Studies in the social sciences over the past three decades provided a forum in which to further research organizational citizenship behaviors (OCBs) in the workplace. Organizational citizenship behaviors are defined by Kinicki and Kreitner (2007) as “employee behaviors that exceed work-role requirements” (p. 167). The study of organizational citizenship behaviors in all industries continues to emerge. To further the subject of OCBs, the study measured the perception of leadership recognition and rewards in relation to exhibiting OCBs among employees who work in the healthcare industry in Washington State. Qualifying participants completed a study through random, voluntary completion of written surveys at a grocery store located in a town in Washington State, and a secure web-based survey site. The results of the quantitative analysis indicated that the majority of respondents exhibited citizenship-type behaviors and leaders did not adequately recognize or reward these behaviors. The findings revealed that satisfaction, performance, teamwork, and productivity increased significantly when OCBs are exhibited, recognized, and rewarded. The statistical analysis supported previous research on OCB, establishing a positive relationship among leadership recognition and rewards of OCBs, satisfaction, performance, teamwork, and productivity.
|Advisor:||Donnell, William O|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 74/05(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior, Health care management|
|Keywords:||Health care organizations, Human resource management, Leadership, Organizational citizenship, Performance reviews, Social exchange theory, Washington|
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