Citizenship Behavior Of Employees Research Articles

PENGARUH ORGANIZATIONAL CITIZEN BEHAVIOR DAN KOMUNIKASI TERHADAP KINERJA KARYAWAN (Studi Kasus PT Sejahtera Utama Bersama Jombang)

The purpose of this study was to determine whether there is an influence between Organizational Citizenship Behavior and organizational communication to Employee Performance either partially or simultaneously. This research was conducted at PT. Sejahtera Utama Bersama Jombang. This type of research is explanatory. Data collection method used is survey method through the distribution of questionnaires to respondents. Population in this research is employees of PT. Sejahtera Utama Bersama. This research uses probability sapmling technique, with total sample 84 respondents. The test instrument used to test the hypothesis using multiple linear regression analysis. Hypothesis test proves that Organizational Citizenship Behavior (OCB) and Organizational Communication are proved to have a direct and significant influence on employee performance variable either simultaneously or partially. This research then give suggestion to PT. Sejahtera Utama Bersama Jombang to continue to maintain and improve the quality of Organizational Citizenship Behavior employees and organizational communication from the company so as to improve employee performance and able to create superior human resources and also potential that will become competitive advantage for the company Keyword :Organizational Citizenship Behavio, Organizational Communication and Employee Performance

PENGARUH ORGANIZATIONAL CITIZEN BEHAVIOR DAN KOMUNIKASI TERHADAP KINERJA KARYAWAN (Studi Kasus PT Sejahtera Utama Bersama Jombang)

The purpose of this study was to determine whether there is an influence between Organizational Citizenship Behavior and organizational communication to Employee Performance either partially or simultaneously. This research was conducted at PT. Sejahtera Utama Bersama Jombang. This type of research is explanatory. Data collection method used is survey method through the distribution of questionnaires to respondents. Population in this research is employees of PT. Sejahtera Utama Bersama. This research uses probability sapmling technique, with total sample 84 respondents. The test instrument used to test the hypothesis using multiple linear regression analysis. Hypothesis test proves that Organizational Citizenship Behavior (OCB) and Organizational Communication are proved to have a direct and significant influence on employee performance variable either simultaneously or partially. This research then give suggestion to PT. Sejahtera Utama Bersama Jombang to continue to maintain and improve the quality of Organizational Citizenship Behavior employees and organizational communication from the company so as to improve employee performance and able to create superior human resources and also potential that will become competitive advantage for the company Keyword :Organizational Citizenship Behavio, Organizational Communication and Employee Performance

Role of Organizational Culture in Enhancing the Organizational Citizenship Behavior of Employees- A Review of Literature

Role of Organizational Culture in Enhancing the Organizational Citizenship Behavior of Employees- A Review of Literature

LEADERSHIP AND ORGANIZATIONAL CULTURE ANALYSIS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) AT PT. HATTEN BALI

This study aimed to analyze the influence of leadership and organizational cultureon Organizational Citizenship Behavior employees. The study is a quantitativeresearch. The data used in this study was collected through questionnaires andimplemented to 106 of permanent employees in PT. Hatten Bali. The results ofthis study indicates that: 1) Leadership have positive and significant effect onorganizational citizenship behavior which indicated by coefficient regressionvalue 0,297 and significant value 0,003. 2) Organizational culture have positiveand significant effect on Organizational Citizenship Behavior which indicated bycoefficient regression value 0,144 and significant value 0,039. 3) Leadership andorganizational culture have simultaneously effect on organizational citizenshipbehavior which indicated by f-count value 6,846 > f-table and significant value0,002. Regression analyze result adjusted R2 value 0,117. This indicates thatorganizational citizenship behavior can explained by leadership andorganizational culture variable of 11,7 % while the remaining 88,3% explained bythe others variable outside of this study.

Examining relationships among consumer participative behavior, employee role ambiguity, and employee citizenship behavior: the moderating role of employee self-efficacy

ABSTRACTResearch question: This study examines (a) the effect of consumer participative behavior (CPB) levels (low vs. high) on employee role ambiguity, (b) the influence of employee role ambiguity on employee citizenship behavior (ECB), and (c) the moderating effect of employee self-efficacy in the relationship between CPB and role ambiguity.Research methods: Fitness centers were chosen as a research context in which consumer–employee dyadic data sets were drawn from one-on-one personal weight training and golf lessons, and small group exercises (i.e. yoga and swimming).Results and findings: The results indicated that a high level of CPB had a greater effect on employee role ambiguity than a low level of CPB. Employee role ambiguity negatively influenced ECB. Finally, employee self-efficacy played a significant moderating role that altered the positive association between CPB and role ambiguity to a negative one.Implications: The present study advances the theoretical, methodological, and practical understanding of consumer–employee interaction in the context of high-contact sport service setting. The current study extends previous research by bringing the burgeoning attention given to CPB into participative sport, and empirically examining the effect of CPB on frontline employees. We utilized a dyadic method, which allowed us to better understand the relationships between employees and consumers. Finally, this research provides sport service managers with strategic CPB management regarding how to harness CPB and avoid its drawbacks to create mutually beneficial service outcomes.

A mechanism of mutually beneficial relationships between employees and consumers: A dyadic analysis of employee–consumer interaction

Although sport management researchers concur with one another regarding the significance of interaction between employees and consumers in shaping the consumers’ attitudes and behaviors, the vast majority of previous studies are largely isolated such that they take assessment exclusively from one side of the dyad—either employees or consumers. The authors seek to advance the current body of knowledge by utilizing a dyadic method that includes judgments provided by employees as well as one of each employee’s consumers in a high-contact sport service context (i.e., multi-purpose fitness centers). As such, the authors investigate how employee citizenship behavior and deviance behavior influence consumer citizenship behavior and participative behavior through consumers’ perceived service quality and satisfaction with employees. The results indicated that employee citizenship behavior positively and deviance behavior negatively shaped consumers’ perceptions of service quality, whereas the negative moderating effect of employee deviance behavior between employee citizenship behavior and service quality was not supported. Satisfaction with employees significantly mediated the relationship between service quality and consumer citizenship behavior but not between service quality and consumer participative behavior. Theoretical, methodological, and practical implications derived from this study are discussed.

Casting a Long Shadow: Leader–Leader Relationship and Employee Citizenship Behavior

This study examines the process and context of the relationship between leader–leader exchange (LLX) and subordinate organizational citizenship behavior (OCB) such that direct supervisors’ attitudes and behaviors affect the relationship. Integrating social exchange theory with signaling theory, we argue that LLX influences the amount of OCBs that direct supervisors can obtain from subordinates and depends on direct supervisors’ organizational-based self-esteem and support. In a sample of 290 direct supervisor/subordinate-dyads, using hierarchical linear modeling, we found that LLX partially mediates through supervisor support and is positively related to OCBs, and the mediation is highest in high organizational-based self-esteem.

The Mediating Effect of Public Service Motivation on the Relationship between Organizational Citizenship Behavior and Organizational Commitment among Local Government Employees in Davao Region

The purpose of the study was to determine if the public service motivation has a significant mediating effect on the relationship between organizational citizenship behavior and organizational commitment among the local government employees in selected cities in Davao Region, Philippines. The design used was non-experimental quantitative research utilizing correlation technique. Descriptive statistics, Pearson r, Regression Analysis, Mediation through Sobel test and Medgraph were the tools employed to attain the objectives of the study. The 600 respondents were found to show high levels of organizational citizenship behavior and organizational commitment, while the overall level of public service motivation was very high. It was found out that the three variables were significantly correlated. However, the result failed to prove the mediating effect of public service motivation on the relationship between organizational citizenship behavior of government employees and their organizational commitment. The result, signify that the significant influence of organizational citizenship behavior on organizational commitment was not affected by public service motivation.

호텔기업의 조직지원이 조직시민행동과 직무열의에 미치는 영향 : 집단주의의 조절된 매개효과

호텔기업의 조직지원이 조직시민행동과 직무열의에 미치는 영향 : 집단주의의 조절된 매개효과

Shaping the organizational citizenship behavior or workplace deviance: Key determining factors in the hospitality workforce

Abstract This study explores the organizational citizenship and workplace deviance behavior of hotel employees. In particular, it examines the influence of service climate, ethical values, and individual characteristics on such behaviors. The researchers administered a survey to upscale hotels across Taiwan. Of the total of 500 that were distributed, 308 useable questionnaires were returned for a response rate of 61.6%. The results provide evidence of a link between individual characteristics both organizational citizenship and workplace deviant behaviors. Service climate and ethical value were identified as antecedents of both positive and negative employee behaviors. The study indicates that both organizational factors and individual characteristics play a critical role in shaping the organizational citizenship and workplace deviance behaviors of hospitality employees. This diagnosis offers insights for hospitality firms when determining potential actions that may enhance the job performance of employees.

Leadership and Organizational Culture Analysis on Organizational Citizenship Behavior (OCB) at PT. Hatten Bali

This study aimed to analyze the influence of leadership and organizational culture on Organizational Citizenship Behavior employees. The study is a quantitative research. The data used in this study was collected through questionnaires and implemented to 106 of permanent employees in PT. Hatten Bali. The results of this study indicates that: 1) leadership have positive and significant effect on organizational citizenship behavior which indicated by coefficient regression value 0,297 and significant value 0,003, 2) organizational culture have positive and significant effect on organizational citizenship behavior which indicated by coefficient regression value 0,144 and significant value 0,039, and 3) leadership and organizational culture have simultaneously effect on organizational citizenship behavior which indicated by f-count value 6,846 > f-table and significant value 0,002. Regression analyze result adjusted R2 value 0,117. This indicates that organizational citizenship behavior can explained by leadership and organizational culture variable of 11,7 % while the remaining 88,3% explained by the others variable outside of this study.

Hospitality employees’ citizenship behavior: the moderating role of cultural values

PurposeThis study aims to examine the impact of self-efficacy and reciprocity in predicting the organizational citizenship behavior (OCB) of hospitality employees and the moderating role of cultural values in the hypothesized relationship.Design/methodology/approachThe proposed model of this study has been tested on the basis of the responses from 432 full-time employees who work at hospitality fields in South Korea. This study has conducted frequency, reliability, confirmatory factor, correlation analyses and structural equation modeling (SEM).FindingsThe empirical results indicate not only that self-efficacy significantly influenced reciprocity, consideration, civic virtue and sportsmanship but also that reciprocity had positive influences on the same virtues as well as conscientiousness. The moderating role of cultural values has also been investigated resulting in significant differences in six of the nine cultural values measured (i.e. power distance, uncertainty avoidance, collectivism I and II, assertiveness and gender egalitarianism).Practical implicationsFrom a practical perspective, the findings of this study yield several strategies relevant to hospitality employee development and training. Especially, the management in hospitality organizations needs to look at multicultural management and leadership styles within their own particular context.Originality/valueFindings of this study suggest that both self-efficacy and reciprocity are important determinants of OCBs, and indicate the fundamental embeddedness of employment relations within the wider cultural value setting in non-Western contexts.

Organizational Citizenship Behavior--A Study of the Telecom Industry

Organizational Citizenship behavior is a person’s voluntary commitment within an organization which is not part of the contractual tasks. Various studies suggested that engaging in OCB can enrich the work lives of employees. The Current Paper aimed to study five dimensions of Organizational Citizenship Behavior of employees in Telecom industry. For the study a sample size of 500 employees who are working in Telecom sector was selected using Snowball Sampling Technique in the areas of Chandigarh, Panchkula and Mohali. The scale used for the purpose of measuring the responses of the employees for Organizational Citizenship Behavior is the one developed by Podsakoff, Mckenzie, Moorman and Fetter in 1990. The scale has five measures named as (1) Altruism (2) Sportsmanship (3) Conscientiousness (4) Courtesy (5)Civic virtue. The result showed the relationship of Organizational Citizenship Behavior With Demographic Variables In The Telecom Industry.

Withdrawn article: The Factors Influencing Organizational Citizenship Behaviour of Employees in Private Universities in South Sumatra Province

This article has been withdrawn by the authors. Request approved by the editors and the publisher on February 28, 2018.

Effects of Power Distance Diversity within Workgroups on Work Role Performance and Organizational Citizenship Behavior

The purpose of this study was to analyze the effect of power distance diversity within workgroups, from the perspectives of work role performance and organizational citizenship behavior. A sample of 251 employees, from a multinational company’s subsidiary, was analyzed to determine the existence of relationships between power distance diversity, work role performance and organizational citizenship behavior. Results indicated two main findings. First, the most power distance diverse workgroups had a negative effect on the work role performance of the employees. Secondly, the most power distance diverse workgroups negatively influenced two dimensions of organizational citizenship behavior: altruism and civic virtue. In addition to the previous main findings, it was concluded that power distance had a negative impact within the workgroups of the organization that was studied. The development of this research made a significant contribution to the innovative research field of cultural dimensions’ relationship with the performance and the behavior of the employees. Additionally, this research is among the first to study the effects of power distance on the work role performance and the organizational citizenship behavior of employees.

The influence of job burnout on organizational citizenship behavior of employees in hotels

Hospitality market is faced by strong challenges and competition. Therefore, hotel employees always face fierce stress that may hinder their organizational citizenship behavior and increase the rate of their turnover. So, this paper examines the effect of job burnout on organizational citizenship behavior (OCB). A questionnaire form used for this purpose included eight dimensions, named emotional exhaustion; depersonalization; personal accomplishment; altruism ; conscientiousness ; courtesy ; civic virtue; sportsmanship for measuring the relationship between the two variables. A Mann-Whitney U test, a Kruskal-Wallis test, as well as the linear regression analysis were used to analyze the 360 questionnaire forms collected from five star hotels employees. It has been found that Emotional exhaustion, Depersonalization, and Personal accomplishment had significant effects on citizenship behavior. The results suggested that a variety of efforts to assist employees in family concerns, legal issues, financial matters and health maintenance (which is called employee assistance programs) should be employed.

How, Why, and When High-Involvement Work Systems Are Related to OCB: A Multilevel Examination of the Mediating Role of POS and of the Moderating Role of Organizational Structures

Drawing on signaling and social exchange theories, we proposed and tested a multilevel model of antecedents of organizational citizenship behavior (OCB). More specifically, this article examines how, why, and when high-involvement work systems (HIWS) are related to employee and team citizenship behaviors. Using a sample of 568 respondents in 46 teams, our results indicate that HIWS are directly and indirectly related to team-level OCB through the team perceived organizational support (POS) climate. Structure was found to act as a significant internal contextual factor. More specifically, we found that decentralization and formalization foster the positive link between HIWS and POS, while the indirect relationship between HIWS and team-level OCB through POS was weaker when the degree of formalization was low, and stronger when this structure element was high. Finally, consistent with Ehrhart and Naumann’s group norms theory of OCB, team-level OCB was positively related to employee OCB, regardless of whether task interdependence is high or low. This study contributes to the understanding of processes and contextual conditions through which teams and employee citizenship behavior are related to HIWS.

When corporate social responsibility motivates employee citizenship behavior: The sensitizing role of task significance

Scholars have proposed that organizations’ corporate social responsibility (CSR) efforts are often positively associated with employees’ organizational citizenship behaviors (OCB) and have invoked identity-based mechanisms to explain this relationship. Complementing these perspectives, we develop a CSR sensitivity framework that explains how task significance, a micro-level job characteristic, can sensitize employees to their organizations’ macro-level CSR efforts, thereby strengthening the association between CSR and OCB. Across three field studies, we find that CSR and task significance interact to predict OCB, such that an organization’s CSR is more positively associated with OCB among employees who report higher task significance than among those who report lower task significance. Furthermore, we find support for prosocial motivation as a mediator of this interactive effect, but we do not find evidence for several alternative mediators. We discuss the implications of our findings for the literatures on CSR, job design, and other-oriented approaches to organizational behavior.

Employee Participation in Decision Making: A Correlate of Employee Citizenship Behaviour and Counterproductive Workplace Behaviour

This study examined employee citizenship behaviour and counterproductive workplace behaviour as correlates of employee participation in decision making among workers in the private sector establishments in Awka city, Anambra State, Nigeria. 496 participants comprising of 222 males and 274 females were used as respondents for the study. The participants’ ages ranged from 26 to 54 years with a mean age of 34.90 years and standard deviation of 3.45. The participants were sampled using simple randomization sampling technique. The problem of the study guided the formulation of two hypotheses and data was collected using employee participation in decision making inventory by Ojukuku & Sajuyigbe (2014), organizational citizenship behaviour questionnaire by Podsakoff, Mackenzie, Moormam & Jetter, (1990) and counterproductive workplace behaviour questionnaire by Spector, Fox, Penney, Bruursema, Goh, and Kessler (2006). The design of the study was correlational survey design while Pearson product moment correlation coefficient was used a statistical tool to test the hypotheses. Findings revealed a mixed result; organizational citizenship behaviour significantly and positively correlated employee participation in decision making at r (1, 496) = .653, p < .05, whereas counterproductive workplace behaviour significantly and negatively correlated employee participation in decision making at r (1, 496) = -.429, p < .05. It is recommended that in order to increase organizational pro-social behaviour which has direct implication for performance and employee satisfaction at all levels, employee participation in decision making should be encouraged in the organizations. The starting point may just begin with anyone who has a subordinate in the organization.

Beyond organizational identification: The legitimization and robustness of family identification in the family firm

This study explores family firms using principles from Social Identity Theory. Based on a survey of 173 employees working in family firms, we examine the different effects that organizational identification and family identification have on the commitment and citizenship behaviors of family firm employees. Results indicate that family identification and organizational identification represent two different constructs that affect the behaviors of employees within family firms. In particular, family identification is positively related to commitment and citizenship behaviors. Results also indicate that this relationship is affected by membership in the owning family. Our study extends the domain of organizational identification as a construct and acknowledges the importance of considering both family and organizational identification when exploring the behaviors of employees within family firms. Implications for researchers and practitioners are discussed.