BUS272 TB

96 Part 1 Understanding the Workplace
Matt Stroshane/Hong Kong Disneyland/AP Images
Employees waving to guests at Hong Kong Disneyland are committed to the company and its goal of giving
visitors a magical and memorable experience. Through careful hiring and extensive training, Disney ensures
that employees identify with its priority of pleasing customers by serving them as special guests.
organizational citizenship
behaviour (OCB) Discretionary
behaviour that is not part of an employee’s
formal job requirements, but
that nevertheless promotes the effective
functioning of the organization.
Job Satisfaction and Organizational Citizenship Behaviour
In Chapter 1 , we defined organizational citizenship behaviour (OCB) as discretionary
behaviour that is not part of an employee’s formal job requirements, and
is not usually rewarded, but that nevertheless promotes the effective functioning of
the organization. 88 Individuals who are high in OCB will go beyond their usual job
duties, providing performance that is beyond expectations. Examples of such behaviour
include helping colleagues with their workloads, taking only limited breaks, and
alerting others to work-related problems. 89 More recently, OCB has been associated
with the following workplace behaviours: “altruism, conscientiousness, loyalty, civic
virtue, voice, functional participation, sportsmanship, courtesy, and advocacy participation.”
90 OCB is important, as it can help the organization function more efficiently
and more effectively. 91
It seems logical to assume that job satisfaction should be a major determinant of
an employee’s OCB. 92 Satisfied employees would seem more likely to talk positively
about an organization, help others, and go beyond the normal expectations in their
jobs because they want to reciprocate their positive experiences. 93 Consistent with this
thinking, evidence suggests that job satisfaction is moderately correlated with OCB;
people who are more satisfied with their jobs are more likely to engage in OCB. 94 Why?
Fairness perceptions help explain the relationship. 95 Those who feel their co-workers
support them are more likely to engage in helpful behaviours, whereas those who have
antagonistic relationships with co-workers are less likely to do so. 96 Individuals with
certain personality traits are also more satisfied with their work, which in turn leads
them to engage in more OCBs. 97 Finally, research shows that when people are in a good
mood, they are more likely to engage in OCBs. 98
Job Satisfaction and Customer Satisfaction
As we noted in Chapter 1 , employees in service jobs often interact with customers.
Because service organization managers should be concerned with pleasing customers,
it’s reasonable to ask: Is employee satisfaction related to positive customer outcomes?