Organizational citizenship behaviour (OCB) is extra-role behaviour that is not formally required by organizations, but benefits the organization and its members (Organ, 1988). OCB is considered to be a core dimension of job performance (Rotundo & Sackett, 2002) with research showing that OCB contributes to the health and productivity of organizations (e.g., Podsakoff, Whiting, Podsakoff, & Blume, 2009). As a result, both organizational researchers and organizations have long been interested in understanding the origins of this behaviour. However, research into the antecedents of OCB has important limitations. Notably, this research has conceptualized OCB as a static construct, which recent theorizing and research indicates is an inaccurate assumption (e.g., Beal, Weiss, Barros, & MacDermid, 2005; Ilies, Scott, & Judge, 2006). Additionally, OCB research has relied on a single theoretical framework, social exchange theory, to explain previous findings, creating narrowness in the field. The current dissertation sought to address these important limitations by conceptualizing OCB as a dynamic construct (i.e., one that has sizable day-to-day within-person variability) and examining the ability of state gratitude, a novel and theoretically relevant antecedent, to predict OCB. Drawing on the Moral Affect Model of gratitude, Affective Events Theory, and Broaden and Build Theory, I propose that state gratitude is an important driver of day-to-day fluctuations in OCB. In two daily diary studies, my findings revealed that, as predicted, dynamic fluctuations in OCB were significantly predicted by state gratitude. Additionally, in the second of two daily diary studies, state gratitude was successfully induced by a “count your blessings” task and state gratitude was found to be a significant mediator of the induction and OCB. Overall, the results lend support to the notion that OCB is dynamic and that state gratitude, a discrete positive emotion, can be an effective driver of OCB.

Organizational citizenship behaviour (OCB) is extra-role behaviour that is not formally required by organizations, but benefits the organization and its members (Organ, 1988). OCB is considered to be a core dimension of job performance (Rotundo & Sackett, 2002) with research showing that OCB contributes to the health and productivity of organizations (e.g., Podsakoff, Whiting, Podsakoff, & Blume, 2009). As a result, both organizational researchers and organizations have long been interested in understanding the origins of this behaviour. However, research into the antecedents of OCB has important limitations. Notably, this research has conceptualized OCB as a static construct, which recent theorizing and research indicates is an inaccurate assumption (e.g., Beal, Weiss, Barros, & MacDermid, 2005; Ilies, Scott, & Judge, 2006). Additionally, OCB research has relied on a single theoretical framework, social exchange theory, to explain previous findings, creating narrowness in the field. The current dissertation sought to address these important limitations by conceptualizing OCB as a dynamic construct (i.e., one that has sizable day-to-day within-person variability) and examining the ability of state gratitude, a novel and theoretically relevant antecedent, to predict OCB. Drawing on the Moral Affect Model of gratitude, Affective Events Theory, and Broaden and Build Theory, I propose that state gratitude is an important driver of day-to-day fluctuations in OCB. In two daily diary studies, my findings revealed that, as predicted, dynamic fluctuations in OCB were significantly predicted by state gratitude. Additionally, in the second of two daily diary studies, state gratitude was successfully induced by a “count your blessings” task and state gratitude was found to be a significant mediator of the induction and OCB. Overall, the results lend support to the notion that OCB is dynamic and that state gratitude, a discrete positive emotion, can be an effective driver of OCB.

This study argues that knowledge sharing behaviour is a kind of organizational citizenship behaviour and that as such (i) the two should be strongly positively correlated and that (ii) strong predictors of organizational citizenship behaviour should also strongly predict knowledge sharing behaviour. Since the organizational behaviour literature identifies job satisfaction and organizational commitment as robust predictors of organizational citizenship behaviour, the study investigated the interrelationships among knowledge sharing behaviour, organizational citizenship behaviour, job satisfaction, and organizational commitment. The study employed a correlational survey design, sourcing the empirical data from secondary school teachers in a number of schools in and around Gaborone, Botswana. As expected, knowledge sharing behaviour and organizational citizenship behaviour were significantly positively correlated, organizational commitment was a significant predictor of organizational citizenship behaviour, and job satisfaction and organizational commitment were significantly positively correlated. Contrary to expectations, however, both job satisfaction and organizational commitment were unrelated to knowledge sharing behaviour. Not all study hypotheses were supported, and as such, it would be premature to conclude, on the strength of the evidence presented in this thesis, that knowledge sharing behaviour indeed is a kind of organizational citizenship behaviour. Nevertheless, the positive correlation between knowledge sharing behaviour and organizational citizenship behaviour would seem to suggest that the role of organizational citizenship behaviour in organizational knowledge sharing is worth investigating further. / Thesis (DPhil)--University of Pretoria, 2010. / Information Science / unrestricted

I en alltmer globaliserad värld där utbudet av produkter ökar är det svårt att skapa ett starkt och hållbart varumärke på marknaden. Då det idag finns få verktyg och koncept inom intern varumärksuppbyggnad har jag valt att undersöka hur varumärket kan stärkas inifrån och ut. I studien har jag tittat närmare på begreppet Brand citizenship behaviour, ett område som är relativt nytt och bygger på den anställdes inverkan på varumärket. En explorativ fallstudie har genomförts för att undersöka vilka berättelser som återges i ämnet. Detta genom att ha intervjuat sju anställda på företaget Saltå kvarn. Det empiriska materialet har analyserats utifrån teorier som handlar om Brand citizenship behaviour, Organizational citizenship behaviour och organisationsteorier. Utifrån befintliga teorier och studiens analys har jag tagit fram en modell som kan användas av personer i ledande befattning och chefer. Denna kan brukas som ett verktyg för att främja ett Brand citizenship behaviour på arbetsplatsen och vidare uppmuntra medarbetarna till personligt engagemang vilket påverkar företaget, varumärket och organisationen. Studien bidrar till ökad förståelse kring ämnet samt att den visar på den anställdes inverkan på varumärket, något som kan stärka hela företaget inifrån och ut. / In an increasingly globalized world where the supply of products increases, it is difficult to create a strong and sustainable brand in the market. Since there are currently few tools and concepts in the field of internal brand building I have chosen to study how the brand can be strengthened from the inside out. In the study, I have looked into the concept of Brand citizenship behavior, an area that is relatively new and is based on the employee's impact on the brand. An explorative case study was used to examine the stories reproduced in substance. This by interviewing seven employees at the company Saltå kvarn. The empirical material is analyzed from theories about Brand citizenship behavior, Organizational citizenship behavior and organizational theories. Based on existing theories and the study's analysis, I have developed a model that can be used by executive senior management and CEO’s. This can be used as a tool to promote Brand citizenship behavior in the workplace and encourage employees to further personal involvement, which affects the company, brand and organization. The study contributes to a better understanding about the subject and it shows on the employee's impact on the brand, something that can strengthen the whole company from the inside and out.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Leaders are often thought of as being the top management team of the organisation, illuminating the way forward for individuals by directing organisational activities towards a shared vision (Fernald, Solomon & Tarabishy, 2005). As organisations are constantly facing challenges in establishing a profitable presence in a competitive marketplace, effective leadership is one difference between organisations that successfully meet the challenges and those that do not (Wherry, 2012). In order for any organisation to cope with the demands of a dynamic and ever changing environment, it is necessary for management to move towards a leadership style that allows for the empowerment of employees (Carson & King, 2005). Scholars have identified a form of leadership termed “authentic leadership” where authentic leaders display traits such as honesty, sincerity, high moral standards, ethics and trustworthiness (Avolio et al., 2004; May 2004). According to George (2003), authentic leaders are self-aware and transparent therefore this behaviour sends a strong message to their followers influencing what they, the follower, attend to, how they view themselves and ultimately how they behave. Within organisations where authentic leaders are present, the importance of employee initiative and cooperation become very important (Le Pine, Erez & Johnson, 2002). The individual or employee initiative and cooperation can be viewed as in role (within formal job descriptions) or extra role (outside of formal job description) behaviour. Extra-role behaviour is also defined as organisational citizenship behaviour. This research study investigated if the dimensions of authentic leadership (self-awareness, moral perspective, balanced processing and relational transparency) had an effect on the dimensions of organisational citizenship behaviour (altruism, conscientiousness, sportsmanship, courtesy and civic virtue). The population for this study was a provincial government department within the Western Cape. A non-probability sample based on the method of convenience was utilised of which 131 respondents completed three sets of questionnaires namely; a Biographical questionnaire, Authentic Leadership Questionnaire (Avolio, Gardner & Walumbwa, 2007) and the Organisational Citizenship Questionnaire (Podsakoff, Mackenzie & Fetter, 1990). Statistical analyses involved both descriptive (measures of central tendency and dispersion) and inferential statistics (correlation and multiple regression). The findings indicated that a moderate to weak relationship exists between the dimensions of authentic leadership (self-awareness, moral perspective, balanced processing and relational transparency) and the dimensions of organisational citizenship behaviour (altruism, conscientiousness, sportsmanship, courtesy and civic virtue). Organisational citizenship behaviour of the employees within the organisation is not largely influenced by their leader’s authentic leadership style. Therefore, other factors such as work ethic, organisational commitment, work motivation or personality may have greater influence on organisational citizenship behaviour than authentic leadership. However, a few limitations associated with the study were identified and it is suggested that a qualitative approach be implored as well as other provincial, local or national government departments in the Western Cape be used to contribute to greater representativeness and generalisability. Variables identified in this study are embodied in the human resource functions of the organisation and managers should utilise the findings of this study to better understand human behaviour within the workplace.

Magister Commercii - MCom / The term organisational citizenship behaviour (OCB) was first explored by Bateman and Organ (1983) to refer to particular behaviours that may benefit an organisation and gestures that cannot be enforced by means of formal role obligations nor be elicited by contractual guarantee of recompense. Organ (1988) proposes that OCB may have a positive impact on employees and organisational performance. Incumbents who are experiencing satisfaction from performing their jobs are likely to be better ambassadors for the organisation and be committed to their organization (Buitendach, 2005).

Magister Commercii (Industrial Psychology) - MCom(IPS) / In academic sector, especially the Universities and many other organizations, the human factor is the most important element of the organization and its functions exert a huge influence on the effectiveness, efficiency and success of the organization. Therefore, discretionary behaviours such as OCB among employees in such organizations like any other organizations are crucial for organizational effectiveness and performance. Thus, improving the organizational citizenship behaviours of employees in such organizations in order to promote organizational effectiveness, performance and success is one of the fundamental challenges and principal tasks facing managers. The primary aim of this study is to examine and understand the influence of transformational leadership and organizational climate on organizational citizenship behaviour among support staff. .The secondary objective is to make recommendations to organizations on the importance of transformational leadership in promoting OCB thereby providing recommendations to OD and HR practitioners on the best practice on the pro-organizational behaviour.

No / This study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

Construction is complex and comprises a multitude of knowledge-driven activities and business interests from participating organisations with the people involved being subject to different organisational and disciplinary practices. People are fundamental to success because human capabilities in learning, innovating and changing creative directions are vital to long term development of organisations. In the last two decades, researchers have found that human resource (HR) management has positive effects on the organisational performance. However, the processes through which HR management lead to organisational performance are contested. This research proposes a framework to investigate the effects of employees' behaviours and organisational learning on organisational performance and the impacts of HR practices on those effects in the context of Chinese construction enterprises. The research design adopts a multi-method approach, integrating positivism and interpretivism, to understand the complex relationship between HR practices, organisational learning, individual behaviour, and organisational performance. By consulting two experienced academic researchers and industry experts, the pilot study improves the understanding and implementation of the measurement instruments employed. Both quantitative and qualitative approaches are adopted in data collection and analysis: 326 valid respondents through questionnaire survey are received, and structural equation modelling is adopted to test individual behaviour and organisational learning as mediating variables of the relationship between HR practices and organisational performance respectively. Middle-level managers in Chinese construction firms are interviewed, and a cognitive map is produced to reveal the possible mediating variables and the cause-effect relationships between organisational learning and individual behaviour. The cause-effect route identified from the cognitive map is tested by structural equation modelling method, i.e., individual in-role behaviour as a mediating variable between organisational learning and performance. In conclusion, from the theoretical perspective, the results reveal the following. (1) Individual in-role behaviour has highly significantly positive effect on organisational performance. Organisational learning has very highly significantly positive effect on organisational performance. Both individual in-role behaviour and organisational learning have mediating effects on the relationship between HR practices and organisational performance. (2) HR practices positively affect individual in-role behaviour indirectly through organisational learning. Individual in-role behaviour mediates the relationship between organisational learning and organisational performance. (3) HR practices also affect organisational performance via the path-way of social capital, individual perceived organisational support, organisational citizenship behaviour (OCB), and co-worker productivity. For the practical implications, Chinese construction companies should implement the following to improve organisational performance. (1) Recognize the importance of employees' in-role behaviour, and design HR practices to motivate employees to apply their knowledge, skills and abilities in job-related performance, and to retain qualified and experienced staff. (2) View organisational learning as an important component of competitive advantage in the process of organisational development, and motivate and enhance organisational learning by the employment of HR practices and the creation of social capital. (3) Recognize the importance of OCBI (i.e. organisational citizenship behaviour directed toward the benefit of other individuals), and try to elicit employees' OCBI by improving employees' perceived organisational support.

The managers of professional performing arts organisations are faced with a unique dilemma. They must support their artistic personnel, who are typically driven by the quest for new, challenging and experimental works, while achieving the economic success necessary for the continued viability of their organisations. Failing to effectively manage this artistic-economic dichotomy can result in a conflict between artists and managers that threatens the long-term survival of these organisations. There is a clear need, therefore, for arts managers to foster an organisational climate that minimises conflict, while promoting organisational citizenship behaviours (OCBs) such as sportsmanship (a willingness to tolerate less than ideal circumstances without complaining) and courtesy (a willingness to show sensitivity towards others and actively avoid creating problems for co-workers). The main aim of the present study was to examine the extent to which factors such as organisational structure, organisational culture and employees’ motivational orientation influence people’s perceptions of their job scope (as indicated by high levels of task variety, task identity, task significance, autonomy and feedback from the job), a construct which has been found to reduce organisational conflict and increase employees’ propensity to display OCBs. While these relationships have been suggested in previous research, they have not been tested in a performing arts industry context. The data analysed in the present study suggested an enjoyment motivational orientation, a challenge motivational orientation, an organic culture and formalisation positively influenced perceptions of job scope, which, in turn, positively influenced both OCBs (sportsmanship and courtesy). A challenge orientation also had a positive impact on sportsmanship, while sportsmanship positively and directly influenced courtesy. Centralisation was negatively related to perceived job scope and sportsmanship, although it had a positive impact on courtesy. Conflict was negatively influenced by formalisation and by an organic culture, but was positively influenced by a hierarchal culture.