자발적 조직행동에 관한 개념적 고찰 = A Study on the Organizational Citizenship Behavior

다국어 초록 (Multilingual Abstract)

To manage the work behavior of employees is essential for creating effective organizations. Work behavior includes several different kinds of employee behavior, and may be classified into in-role behavior and extra-role behavior. It is commonly accepted in the management literature that organizations need employees who are willing to exceed their formal job requirements. This kind of work behavior goes beyond traditional job performance and is necessary for long-term organizational effectiveness. In the last decade, many terms have been used to describe such behavior including organizational citizenship behavior (OCB) (Graham, 1991; Organ, 1988, 1990; Schnake, 1991), prosocial organizational behavior (Brief & Motowidlo, 1986; ), extra-role behavior (Van Dyne & Cummings, 1990; Werner, 1994), and organizational spontaneity (George & Brief, 1992).
Nearly three decades ago, Katz (1964) identified three basic types of behavior essential for a functioning organization: attracting and holding people in the system, dependable role performance; and innovative and spontaneous behavior. Concerning this third category, Katz noted, "An organization which depends solely upon its blueprints of prescribed behavior is a very fragile social system"(p.132).
Roethlisberger and Dickson (1964) noted that cooperation refers to something other than productivity. Productivity is regarded as a function of the formal organization (the authority structure, role specification, technology) and the "logic of facts". Cooperation, on the other hand, refers to acts that serve more of a maintenance purpose, to "maintain internal equilibrium." Cooperation thus includes day-to-day spontaneous prosocial gestures of individual accommodation to the work needs of others (e.g., co-workers, supervisor, clients in other departments (Smith et al., (1983) p.653). Every factory, office, or bureau depends daily on a myriad of acts of cooperation, helpfulness, suggestions, gestures of goodwill, altruism and other forms of organizational citizenship behavior.
Substantively, citizenship behaviors are important because they lubricate the social machinery of the organization. They provide the flexibility needed to work through many unforeseen contingencies; they enable participants to cope with the otherwise awesome condition of inter-dependence with each other.
Recently organizational citizenship behavior has received a great deal of research attention. Despite the growing acceptance of the OCB construct, however, some researchers have raised questions about how OCB is theoretically defined and measured (George & Brief, 1993; Graham, 1988).
The Purpose of this study is to examine the construct of OCB by reviewing the theoretical and empirical literature. The contents of the study is to review the concept of organizational citizenship behavior, to compare with similar constructs, to investigate the trends of OCB and predictors of OCB.

목차 (Table of Contents)

• Ⅰ. 서론
• Ⅱ. 자발적 조직행동의 개념연구
• Ⅲ. 자발적 조직행동연구의 전개과정
• Ⅳ. 자발적 조직행동의 선행변수에 관한 연구
• Ⅴ. 결론
• 참고문헌