Deducting the Organizational Citizenship Behavior Dimensions and its Antecedent (Job Satisfaction) in the Indian Context

P Vaijayanthi,K.A Shreenivasan

doi:10.19026/rjaset.7.487

Abstract

In spite of the rapid growth of research in Organizational Citizenship Behaviors (OCB) in the recent past, there exists a considerable confusion in the concepts regarding the construction of OCB dimensions. It has also been accepted by researchers that OCB as a phenomenon is subjective to the national culture. Substantial organization studies have been directed towards comprehending and appreciating OCB as a dependent variable. The researchers hypothesized that Job Satisfaction (JS) would be strongly related to OCB. Hence the two primary objective of this study was to explore the conceptual dimensions of the OCB construct in the Indian context and secondly to investigate on JS as an antecedent of OCB. The cognitive measure of JS adopted in this study was confirmed to be positively correlated with the four dimensions of OCB namely, altruism, courtesy, conscientiousness and civic virtue. The extrinsic factors of JS were more strongly correlated to OCB than the intrinsic factors.

Highlights

Understanding the mechanism of Organization Citizenship Behavior (OCB) is crucial in the work place as organizations downsize and right-size in response to the economic pressures
OCB has been identified as a significant indicator of employees’ performance that goes beyond formal duties and has a major positive impact on organizational outcomes including service quality and long-range sustainability (MacKensie et al, 1993; Podsakoff et al, 1997), performance and competitive advantage (Nemeth and Staw, 1989), service quality (Bettencourt and Brown, 1997), Organizational Commitment (Podsakoff et al, 1996) and Job Involvement (Dimitrades, 2007)
Model: The present study primarily aims to explore the conceptual dimensions of the OCB construct in the Indian context and secondly to investigate on Job satisfaction as an antecedent of OCB

Summary

Introduction

Understanding the mechanism of Organization Citizenship Behavior (OCB) is crucial in the work place as organizations downsize and right-size in response to the economic pressures. OCB has been identified as a significant indicator of employees’ performance that goes beyond formal duties and has a major positive impact on organizational outcomes including service quality and long-range sustainability (MacKensie et al, 1993; Podsakoff et al, 1997), performance and competitive advantage (Nemeth and Staw, 1989), service quality (Bettencourt and Brown, 1997), Organizational Commitment (Podsakoff et al, 1996) and Job Involvement (Dimitrades, 2007). Since OCB is a discretionary employee role that extends beyond the obligatory performance indicators required by an organization’s formal job description, supporting the welfare of co-workers, work groups and the organization, employees with such behaviors are aspired for by organizations

Methods

Results

Conclusion