Organizational Psychology There Is a Link Between

Organizational Psychology

There is a link between organization behavior and organization effectiveness. Organizational citizenship behavior is an aspect of an individual activity at work that is discretionary, not formally recognized by the conventional reward system, and promotes efficient and effective functioning of an organization. Organizational citizenship behavior has two main facets namely: OCB altruistic and OCB compliance. The compliance aspect implies that things have to be done in a the right and proper way for the sake of the system as opposed to doing them for specific persons that resonates well with the altruistic aspect. Organization citizenship behavior therefore supports the social and psychological environment in which tasks are performed in an organization (Organ, 1997). In essence, OCB encompasses employees' positive and constructive inputs that supports co-workers and benefit an entire organization.

A number of factors influence job satisfaction. These include pay, job security, social simulation, demographic factors, opportunities for promotion, and recognition.

Poorly remunerated employees are less likely to be productive. This is because they are not satisfied with the kind of job they are doing. Pay is a determinant of job satisfaction even though it is not the most influential factor. Employees who have expressed dissatisfaction with the wages organizations they work for pay them are more likely to be dissatisfied with their work (Aslam, 2012).

Job security impacts work related outcomes. An employee who is sure that s/he will not loose his/her job any time in the near future is likely to devote his energy towards performing his work related duties. They are less likely to worry. Worries can be detrimental to an employee's health. Job security is therefore a determinant of an employee's health. Employees who are not guaranteed of their futures in an organization are more likely to look for other jobs that make their future secure. Guaranteeing employee's job security reduces employee turnover. Job security is therefore related to job satisfaction and organizational commitment. Job insecurity on the other hand leads to reduced satisfaction and commitment. Employee's performance is also in the long run negatively impacted (Aslam, 2012).

Social simulation plays significant role in employee job satisfaction. Employees do not like boredom occasioned by being bound to a working routine. Employees who see their work as a way of making a career prefer challenges that their jobs present them with. This is highly unlikely with those employees who perceive their jobs as temporary positions. Such calibers of employees rarely seek further development opportunities in their jobs (Aslam, 2012).

Age, race, and gender significantly impact job satisfaction. Older workers tend to be more satisfied than younger workers. Minority groups of different ethnicities relative to the rest of workers are also less satisfied with their jobs. With regard to gender, professional women like clinical psychologists experience lower levels of job satisfactions relative to their male counterparts. This is however not true for the non-professionals. Men at higher occupational levels are normally more satisfied than women with regard to pay and opportunities for advancement (Aslam, 2012).