by Dr Deirdre O’Donovan, Lecturer in HRM and MA HRM Course Coordinator, Cork Institute of Technology.
This seventh post in this current series focussing on OCBs will explore the link between inclusion and OCBs. The concept of inclusion refers to the integration of employees differences into the very fabric of the organisation. Rather than differences simply being acknowledged, as can be the tendency of diversity management initiatives, under inclusion, differences are recognised, valued, and engaged. Essentially, rather than simply pointing out that everyone is different, employees are encouraged to use what makes them different in the workplace, which can enhance their performance (for more, see Pless and Maak, 2004).
When employees perceive inclusion, i.e. have a sense of belonging in the organisation, a number of positive outcomes may be realised. Of interest for the purpose of this post is the outcome of enhanced performance, feeding in to the undertaking of OCBs.
First, inclusion can enhance an employee’s confidence. Enhanced confidence can raise the individual’s perception of their own abilities, which can positively impact their performance, and increase the likelihood that the employee considers themselves capable of working beyond their required tasks. Believing themselves capable of exceeding their required tasks increases the likelihood of them willingly engaging in activities they do not have to i.e. undertaking OCBs.
Inclusion can also result in enhanced morale, and feelings of support and job satisfaction. These factors are potential antecedents of both increased performance, and OCBs. Indeed, job satisfaction and a supportive work environment have been noted as antecedents of OCBs. If perceived inclusion results in these factors, it is therefore arguable that a relationship exists between inclusion and OCBs.
A further result emanating from perceived inclusion concerns increased commitment. This increased commitment, whether focussed towards the job itself, the team or the organization, is again likely to enhance performance. Beyond enhancing job performance, however, increased commitment to the team or organisation increases the likelihood that the employee will engage in the Helping Behaviours dimension of OCBs. The reasoning behind this proposition is that employees committed to their team are more likely to have a desire to help their colleagues with problems, or indeed to assist in preventing those problems occurring. Employees experiencing increased commitment to the organisation as a consequence of perceiving inclusion may be more likely to engage in Organizational Loyalty or Civic Virtue Behaviours (see Post 3 in this series for a reminder on these). In addition, increased commitment to the job itself is likely to see some employees engage in Individual Initiative OCBs which involves engaging in behaviours that are task-related, but at a level so far beyond what is expected or required that it takes on voluntary characteristics.
Finally, it is arguable that perceived inclusion can assist in maintaining a culture of OCB undertaking. When individuals feel included themselves in the organisation, they are better placed to help others develop a sense of, and continue to perceive, inclusion. Inclusion can therefore become part of the organisational culture, increasing the outcomes associated with inclusion, as outlined above. The repeated instances of these outcomes may subsequently result in the repeated undertaking of resultant OCBs, as also outlined above.
Ultimately, this post encourages leaders, managers and HRPs who are attempting to encourage OCBs in their organisation to not simply think of OCBs in isolation, rather consider the bigger picture, and the context in which employees are operating.
About the author
Dr Deirdre O’Donovan is currently a lecturer in Human Resource Management in Cork Institute of Technology, Cork, Ireland, and the course coordinator for the MA in HRM. Previous research focussed on National Culture and Performance Management, while her current research interests are primarily rooted in Industrial/Organisational Psychology, Inclusion and HRM.
LinkedIn: Deirdre-O-Donovan-phd
Email: [email protected]