An Empirical Research On Effect Of Organizational Citizenship Behavior On Team Performance

The rapid progress of science and technology put enterprises in a rapidly changing environment since 1970s. Many enterprises abandoned the pyramid structure suited the traditional scientific management, and gradually turned to a flat "network-based" organizational structure adapting to the information age. Staff responsibilities have become broader, and the spontaneous cooperative behaviors of employees played a more important role in enterprises. At the same time, Team as a new way of working received recognition from enterprises quickly by virtue of its cohesion to the wisdom of employees internally and corresponding to market changes quickly externally, and has been developed by leaps and bounds all over the world. How to stimulate the employees' enthusiasm most effectively, enable them to work more efficiently, so as to enhance the performance of team, has became an important issue concerned by managers and scholars. Organ defined organizational citizenship behavior (OCB) as individual behavior that is not included in job instruction directly, but can maintain and enhance the psychological environment of organization, and then improve the task performance. In recent years, the research on the impact of OCB on team performance has become an important subject concerned by scholars, but correlative empirical research is still not enough.Based on previous studies, this dissertation empirically investigated the relationship between organizational citizenship behavior and team performance through questionnaire surveys and statistical analysis, then reached the following conclusions: (1) Organizational citizenship behavior can be classified into four dimensions: self, group, organization and social level; (2)Team performance can be measured in three dimensions: object achievement, staff satiafaction, team development; (3)Through correlation analysis we found: self-level OCB positively correlates with object achievement and team development, group-level and organization-level OCB both positively correlate with the three dimensions of team performance, social-level OCB only positively correlates with team development. The following regress analysis gave further evidence to the effect of oganizational citizenship behavior's four dimensions on team performance's three dimensions; (4)Through variance analysis we found: enterprise nature has significantly different effect on the three dimensions of OCB and team performance except object achievement; (5)The dissertation reaches the conclusion through the regress analysis that OCB has different effects on team performance if the nature of enterprise is different.Finally, from these findings of the empirical research, suggestions of improving team performance are discussed: Enterprise managers should attach importance to OCB's promotion on team performance; understand employees' individual requests and motivate effectively; increase job attraction by rotation and enrichment; emphasis on career planning of employees; advocate healthy competition and create an atmosphere of cooperation. Consequently inspire employees' organizational citizenship behaviors comprehensively and make them strengthened, so as to improve the team performance.