Please list some constructs for capturing "the employee behaviours that go beyond role requirements" Organizational Citizenship Behaviour (OCB) for example is one such construct.
I am specifically looking for similar constructs, and no matter to what extent it aligns with the above statement. It would be great if you can list few constructs with appropriate references. Thank you.
On the positive side, similar terms/concepts include:
Contextual Performance:
Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109.
Motowidlo, S. J., & Borman, W. C. (2000). Contextual Performance and Organizational Citizenship Behavior in Human Management. Human Resource Management Review, 10(1), 1-2.
Citizenship Performance
Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J. (2001). Personality predictors of citizenship performance. International Journal of Selection and Assessment, 9(1-2), 52-69. doi:http://dx.doi.org/10.1111/1468-2389.00163
Hanson, M. A., & Borman, W. C. (2006). Citizenship performance: An integrative review and motivational analysis. Mahwah, NJ: Lawrence Erlbaum Associates Publishers.
Voice
LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability. Journal of Applied Psychology, 86(2), 326-336.
Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41(1), 108-119. doi:10.2307/256902
On the negative side, there are a lot of terms. The two most popular are
Counterproductive work behavior
Sackett, P. R. (2002). The structure of counterproductive work behaviors: Dimensionality and relationships with facets of job performance. International Journal of Selection and Assessment, 10(1-2), 5-11. doi:http://dx.doi.org/10.1111/1468-2389.00189
Spector, P. E., & Fox, S. (2005). The stressor-emotion model of counterproductive work behavior. In S. Fox & P. E. Spector (Eds.), Counterproductive work behavior: Investigations of actors and targets (pp. 151-174). Washington, DC: American Psychological Association; US.
Deviance
Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87(1), 131-142.
Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38(2), 555-572. doi:http://dx.doi.org/10.2307/256693
some more can be added:
Adaptability for change; cultural attributes; belief in scientific thought and rationality; dogmatism in domains as religion, blind faith; personal commitment to ethics, values; political philosophy ; loyalty; nationalism and more
Pardon me Iam not a behavioral scientist, I draw from my experience of 40 years in in industry as how workforce moulds an organization thought process.I have reflected on these parameters in my work on 'Managing world class organizations'. You can find best illustration at Amul, when Kurian was at the helm.
What a lovely subject you have chosen for research. I would like me to kept in loop of information.
G D Sardana
Is your question what requirements apply to all employees regardless of their role?
I would like to add one construct 'Greening of Employee'. I consider four roles such as Preservationist, Conservationist, Non-Polluter and Maker under Greening. Another one is Personal Character of the employee (some virtues such as respect, benevolence, and gratitude may lead to work beyond role requirements). Two papers attached may be useful for you.
Best wishes!
I have worked for 25 years with Requisite Organization (Requisite Organization - Elliott Jaques) and have found this system extremely practical and useful. There may be some jargon and some puzzling aspects and I'm happy to discuss them. There is also a set of generic authorities for each level, but here are the generic accountabilities:
All employees are accountable to:
· apply their full capability on all work assigned by their manager.
· stay within policy – where policy requires treating others with respect
· give their manager their best advice including, but not limited to:
o I don’t see how I could accomplish this task as you assigned it
o I could do more than what you just assigned. Would you like me to?
o I think this task is better done by someone else n the team
o I think the goal you described would be better reached through this task
(The manager is accountable to consider the advice but not to agree with it.)
All managers are accountable for:
· subordinates’ outputs and working behaviour
· building a team of increasingly capable employees
· coordinating the work of the team to achieve team goals through task assignment, monitoring work, adjusting tasks, coaching, setting context, team building, and team working – all done in dialogue
· continuous improvement of processes in the department
All MoRs (managers once removed – managers of managers) are accountable for:
· ensuring subordinate managers manage well
· building and maintaining a three-level working unit including designing and managing relationships between roles reporting up to different subordinates
· managing disputes between a subordinate manager and their subordinates
· managing the talent pool in their area including mentoring subordinates’ subordinates regarding their career