This conceptual paper aims to explore whether dissatisfied non sales employees of life insurance industry in India would display Organizational Citizenship behavior. The paper investigates the moderating effect of Organizational Commitment on EVLN Model: Exit, voice, Loyalty and Neglect as a response to job dissatisfaction leading to OCB. The research pertaining to life insurance is scant. Further, previous studies have not examined whether or not dissatisfied non sales employees of life insurance industry would display OCB. The present study is an attempt to understand the same. If the organization identifies the dissatisfied employees and addresses their grievances then those employees responding to “Voice” and “Loyalty” option of EVLN Model would not only be retained with the organization but also are likely to display OCB. OCB enhances positive vibe, cohesiveness and bonding among the team members in the work place resulting into diminished conflicts and enhanced productivity.
Table of Contents
1. Introduction
2. Methodology
3. Literature Review
3.1 Part 1: The OCB construct
3.2 Part 2: EVLN Model: The Construct
3.3 Part 3: Organizational Commitment
4. Hypotheses formulation
5. Managerial / Business Implication
6. Scope for future research
7. Conclusion
8. Reference
Research Objective and Core Themes
This paper aims to explore whether dissatisfied non-sales employees within the Indian life insurance industry demonstrate Organizational Citizenship Behavior (OCB) and how organizational commitment moderates their responses within the EVLN (Exit, Voice, Loyalty, Neglect) model.
- Analysis of OCB in the context of job dissatisfaction.
- Application of the EVLN model to non-sales roles.
- The moderating role of affective, normative, and continuance commitment.
- Implications for employee retention and organizational productivity.
- Distinction between active and passive employee responses to workplace dissatisfaction.
Excerpt from the Book
The OCB construct:
The term “Organizational Citizenship Behavior” was first coined 35 years before by Smith, Organ and Near (1983). OCB can be defined as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization” (Organ 1988)
Based on the type of behavior for a better cognitive ability, Podaskoff et al (2000) grouped 30 forms of different behaviors into seven classes, namely, helping behaviors, sportsmanship, organizational loyalty, organizational compliance, individual initiative, civic virtue and self-development.
Borman and Motowidlo (1993, 1997) came out with two terminologies – 1) Task performance – It relates to the actionable that an employee undertakes to complete his/her assigned work which contributes to the organization`s productivity and 2) Contextual performance – This includes actions of an employee which are not task oriented rather those activities which are not defined in their job role like helping the co- workers in order to enable them accomplish the task. OCB was redefined in 1997 by Organ which included two elements of task performance – social and psychological.
Organ (1988) provided the five dimensions of OCB that included altruism which implies helping a coworker with task which is relevant to the organization. Conscientiousness which is reflected in being punctual, not spending time in unproductive conversation etc., Sportsmanship which is reflected in refraining oneself from complaining on petty issues. Courtesy includes taking suggestion from others before an action is initiated. Civic virtue includes involvement in organization policies thus promoting smooth functioning of the organization. The five dimensions of OCB as suggested by Organ in 1988 have been widely accepted by researchers for empirical research.
Summary of Chapters
Introduction: Provides the context of the life insurance industry and defines the specific focus on non-sales employees, outlining why their job roles and satisfaction levels require special investigation.
Methodology: Describes the collection of secondary data from 25 journals to construct the conceptual framework and formulate eight specific research hypotheses.
Literature Review: Systematically explores the theoretical foundations of OCB, the EVLN model, and the three components of organizational commitment.
Hypotheses formulation: Details the expected relationships between job dissatisfaction responses and OCB, moderated by different types of organizational commitment.
Managerial / Business Implication: Explains how organizations can leverage employee feedback mechanisms to retain talent and foster positive workplace behaviors.
Scope for future research: Suggests moving from this conceptual review toward empirical studies to validate the proposed model.
Conclusion: Synthesizes the findings, emphasizing that addressing grievances of employees who respond via 'Voice' or 'Loyalty' can enhance organizational performance and team cohesion.
Reference: Lists the academic sources used to support the conceptual arguments presented in the paper.
Keywords
OCB, job dissatisfaction, organization commitment, EVLN, life insurance, employee retention, organizational citizenship behavior, affective commitment, normative commitment, continuance commitment, workplace productivity, human resources, organizational behavior, employee voice, loyalty.
Frequently Asked Questions
What is the core focus of this research paper?
The paper explores whether non-sales employees in the Indian life insurance sector who are dissatisfied with their jobs still exhibit Organizational Citizenship Behavior (OCB).
What are the primary theoretical themes covered?
The research integrates the Organizational Citizenship Behavior (OCB) construct, the EVLN (Exit, Voice, Loyalty, Neglect) model, and the three-component model of Organizational Commitment.
What is the main research objective?
To determine if dissatisfied employees who respond via the 'Voice' or 'Loyalty' options within the EVLN model are more likely to display OCB, and how organizational commitment moderates this.
Which methodology was employed for this study?
The study uses a conceptual approach based on a comprehensive literature review of 25 academic journals to develop a theoretical framework and formulate hypotheses.
What aspects of employee behavior are examined in the main body?
The main body examines how specific responses to dissatisfaction—ranging from leaving the company (Exit) to voicing concerns (Voice)—interact with an employee's emotional or normative attachment to the organization.
Which keywords define this academic work?
Key terms include OCB, job dissatisfaction, organization commitment, EVLN model, and the life insurance sector.
How does the EVLN model categorize employee responses?
The model categorizes responses into active/passive and constructive/destructive behaviors, specifically looking at Exit, Voice, Loyalty, and Neglect.
What is the significance of the 'Voice' and 'Loyalty' options?
These responses are highlighted as constructive; if organizations address the underlying grievances of these employees, it can lead to improved retention and higher OCB levels.
Does the paper argue that dissatisfaction is good for an organization?
No, the paper clarifies that it does not advocate for creating dissatisfaction, but rather offers strategies to manage it effectively when it occurs to preserve organizational assets.
- Quote paper
- Arunava Dey (Author), 2018, Do dissatisfied employees display organizational citizenship behavior?, Munich, GRIN Verlag, https://www.grin.com/document/493792
