Abstract
<span lang="EN-US">The impact that organizational climate has on organizational citizenship behavior through psychological capital was examined in this study. The descriptive method was adopted with a questionnaire-based survey. The constructs of the study were measured by three scales adopted from previous works: the </span><span lang="EN-US">Organizational Climate Questionnaire developed by Koys and DeCotiis (1991), the Psychological Capital Questionnaire developed by Luthans et al. (2007), and the Organizational Citizenship Behavior Scale developed by Lee and Allen (2002)<span>. A random sample of employees at Jordanian banks was selected, and 227 out of the 250 distributed questionnaires were found to be valid for analysis. All the hypotheses were accepted; that is, </span><span>organizational climate has a statistically significant relationship with organizational citizenship behavior, and psychological capital mediates the relationship between organizational climate and </span><span>organizational citizenship behavior</span><span>. For organizations to improve </span><span>organizational citizenship behavior</span>, the <span>psychological capital should be taken into account. </span></span>
Highlights
The aim of this study was to investigate the relationships between organizational climate (OC) and Organizational citizenship behavior (OCB)
The analysis of the data collected from 227 employees at Jordanian banks pointed out a statistically significant impact of OC on OCB
The study concluded that psychological capital (PC) mediates the influence of OC on OCB
Summary
Organizational citizenship behavior (OCB) has been specified as a work-driven facultative behavior undertaken by employees so that they can go beyond the minimum requirements of their jobs (Khurana et al, 2014).OCB is regarded as one of the most significant attitudes that influences employees’ behavior (Pourkiani, Farokhian, & Gheisari, 2014) promotes organizations’ effectiveness (Gholami et al, 2015; Rasheed et al, 2013), employee performance (Asiedu, Sarf, & Adje, 2014; Chiang & Hsieh, 2012), group performance (Sevi, 2010), and organizational commitment (Peterson, 2004; Zayas-Ortiz, Rosario, Marquez, & Gruñeiro, 2015).Various antecedents of OCB have been reported in the literature. Huang, You, and Tsai (2012) identified three antecedents of OCB; organizational commitment, job satisfaction, and organization’s ethical climate. OCB is regarded as one of the most significant attitudes that influences employees’ behavior (Pourkiani, Farokhian, & Gheisari, 2014) promotes organizations’ effectiveness (Gholami et al, 2015; Rasheed et al, 2013), employee performance (Asiedu, Sarf, & Adje, 2014; Chiang & Hsieh, 2012), group performance (Sevi, 2010), and organizational commitment (Peterson, 2004; Zayas-Ortiz, Rosario, Marquez, & Gruñeiro, 2015). Various antecedents of OCB have been reported in the literature. Huang, You, and Tsai (2012) identified three antecedents of OCB; organizational commitment, job satisfaction, and organization’s ethical climate. There is a significant relationship between PC and OCB (Golestaneh, 2014)
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