Dimensions Of Organizational Citizenship Behavior Research Articles

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

Purpose Playful 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/approach Two 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. Findings Results 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/value This 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 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.

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

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

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.
 
 

The Relationship between Time Personality and Teachers’ Emotional Exhaustion: A Moderated Mediation Model

In the highly interconnected and connected contemporary environment, work connectivity behavior has become an inevitable typical situation for most teachers. Individuals with different time personality traits not only differ in time management, time planning, and multi-tasking tendencies, but also have different time perceptions of the same physical time. However, how individuals with different time personalities affect emotional exhaustion in work connectivity behavior scenarios needs to be further explored. Based on conservation of resource (COR) theory, differences in time personality traits show different degrees of emotional exhaustion through individuals’ work connectivity behavior. Meanwhile, organizational citizenship behavior, as very important extra-role behavior, can positively influence organizational functioning and interpersonal interactions within the organization, and based on attribution theory, individuals with high levels of organizational citizenship behavior would perceive off-time work connectivity behavior as altruistic and pro-organizational behavior. Therefore, this study integrated two theoretical perspectives to explain the effect of time personality on emotional exhaustion, the mediation of work connectivity behavior and the moderating role of organizational citizenship behavior (helping behavior or civic morality dimensions), both of which play a role in predicting emotional exhaustion based on time personality. In this study, the analysis of the valid data obtained from 630 teachers revealed: (1) Time personality has a positive significant effect on emotional exhaustion. (2) Work connectivity behavior mediates the relationship between time personality and emotional exhaustion. (3) Two dimensions of organizational citizenship behavior, helping behavior and civic morality, inversely moderate the relationship between work connectivity behavior and emotional exhaustion and the mechanism by which time personality positively facilitates emotional exhaustion through the mediation of work connectivity behavior. What is more, the study discusses the findings on the effects of time personality on emotional exhaustion and suggests its practical implications.

Exploring Academic Staff Perception of Organizational Climate and Organizational Citizenship Behaviour: Lessons from Private Universities In Nigeria

This study explored academic staff perception of organisational climate and organizational citizenship behaviour private universities in Southeast, Nigeria. Five specific objectives, research questions and hypotheses were formulated with the decomposed variables of the study. The study was anchored on Social Exchange Theory (SET). A survey design was carried out using the sampled academic staff in the selected private universities. The study population was 4654 while the sample size was 355 arrived. Data were collected using self-administered questionnaire from the random sample of academic staff of the selected private universities in Southeast Nigeria. The data using descriptive statistics and inferential statistics were used in this study. The results revealed that there is a positive significant relationship between organizational climate and organizational citizenship behaviour. The results showed that there is a significant relationship between the organizational climate dimensions and organizational citizenship behaviour dimensions. This implied that the success of an institution is dependent upon the effective management of organisational climate, which is an important path to the success of employee’s citizenship behaviour. The study recommended that equity and fairness should be entrenched during appointments and promotions so as to reduce incidence of service sabotage among academic staff of private universities. In the spirit of harmony, management of private universities should score collaborative works more than individual outputs in order to encourage teamwork among academic staff

The Effects of Organizational Justice on Employee Performance Using Dimension of Organizational Citizenship Behavior as Mediation

One of the important factors that can affect employee performance (EP) is the employee’s perception of organizational justice (OJ) in the workplace and the employee’s willingness to carry out the employee’s primary role (in the role) optimally and the employee’s willingness to carry out tasks outside the employee’s primary job (extra-role), commonly called organizational citizenship behavior (OCB). OCB is divided into two dimensions: OCB at the individual level (OCBI) and OCB at the organizational level (OCBO). In educational organizations, the OCB of teachers is a strategic matter, so it needs to be a concern for school management if schools want to continue to survive and develop in the era of globalization characterized by changes in a dynamic and competitive environment. OCB from teachers can be said to be a form of teacher gratitude because the school has supported the welfare of teachers a lot, appreciates the contributions of teachers, and feels organizational justice practiced by the school. The respondents to the study were 820 full-time teachers from high schools and vocational high schools spread across several regions in East Java Province and Central Java Province, Indonesia, who were taken using convenient sampling techniques. This study aims to analyze: (1) the effect of OJ on OCBI and OCBO; (2) the direct effects of OJ and indirect effects on EP with OCBI and OCBO as mediation. Data analysis used the structural equation model (SEM) and Sobel test. The results of hypothesis testing show that: (1) OJ can significantly improve OCBI; (2) OJ can significantly improve OCBO; (3) the OJ was found to have a significant positive effect on EP; (4) OCBI can significantly improve EP; (5) OCBO can significantly improve EP; (6) OCBI partially mediates the influence of OJ on EP; (7) OCBO partially mediates the influence of OJ on EP. The results of this study explain the essential aspects of behaviour in the workplace, such as OJ, OCB, and EP, with a particular focus on high schools and vocational high schools in several regions in East Java Province and Central Java Province, Indonesia. The results showed that improving the EP of teachers can be achieved by organizational management through OJ practices in the work environment as well as organizational management efforts in improving the OCB of employees, considering that employees play an essential role in improving organizational performance.