Organizational Citizenship Behavior
(OCB) und eine spezielle Ausprägung von OCB, die Beteiligung am KVP sind zukünftige erfolgsfaktoren und Qualifikationen, die ein durchschnittliches von einem erfolgreichen Unternehmen unterscheiden. Sie stellen den wichtigen Teil des human capitals dar, der in einer Zeit der Informationsgesellschaft und zahlreicher Lean-Strategien immer bedeutender und relevanter für den wirtschaftlichen Erfolg eines Unternehmens wird. Die Begründung und Herleitung dieser Aussage wird zu Anfang dieser Arbeit unternommen.
OCB bzw. die Beteiligung am KVP können jedoch nicht direkt beeinflusst oder gar eingefordert werden. Die organisationspsychologischen Konstrukte 'Organisationale Identifikation' und 'Organisationales Commitment' werden als wichtige Prediktoren für ein starkes OCB angenommen. Leider gibt es nur sehr wenige ganzheitliche Ansätze Identifikation und Commitment im Unternehmen systematisch zu stärken, monetäre und temporär begrenzte Bemühungen zeigen oft keine dauerhafte Wirkung; ein ganzheitlicher und langfristig beständiger Ansatz ist nötig.
Das Ziel dieser Arbeit ist somit (a) zum einen der empirische Nachweis eines positiven Zusammenhangs zwischen OCB bzw. 'die Beteiligung der Mitarbeiter am KVP' und Identifikation bzw. Commitment. Zum anderen wird (b) aus den gefundenen Erkenntnissen ein ganzheitlicher Beratungsansatz entwickelt um über Identifikation und Commitment die Beteiligung am KVP zu erhöhen.
Da eine Organisation, sowie Identifikation und Commitment multidimensionale Konstrukte sind, wird eine weitere Differenzierung in Dimensionen und Foci unternommen. Nach den theoretischen Erkenntnissen wird ein Unersuchungsmodell mit den für die Beteiligung am KVP relevanten Dimensionen und Foci erarbeitet. Mittels einer quantitativen schriftlichen Befragung im produktiven Bereich eines Unternehmens wird ermittelt, dass vor allem die affektiven und kognitiven Dimensionen positive Zusammenhänge mit der Beteiligung am KVP zeigen. Die Foci 'Arbeit', 'Produkt' und 'Unternehmen' erweisen sich als die wichtigsten Identifikationsobjekte, die besondere Bedeutung des Identifikationsobjektes 'Arbeit' sticht hervor. Interviews mit Experten aus dem Gebiet der Arbeits- und Organisationspsychologie bestätigen die gefundenen empirischen Ergebnisse und geben erste gestalterische Hinweise für einen Beratungsansatz.
Aus den gefundenen theoretischen und empirischen Erkenntnissen wird ein Beratungsansatz abgeleitet. Dieser beinhaltet 12 Segmente, die nach der klassischen Struktur eines Beratungsproduktes gegliedert sind. Ziel des Beratungsansatzes ist der strukturierte, bedarfsabhängige und systematische Aufbau von affektiver und kognitiver Identifikation und Commitment mit den Identifikationsobjekten Aufgabe, Produkt und Unternehmen. Das Konzept des Beratungsansatzes ist so aufgebaut, dass für ein anderes Ziel als der Erhöhung der Beteiligung am KVP andere relevante Identifikationsobjekte eingesetzt werden können.
der entwickelte Fragebogen und die SPSS-Auswertungen sind im Anhang enthalten
Table of Contents
INTRODUCTION
Aims of the dissertation
Abstract methodology
Plan of the Dissertation
Uses of terms
1. FUTURE AND TODAY - KEY SUCCESS FACTORS OF ENTERPRISES AND THE SOCIETY
1.1 Lean manufacturing – it origin, elements and significance for this work
1.1.1 Manufacturing in the last century and today
1.1.2 Basics and origin of Lean manufacturing
1.1.3 The continuous improvement process (CIP)
1.1.4 Continuous improvement process in case object
1.2 Kontratieffs „Theory of the long economic waves“
1.2.1 Introduction of the „Theory of the long economic waves“
1.2.2 The 5th Kondratieff – Human being: the new row material
1.2.3 The 6th Kondratieff – and the new key success factor human competency
2. BASICS – MANAGEMENT CONSULTING
2.1 Origins and Definitions of Management Consulting
2.2 The management consulting process
2.2.1. Phases of the consulting process
2.2.2 Consulting products
2.2.3 Consulting product stencil and structure of a consulting approach
3. ORGANIZATIONAL IDENTIFICATION AND COMMITMENT
3.1 The Social Identity Approach
3.2 Basics of organizational identification and commitment
3.2.1 Definitions of identification and commitment
3.2.2 Dimensions of identification and commitment
3.2.3 Foci of organizational identification and commitment
3.2.4 Distinctive features
3.3 Development of Identification and commitment
3.3.1 Development of Identification
3.3.2 Development of commitment
3.3.3 Summary development identification and commitment
3.4 Negative aspects of identification and commitment
4. BENEFIT OF IDENTIFICATION AND COMMITMENT
4.1 Benefit generally
4.2 Benefit under consideration of foci and dimensions
4.3 Organizational Citizenship Behavior (OCB)
4.3.1 Definitions of organizational citizenship behaviour
4.3.2 Dimensions of organizational citizenship behaviour
4.3.3 Development of organizational citizenship behaviour
4.3.4 Continuous improvement efforts among employees as a manifestation of OCB
4.4 Deduce a model of the interrelationships between identification, commitment and OCB
5. EMPIRICAL PART
5.1 Methodology
5.1.1 Introduction
5.1.2 Research question and hypothesis
5.1.3 Research Design
5.1.4 Sampling
5.1.5 Research technique – Development of the questionnaire
5.1.6 Bias and Limitations
5.1.7 Execute survey
5.1.8 Approach of data evaluation
5.2 Field Research findings and conclusions
5.2.1 Data evaluation and presentation of the survey findings
5.2.2 Development the interview guideline
5.2.3 Preparing and carrying out the Interviews
5.2.4 Presentation of the interview findings and main conclusions
5.2.5 Future Research
6. DEVELOPMENT OF THE CONSULTING APPROACH
6.1 Models of actualizing and manage Identification and Commitment
6.1.1 Summary of the model “identification politics” [Identifikationspolitk]
6.1.2 Summary of the “ASPIRe” model
6.1.3 Main conclusions of the models
6.2 Deduce the consulting Approach
6.2.1 Abstract of the consulting approach
6.2.2 Detailed description of the segments
6.3 Final conclusions
Research Objectives and Topics
The primary aim of this dissertation is to empirically investigate the positive relationship between organizational citizenship behavior (OCB), specifically continuous improvement process (CIP) efforts, and the psychological constructs of organizational identification (OI) and organizational commitment. Based on these insights, the research seeks to develop a holistic consulting approach to systematically increase employee participation in CIP.
- Organizational Identification and Commitment as key predictors of success.
- Mechanisms and determinants of Organizational Citizenship Behavior (OCB) and Continuous Improvement Process (CIP).
- Differentiation of organizational commitment and identification through dimensions and foci.
- Development of a practical consulting framework for management.
- Empirical verification through quantitative surveys and expert interviews in the automotive sector.
Excerpt from the Book
1.1.2 Basics and origin of Lean manufacturing
It will be so far in 2007 at the latest: Toyota is the biggest automobile manufacturer in the world – regarding the shareholder value and the profit Toyota is it today. With its „2010 Global vision“, the automotive company set itself the goal to increase the worldwide market share from 10% to 15%
But the history of Toyotas success started much earlier: A family named Toyoda decided to join the automobile industry after a visit of the Ford plants in the USA in 1910. Since then, the former producer of looms was a very small automobile manufacturer. In the following years the small “automobile manufactory” could secure its existence only very hard. After a further visit of the Ford factories in the USA in 1930, they recognized that they have to change their production methods basically and radically, but that a pure copying of the American mass production would not be the solution.
„The scarcity of capital in the post-war Japan also heavily influenced the demand of Toyota’s production system by severely limiting Toyota’s ability to invest in westerns-style production technologies. However, this limitation probably turned out to be a blessing in disguise, since investment in the huge, monolithic production machines commonly used in the West would have been inconsistent with the highly flexible, quick-change equipment needed for manufacturing low volumes of many vehicle models. […] The concept of ‚customer-defined value’ became the linchpin of Toyotas new approach. Once customer value had been defined, it became necessary to determine specifically how this value could be created and delivered in the most efficient and cost-effective manner. […] Clearly, the entire approach to manufacturing goods had to be re-examined from scratch. The batch-and-queue mentality was woefully inadequate“ (TTL, p.34)
Summary of Chapters
INTRODUCTION: The author presents the motivation and rationale for the dissertation, linking practical lean manufacturing experience with organizational psychology and the Kondratieff cycles.
1. FUTURE AND TODAY - KEY SUCCESS FACTORS OF ENTERPRISES AND THE SOCIETY: This chapter analyzes the evolution of manufacturing success factors, contrasting mass production with lean principles and the Kondratieff waves of innovation.
2. BASICS – MANAGEMENT CONSULTING: The chapter defines management consulting and describes the standardized consulting process and the importance of "consulting products" for efficiency.
3. ORGANIZATIONAL IDENTIFICATION AND COMMITMENT: This central theoretical chapter explores the psychological constructs of organizational identification and commitment, their dimensions, foci, and development processes.
4. BENEFIT OF IDENTIFICATION AND COMMITMENT: The chapter investigates the organizational and individual benefits of identification and commitment, focusing on OCB and its manifestation in CIP.
5. EMPIRICAL PART: This chapter details the research methodology, including the quantitative survey conducted at a German automotive manufacturer and expert interviews to validate the findings.
6. DEVELOPMENT OF THE CONSULTING APPROACH: The final chapter integrates theoretical and empirical results into a structured 12-segment consulting model designed to boost employee commitment to CIP.
Keywords
Organizational Citizenship Behavior, OCB, Organizational Identification, Organizational Commitment, Continuous Improvement Process, CIP, Lean Manufacturing, Management Consulting, Social Identity Theory, Human Capital, Employee Engagement, Organizational Psychology, Kondratieff Cycles, Consulting Approach, Motivation.
Frequently Asked Questions
What is the core subject of this dissertation?
The research explores the influence of organizational identification and commitment on Organizational Citizenship Behavior (OCB), with a specific focus on employee participation in the Continuous Improvement Process (CIP) in manufacturing companies.
What are the primary thematic areas covered?
The paper bridges three main fields: management theory (Lean and consulting models), organizational psychology (identification and commitment constructs), and empirical research methods to improve practical organizational performance.
What is the central research question?
The primary question is: Which dimensions and foci of organizational identification and commitment are positively related to OCB as manifested by employees’ continuous improvement efforts?
Which scientific methods are applied?
The author employs a method triangulation: desk research for theoretical grounding, a quantitative questionnaire-based survey in an automotive manufacturing plant, and semi-structured expert interviews for validation.
What does the main body address?
The main body moves from the theoretical foundations of identification and commitment to the practical application in consulting, ultimately deriving a 12-segment model to systematically improve worker engagement in CIP.
Which keywords characterize this work?
Key terms include Organizational Citizenship Behavior (OCB), Continuous Improvement Process (CIP), organizational identification, commitment, lean management, and consulting approach.
Why is the "identification object" (foci) concept important?
The research argues that employees do not just identify with the "company" as a whole, but with different "foci" (e.g., their task, their product, their team), which have varying levels of influence on their actual workplace behavior.
What conclusion is drawn regarding "continuance commitment"?
Interestingly, the research finds that continuance commitment—feeling that one "needs" to stay in a company for cost-related reasons—is significantly negatively correlated with active participation in CIP, suggesting that forced loyalty hinders innovation.
- Quote paper
- Peter Bebersdorf (Author), 2006, Identification and commitment as a catalyst of a strong organizational citizenship behavior on the shop floor level of manufacturing companies, Munich, GRIN Verlag, https://www.grin.com/document/186261
