Interpersonal citizenship behavior is most important when people work in large groups.
Interpersonal citizenship behavior is important in different job contexts. It may be even more important when employees work in small groups or teams. A team with members who tend to be helpful, respectful, and courteous is also likely to have a positive team atmosphere in which members trust one another.
Citizenship Behavior: Voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place.
Danielle is a model of good citizenship, particularly of the interpersonal variety. She regularly volunteers to do things for her work group, helps orient new members, attends functions that help the group, and assists others with their work for the benefit of the group. Yet her supervisor is not completely pleased with Danielle's job performance, most likely because her citizenship behaviors are
- a distraction to her fellow employees.
- at odds with her stated job description.
- not motivated by genuine concern for others.
- the consequence of deep underlying insecurities.
- distracting her from other duties and responsibilities.
Although it is good to demonstrate high levels of helping behaviors, this can be a problem if such behaviors take up so much of a person's time and attention that they constitute a distraction from his or her job duties and responsibilities.
Citizenship Behavior: Voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place.
Blake leads a design team that consists of four members, including himself, but the workload has become such that they need to add a fifth member. He is considering a variety of candidates, who have relatively equivalent skill sets when it comes to the work, and all are more or less equally easy to get along with. Given all this, Blake should be looking for a candidate who demonstrates
- a propensity for speaking well of the company to outsiders.
- the capacity for heading off problems before they arise.
- the ability come up with novel solutions to problems.
- a habit of keeping up with changes in the industry.
- a tendency to come to the aid of their coworkers.
Although all of these are good citizenship behaviors, all but one is an organizational citizenship behavior. Interpersonal citizenship behaviors are especially important in the context of a small team such as the one Blake leads.
Team: Two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose.
When Rebecca and Julie worked together on a project last year, both did more than their share and earned a nice bonus from their boss. Julie was then sent to another state to help set up a new office over the summer, and from her messages on social media, Rebecca could tell that she was working harder than ever. In the fall, when Julie returned to her home office, Rebecca suggested that they work together on a new project. This time, however, things did not go well: Julie seemed to lose interest quickly, and Rebecca began to feel resentful when she realized that she was doing most of the work. What most likely happened?
- Julie lacked civic virtue.
- Rebecca demonstrated a lack of civic virtue.
- Julie began suffering from citizenship fatigue.
- Rebecca failed to show a proper level of sportsmanship.
- Julie was strong on interpersonal citizenship, but not organizational.
Researchers have shown that good citizens can develop citizenship fatigue, or the sense that one is worn out and on edge from engaging in citizenship. Citizenship fatigue reduces future acts of citizenship and may be especially likely to occur when good citizens feel that their extra efforts are not supported or when they experience pressure to continue to engage in citizenship even when they are already feeling stretched by other demands.
Citizens: Employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office.
Bradley may be only an entry-level fry cook at Danny Boy's, a fast-food restaurant, but he thinks and acts far beyond his pay grade. He continually offers the manager suggestions regarding how to improve efficiency in the kitchen, and more often than not, the manager adopts his ideas. Bradley was also the one who pointed out that the way they were disposing of used cooking grease presented an environmental hazard and a possible fire hazard. His behavior exemplifies
- courtesy.
- boosterism.
- sportsmanship.
- civic virtue.
- voice.
Voice involves speaking up and offering constructive suggestions regarding opportunities to improve unit or organizational functioning or to address problems that could lead to negative consequences for the organization.
Voice: When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event.
Everyone at the St. Louis offices of Dominique Marceau Cosmetics, from the president to the lowest salesperson, came to the company holiday party-all except for Melanie, who told her coworkers that going to the party was "a waste of time." When her supervisor told her she had been missed, she claimed that her mother was sick, but she later laughed about this behind her supervisor's back and said that she spent the evening out partying with friends. Her behavior shows a lack of
- voice.
- helping.
- civic virtue.
- boosterism.
- sportsmanship.
Civic virtue refers to participating in the company's operations at a deeper-than-normal level by attending voluntary meetings and functions, reading and keeping up with organizational announcements, and keeping abreast of business news that affects the company.
Civic Virtue: Participation in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company.
Anyone who talks to Maurice for more than a few minutes knows that he works for Ocean Bay Resorts, which he always maintains is the best vacation rental company in the country. In fact, Maurice has plenty of positive things to say about his employer, and if there are any negatives, no one would know it from talking to him. Maurice's behavior is an example of
- voice.
- helping.
- civic virtue.
- boosterism.
- sportsmanship.
Boosterism means representing the organization in a positive way when out in public, away from the office, and away from work.
Boosterism: Positively representing the organization when in public.
Tandy works in the legal department for SportCity, a chain of health clubs with a large regional office. In addition to performing the functions directly associated with her job, she goes out of her way to represent her department in companywide meetings, keeps up with announcements relevant to the legal department, and stays up to date on industry news related to SportCity. Her behavior is an example of
- helping.
- boosterism.
- civic virtue.
- sportsmanship.
- voice.
Civic virtue refers to participating in the company's operations at a deeper-than-normal level by attending voluntary meetings and functions, reading and keeping up with organizational announcements, and keeping abreast of business news that affects the company.
Civic Virtue: Participation in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company.
Organizational citizenship behaviors benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it.
Organizational citizenship behaviors benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it.
Citizenship Behavior: Voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place.
Citizenship behavior is defined as voluntary employee activities that may or may not be rewarded.
Citizenship behavior is defined as voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place.
Emily, Shalonda, and Tomas all work at Terence Butler Life & Auto, an insurance agency. Their boss, Terence, has a very full schedule, but he knows he can rely on his three employees. Emily specifically takes on the role of attending all community-related meetings and functions where the agency might have a stake, and Shalonda helps out with constructive suggestions on the operation of the office. Tomas makes it his job to serve as unofficial representative for the agency, ensuring that it maintains a positive image not only with customers, but also with neighboring businesses and the community as a whole. These employees' actions are examples of
- creative task performance.
- organizational citizenship behavior.
- routine task performance
- adaptive task performance
- interpersonal citizenship behavior.
Organizational citizenship behavior includes civic virtue, which refers to participating in the company's operations at a deeper-than-normal level; voice, which involves speaking up and offering constructive suggestions for change; and boosterism, which is defined as representing your organization in a positive way when out in public, away from the office, and away from work. These three behaviors are represented by Emily, Shalonda, and Tomas, respectively.
Organizational Citizenship Behavior: Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it.
Some people react to bad rules or policies by constructively trying to change them instead of passively complaining about them. This positive characteristic is known as
- helping.
- sportsmanship.
- voice.
- civic virtue.
- boosterism.
Voice involves speaking up and offering constructive suggestions regarding opportunities to improve unit or organizational functioning or to address problems that could lead to negative consequences for the organization.
Voice: When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event.
________ is the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment.
- Citizenship behavior
- Task performance
- Job performance
- Knowledge work
- Civic virtue
Job performance is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. Job performance includes behaviors that are within the control of employees, but it places a boundary on which behaviors are (and are not) relevant to job performance.
Job Performance: Employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals.
Although interpersonal citizenship behavior is beneficial in many contexts, it may be most important when people work in
- service jobs.
- managerial jobs.
- small groups.
- large groups.
- technical jobs.
Although interpersonal citizenship behavior is important in many different job contexts, it may be even more important in contexts in which employees work in small groups or teams.
________ describes voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place.
- Creative task performance
- Adaptive task performance
- Counterproductive behavior
- Citizenship behavior
- Routine task performance
Citizenship behavior is defined as voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place.
The two main categories of citizenship behavior are
- social and organizational.
- social and intrapersonal.
- social and political.
- interpersonal and political.
- interpersonal and organizational.
Citizenship behavior is defined as voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place. The two types of citizenship behavior are interpersonal and organizational citizenship behavior.
Person-Organization Fit: The degree to which a person’s values and personality match the culture of the organization.
Organizational citizenship behaviors include
- sportsmanship.
- civic virtue.
- courtesy.
- helping.
- respect.
Organizational citizenship behavior includes civic virtue, which refers to participating in the company's operations at a deeper-than-normal level; voice, which involves speaking up and offering constructive suggestions for change; and boosterism, which is defined as representing your organization in a positive way when out in public, away from the office, and away from work. In general, all those behaviors that benefit the organization are classified under organizational citizenship behavior.
Civic Virtue: Participation in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company.
Interpersonal citizenship behaviors include helping, courtesy, and
- generosity.
- voice.
- sportsmanship.
- boosterism.
- civic virtue.
Interpersonal citizenship behavior of an employee benefits coworkers and colleagues. It involves assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations. Activities such as helping, being courteous, respectful and having a sense of sportsmanship fall under interpersonal citizenship behavior. Boosterism is a form of organizational citizenship behavior.
Sportsmanship: Maintaining a positive attitude with coworkers through good and bad times.
One of the interpersonal citizenship behaviors is
- voice.
- civic virtue.
- sportsmanship.
- boosterism.
- charity.
Behaviors such as helping, being courteous, and having a sense of sportsmanship fall under interpersonal citizenship behavior. Behaviors such as voice, boosterism, and civic virtue come under organizational citizenship behavior.
Sportsmanship: Maintaining a positive attitude with coworkers through good and bad times.
________ is the type of citizenship behavior that benefits coworkers and colleagues and involves assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations.
- Social
- Interpersonal
- Organizational
- Altruistic
- Political
Interpersonal citizenship behavior of an employee benefits coworkers and colleagues. It involves assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations. Activities such as helping, being courteous, and having a sense of sportsmanship are forms of interpersonal citizenship behavior.
Interpersonal Justice: The perceived fairness of the interpersonal treatment received by employees from authorities.
Today was a tough day at Brightland Real Estate. Word came down from city hall about new zoning requirements that will make it harder to sell property for development, so Kenny, the head broker, called a meeting in the conference room. He had asked the office manager to print out some reports for him, but just as he was starting the meeting, he realized she had given him the wrong documents and then, as soon as she went to pull the right ones off of her computer, the power went out. Yet Kenny managed to smile and even joke about the situation, cheering others up in the process. His behavior is an example of
- helping.
- courtesy.
- sportsmanship.
- civic virtue.
- boosterism.
Sportsmanship involves maintaining a good attitude with coworkers, even when they have done something annoying or when the unit is going through tough times.
Sportsmanship: Maintaining a positive attitude with coworkers through good and bad times.