See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/351879707

Organizational Behavior Strategy

Article · May 2021

CITATION READS
1 4,370

1 author:

Vadys Thierry Lieutcheu Tientcheu

University of East London
10 PUBLICATIONS   2 CITATIONS   

SEE PROFILE

Some of the authors of this publication are also working on these related projects:

African International Relations and Diplomacy View project

All content following this page was uploaded by Vadys Thierry Lieutcheu Tientcheu on 26 May 2021.

The user has requested enhancement of the downloaded file.

 1

Organizational Behavior

Vadys Thierry Lieutcheu Tientcheu

Society and Organization

Atlantic International University

05/2021
 2

Table of Contents

Introduction ................................................................................................................................4

2.0 Definition of organizational behavior ....................................................................................4

3.0 Goals of organizational behavior ...........................................................................................5

4.0 Key concepts of organizational behavior ...............................................................................6

5.0 Tasks and opportunities of organizational behavior ...............................................................7

6.0 Levels of organizational behavior ..........................................................................................7

7.0 Types of organizational behaviors .........................................................................................8

7.1 Job performance level ........................................................................................................8

7.1.0 Factors that determine job performance .......................................................................9

7.1.1. Fair treatment of employees........................................................................................9

7.1.2 Stress...........................................................................................................................9

7.1.3 Work attitudes ........................................................................................................... 10

7.1.4 Personality ................................................................................................................ 10

7.1.5 Employees' skills and knowledge............................................................................... 10

7.2 Organizational Citizenship Behaviors .............................................................................. 12

7.2.0 Factors that determine organizational citizenship behaviours ..................................... 13

7.2. 1 Motivation................................................................................................................ 13

7.2.2 Employee treatment................................................................................................... 13

7.2.3 Personality ................................................................................................................ 13

 3

7.2.4 Job attitude ................................................................................................................ 13

7.2.5 Age ........................................................................................................................... 14

7.3 Absenteeism .................................................................................................................... 14

7.3.0 Factors that cause absenteeism .................................................................................. 15

7.3.1 Health issues ............................................................................................................. 15

7.3.2 Life-work balance ..................................................................................................... 15

7.3.3 Age ........................................................................................................................... 16

7.4 Turnover .......................................................................................................................... 16

7.4.0 Factors that affect employee turnover ........................................................................ 17

7.4.1 Job performance level................................................................................................ 17

7.4.2 Work attitudes ........................................................................................................... 17

7.4.3 Work-related stress .................................................................................................... 18

7.4.4 Individual differences ................................................................................................ 18

7.4.5 Duration in the company ........................................................................................... 19

8.0 Restrictions of organizational behavior ................................................................................ 19

9.0 Main factors affecting organizational behavior .................................................................... 20

10.0 Conclusion ........................................................................................................................ 21

References ................................................................................................................................ 23
 4

Introduction

For most organizations, the main operating principle involves laying down strategies to

ensure that the organizations' goals are achieved (Bryant, Will, et al. 2021). To achieve such

goals, the organization has to consider employees' knowledge and skills, which are paramount in

achieving organizational objectives. Employees in most organizations emanate from different

cultural backgrounds, which might influence their behavior at work. Therefore, the organization

must be able to manage employees' behavior to ensure implementation of organizational

strategy. This paper seeks to highlight organizational behavior and its connection to employees'

knowledge and skills in outlining organizational strategies.

2.0 Definition of organizational behavior

The term organizational behavior refers to the critical analysis of individual and group

performance in the workplace. Organizational behavior deals with the appreciation, prediction

and regulation of employees' behavior within organizations (Farid, Tahir, et al. 2019). Apart

from determining workers' behavior, organizational behavior also controls the management

measures and evaluates its effect on job structure, employee performance, interpersonal

communication, employee motivation and leadership skills exhibited by employees.

Organizational behavior borrows from other disciplines to establish robust and effective

working relationships in the organization. The field of sociology plays a vital role in shaping

human behavior in organizations. Other studies that help define organizational behavior include

medical science and political sciences (Tang, Pok Man, et al. 2020). Since power, authority and

influence are experienced in organizations, and a strong relationship exists between

organizational behavior and political sciences. In addition, medical science also enhances

organizational behavior because it helps diagnose and treat work-related stress experienced by
 5

employees. Human behavior in the organization occurs in terms of communication styles,

attitude development of employees, learning patterns, leadership styles, hierarchical authority,

strategies, conflict resolution, stress management, and roles and responsibilities (zhang, 2020).

3.0 Goals of organizational behavior

There are several goals of managing human behavior within organizations. The main goal

involves identifying and evaluating mechanisms that control human relations and interactions in

the workplace. Another goal of organizational behavior involves identifying and nurturing

employees' behaviors to create a favorable environment for the continued existence and efficacy

of the organization. There are eight specific goals of organizational behavior in a workplace

(zhang, 2020). Organizational behavior ensures job satisfaction by employees. Through

management of employees' behavior, the employees enjoy satisfaction during their daily

operations.

Managing people's knowledge and skills ensure that the company gets the right

employees who match the organizational goals and strategies. It ensures that the organization's

culture is preserved over the years to achieve its mission and vision effectively. Organizational

behavior management ensures the establishment of robust and effective leadership and conflict

resolution among employees. In addition, employees can understand each other better, which

reduces strenuous working relationships (Farid, Tahir, et al. 2019). By managing employees'

skills, organization managers can learn how to develop effective leaders (Bryant, Will, et al.

2021). The organization establishes strong teamwork that ensures the high productivity of the

company. The organization achieves high productivity through employee motivation through

incentives and rewards (zhang, 2020).

 6

4.0 Key concepts of organizational behavior

The key concepts that form the basis of organizational behavior depend on the nature of

individuals and the organization at large as shown in figure 1 below (zhang, 2020). For instance,

individual differences among the employees define organizational behavior in its implementation

strategies (Tang, Pok Man et al. 2020). Employees exhibit different giftedness based on their

cultural and socio-economic background. Secondly, organizational managers must monitor

employees' perceptions to ensure the smooth running of business operations. Thirdly, approaches

that ensure employee motivation determine the success of the organization's productivity.

Fourthly, employees' desire to be involved in various tasks also determines teamwork within the

organization (Wang, Taolin, et al. 2019).

Organization managers should also ensure that the policies put in place respect and

protect human dignity and welfare. In addition, both the organizational leadership and the

employees must work towards a common interest where they both benefit. The organization may

benefit in terms of profit generation while employees benefit from remunerations. Organizations

must also be viewed as social systems such that managers ensure healthy interpersonal

relationships between members of the organization (zhang, 2020).

Fig 1: An organizational behavior model (zhang, 2020).

 7

5.0 Tasks and opportunities of organizational behavior

There are several tasks that any organization ought to achieve to manage employees’

behavior and skills effectively. Upon completion of such tasks, the organization may realize its

goals and the productivity increases (Bryant, Will, et al. 2021). For example, the organization

must seek to enhance quality of services and productivity among employees. Organizational

behavior can also be managed through improvement of employees’ knowledge and skills. An

additional approach may include the management of employees who emanate from diverse

backgrounds. Such an approach ensures healthy collaboration among employees despite

possessing diverse personalities.

Organizational managers should also ensure that employees are empowered to handle

different challenging situations in day-to-day business operations. In response to the ever-

changing technology and innovation, employees should be motivated to acquire a culture of

innovation and change (Farid, Tahir, et al. 2019). Furthermore, establishing a working

environment that champions ethical behavior can help manage people’s behavior. On the other

hand, the organization should ensure improved customer service to attract and retain new

customers. More importantly, organizational behavior management should help its employees

balance work-life conflicts (Tang, Pok Man et al. 2020).

6.0 Levels of organizational behavior

There are three levels of organizational behavior in every organization. The levels

include individual, group, and organization system levels. The levels of organizational behavior

collectively affect the elements of human output (Wang, Taolin, et al. 2019).

It proposes three levels of analysis in OB. As we move from the individual level to the

organization systems level, we add systematically to our understanding of behavior in

 8

organizations. As one moves from individual to organization level, human behavior becomes

more explicit. The three fundamentals act as building a foundation to the organization's behavior

in that the previous level determines the construction of the current level. Therefore, organization

managers must ensure to overlay constraints during the individual level to make certain that

organizational behavior is achieved (Bryant, Will, et al. 2021).

7.0 Types of organizational behaviors

Different organizational behaviors that strategize people's skills and knowledge include

job performance, organizational citizenship behaviors, absenteeism, and employee turnover

(zhang, 2020).

7.1 Job performance level

A strategic approach to organizational behavior may involve the assessment of

employees' job performance. Notably, job requirements differ according to the demands and

roles of each job. Organizational managers utilize various metrics to evaluate the performance of

employees. Such metrics may include the quantity and quality of each worker's work (zhang,

2020). Some employees may also exhibit a great level of accuracy and high speed in the

completion of tasks. Therefore, managers also determine the general efficiency of each

employee. They use such measures to determine job promotion, award incentives, assign extra

duties, or terminate an employee's services from the company. As a result, organizational

managers utilize job performance evaluation strategies to track and observe human behavior in

the workplace (Wang, Taolin, et al. 2019).

 9

Fig 2: Statistical data used to assess work performance

7.1.0 Factors that determine job performance

7.1.1. Fair treatment of employees

One of the factors determining employee performance involves employee treatment in

the workplace (Bryant, Will, et al. 2021). If employees feel that their employers treat them justly,

they tend to perform way much better than employees who feel unfairly treated. In addition, if

employees have a good working relationship with their employer, they feel motivated to be

productive. Furthermore, if interrelationships between employees are healthy, they tend to work

together to achieve the organization's goals. High employee performance is seen as a way of

reciprocating the fair treatment given to them by their managers. Employees whose work is

recognized and rewarded by the employers seem to perform better in their line of work (Wang,

Taolin, et al. 2019).

7.1.2 Stress

Stressful situations greatly influence an employee's performance level at work. High

levels of stress might cause mental instability, draining employees of the energy required to

perform their duties. The distraction might occur when employees tend to divert their energy

towards the stressful situation, which makes them neglect their duties. In addition, employees

whose roles are conflicting and not clearly defined may also exhibit low-performance levels.

Some sources of stress may be external such as domestic issues, health issues and social issues
 10

away from the workplace. For instance, an employee might conflict with their spouse at home or

not provide for the basic needs such as paying school fees, which might affect their concentration

at work (Wang, Taolin, et al. 2019).

7.1.3 Work attitudes

Employees' attitudes also affect their job performance, especially job satisfaction.

Organizational managers should assess if the employees are satisfied while performing their

tasks as it acts as an indicator of job performance. Employees perform better when they are

satisfied. However, there are some fields where employees have to perform their tasks even if

they are not satisfied due to moral obligations associated with their duties. Employees such as

nurses might still perform in their duties even if the work environment is unsatisfying because

they feel morally obligated to attend to patients (Bryant, Will, et al. 2021).

7.1.4 Personality

Organizational managers must also consider employee's personalities as they also affect

their job performance. Employees who exhibit high levels of diligence perform effectively at

work. Mostly, such employees may be consistent, trustworthy and motivated to meet the

organization's objectives. They tend to outshine others in many instances hence become prone to

promotion, rewards and incentives.

7.1.5 Employees' skills and knowledge

Employee's skills and know-how enhance their ability to respond to strenuous job

situations. Therefore, organizational managers look out for employees' skills in determining

recruitment, promotion and assignment of roles. The cognitive and physical skills of employees

determine their performance level within the organization. For instance, an employee who

experiences challenges in typing may reduce his productivity towards the company's goal.
 11

Similarly, an employee who is not a critical thinker may experience difficulties when faced with

conflicting situations (Chen, Xiao, et al. 2021).

Employee cognitive skills may affect general performance at work. For instance,

employees who work in high profile jobs are expected to possess a high level of cognitive skills

as the jobs involve complex decision-making. Such jobs include engineering and medicine as

they are associated with high complexity. On the other hand, some jobs may not require a high

level of cognitive ability, such as manual and clerical jobs (Fehr, Ryan, et al. 2019).

From a managerial perspective, cognitive complexity plays a significant role. Employees who

possess high cognitive skills are more conversant with current information and generate various

relationships concerning data. In turn, such employees can deduce information in decision-

making.

For instance, if an organizational manager is tackling a particular problem in the

organization, high cognitive ability enables them to break the issue into several aspects (Fehr,

Ryan, et al. 2019). The manager then tackles each aspect of the problem individually and

provides probable solutions to the main problem.On the other hand, a manager who exhibits a

lower cognitive ability may only suggest a single solution to the problem, which might even be

ineffectual. Therefore, managers should possess two significant traits of cognitive complexity,

which include effective decision-making and exemplary leadership style. In terms of leadership,

managers with effective cognitive skills portrayed a competitive advantage in problem-solving

(Wang, Taolin, et al. 2019).

In terms of decision-making, employees with stable cognitive skills tend to research more

concerning an issue, utilize the researched data, suggest various solutions, and narrow down on

the most reasonable solutions towards a problem. On the other hand, employees with a lower
 12

cognitive ability might perform poorly in their research methods, resulting in narrow-mindedness

in problem-solving (Fehr, Ryan, et al. 2019).

Employees' physical skills also help in ensuring job performance in the workplace.

Organizational managers should consider employees' physical skills to be able to manage their

behavior at work. When managers recognize such skills and realize that employees possess

different physical skills, it may help devise ways to manage employees' behavior. By so doing,

managers match employees' physical skills to the right tasks in the organization during

recruitment. Additionally, employees' differences also help manages during the selection

process. For instance, some jobs might require specific physical skills such as fast typing (Chen,

Xiao, et al. 2021).

7.2 Organizational Citizenship Behaviors

The second type of organizational behavior involves citizenship behaviors (Tenney,

Elizabeth et al. 2021). Organizational managers should encourage citizenship behaviors as they

play a part in ensuring productivity in the organization. Organizational citizenship behaviors are

encountered when employees conduct tasks that are not mandatory but enhance the workforce's

overall performance. In so doing, employees help other employees reach performance tasks and

benefit from the actions. Examples of citizenship behaviors include orientation of new staff

members, volunteering to plan a team-building activity and offering suggestions on how to

enhance business operations within the organization (Chen, Xiao, et al. 2021).
 13

7.2.0 Factors that determine organizational citizenship behaviours

7.2. 1 Motivation

Employees may find the need to help their fellow colleagues if they feel an inner drive to

do so. Such motivation is intrinsic since it is not based on external rewards, which may push one

to offer help (Wang, Taolin, et al. 2019).

7.2.2 Employee treatment

If employees are treated fairly at the work place, they tend to develop strong citizenship

behavior. Therefore, managers should take advantage of such knowledge to manage citizenship

behaviors among the employees. The company managers can attain success in managing their

employees’ behavior through ensuring a healthy working relationship with their employees,

among employees and existing trust among each other. When workers feel that they well treated,

they tend to reciprocate by practicing citizenship behavior (Wang, Taolin, et al. 2019).

7.2.3 Personality

Although personality determines an employee’s job performance, organizational

managers should be aware that personality is a huge contributor towards organization citizenship

behavior. Diligent employees tend to exercise citizenship behaviours more than their

counterparts. In addition, employees who exhibit positive affectivity and are friendlier also

conduct citizenship behaviours more often (Bryant, Will, et al. 2021).

7.2.4 Job attitude

Employees with a positive job attitude may end up practicing citizenship behavior at

work. For instance, employees who are more contented at work, loyal employees and those who

are able to manage their moods may help others around as compared to other employees. On the
 14

other hand, unhappy employees may appear distracted and maybe disinterested in helping others

to achieve tasks (Wang, Taolin, et al. 2019).

7.2.5 Age

With age, people tend to help others more than younger employees. The tendency to

exercise citizenship behavior may be attributed to the experiences that are associated with age.

Older employees accumulate vast job experience, understand the company’s systems and the

objectives (Wang, Taolin, et al. 2019). As a result, they serve as a source of knowledge and may

help fresh recruits in navigating through the company’s expectations (Tenney, Elizabeth et al.

2021).

7.3 Absenteeism

Absenteeism is another type of organizational behavior that employees might exhibit. A

study conducted on employees’ absenteeism in US showed a worrying pattern as depicted in

figure 3 below (Bryant, Will, et al. 2021). Absenteeism occurs when employees become absent

from work without prior schedules or plans. Notably, organizations may suffer huge losses as a

result of employee absenteeism since it is highly unpredictable. Absenteeism may be expensive

to the company, especially when it might be difficult to replace the absent employees with ones

that match their skills and expertise. Managers may be forced to pay for overtime or recruit

temporary workers, which adds to the company’s expenses (Bryant, Will, et al. 2021).
 15

Fig 3: Average health-related employees’ absenteeism (Bryant, Will, et al. 2021).

7.3.0 Factors that cause absenteeism

7.3.1 Health issues

Some employees may suffer short term illness while others may suffer long term illness

that may affect their ability to report to work as usual. Absenteeism may be as a result of an

accident that incapacitates the employee, acute stress or lower back pains that keep employees

from going to work. Even though absenteeism may be costly to the company, it is unethical and

unfair to penalize employees who are absent due to health issues. As a result, organizational

managers should strive to provide programs that ensure that the health of employees is protected.

Such programs may involve educational programs that inform employees on proper diet and the

importance of keeping fit. Organizational managers may also reward employees who observe

healthy habits.

7.3.2 Life-work balance

Some employees are unable to strike a healthy balance between work and out of work

life. Even though some situations are unavoidable, such as taking care of a sick kin, other

situations are manageable and can be controlled. Organizational managers can help employees in

managing life-work balance by offering more flexible working hours to the employees. Such

measures ensure that workers manage their personal time and thus are fit to dedicate more time

to work-related chores (Bryant, Will, et al. 2021). Additional approaches that managers may

employee to manage life-work imbalances include giving employees a single paid time off

program, work at home policy and enough sick leave schedules (Wang, Taolin, et al. 2019).
 16

7.3.3 Age

Older employees may report few cases of absenteeism from work. Such a scenario may

be attributed to the employees’ loyalty, long-life experiences and the fact that they are able to

manage work-life imbalances. Older employees also value the importance of a robust work ethic

which might ensure little or no absenteeism (Farid, Tahir, et al. 2019).

7.4 Turnover

An additional type of organizational behaviour include employee turnover. Turnover

involves situations where workers leave a company due to various factors. Figure 4 below

depicts rates of employee turnover in various industries. Employee turnover may have adverse

effects on the company’s performance since more time and resources are used in recruiting of

fresh employees to replace the ones who have left (Farid, Tahir, et al. 2019). In addition,

companies may suffer from low productivity in the period where the office is unoccupied and

incomplete tasks. Although turnover may be disadvantageous to the organization, there are

certain instances where turnover may actually be beneficial to the company. Such instances

include “loss” of low-performing employees which may serve as an opportunity for managers to

augment productivity (El Shaer, 2019).

 17

Fig 4: Employee turnover rates by industry (zhang, 2020).

7.4.0 Factors that affect employee turnover

7.4.1 Job performance level

Poor performing employees may leave the company, especially when the management

fire them due to unproductivity. For instance, in situations where companies reward for

performance, low performing employees may feel threatened as they do not benefit from the

extra rewards associated with job performance. However, employee turnover may also occur

when high performing employees leave the organization. Such situations may be necessitated by

search for better paying jobs. Such employees often quit their jobs when they feel dissatisfied as

it is easy for them to get alternative jobs (Bryant, Will, et al. 2021).

7.4.2 Work attitudes

Sometimes employees may quit their jobs if they are unhappy with the working

environment. They may not be loyal enough to stay in the company despite the challenging

working environment (zhang, 2020). If employees fail to love their job, fail to encounter
 18

probable growing opportunities within the company, are generally unhappy, they can end up

leaving the company in search of better working conditions.

In most cases, employees may be stuck in unsatisfying job environments as it may not be

easy to get alternative jobs. This may have a negative impact on the company’s productivity. As

a result, in cases where joblessness is high, many employees who are unsatisfied may continue to

work for their present firm. However, in the case of economic boom, employee turnover is

highly experienced as employees search for better and satisfying working environments.

Organizational managers should strive to keep their employees happy to prevent or reduce

employee turnover (El Shaer, 2019).

7.4.3 Work-related stress

Another reason that might cause employee turnover is work-related stress. When

employees face constant interpersonal conflicts, they may be forced to quit. Additionally, when

employees encounter role conflict and unclear definition of roles, they may end up leaving the

company in search for less stressful alternatives. Some of the examples of work-related stress

include improper treatment by customers, long working hours that are not compensated,

situations where managers rule by “iron fist” and unfair treatment by other employees.

Organizational managers can manage work-related stress by ensuring fair treatment of

employees, offering promotion or shifting an employee to a more accommodating job

department (zhang, 2020).

7.4.4 Individual differences

Even though various job environments can be stressful to employee and fuel employee

turnover, some employees may stay longer in a certain company. Such employees exhibit a high

level of personality such as the ability to manage stress, being friendlier at work, high level of
 19

diligence and great perseverance. Employees who have a great personality at work may also

perform better, which motivates them to stay longer in the company.in addition, such employees

develop healthy working relationships with bosses and employees, which ensures that they stay

longer in the organization (Farid, Tahir, et al. (2019).

7.4.5 Duration in the company

The duration that an employee has been in the company determines turnover. Some

employees who have been working for a certain organization for long may find it hard to leave.

On the other hand, employees who have not been working for the company for long may easily

quit or be fired from work. In terms of chronological age, younger people may also keep on

moving from one job to another as they do not have many responsibilities.

Notably, fresh recruits find the working environment more stressful and

unaccommodating, which might prompt them to quit their jobs easily. Furthermore, they do not

have established bonds with other employees, their work and the job system. The lack of

attachment to the stated elements may make quitting an easy task. For instance, a new employee

who gets hired but still has several other interviews to attend may quit few days after

employment if they find the other jobs more favourable than the current one (El Shaer, 2019).

8.0 Restrictions of organizational behavior

It is important for organizational managers to be aware of the limitations of

organizational behavior. Organizational behavior management does not always solve all the

problems pertaining to human resource in the company. For instance, strategic approach to

organizational behavior management may fail to fully address issues pertaining to employee

conflicts or employee frustrations. Most of the time, the much it can do is to lower the frequency

of occurrence of such behaviours. In addition, organizational behavior is just a small rudiment of

 20

the entire organization; hence it may not be reasonable to direct all the resources in trying to

manage employee behavior. In fact, most organizational managers may not effectively apply

organizational behavior management in learning the institutions due to cost implications

associated with the task (El Shaer, 2019).

It is worth noting that organizational behavior may not address several issues that occur

during business operations. Such issues include poor planning, insufficient controls, incompetent

organizing and employees’ shortages. If the management plans poorly from the beginning of a

financial year, organizational behavior management may not help in alleviating problems that

arise due to poor planning. Additionally, inadequacies associated with human resource cannot be

solved using organizational behavior management.

If managers make poor choices during the organization step, organizational behavior

management can do very little to correct the incompetence (Liu, Xiaolang, et al. 2019). This is

because organizational behavior management is just a part of several other systems operating

within the organization. It is also difficult for organizational managers to fully eliminate

unethical manipulation of employees as it is mostly dependent on individual differences of

employees. Furthermore, the law of diminishing returns may apply during organizational

behavior management as well as bias associated with employee behavioral pattern in the

organization (El Shaer, 2019).

9.0 Main factors affecting organizational behavior

There are four factors that greatly influence organizational behavior in the contemporary

world of business (Liu, Xiaolang, et al. 2019). Such factors are classified into people,

technology, structure and environment. First, an organization consists of people who have

different cultural and socio-economic backgrounds. Therefore, organizational managers must

 21

handle employees carefully to avoid a cultural conflict in the workplace. Secondly, technology

plays a part in the running of the organization (Farid, Tahir, et al. (2019).Technology affect

employee behavior in terms of increased production and improved quality of goods and services.

On the other hand, technology may result in loss of jobs, especially where automated

systems are employed by the organization. Additionally, employees who lack technological

knowledge may also perform poorly and may be fired from their jobs. Thirdly, organizational

managers have to utilize the structure of the organization to effectively attain the company goals.

There must be effective coordination between different departments for successful operations of

the business. Lastly, the environment affects all the other three factors in that they all operate in

the environment. All organizations operate within internal and external environments which

influence their operations. As a result, managers must enhance social relationships among

employees to provide a conducive environment for work (El Shaer, 2019).

Fig 5: Factors affecting organizational behavior (El Shaer, 2019).

10.0 Conclusion

Organizational behavior applies a system approach in dealing with knowledge and skills

concerning employees and its effect on the overall running of an institution. The role of

organizational managers in controlling organizational behavior is paramount. Several types of

 22

organizational behavior exist, such as absenteeism, turnover, and organizational citizenship

behavior and job performance level (El Shaer, 2019). There are several factors that affect

organizational behavior in the workplace. Some factors such as individual differences may not be

controlled, but other factors such as motivation can be enhanced in order to manage employees’

behavior. The management takes advantage of organizational behavior knowledge to increase the

company’s productivity.

The goal of organizational behavior is to establish healthy interpersonal relationships at

work, which in turn result in achievement of business goals. Additionally, ethical consideration

during business operations takes place to protect human dignity and to attain social objectives.

Organizational behavior affect employees and the organizations depending on how it is

managed. Therefore, organizational managers must equip themselves with the necessary skills

and knowledge pertaining to organizational behavior management in order to effectively run

business operations and to achieve business goals (Farid, Tahir, et al. (2019).
 23

References

Bryant, Will, & Merritt, Stephanie M. (2021). Unethical Pro-organizational Behavior and

Positive Leader–Employee Relationships. Journal of Business Ethics, 168(4), 777–

793. https://doi.org/10.1007/s10551-019-04211-x

Chen, Xiao, Latham, Gary P, Piccolo, Ronald F, & Itzchakov, Guy. (2021). An Enumerative

Review and a Meta‐Analysis of Primed Goal Effects on Organizational

Behavior. Applied Psychology, 70(1), 216–253. https://doi.org/10.1111/apps.12239

El Shaer, Tamer. (2019). The relationship between leader-member exchange, organisational

citizenship behaviour, and organisational commitment among UNRWA health staff in the

Gaza governorates. The Lancet (British Edition), 393, S46–

S46. https://doi.org/10.1016/S0140-6736(19)30632-4

Farid, Tahir, Iqbal, Sadaf, Ma, Jianhong, Castro-González, Sandra, Khattak, Amira, & Khan,

Muhammad Khalil. (2019). Employees' Perceptions of CSR, Work Engagement, and

Organizational Citizenship Behavior: The Mediating Effects of Organizational

Justice. International Journal of Environmental Research and Public Health, 16(10),

1731. https://doi.org/10.3390/ijerph16101731

Fehr, Ryan, Welsh, David, Yam, Kai Chi, Baer, Michael, Wei, Wu, & Vaulont, Manuel. (2019).

The role of moral decoupling in the causes and consequences of unethical pro-

organizational behavior. Organizational Behavior and Human Decision Processes, 153,

27–40. https://doi.org/10.1016/j.obhdp.2019.05.007

Liu, Xiaolang, Huang, Qihai, Wang, Hongli, & Liu, Shanshi. (2019). Employment security and

employee organizational citizenship behavior: does an ‘iron rice bowl’ make a

 24

difference? International Journal of Human Resource Management, 30(13), 2077–

2096. https://doi.org/10.1080/09585192.2017.1381859

Tang, Pok Man, Yam, Kai Chi, & Koopman, Joel. (2020). Feeling proud but guilty? Unpacking

the paradoxical nature of unethical pro-organizational behavior. Organizational Behavior

and Human Decision Processes, 160, 68–86. https://doi.org/10.1016/j.obhdp.2020.03.004

Tenney, Elizabeth R, Costa, Elaine, Allard, Aurélien, & Vazire, Simine. (2021). Open science

and reform practices in organizational behavior research over time (2011 to

2019). Organizational Behavior and Human Decision Processes, 162, 218–

223. https://doi.org/10.1016/j.obhdp.2020.10.015

Wang, Taolin, Long, Lirong, Zhang, Yong, & He, Wei. (2019). A Social Exchange Perspective

of Employee–Organization Relationships and Employee Unethical Pro-organizational

Behavior: The Moderating Role of Individual Moral Identity. Journal of Business

Ethics, 159(2), 473–489. https://doi.org/10.1007/s10551-018-3782-9

Zhang, Suchuan. (2020). Workplace Spirituality and Unethical Pro-organizational Behavior: The

Mediating Effect of Job Satisfaction. Journal of Business Ethics, 161(3), 687–

705. https://doi.org/10.1007/s10551-018-3966-3

View publication stats