Dimensions Of Organizational Citizenship Behavior Research Articles

Lãnh đạo phụng sự và hành vi công dân tổ chức ngành khách sạn: Vai trò trung gian của sự gắn kết công việc

The study aims to assess the impact of servant leadership on the organizational citizenship behavior (OCB) of frontline hotel employees, with work engagement as a mediating role. We use a qualitative research method to evaluate the appropriateness of the scale. Next, the hypotheses were tested by quantitative research with a sample size of 469, collected using the snowball and quota sampling methods. The results show that: (1) servant leadership directly influences all three dimensions of OCB; (2) work engagement directly affects OCB toward organizations and OCB toward customers, and also partially mediates the relationship between servant leadership and OCB toward organizations, OCB toward customers; (3) work engagement neither directly impacts OCB toward individual nor mediates the relationship between servant leadership and OCB toward individual. The research findings provide theoretical and practical contributions to enhancing the understanding of the formation mechanism of OCB among frontline hotel employees.

Playful work design in fostering organizational citizenship behaviors and performance: two studies on the mediating role of work engagement

PurposePlayful work design (PWD) is a set of proactive strategies implementing fun and self-challenge at work to actively create better work conditions. Following the job demands-resources theory, this study aims to investigate the effects of PWD’s dimensions – i.e. “designing fun” and “designing competition” – on task and contextual performance (Study 1) and on the dimensions of organizational citizenship behaviors (OCBs) – i.e. altruism, conscientiousness and civic virtue (Study 2). Furthermore, the present research investigates the mediating role of work engagement (WE) for both studies.Design/methodology/approachTwo samples of 339 and 141 Italian workers participated by filling in a self-report questionnaire. Measuring models and hypotheses have been tested by structural equation models.FindingsResults suggest that WE partially mediates the relationship of the “designing competition” subdimension of PWD with task and contextual performance (Study 1) and with conscientiousness and civic virtue of OCBs, while “designing fun” shows a positive direct relationship only with altruism (Study 2).Originality/valueThis paper contributes to expanding knowledge about PWD’s effectiveness in facilitating performance and positive behaviors. Furthermore, it disentangles the different effects of PWD’s dimensions on performance. In light of the results, both employees and managers should be aware of the beneficial consequences of introducing fun and self-competitiveness when completing their own work activities.

ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND PERFORMANCE OF NURSES IN THE PUBLIC HEALTH SECTOR IN NIGERIA: A STUDY OF TERTIARY HEALTHCARE FACILITIES IN BENUE STATE

Purpose: This study investigates the effect of organizational citizenship behavior (OCB) on the performance of nurses in the public health sector in Benue State, Nigeria, with a particular focus on nurses in the tertiary healthcare facilities in Benue State. The specific objectives of this study were to examine, evaluate, ascertain, determine, and establish the effect of altruism, civic virtue, conscientiousness, courtesy, and sportsmanship on the task and contextual performance of nurses in tertiary healthcare facilities in Benue State, Nigeria. Methodology: This study adopts and uses a descriptive research design using a survey method. The study population comprised 587 nurses from Benue State University Teaching Hospital Makurdi (BSUTH) and Federal Medical Centre Makurdi (FMC). The study used Taro Yamene’s formula to determine a sample size of 238 nurses. 238 questionnaires were issued out to nurses, of which 221 were usable and returned for analysis. Data were statistically analyzed after being collected from the field using Multiple Regression Analysis as the main statistical tool with the aid of SPSS to explain the relationship between variables under study. Findings: The findings from this study indicated that there was actually an established effect of all the dimensions of organizational citizenship behavior on the task and contextual performance of nurses working in tertiary healthcare facilities in Benue State, Nigeria. Originality/Value: The study revealed that all the OCB constructs examined significantly positively affect the task and contextual performance of nurses working in tertiary healthcare facilities in Benue State, Nigeria. Part of the recommendations made is that the management of tertiary healthcare facilities in Benue State should do everything possible to create a working environment that will motivate nurses to engage in citizenship behaviors since it has been scholarly proven that citizenship behaviors positively affect task and contextual performance of nurses working in tertiary healthcare facilities.

Organizational Sustainability During Economic Downturn: The LEAD Model Approach to Reducing Citizenship Fatigue

Leadership driven organization citizenship behavior is a management and sustainability practice that requires employees to do “more with less.” This leadership style is more evident during times of economic downturns precipitated by events such as COVID-19. Leadership-driven OCB initiatives can pressure employees to perform thereby creating stress, burnout, and citizenship fatigue. Consequently, citizenship fatigue has a negative relationship with organizational citizenship behavior. Rather than employees yielding to leadership-driven OCB pressure, this research seeks to investigate ethical leadership decision-making that alleviates stress and burnout that leads to citizenship fatigue outcomes. This research applies the Leader Ethics and Decision-making model to investigate the potential to resist citizenship fatigue within the five dimensions of organizational citizenship. The study consisted of 285 full-time employees in the United States. The findings concluded that LEAD influences the five dimensions of organizational citizenship behavior. Additionally, citizenship fatigue did not influence LEAD’s ability to influence OCB. Leaders, managers, supervisors, and decision-makers can apply the LEAD model as an ethical leadership strategy that reduces burnout and pressure and positively influences organizational citizenship behavior. Leaders, managers, and supervisors can adopt the LEAD model for sustainability management during economic downturn to foster a resilient, high-functioning, culturally diverse, and sustainable workforce. Therefore, integrating ethical leadership into management and sustainability practices assist in times of economic downturn and ensure long-term organizational viability.

The Effect Analysis of Organizational Citizenship Behavior on Employee Performance

The behavior expected by companies today extends beyond in-role behavior (according to job descriptions) to include extra-role behavior. The behaviors described above, exceeding the prescribed role descriptions within a company, are referred to as Organizational Citizenship Behavior or OCB. This research aims to investigate the influence of OCB dimensions, consisting of altruism, conscientiousness, civic virtue, courtesy, and sportsmanship, on employee performance, so that we can make sure is it really important to be a super loyal employee who works extra miles to the company, or it actually has nothing to do with the performance and only burdens employees without adding self-value. This research employs a quantitative approach with the primary data collection method being a Likert scale questionnaire, with employee performance as the dependent variable and 5 dimensions of Organizational Citizenship Behavior (OCB) as independent variables. The results indicate that all independent variables of OCB have a significant positive impact on employee performance, except for Conscientiousness, which does not influence employee performance. The overall illustration of the research findings suggests that when employees exhibit OCB or behavior that is willing to exert extra effort beyond the job description, their performance will also improve. This indicates that the positive contributions made by employees beyond their direct responsibilities can contribute to an overall performance enhancement.

An analysis of the relationship between servant leadership and organizational citizenship behavior: The effect of emotional intelligence as a mediating role

The current study's primary goal is to ascertain the impact of servant leadership on organizational citizenship behavior as being affected by emotional intelligence as the mediating variable. This descriptive study was applied to the academic staff of private and public universities. The questionnaire was used for data collection. The dimensions of servant leadership (SL) were nine, the dimensions of emotional intelligence were nine while five dimensions of organizational citizenship behavior were used and collected from literature review. The questionnaire was distributed to 304 of the academic staff. The findings indicate a moderate degree of the servant leadership practice. Also, the evaluation of organizational citizenship behavior practice and emotional intelligence was negative in academic institutions. The results showed that servant leadership affects positively organizational citizenship behavior using emotional intelligence as a mediator. Servant leadership is very important in higher educational organizations when followed properly and affects organizational citizenship behavior by considering the emotional aspects of the academic staff.

Exploring the Impact of Organizational Citizenship Behaviour on Workplace Performance: A Literature Review

The present study explores the growing need for a deeper understanding of organizational citizenship behavior (OCB) and its impact on workplace performance, particularly in the context of evolving work environments such as remote work and digitalization. While previous research has identified OCB as a critical factor in organizational success, there is a gap in addressing its future-oriented aspects and long-term implications for both individuals and organizations. This study aims to examine how shifts in modern workplaces influence OCB, with a focus on how leadership styles and employee expectations shape these behaviors. A comprehensive literature review reveals that while OCB has been extensively studied, there is limited research on its role in hybrid workplaces. Findings suggest that digital transformation and flexible work environments enhance certain OCB dimensions, like helping behaviors and innovation, but may reduce traditional face-to-face cooperation. The study highlights the need for organizations to adapt their leadership approaches to foster OCB in these new contexts, emphasizing the importance of rethinking strategies such as leadership development, employee engagement, and performance management systems to sustain the positive benefits of OCB in modern workplaces.

Unveiling the Impact and Dynamics of Organizational Citizenship Behavior in Educational Environments: A Comprehensive Narrative Review

OCB is a fundamental aspect of all human organizations. This review paper aims to emphasize the significance of organizational citizenship behavior (OCB) within educational environments. Educational institutions possess leaders, employees, and tangible and intangible resources. The dimensions of organizational citizenship behavior (OCB), such as altruism, civic virtue, courtesy, consciousness, and sportsmanship, are highly significant in enhancing the strength of relationships among employees, leading to improved group performance and positive outcomes for organizations. Nonprofit service institutions, such as schools, rely on employees expressing OCB to achieve improvements in their outcomes. Organizational citizenship behavior (OCB) aims to mitigate negative behaviors and promote positive workplace behaviors. Research has demonstrated the advantages of critically analyzing the emergence of organizational citizenship behavior (OCB) in both educational leaders and teachers. This review examines the construct of organizational citizenship behavior (OCB) in educational settings, specifically addressing its role, types, existence, measurement, and importance. This study offers recommendations for policymakers, administrators, and teachers to facilitate the promotion of organizational citizenship behavior (OCB) in schools.

Participative decision making: implications on organisational citizenship behaviour in a public higher education institution

Due to the authoritarian administrative style, used by educational institutions, where those in charge make decisions and middle and lower-level employees simply carry out orders without providing any input, participatory decision-making has gained popularity in the educational setting. Nevertheless, higher education institutions are at a crossroads since they are unsure how to handle the problems, posed by a highly dynamic environment, and the rapid changes that are occurring. Thus, academic staff has been required to take on extracurricular duties to enhance institutions to those that are formally outlined in their job descriptions. In this context, developing OCB and ensuring its sustainability has become increasingly crucial for boosting universities' effectiveness. Based on the social exchange theory, this study aims to assess how participative decision-making can constitute a key idea in modern management that impacts employees’ organisational citizenship behaviours in two campuses of a public higher education institution in South Africa. Data was collected from a post-positivist perspective, a quantitative research method, and a convenience sampling technique to select a sample of 253 academics, through a structured questionnaire. Based on the results of the descriptive analysis, employees reported a medium level of participative decision-making and agreed to display the five organisational citizenship behaviours. Using Pearson correlation and multiple linear regression models, the study found a positive relationship between participative decision-making and the five dimensions of organisational citizenship behaviour. Therefore, the study recommends that employees should be more involved in the decision-making for them to display organisational citizenship behaviour. However, public higher education institutions should establish a strong data-driven culture and train staff members to be proficient in code and quantitative concepts; and senior management has to develop rules with open access to the most important metrics.

The Effect of Organizational Cultures on Relationships between IT Governance and Individual Behavior

Background: Organizations allocate substantial resources to Information Technology (IT) to ensure its long-term success. Hence, effective IT Governance (ITG) is crucial for business/IT alignment. However, factors like employee behavior and Organizational Culture (OC) play vital roles in applying ITG but remain underexplored. Objectives: This study aims to bridge this gap by examining the relationship between ITG and Organizational Citizenship Behavior (OCB). Additionally, it investigates the moderating effect of different cultures in the Organizational Culture Assessment Instrument (OCAI) on the ITG-OCB relationship. Methods/Analysis: A survey was conducted involving 513 employees from over 150 companies worldwide. The data were analyzed using partial least-squares structural equation modeling (PLS-SEM). Findings: This study confirms that institutionalizing ITG enhances OCB. Furthermore, a moderating effect was observed in most relationships, highlighting the influence of different OC types. Market and hierarchy cultures exhibited the most significant moderating effect. Novelty: This research contributes to the understanding of ITG's impact on employee behavior, extending the investigation to new dimensions of OCB and confirming the moderating role of OC. The practical implications of this study enable organizations to foster a culture that promotes ITG and cultivates employees' OCB, leading to improved business-IT alignment, enhanced IT-enabled value, and, ultimately, enhanced organizational effectiveness. Doi: 10.28991/ESJ-2023-07-05-010 Full Text: PDF

Antecedents of organizational citizenship behavior among the academic staff in Begemidir college of teacher education

The purpose of this study was to examine the organizational citizenship behavior of the staff and its precursors at Begemidir College of teacher education. A correlational survey design that involved 96 instructors recruited through a comprehensive sampling technique was employed. Questionnaire was used to collect data that were analyzed using descriptive and inferential statistics. The result indicated that instructors demonstrated above-average mean scores in all the dimensions of organizational citizenship behavior. It also revealed that organizational support and job satisfaction had a moderate relationship with altruism, civic virtue and sportsmanship while they had a modest relationship with courtesy and conscientiousness. On the other hand, there was a strong relationship between organizational commitment and altruism, civic virtue, courtesy, and sportsmanship. Overall, while OCB had a strong relationship with organizational commitment, it had a moderate relationship with organizational support and job satisfaction. Whereas organizational commitment has a positive and significant contribution to all organizational citizenship dimensions; job satisfaction did not influence all of them. Organizational support has a significant contribution to altruism, civic virtue, sportsmanship, and organizational citizenship behavior. Hence, it was suggested that the college should constantly work on the functions of organizational commitment and support to promote organizational citizenship behavior and ensure sustainable organizational development.

HUMAN CAPITAL STUDY: CAN ORGANIZATIONAL CITIZENSHIP BEHAVIOR FOR BOOSTING JOB SATISFACTION?

Organizational Citizenship Behavior (OCB) is a challenge in the world of work today, because organizations will certainly feel happy if they have employees who behave OCB. Organizations need to pay attention to employees and be able to manage employees so that they have superior employees that are not owned by other organizations. In this case it will also be beneficial for the organization. Problems that occur in organizations related to work ethics such as discipline. Therefore, it is necessary to build an OCB model that impacts Job Satisfaction in the workplace. In order to solve these organizational problems, it can facilitate the emergence of a work ethic. This research is a quantitative study, with a sample of 138 respondents from PT Pertamina Lubricants – Production Unit Cilacap. Multiple linear regression analysis instruments and data processed using SPSS. The empirical test results prove that the dimensions of OCB including altruism, awareness, politeness, sportsmanship, and the virtues of citizenship have a significant effect on job satisfaction. The contribution of this study uses the perspective of human capital theory with managerial implicit which emphasizes the importance of building an adaptive work environment, building a better colletivism culture and increasing spirituality in the workplace.

RELATIONSHIP BETWEEN SCHOOL ADMINISTRATORS’ LEADERSHIP STYLES AND TEACHERS’ ORGANIZATIONAL CITIZENSHIP BEHAVIORS

The goal of this specific research was to look into the relationship between the leadership styles used by school administrators and the organizational citizenship behaviors displayed by teachers. The study was quantitative in nature and Pearson Product Movement Method was used to explore the relationship between two variables. The population of this study consisted of all of the school teachers from public sector schools in Lahore. 400 teachers were selected as a sample of the study. Self-developed questionnaire was used for data collection. It was found that there were highly significant and positive associations between all of the sub-dimensions of transformational leadership styles and transactional leadership styles and the dimensions of organizational citizenship behavior. As a result, it is recommended that administrators practice more of the transformational and transactional leadership styles to create an environment that is more conducive, efficient, and effective for functioning and imparting information.

Organizational Citizenship Behavior of Secondary School Teachers A Case of District Quetta, Balochistan

This study aimed to evaluate the Organizational Citizenship Behaviors (OCB) of secondary school teachers currently serving in the district of Quetta. Using a quantitative research method, the data was gathered from the randomly selected 250 teachers via an adopted questionnaire having 5-points Likert scale. The gathered data (based on the various dimensions of OCB including conscientiousness, sportsmanship, civic virtue, courtesy, and altruism) were analyzed using descriptive techniques and inferential statistical techniques. The findings of the study reveal that teachers currently serving in the secondary schools in the district of Quetta display no significant difference in OCB based on their genders and the sector of their serving schools, that is, private and public. However, there was a significant difference in OCB based on their age and years of experience. The findings of the study recommend the policymakers and school administrations to engage the teachers in the socially betterment of teachers without considering their different characteristics.

Organizational culture and the individuals' discretionary behaviors at work: a cross-cultural analysis.

Stating "how things are done here," organizations are defining their culture. Organizational Culture (OC) is the set of values, norms, goals, and expectations shared by all members of an organization that aids in improving their commitment and performance. On the organizational level, it impacts behavior, productivity, and long-term survival by influencing organizational capability. Due to employee behavior being a competitive differential, this study examines how specific OCs influence individual behavior. In particular, how the different cultures in the Organizational Culture Assessment Instrument (OCAI) affect employees' main dimensions of Organizational Citizenship Behavior (OCB). A descriptive-confirmative ex post facto research was conducted by surveying 513 employees from over 150 organizations worldwide. The Kruskal-Wallis H-test was used to validate our model. The general hypothesis was confirmed, showing that the predominant organizational culture type affects the level and the kind of OCBs individuals demonstrate. It is possible to provide organizations with a breakdown of their employees' OCBs based on their OC type and which changes they can make to their organization's culture to increase the employees' OCB and, consequently, the efficiency of their organization.

Organizational citizenship behaviour on organizational performance: A knowledge-based organization

In the modern business environment, organizations are more than ever faced with the need for continuous improvement and innovation because of high complexity, dynamism and uncertainty. It is well established in literature that organizational citizenship behavior is one of the leading causes for the improvement of organizational performance. The purpose of this paper is to explore the impact of organizational citizenship behaviors on organizational performance. It also investigates if employees’ performance can be considered as a human resource management to achieve organizational success. Our contribution is to explore rule of organizational citizenship behavior dimensions including conscientiousness, altruism, courtesy, sportsmanship and civic virtue on organizational performance. This study has used quantitative research methodology wherein the data have been collected from 285 employees in a knowledge-based organization in Iran using survey questionnaire as well as SPSS software to analyze the collected data. The results showed that organizational citizenship behaviors have significant positive influence on organizational performance. The implications of the study can be used by practitioners to maintain employees’ positive reactions to improve by considering organizational citizenship behaviors as a tool to enhance organizational performance.

Organizational Citizenship Behaviour: Evolution of the Concept in the Scope of Industry 4.0 and Industry 5.0

Purpose: Organizational citizenship behaviour (OCB) is defined as an individual’s behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and promotes the efficient and effective functioning of the organization. This concept originated during the period of the Industry 3.0 revolution. Now employees are working during the Industry 4.0 and Industry 5.0 revolutions, which are reshaping the nature of work roles and requirements. This article analyses how the OCB concept evolved during these revolutions. Design / Methodology / Approach: The article follows the method of a narrative literature review, examining papers on OCB and summarizing (1) the origin of OCB, the definition of OCB and concepts related to OCB –contextual performance and prosocial behaviour; (2) two groups of OCB dimensions –according to behaviour and the beneficiary –as well as the importance of recognizing context for OCB dimensions; and (3) suggestions for future research. Conclusions / Findings: Our research shows the gap in previous literature in regard to analysing OCB dimensions in the context of Industry 4.0 and Industry 5.0. OCB is outside of work-role behaviours, which depends on context, and its dimensions were originally developed during Industry 3.0. Though previous literature found that the Industry 4.0 and Industry 5.0 revolutions change workplaces and thus work-role requirements, there is little evidence of how this influences citizenship behaviour since existing research works have not focused on capturing new dimensions of OCB which may be emerging in the context of Industry 4.0 and Industry 5.0. Research and Practical Implications: The findings show that more research should be conducted to fill the gap of evolved OCB dimensions in existing literature. This could help scholars to use the OCB scale, which has been updated according to the Industry 4.0 and Industry 5.0 context, and practitioners to better understand the extra-work-role behaviours that are most relevant for organizational effectiveness in the new era of work. Original Contribution: The study contributes towards future research on OCB in the Industry 4.0 and Industry 5.0 context. Keywords: organizational citizenship behaviour, Industry 4.0, Industry 5.0

Organizational citizenship behavior: A step towards effective employee engagement in the banking sector

urpose. Organizational citizenship behaviour is a concept used to describe all the productive and constructive acts and attitudes of workers that are not part of the definition of their formal work. Employees do something out of their own free will that respects their friends, which helps the companyas a whole. This paper states that how effectively monitoring the various dimensions of organizational citizenship behaviour can inculcate an effective employee engagement in the organization. Study design. Exploratory research has been conducted comprising of 84 respondents from public and private sector banks in Kolkata. Findings. The findings revealed that organizational citizenship behaviour is having a significant relationship with employee engagement. The dimension conscientiousness which has more influence on employee engagement and courtesy has least influence on employee engagement.There exists no significant difference of organizational citizenship behaviour among the employees with respect to ownership of the bank, gender of employees, experience and with respect to various dimensions of organizational citizenship behaviour. Implications for practice. This study focusses thatif the organization follow a proactive strategy for inculcating organizational citizenship behaviour i.e. stimulus-organism-response behaviour model which in turn will enhance employee engagement in the organization. Originality. The literature review reveals that no study has been conducted based on this area in banking sector in India.

Predicting Public Servants’ Organizational Citizenship Behavior through Work-Life Balance Initiatives: Evidence from Medics in Tanzania’s Government Hospitals

Despite gaining substantial recognition and being highly advocated for adoption, the concepts of work-life balance and organizational citizenship behavior are still underresearched in the public service, especially in developing countries. This study examines the influence of work-life balance on dimensions of organizational citizenship behavior among medical staff members in Tanzania. A cross-sectional survey was employed to collect data from 335 stratified randomly selected medics working in hospitals operating under Local Government Authorities. The CovarianceBased Structural Equation Modelling technique was used in data analysis with the help of Amos software version 21. Results show that work-life balance initiatives have a positive and significant influence on organizational citizenship behavior. The study findings provide evidence of the applicability of the link between work-life balance and organizational citizenship behavior, as postulated in Social Exchange Theory, in the public service which is under-researched. The study implication for different stakeholders is presented at the end of the paper.

Fair and Square: Impact of Hospitality Employees’ Justice Perceptions and Job Embeddedness on Citizenship Behavior during COVID-19


 
 
 COVID-19 pandemic has adversely impacted all industries, and the hospitality sector has been the worst hit. Drawing upon conservation of resource (COR) theory, it was hypothesized that organizational justice as well as job embeddedness will positively impact employees’ engagement in organizational citizenship behavior (OCB). In addition, the moderating role of job embeddedness in organizational justice–OCB relationship was studied. Using time-lagged data of hospitality employees from India, the results demonstrate that of all dimensions of organizational justice, interactional justice emerges as the strongest predictor of OCB. Further, job embeddedness was seen to have a significant relationship with all dimensions of OCB. Support was also found for the moderating role of job embeddedness in strengthening the positive relationship between justice perceptions and certain dimensions of OCB. Finally, the implications are discussed enhancing our understanding of organizational justice—job embeddedness—OCB relationship in Indian hospitality sector during the COVID-19 pandemic, suggesting several measures which can be taken by managers of this sector to promote employee extra role behaviors.