One Component Of Job Performance Is Contextually Based

One Component Of Job Performance Is Contextually Based And Known As Or

One component of job performance is contextually-based and known as organizational citizenship behavior (OCB). These type of employees have behavior consistent with the overall effectiveness of the organization and is highly desirable. In fact, they have been found to be less likely to quit or be absent from work! Interestingly, the behaviors associated with OCB's are not required by core job functions, and in some cases are considered voluntary. Take a look below different types of OCB's.

Select one and research and provide examples of this behavior that you have witnessed or researched: 1. Deal with the past 2. Involve cynics in change efforts. 3. As you plan a change initiative, don’t make future promises you can’t keep 4. Over-communicate 5. Involve cynical “converts”.

Paper For Above instruction

Organizational Citizenship Behavior (OCB) encompasses a range of voluntary, beneficial actions employees undertake that go beyond their formal job requirements. One significant aspect of OCB is "Involve cynics in change efforts," which reflects proactive engagement with skeptical colleagues to foster organizational change and enhance its effectiveness. This behavior exemplifies leadership and teamwork qualities that significantly contribute to organizational success by reducing resistance and building a culture of inclusiveness and trust.

Involving cynics in change efforts involves intentionally engaging employees who are skeptical or skeptical about proposed changes. These employees often express cynicism due to past experiences or doubts about management's motives, and their resistance can impede organizational initiatives. However, when organizations recognize the value of involving these cynics, they can harness their insights to improve change processes, mitigate resistance, and foster a sense of ownership among all employees.

My research and observations suggest that involving cynics in change efforts can lead to more effective implementation of initiatives. For example, during a digital transformation project at a previous workplace, management initially faced significant resistance from several employees who expressed doubt about the benefits and sustainability of the new system. Instead of dismissing their concerns, leadership invited these skeptics to participate in planning meetings and pilot testing phases. This approach allowed skeptics to voice their concerns constructively, which led to modifications that addressed their apprehensions and improved the overall system. As a result, these employees felt valued and were more supportive, influencing their peers positively.

This strategy aligns with theories of participative leadership and change management, which emphasize the importance of involving stakeholders in decision-making processes. Such involvement fosters psychological ownership and reduces resistance, as employees feel their opinions are respected and their expertise acknowledged (Kotter & Schlesinger, 2008). Moreover, involving cynics can unearth hidden risks or challenges that might be overlooked by management alone, leading to more comprehensive and resilient change strategies.

Furthermore, involving cynical employees enhances trust and transparency within the organization. When leaders openly acknowledge concerns and involve all levels of staff in change efforts, it demonstrates respect and fosters a culture of openness. This approach aligns with transformational leadership principles, which advocate for engaging followers’ perspectives to inspire commitment and motivation (Bass & Avolio, 1994). For example, during a restructuring process, managers who engaged skeptics in dialogue and decision-making reported higher levels of employee buy-in and lower turnover rates.

However, involving cynics requires careful handling to prevent potential negativity from spreading or undermining morale. Effective communication, active listening, and genuine responsiveness to concerns are key components of this process. Leaders should be transparent about the purpose of involvement, and assure employees that their insights will contribute to the change outcomes. Additionally, recognizing and appreciating their contributions fosters a sense of community and shared purpose (Chin & BennebroekGravenhorst, 2020).

In conclusion, involving cynics in change efforts exemplifies a contextually-based OCB that significantly benefits organizations. By leveraging their insights and transforming skepticism into support, organizations can implement change more effectively, foster a culture of inclusive participation, and enhance overall organizational performance. As seen in practical examples and supported by leadership theories, this behavior not only reduces resistance but also builds trust, commitment, and a resilient organizational culture ready to adapt to future challenges.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
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