Person-Organisation Fit and Organisational Citizenship Behavior - Annotated Bibliography Example

Critical review and Reflective review Name Course Date Critical review and Reflective review Introduction Various scholars have opted into conducting researches on various aspects of interest with an aim of providing relevant information on those aspects. This has led to scholars writing books and articles depicting their findings on the said field of study. This paper looks at two articles written by various authors. The first article ‘person-organisation fit and its impact on organisational citizenship behaviour as related to social performance’, tries to demonstrate how these two factors relate in relation to performance.1 The article looks at how person-organisation affects the performance of employees in any given organisation. It is well understood by looking at how it relates to organisation citizenship behaviour. The second article ‘hypocrisies of fairness: towards a more reflexive ethical base in organisation justice research and practice’ looks at organisational justice and how managers or those in management manipulate justice.2 Therefore, this paper reviews these two articles in trying to demonstrate the credibility of these two articles in respect to the fields they are based on. This paper looks at various aspects such as originality which will assist in determining the credibility of the articles. In addition to these, this paper will also try and illustrate some of the areas in which the articles have shown weaknesses in support of their claims. Therefore, this paper gives a critical review of these two articles based on their content and area of study. Yaniv, Eitan, ‘Person-organisation fit and its impact on organisational citizenship behaviour as related to social performance,’ Journal of General Management 36, no. 2, (2010): 81-89. This article looks at the relationship that exists between person-organisation and organisational citizenship behaviour. The article describes person-organisation fit (POF) as one of the main factors that affect the manner in which employees in any given organisation behave themselves. This is crucial as the behaviour of employees greatly determines the ability of an organisation in achieving its objectives and goals. Additionally, the article talks of organisational citizenship behaviour (OCB) which refers to how willing employees are in performing duties outside their scope. The article states that the willingness of the employees is greatly determined by the relationship that exist between them and the organisation. Additionally, the article examines whether performance is a relevant variable. According to the results social performance does not have much bearing on the relationship between POF and OCB. In supporting the arguments reached at, the article borrows from other authors such as Peterson who have conducted studies in similar fields.3 This not only makes the article credible but reliable. However, in relation to the relationship that exists between POF and OCB the article is rather lacking. This is because the article does not clearly set out its own new findings but rather states the findings of other articles. Despite this minor setback, the article is quite sufficient in supporting the claim that POF bears great impact on OCB. In doing so, the article makes use of other articles by other authors who have come to the same conclusion. This shows that sufficient research was conducted in supporting the contents of the article. Additionally, other authors have also come to a conclusion that there exists a close relationship between POF and OCB. According to Wen organisations that enjoy a good relationship with its employees tend to benefit more than those organisations with poor relations with their employees.4 This is because employees in organisations with better relations feel appreciated by the organisation. This, in turn, leads to such employs performing duties beyond their scope without necessarily requiring any commission for the services rendered. Therefore, it i clear that POF bears great significance to OCB when it comes to performance of duties and obligations by employees. The article employs the use of both qualitative and quantitative research methods in obtaining relevant information regarding the impact of POF on OCB. This helps the article capture relevant information where if one method was used; then such information would not be readily available. According to Mengshoel using mixed methods helps to compensate the weakness of either of the research methods.5 Therefore, this seals any gap that may exist in the study or research being undertaken. The article uses qualitative methodology in collecting the experiences of individual employees while quantitative method is assessing the physical functioning of the bank. Therefore, this makes the article more reliable in the quest of understanding the relationship that exists between POF and OCB. This has made it easier for the research to table results that are not only accurate but also informative. This is to mean that the research has been able to showcase that indeed POF bears great impact on OCB in relation to performance. However, the article eliminates various variables such as social performance that were thought to measure the impact of POF on OCB. Additionally, the article embodies the use of simple terminologies in the whole document. This makes it easier for readers to understand the article better. Furthermore, the reader is capable of understanding the conclusion reached as the article is direct in tackling its issues. Fortin, Marion and Fellenz, Martin R. ‘Hypocrisies of fairness: towards a more reflexive ethical base in organisational justice research and practice,’ Journal of business ethics 78, (2008): 415-433. This article tries to study justice in organisation especially when dealing with managers and employees. It views justice as an integral part in the running of any organisation if the said organisation is to meet its intended goals and objectives. However, the article notes that justice is not necessarily practiced fairly in organisation. This is explained in instances where managers are unfair in delegating duties. The article acknowledges that the study on organisational justice has been undertaken by various scholars over the recent years. However, the article concentrates on hypocrisies experienced in organisations in relation to justice to employees and other individuals within the organisation. The study looks at the various shortcoming experienced in the realisation of justice. Additionally, the article illustrates the negative effects that may arise as a result of hypocrisy of justice especially among managers. Furthermore, the article tries to illustrate some of the remedies that could prove vital in the realisation of organisational justice. This is different from other articles, which have mainly focused on describing and giving effects of organisational justice while failing to give the relevant remedies to the situation.6 According to the article organisational justice refers to the perspective made by employees in relation to how fairly they are treated. Additionally, the article explains various approaches to what justice may refer, with each perception differing in what justice really is. Therefore unlike the previous the first article discussed this article differs greatly in term of originality. This is because this article only uses other articles to support its conclusions and ideologies. This shows that the article is based on its own ideologies but requires other literature to support and make it credible. Therefore, in relation to the credibility and reliability of the article in relation to organisational justice one can say that it is quite credible and reliable. This is because from other literatures it is clear that organisational justice is an integral function in an organisation’s objectives and goals. Additionally, it not quite always clear that managers in any organisation will act fairly towards their employees. This is despite them portraying an image of fair treatment on all of their employees in relation to performance of their duties and obligations. Therefore, the article has a well understanding of the events that take place in any organisation in relation to organisational justice. Additionally, the article also states that certain researches do not offer remedy to organisational injustice, but rather propel organisational injustice. This is because such researches empower managers by illustrating their misgivings allowing the managers to use the finding to their advantage. Therefore, leading managers are becoming hypocrites in term of being fair and just to their employees. However, it is not quite clear as to which research methodology the article uses in the collection of the relevant data and information used in arriving at its conclusion. This makes it difficult for the reader to ascertain whether the article is credible or not. However, the article borrows from secondary sources such as journals in supporting the various hypotheses. Therefore, this ensures that the information obtained is not only reliable but also credible. Despite all the positive attributes towards the article and its content, the article bears certain negative attributes. This is in relation as to how the article communicates with its readers. This is because it is quite difficult to understand the intended message as the article uses too many words in describing a conclusion made. This proves to be tiresome and could lead to readers missing the intended message of the article. However, despite this the article forms a good source of information in relation to organisational justice and could come in handy in assisting organisation. Therefore, this shows that the article has indeed captured an area in which managers in organisations have often manipulated for their own benefits. Analysis of the articles After looking at both articles it is my view that the articles have indeed met the objectives as to which they are based upon. The first article looks at how POF impacts on OCB in relation to performance. The article argues that POF bears great impact on OCB and in supporting this argument the article conducts research in a bank. The article creates hypotheses that relate to the main objective of the research, and by looking at each hypothesis the article comes to amicable conclusion. The conclusion reached at by the article bears similarity to conclusions reached by other studies. According to Peterson OCB is greatly determined by various factors but one of the main factors that affect it is POF. This is because the relationship that exists between persons and organisation determines the willingness of such persons performing duties outside the mandate.7 Therefore, POF bears great impact on OCB which translates to performance. The second article, on the other hand, has sufficiently supported its claim in regards to hypocrisy witnessed in organisations. As earlier stated the issue of organisational justice has been studied by various scholars, but this has never addressed the issues. Rather the individuals involved have used the studies to their advantage, depicting themselves as fair and just while in real sense they are just hypocrites. Conclusion In conclusion, by critically reviewing the articles it becomes easier for individuals to notice various gaps existing in the literature used by the authors. Additionally, the reader is capable of determining whether the article meets it objectives or whether the intended message has been communicated. This is achieved by looking at the literature used in the article and the relevance of the said literature in relation to the objectives of the articles. Therefore, critical thinking gives one an insight of any article that might not be easily realized just by going through the articles. References Fortin, Marion and Fellenz, Martin R. ‘Hypocrisies of fairness: towards a more reflexive ethical base in organisational justice research and practice,’ Journal of business ethics 78, (2008): 415-433. MacCourn, Robert J. ‘Voice, Voice, Control, and Belonging: The Double-edged Sword of Procedural Fairness’ Annual Review of Law and Social Sciences 1, (2005): 171–201. Mengshoel, Anne Marit ‘Mixed methods research-So far easier said than done?’ Manual Therapy 17, (2012): 373-375. Peterson, Dane K ‘The Relationship between Perception of Corporate Citizenship and Organisational Commitment,’ Business and Society 43, (2004): 296-319. Yaniv, Eitan, ‘Person-organisation fit and its impact on organisational citizenship behaviour as related to social performance,’ Journal of General Management 36, no. 2, (2010): 81-89. Yu-Chen, Wei ‘Person-Organisation Fit and Organisational Citizenship Behavior: Time Perspective 1,’ Journal of Management and Organisation 18, no. 6 (2012): 833. Read More