SAINT LOUIS UNIVERSITY

SCHOOL OF ADVANCED STUDIES

GRADUATE PROGRAM

EXERCISES ON ORGANIZATIONAL BEHAVIOR

By Ms. Karol Payas Paragoso

Course of Organizational Behavior and Processes (MGMT 213)

For

Dr. Asuncion G. Nazario

Faculty
Saint Louis University, Baguio City, Philippines
Being part of an organization comes with great responsibility of carrying out the face of the
organization an employee belongs in. our behavior as an employee requires us to deliver not only
for productive and positive working environment, but also excellent results for the betterment of
the organization. However, we cannot deny the fact that employees can feel less motivated the
longer they stay in an organization and thus affects the productivity of work which may lead to
negative outcomes.

Job performance is the set of employee behavior that contribute to organizational goal
accomplishment. It may either be positive or negative. So, basically, job performance refers to
how employees behave in the organization and how well they perform the job or duties obligated
to them. It is important to achieve the goals of the organization. It can be in the form of meeting
deadlines, making sales and building the brand through positive customer interactions. It is said
that behaviors are within the control of employees, but the results may not be. Two dimensions
of it are Organizational Citizenship Behavior and Counterproductive Work Behavior.

Organizational Citizenship Behavior (OCB) is described as behavior of employees that are not
necessarily included in the job description. These behavior mainly come in the form of courtesy,
goodwill and compassion in the organization’s wellbeing. It involves supporting and defending
the organization. It has something to do with how an employee protect the organization without
expecting in return from the organization. Employees are more like to have a harmonious
working environment and produce good quality of work which would positively affect the
revenues of the company.

Counterproductive Work Behavior, on the other hand, refers to the voluntary behavior performed
by an employee that are intended to harm their organization. It includes wasting company
resources, theft, interpersonal conflict, physical assault and other harmful behaviors. In other
words, it pertains to a toxic working environment. It intentionally hinder organizational goal
accomplishments. It ca manifest itself in several different ways which may stretch from poor
customer service to more serious offenses such as criminal activities and violence. The inability
of the employee to deliver on job performance, frequent unexplained absenteeism and turnover
of employees are the most common forms of CWB. Such behaviors may not only affect the
productivity and work environment, but also the revenues of the organization.

There has been numerous studies that proved the strong negative correlations of the two job
performance dimensions.

According to Dalal (2005), his meta-analysis of studies concluded that both forms of behavior
are strongly and negatively related across most studies. The correlation of CWB and OCB were
only strong when there were overlapping items between scales, Dalal (2005) focused on the
strength of negative relationships between CWB and OCB.

The authors of this journal suggests that conditions at work when create necessities for engaging
in extra-task behavior in order to remain productive on the job. Organizational constraints are
conditions at work that interfere with performing job tasks. In their current study, authors
consider organizational constraint and interpersonal conflict as potential situational variables that
may give rise to an employee engaging in high levels of both CWB and OCB. On that note, the
researchers led them to the expectation that, by eliminating the methodological issues reported
by Dalal (2005), the negative OCB/CWB relations, will disappear. A more clear-cut behavior of
checklist asking that the person has actually done would be preferable items to be asked to make
better judgements about attributions, beliefs or personality of another.

In summary, the newly introduced OCB-C has the advantages of behavioral aspects. It focuses
more on the behavior that employees views themselves. The main contribution of this journal is
the introduction of a new measure of OCB which would objectively consistent with
conceptualization of positive, helpful behavior, contradicting to the absence of
counterproductively and deviance.

The conclusion therefore, is that there is indeed a positive relation between OCB and CWB
which comes in the form of demonstrating the complexity of extra-task behavioral choices.