Abstract
The main aim of this study is to determine how citizenship behaviors may be shaped in the Armed Forces. The presented study is by far the first that thoroughly examines connections between all aspects of organizational climate (OC), perceived organizational support (POS), and organizational citizenship behavior (OCB) in the Polish Army. Research hypotheses were examined using data collected from a sample of 139 military officers from the Polish Land Forces. Results showed that some of the OC parameters and POS, especially those coming from other soldiers were positively connected with OCB. Implications of OCBs and practical management are discussed, and directions for future research are suggested.
Highlights
The term organizational citizenship behavior was introduced into psychology and management at the end of the 1970s
The present study examined the relationships between organizational citizenship behavior (OCB) and its predictors
The level of organizational support was measured with the following scales: support given by superiors and support given by coworkers, both found in the Psychosocial Working Environment questionnaire by Cieslak and Widerszal-Bazyl [66]
Summary
The term organizational citizenship behavior was introduced into psychology and management at the end of the 1970s. It is often known as the good soldier syndrome [1]. Organizational citizenship behavior is often defined as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that is the aggregate. Organizational citizenship behavior is voluntary and has a positive impact on both the work of other employees and of an organization in general [2]. After analyzing the publications on citizenship behavior, Podsakoff et al [2] were able to list several types of behaviors that define it: helpfulness, perseverance, organizational commitment, organizational obedience, initiative, civic virtue and self-development
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