The purpose of this paper is to examine the effects of organizational citizenship behaviour (OCB) on organizational effectiveness. Specifically, it investigates the impact of…
Abstract
Purpose
The purpose of this paper is to examine the effects of organizational citizenship behaviour (OCB) on organizational effectiveness. Specifically, it investigates the impact of helping behaviour on a group where members withhold the effort on job.
Design/methodology/approach
Results are drawn from an agent‐based simulation model of a workgroup that has to accomplish some tasks for a specific duration.
Findings
When there are group members withholding effort, OCB decreases organizational effectiveness; on the contrary, when individuals provide much effort in the job, OCB enhances group performance. High performance is reached by the group who are able to learn when OCB is appropriate and fitting.
Research limitations/implications
Limitations of this paper are strictly linked to the absence of empirical analysis. The simulation model provides a logical and consistent theory that needs an empirical validation.
Practical implications
This paper helps workers and supervisors since it warns them on the OCB gap and suggests that in the place of a blind OCB, the groups need to share a smart OCB to cultivate altruism with people who work hard, and to exclude the others.
Originality/value
In the study of OCBs determinants and consequences, the academy has almost exclusively assembled on positive factors. This paper shows the OCB dark side and it asserts that citizenship effects on organization performance are not predetermined as a conceptual assumption. Effectiveness is assured by a dynamic and selective OCB only toward good workers.
Details
Keywords
Auditya Purwandini Sutarto, Shanti Wardaningsih and Wika Harisa Putri
The purpose of this study is to explore to what extent employees' mental well-being affects their productivity while working from home (WFH) during the COVID-19 crisis and whether…
Abstract
Purpose
The purpose of this study is to explore to what extent employees' mental well-being affects their productivity while working from home (WFH) during the COVID-19 crisis and whether mental well-being and productivity differ across some socio-demographic factors.
Design/methodology/approach
A cross-sectional study with online questionnaires was designed with 472 valid responses in Indonesia. Depression, Anxiety and Stress Scale (DASS-21) and Individual Work Performance Questionnaire (IWPQ) were administered. Non-parametric tests and structural equation modeling were employed to analyze the data.
Findings
The prevalence of depression was 18.4%, anxiety 46.4% and stress 13.1%, with relatively good productivity. Gender, age, education level, job experiences, marital status, number of children and nature of the organization were associated with the employees' psychological health but not with their productivity, while the workspace availability influenced both outcomes. The study path model showed the negative correlation between WFH employees' psychological well-being and productivity.
Research limitations/implications
This study may contribute to the implication of current mandatory WFH on mental well-being and productivity. Further studies need to address the representativeness and generalizability issues as well as incorporating potential stressors.
Practical implications
Organizations may adopt WFH as a future working arrangement and identify the individual and occupational characteristics that provide the most impacts on productivity. It is also necessary for them to develop proper strategies to mitigate the psychological risks and overcome the WFH challenges.
Originality/value
There is still a lack of studies investigating the relationship between simultaneous effects of WFH on psychological well-being and productivity, and how they affect some socio-demographic variables in the context of COVID-19.