Organizational Culture Values Influences to Lecturer’s Organizational Citizenship Behavior at Economics and Business Faculty

Wimby Wandary,Hastin Umi Anisah

doi:10.5901/mjss.2015.v6n5s5p236

Abstract

Aim. This research aims to identify and analyze the influence of the living organizational culture values toward Citizenship Behavior (OCB) among lecturers – based on the constructive organizational culture values indicators referred from Organizational Culture Index (OCI). Method. Simple regression applied in analyzing qualifies gathered data for analysis. This research is empowering constructive organizational culture values of OCI and Fox & Spector’s OCB-C using IBM Statistics for Windows version 19. Purposive sampling was taken under certain criteria of: minimum tenure is 7 years; they were not served as Lecturers with Additional Tasks on the structural position outside the faculty building; and they were not under ongoing study period. The sum of respondent as representative sample for analysis was determined by Slovin formula that requires 47 respondents from the faculty population. Result. It is found that the living values of Constructive Organizational Culture affect the OCBs among lecturer in the faculty with its contribution of 40.1%. The negative constant conveys that in the absence of constructive organizational culture values in FEB, there will be no Organizational Citizenship Behavior (OCB). The recommendations for this certain situation are provide the basic for positive organizational culture in prompting construction organizational culture by building lecturers strength in DOI: 10.5901/mjss.2015.v6n5s5p236

Highlights

Organizational Citizenship Behavior is the go above beyond the call of duty behavior (Mohant & Rath, 2012)
Organizational Citizenship Behavior (OCB) is accepted as contextual performance (Borman & Motowidlo agreed by Organ, 1997)
Kar & Tewari (1999) promotes testing on two propositions about the impact of organizational culture’s individual component to OCB simultaneously and partially to the sample contains of 400 employees from two manufacturing units from eastern India

Summary

Introduction

Organizational Citizenship Behavior is the go above beyond the call of duty behavior (Mohant & Rath, 2012). Kar dan Tewari (1999) interpret it as behavior outside of the job description and job specification. OCB is accepted as contextual performance (Borman & Motowidlo agreed by Organ, 1997). Organization’s member behavior is bound to its organizational culture, for effectiveness and profitability purposes. For non-private institution, sometimes it does provide us with the different reality, including in higher education institution as in the case in one of the state university. Observed lecturers’ behavior at several OCB’s dimensions represents its practice in the faculties in performing task and duty in term of the Three Dharma of Higher Education related activities

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Methods

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Conclusion