Group Cohesiveness and OCB

 

Cohesiveness is a strong motivator of intra-group communication, and it has a strong influence on the group, on their willingness to help and the mutual, interpersonal, favourable esteem of members (Cartwright, 1968). This is because of the desire to preserve the group. These factors relating to cohesiveness do not only indicate the existence of altruistic characteristics in the IWG, but they are also likely to engender a strong 'social identity' that creates a distinction from other groups.

 

George and Bettenhausen (1990) found that group cohesiveness had a positive correlation with prosocial behaviour. They noted that cohesiveness is likely to influence OCB through its wider influence on group members' affective states. Members of a cohesive work group experience more positive situations than those in non-cohesive groups. Thus, a positive mood is likely to induce or to be in a positive correlation with proclivities that demonstrate altruism towards others (Isen and Baron, 1991) at least on the individual's level of analysis.

 

Studies that relate to the processes that occur in a group supply general support for the potential influences of group cohesiveness on OCB (Kidwell et al., 1997). Such support is valid on the condition that OCB constitutes a significant, important and desirable norm for the functioning of the group for its members (Cartwright, 1968). So that in such situations OCB will indeed be exhibited towards members of the group; but this does not mean that the same helping behaviours will also be exhibited towards the organisation itself or towards other groups, unless the IWG 'determines' positive norms that support assisting other groups and/or the organisation itself.

 

According to Dobbins and Zaccaro (1986) behavioural norms are usually defined in strongly cohesive groups and not in those with low cohesiveness. Thus, the extent of cohesiveness in a work group constitutes an indication for the general amount of OCB exhibited there. Higher cohesiveness creates expectations that stimulate members to demonstrate more OCB, in light of a process of extra-role behaviour exchanges; while alternatively if the cohesiveness amongst members in the group is lower, the social exchanges will be weaker. In the latter situation people will probably not feel an obligation to reward others with OCB behaviours.

 

The above-mentioned research results of Kidwell et al. (1997) that examined the potential relationships of the two OCB dimensions with individual and group level measures and also with contextual influences, show that the social context exposed through group cohesiveness, influences the amount of OCB exhibited in a work group, as it also influences the relations between emotional reactions to work and OCB. Employees in more cohesive work groups were rated by their supervisors as engaging in higher amounts of courtesy than would have been predicted, based only on their job satisfaction or organisational commitment. As a form of OCBI (OCB directed towards the individual), courtesy involves helping types of behaviours that are directed at co-workers. Thus, in this case, group cohesiveness engenders OCB that helps work group members a lot rather than the organisation as a whole.

 

In contrast to the courtesy dimension, not even one of the hypotheses that include the conscientiousness dimension that represents OCBO, directed towards the organisation, was supported. This demonstrates the conflict that exists between group goals and the organisational goals. Nevertheless, if the norms that the group allocates to its members were uniformly in favour of the organisation as a whole, then it can be assumed that there would be a high probability that the hypotheses relating to conscientiousness would be supported.

 

 

 

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