The motivational basis of organizational behavior

Abstract

How, and to what extent, do people become involved in an organization and committed to its goals? If an organization is to survive and to function effectively, it must require not one, but several different types of behavior from most of its members, and the motivations for these different types of behavior may also differ. How does a business organization attract the kind of people it needs? How does it hold them? How does it induce both reliable performance and spontaneous innovation an the part of its members? This paper proposes an analytic framework for understanding the complexities of motivational problems in an organization.

Organizational Justice as an Antecedent of Job Performance

“…Historically, Katz (1964) has identified two basic types of behaviors that are necessary for organizational effectiveness in the form of in-role and extra-role job behaviors. In-role behavior reflects predictable job performance responsibilities that must be carried out in order to implement the organization's essential operations.…”

“…These types of behaviors are synonymous with task performance (Borman and Motowidlo 1997) or in-role behaviors (Bott et al 2003;Williams and Anderson 1991). On the other hand, extra-role behavior reflects variable patterns of behaviors that fall outside of one's job descriptions yet facilitate the accomplishments of organizational goals (Katz 1964). These behaviors are not assigned by the organization and thus, are voluntary in nature.…”

Leader-member exchange and citizenship behaviors: A meta-analysis.

“…The importance of such behaviors for organizational effectiveness was recognized by Katz (1964), who underlined the need for employees' innovative and spontaneous activity beyond their specified roles. C. A.…”

The Effect Of Benevolent Leadership On Organizational Citizenship Behavior (OCB) : Mediating Role Of Ethics Climate

“…Individuals not only complete the main task (in-role), but also willing and able to complete tasks outside its core functions (extra-role) (Pearce, 1991). Extra-role effort as a form of employee loyalty to achievement the maximum organization (Katz, 1964). Also describe the added value of employees as a form of prosocial behaviors that are positive, constructive and meaningful help (Brief and Motowildo, 1992).…”