Purpose

This study aims to expand the theory of organisational citizenship behaviour (OCB) to include “exterior” behaviours. By advancing the work of Blake and Mouton (1964) and remapping the performance/OCB dimensions offered in the historical literature, a new holistic model of organisational performance is proposed. As a further step, a decision-making tool is proposed for managerial decision-making and to help predict employee performance.

Design/methodology/approach

The paper adopts a critical review and conceptual approach to explore historical OCB theories and task performance (TP) taxonomies. It then used Blake and Mouton’s managerial grid to construct a contemporary conceptual tool for managerial decision-making.

Findings

Despite the performance literature not lacking in quantity, a few of such research have led to a pragmatic managerial tool. The review reveals several confusions regarding the accurate classification of what actually constitutes OCB and what constitutes TP – this gap is filled by the introduction of the OCB model for managerial decision-making (OMMD).

Research limitations/implications

The current work expands our thinking on OCBs that can occur outside the organisation. These exterior behaviours can influence the organisation’s performance and must be managed just like any other performance metric. The OMMD, primarily based on OCB and TP, provides an initial framework for exploring different typologies of employees. Despite being based on several cogent performance literatures, the proposals have not been tested empirically.

Practical implications

Like the Blake and Mouton model, the new OMMD can be useful in estimating the proportions of employee OCBs and TP.

Social implications

Culture and social exchange theory can be seen as playing a role in separating TP from OCB.

Originality/value

This study extends the work of Bateman and Organ (1983) by suggesting that some work behaviours can occur outside the organisation. Besides, a decision-making proposal is offered based on the managerial grid framework (Blake and Mouton, 1964).

中文翻译：

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理论化管理决策的组织公民行为模型：从历史到当代应用

目的

本研究旨在将组织公民行为（OCB）理论扩展到包括“外部”行为。通过推进 Blake 和 Mouton (1964) 的工作并重新映射历史文献中提供的绩效/OCB 维度，提出了一种新的组织绩效整体模型。作为进一步的步骤，提出了一种用于管理决策和帮助预测员工绩效的决策工具。

设计/方法/方法

本文采用批判性审查和概念方法来探索历史 O​​CB 理论和任务绩效 (TP) 分类法。然后，它使用 Blake 和 Mouton 的管理网格来构建用于管理决策的现代概念工具。

发现

尽管绩效文献并不缺乏数量，但其中一些研究已经产生了一种务实的管理工具。审查揭示了关于实际构成 OCB 和构成 TP 的准确分类的一些混淆——这一差距通过引入管理决策的 OCB 模型 (OMMD) 来填补。

研究限制/影响

当前的工作扩展了我们对可能发生在组织外部的 OCB 的思考。这些外部行为会影响组织的绩效，必须像任何其他绩效指标一样进行管理。OMMD 主要基于 OCB 和 TP，为探索不同类型的员工提供了初始框架。尽管基于几个有说服力的性能文献，但这些建议尚未经过实证检验。

实际影响

与 Blake 和 Mouton 模型一样，新的 OMMD 可用于估计员工 OCB 和 TP 的比例。

社会影响

文化和社会交换理论可以被看作是将 TP 与 OCB 分开的作用。

原创性/价值

这项研究扩展了 Bateman 和 Organ (1983) 的工作，提出一些工作行为可能发生在组织之外。此外，还提供了基于管理网格框架的决策建议（Blake 和 Mouton，1964）。