditions are good

-          Building a relationship between management and staff

-          Providing learning and development for staff with options for promotions etc

-          Bonuses and increased pay rewarding loyalty

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How does it relate to employee's attitudes? 

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How does it relate to employee's attitudes? 

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If the Psychological contract is maintained then a good performance is consistent.
When change within the company occurs and these psychological contracts are broken then the employee may change their behaviour and their job satisfaction will decrease. For example, withdrawing additional work duties or acting rebellious such as bad mouthing the company or intentionally breaking rules.

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4. can employers do anything about these attitudes? 

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4. can employers do anything about these attitudes? 

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- Managers who are aware of the pros and cons of OCBs can help employees contribute optimally to the organization and avoid burnout.
- Positive OCBs reduce the need for supervision, improve workplace morale and result in cost-saving suggestions — all of which free up managerial time.

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How do employers feel about this attitude? 

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How do employers feel about this attitude? 

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This concept can be beneficial or negative to the employers depending on their company's culture.

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How does it relate to employee’s attitudes?

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How does it relate to employee’s attitudes?

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Good job satisfaction improves mental health and employee retention.
One feature relating to employee's attitudes regarding job satisfaction is Contingent pay - where employee's pay is based at least in part on their performance. (Pendleton et al., 2009)
Contingent pay has been found to increase positive attitudes and job satisfaction (Heywood & Wei, 2006). Equally, if the pressure of wanting to increase pay intensifies the level of work too much, it can increase stress, and negatively effect well-being and job satisfaction (Weitzman & Kruse, 1990).
High job satisfaction and a good work-family balance are strongly linked - the higher job satisfaction is the better the work-family balance, and vice versa (https://doi.org/10.1037/cap0000321)
Changing occupation and employer leads to a gradual decline in job satisfaction for at least 6 years after the transition (https://doi.org/10.1016/j.jvb.2016.11.005)

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Can employers do anything about these attitudes? 

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Can employers do anything about these attitudes? 

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Ask for employee’s expectations so that they can correct them or appease them.

o   Do this intervals – could be done along with appraisals.

o   “what do you expect from me as your boss?”

o   “what do you expect from the role?”

o   “what do you expect from the organisation?”

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How do employers feel about this attitude?

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How do employers feel about this attitude?

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Higher job satisfaction reduces employee turnover  (https://doi.org/10.7916/D8DV1S08). Employers spend vast amounts of money trying to understand the reasons for, and reduce the amount of employee turnover (Flowers & Hughes, 1973). It’s therefore beneficial for employers to improve job satisfaction.
When job satisfaction is low, certain professionals (psychologist mothers) may take their careers to the private sector where there is more flexibility but less family-work balance. (https://doi.org/10.1037/cap0000321)
Employees with higher levels of job satisfaction work harder - strong positive correlation between the two (https://doi.org/10.1108/01437720310496139)

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Can employers do anything about job satisfaction?

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Can employers do anything about job satisfaction?

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Employers can influence job satisfaction by increasing flexibility, considering different methods of pay, or improving policy.

Flexibility

Employers offer flexible and part-time working
“a slow return to work after maternity/parental leave, increase work–family balance and job satisfaction”

Pay incentives

1. To mitigate negative attitudes, employers may choose to use incentives. This can instill trust (Whitener; Gould‐Williams)

2. The ‘favour’ of reciprocity through incentives and positive work attitudes Kruse et al.,).

3. Increased pay satisfaction (based on the difference between how much one is paid versus how much one believes they should be paid) increases job satisfaction

4. This must be carefully considered, or else negative attitudes could arise. Employers must evenly distribute incentives so as "not to miss…deserving employees” (Green and Heywood, [14]).

Change of policies and terms of employment:

https://doi.org/http://ann.sagepub.com/content/by/year

“expand public insurance programs, establish minimum standards of job quality, and include avenues for collective employee voice in employment "

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https://deliverypdf.ssrn.com/delivery.php?ID=645078002070015012001000103031125064049002040059035036071126121006005094004071027091100000007125053063114120089097070027092073033029000036017109120024095091022096116048054021071074005016029076090088024084087079110085110091029080091119088113118016086127&EXT=pdf&INDEX=TRUE

https://doi.org/10.1080/09764224.2013.11885497

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13 Pages Posted: 6 Jan 2017

Date Written: August 30, 2016

Abstract

Organisational citizenship behaviour (OCB) is an evolving concept concerning how and why people contribute positively to their organisations beyond defined work roles that have rapidly expanded in recent years. The study of OCB engages fundamental questions analysing the circumstances in which individuals "go the extra mile" in the workplace. This briefing reviews the literature to shed a light on the antecedents and enabling environments for OCB in order to improve employee and employer ability to maximise citizenship behaviour for mutual benefit.

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See all articles by Helen Campbell Pickford

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Organisational citizenship behaviour (OCB) is an evolving concept concerning how and why people contribute positively to their organisations beyond defined work