ABSTRACT
This article presents the basic assumptions of a concept that is not so well known in Poland yet, the concept of organizational citizenship behavior (OCB). According to the authors, these assumptions not only open a new perspective in the approach to so-called human potential management in the organization but also foster a look at the organization as a subject. This examination based on variables and psychological dimensions helps us to understand better the dynamism of interorganizational forces. The current results of the research, also taken in Poland (Witkowski and Chwalibóg 2010), encourage us to refer to the concept of organizational personality (OP), comprehended as a dynamic instance integrating the functioning of an organization in the sphere of interpersonal and intergroup relationships, regulating the behavior of the individuals within the structure of the organization. Its objectives are developing behavior consistent with the organization’s goals; reducing the level of fear and aggression through the usage of established defense strategies; and creating and transferring a system of common beliefs, judgments, evaluations, and visions onto the whole organization. A necessary condition for the forming of an organization’s personality is
Introduction .................................................................................................................................... 475 Concept of OCB ............................................................................................................................. 476 Research Focused on OCB ............................................................................................................ 477 Mechanisms of OCB ...................................................................................................................... 478 OCB in the Conceptual Age ........................................................................................................... 478 New Research Directions: Conclusion .......................................................................................... 479 References ......................................................................................................................................480
frequency and intensity of relationships between the members of the organization. With a low frequency and intensity of relationships, the organization remains a set of loosely connected individuals. With a high frequency and intensity, a new “quality” emerges, with features resulting from the personalities of its most inuential members (Barabasz 2008). Employees who believe that people outside the company think highly about their organization may develop OCB as part of being good citizens in a good organization. A strong affective commitment to an organization is likely to generate a high value of OCB (Carmeli 2005).
