Canadian Government Executive - Volume 23 - Issue 03

12 / Canadian Government Executive // March/April 2017 Organizational citizens use their discretionary effort to assist others gladly, usually without being asked.That help- ing can include coach- ing and motivating others, as well as resolving conflicts. Workplace harmony is enhanced when people take a keen interest in each other as personal beings.A good citizen works hard at building a web of relationships and taking part in casual social activities. Organizations can get blindsided unless the couragous speak out about problems, risks, and opportunities. There is a skill to point- ing out inconvenient truths constructively and diplomatically. Civic virtue is the demonstration of upstanding behaviour, such as considerate- ness, manners, main- taining a professional appearance, and eschewing a sense of entitlement. The workplace is full of disappointments, compromises, and set- backs. Citizens show patience and emotion- al resilience by accept- ing the bad with social grace, good humour, and a sporting attitude. Sharing knowledge and information is partly voluntary and requires extra effort, such as teaching.A good citizen spreads ideas and shares credit instead of hoarding in a self- interested way. Organizational citizens exceed job require- ments by investing extra effort and “going the extra mile”to solve problems for others. That includes minding the small but import- ant details of work. An organization struggles to succeed unless everyone routinely goes “above and beyond the call of duty” by contributing to the work of others. Small but important tasks fall by the wayside if workers refuse to put in the extra effort, cooperation, and care by simply invoking the excuse, “that’s not my job.” How can executives encourage employees to act as good organiza- tional citizens ? The challenge is that it is virtually impossible to track, evaluate, and reward such behaviours. Nonetheless, research fromworkplace psychologists reveals a great deal about what these behaviours are and how they can be encouraged (and discouraged) . PRO Heavy workloads sap energy, narrow attention, and limit the oppor- tunities to contribute beyond the scope of basic work tasks. In contrast,those with some flexibility in their schedules are better able to marshall energies and devote part of their time to collective problem solving. More important than the amount of work is how the work gets done.Those who are told how to perform tasks down to the smallest detail (without any say) lack the psychological empowerment to go beyond basic job requirements. Such people feel like less valued “drones.” Those who have a say in role breadth and task performance tend to be more self-initiating and collaborative. The factors that promote and dis- courage organizational citizenship behaviours can be grouped into ten categories.Think about how each factor influences employee develop- ment and workplace culture. It helps to imagine the development path as having two tracks: an ideal path in which people flourish in a virtuous cycle of collaboration; and a night- mare scenario in which the behav- iours are discouraged systematically. Those who identify with the larger organization or cause are more likely to apply themselves with a sense of larger purpose. An organization’s internal branding and external reputation contribute to that sense. Having a similar outlook to supervisors is also a factor. Those with self-centred personalities, limited social interaction, and tenuous employment contracts are less likely to develop that esprit de corps and sense of the commonweal.