Organizational Citizenship

The success of enterprises depends upon the countless acts of employee co-operation that are not specified in any employment contract. Employees give their co-operation when they are committed to the organization. They will tend to be committed when they see their efforts equitably rewarded, when they have a voice in the direction of the business and when, as a result, a psychological climate of goodwill and trust develops. This book uses Australian and other case studies to develop a model of citizenship: organizational well-being. The book blends the literature of psychology, human resource management and corporate culture to produce a perspective to managing in the 1990s.