Organizational culture and organizational citizenship behavior in the service industry

NguyenDongPhong,Dr.TranHaMinhQuan,Dr.NguyenThiMaiTrangandDr.NguyenThiNguyetQue.Thanksfortheiradvice,willingnesstohelpandinsightfulcomments.IamthankfultoallstaffsofInternationalSchoolofBu

HoChiMinhCity–Year2012

I woulda l s o l i k e t o t h a n k t h e committeemembers,D r N g u y e n D i n h T h o ,

D r NguyenDongPhong,Dr.TranHaMinhQuan,Dr.NguyenThiMaiTrangandDr.NguyenThiNguyetQue.Thanksfortheiradvice,willingnesstohelpandinsightfulcomments.IamthankfultoallstaffsofInternationalSchoolofBusinessfortheirsupport andhelpduringthe last twoyears as well as theirexperience sharing.Therea r e alsoalotofotherprofessors,classmates,colleaguesandfriendswhosupportedmeinthelongjourneyofmygraduatestudy

Lastly,I o w e a g r e a t g r a t i t u d e t o myf a m i l y I c o u l d n o t h a v e complete

dt h i s achievementwithouttheircontinuedsupportandencouragement

HoChiMinhCity,December31st,2012

NguyenHoangVan

OrganizationalCultureandOrganizationalCitizenshipBehaviorintheServiceIndustry Pagei

OrganizationalCultureandOrganizationalCitizenshipBehaviorintheServiceIndustry Pageii

ABSTRACT

Researchonorganizational citizenshipbehavior(OCB)hasreceivedconsiderableattentionoverthepastseveraldecades.OCBisdefinedasthediscretionary

c o n t r i b u t i o n s ofemployeesthatbeyondajobdescriptionanddonotformallyresultinreward.PreviousresearchhaveidentifiedawiderangeofantecedentsofOCB,includingattitudinalvariables(e.g.,satisfaction,perceptionsofjustice,o r g a n i z a t i o n

a l commitment),individualcharacteristics(e.g.,conscientiousness,ag r e e

ab l en e ss , positiveaffectivity)andelementswithintheorganization(e.g.,leadership,organizationalsupportiveness,taskcharacteristics).Thepurposeofc u r r e n t studyisfindingoutthecorrelationbetweenorganizationalcultureandOCB

Ther e s e a r c h w a s donebyq u a n t i t a t i v e a p p r o a c h D a t a w a s c o l l e c t e

d f r o m 3 4 2 respondentswhoareemployees fromservicecompanies inHoChiMinhCity.Atwo-

stepapproachinSEMwasemployedtoanalyzethedata.Confirmatoryfactoranalysis(CFA)wasusedtovalidatethemeasurementscaleoforganizationalcu l tu r e a n d o

r g a n i z a t i o n a l c i t i z e n s h i p behavior.A n d s t r u c t u r a l equationmodel(SEM)wasusedtomeasuretheinfluenceoforganizationalcultureonOCBaswella s measuretheimpactofeachdimensionsoforganizationalcultureonOCB

ThestatisticalresultidentifiedthatorganizationalculturehasapositiveimpactonOCB Amongsevendimensionsoforganizationalculture,threedimensionsaffectedp o s i t

i v e l y onOCB:Competitiveness, Performance Or ie nta ti on andStability;fourr e m a i n dimensionsSocialResponsibility,Innovation,SupportivenessandEmphasiso nRewarddidnotimpactonOCB

Basedo n r e s u l t o f d a t a analysis,m a n a g e r i a l implicationsh a v e b e e n d i s

c u s s e d ; limitationsandfurtherresearchdirectionshavealsobeenindicated

OrganizationalCultureandOrganizationalCitizenshipBehaviorintheServiceIndustry Pageii

OrganizationalCultureandOrganizationalCitizenshipBehaviorintheServiceIndustry Page3

TABLEOFCONTENTS

ACKNOWLEDGEMENTSABSTRA

CT

TABLEOFCONTENTS

LISTOFTABLESLIS

TOFFIGURES

CHAPTERI:INTRODUCTION 1

I.1 BACKGROUND 1

I.2 RESEARCHOBJECTIVE 3

I.3 RESEARCHQUESTIONS 5

I.4 SCOPEOFTHESTUDY 5

I.5 THESISSTRUCTURE 5

CHAPTERII:LITERATURE REVIEW 7

II.1 ORGANIZATIONALCITIZENSHIPBEHAVIOR(OCB) 7

II.1.1 DefinitionofOrganizationalcitizenshipbehavior(OCB) 7

II.1.2 Theroots ofOCBwithinorganizationaltheory 8

II.1.3 Thedevelopmentoftheconcept ofOCB 10

II.1.4 OCBDimensions: 12

II.1.5 AntecedentsandConsequencesofOCB 15

II.2 ORGANIZATIONALCULTURE 16

II.2.1 Definitionandtheimportanceoforganizationalculture 16

II.2.2 Levelsoforganizationalculture 18

II.2.3 Dimensionsand typesoforganizationalculture 19

OrganizationalCultureandOrganizationalCitizenshipBehaviorintheServiceIndustry Page4

II.3 RESEARCHHYPOTHESIS: 23

II.4 MODEL 25

CHAPTERIII: RESEARCH METHODOLOGY 26

III.1 CONSTRUCTMEASUREMENTANDQUESTIONNAIRE 26

III.1.1 Questionnaire 26

III.1.2 Constructmeasurement 26

III.2 DATACOLLECTIONANDSAMPLING 29

III.3 DATAANALYSIS 30

CHAPTERIV:DATAANALYSIS 32

IV.1 ANALYSISRESULTS 32

IV.2 DESCRIPTIVEANALYSIS 32

IV.3 CHECKTHERELIABILITYOFMEASUREMENTSCALEBYC R O N B A C H ’ S ALPHA 33

IV.4 CONFIRMATORYFACTORANALYSIS(CFA) 35

IV.5 STRUCTURALEQUATIONMODELANALYSIS 45

IV.4.1 EstimatethecasualrelationshipbetweenOCandOCB.…………46

IV.4.2 MeasuretheimpactofeachdimensionofOConOCB 47

CHAPTERV:DISCUSSION,IMPLICATION,LIMITATIONANDS U G G E S T I O N F O R F U T U R E R E S E A R C H 52

V.1 DISCUSSIONANDIMPLICATION 52

V.1.1 Discussion 52

V.1.2 Implication 53

V.2 CONTRIBUTION,LIMITATIONANDSUGGESTIONSFORFURTHERRE SEARCH 55

V.2.1 Contributionofthestudy 55

V.2.2 Limitationsand furtherresearch directions 56

ES

Appendix A:Questionnaire iAppendixB:RegressionWeightsandStandardizedRegressionWeightsofModel( S t a n d a r d i z e d Estimates) ix

Table3.1:O r g a n i z a t i o n a l Culturemeasurementscale 27

Table3.2:OrganizationalCitizenshipBehavior measurementscale 28

Table3.3:Keygoodness-of-fitindices(Byrne,2001and Kline,2005) 31

Table4.1: DescriptiveAnalysisofrespondents 33

Table4.2:Cronbach’s alphaofmeasurement scale 35

Table4.3:Goodness-of-fitIndicesofCFAwithOrganizationalCultureconstruct.38 Table4.4:StandardizedConfirmatoryFactorAnalysisCoefficients,ConstructR e l i a b i l i t y andAverageVarianceExtracted(OrganizationalCulture) 40

Table4 5 : R e g r e s s i o n Weighta n d S t a n d a r d i z e d R e g r e s s i o n W e i g h t – C F A w i t h OCBconstruct 42

Table4.6:Goodness-of-fitIndicesof CFAwithOCBconstruct 43

Table4 7 : S t a n d a r d i z e d C o n f i r m a t o r y F a c t o r A n a l y s i s C o e f f i c i e n t s , C o n s t r u c t R e l i a b i l i t y a n d A v e r a g e V a r i a n c e E x t r a c t e d ( O r g a n i z a t i o n a l C i t i z e n s h i p B eh av io r ) 44

Table4.8:OCandOCBscale 45

Table4.9:RegressionWeightandStandardizedRegressionWeight–SEM1 47

Table4.10:RegressionWeightandStandardizedRegressionWeight–SEM2 49

Table4.11:RegressionWeightandStandardizedRegressionWeight–SEM3 50

OrganizationalCultureandOrganizationalCitizenshipBehaviorintheServiceIndustry Pagevii

LISTOFFIGURES

Figure2 1 : T h e r e l e v e l s o f o r g a n i z a t i o n a l c u l t u r e A d a p t e d f r o m O r

ancisco,CA:Josses-Bass,Inc 18

Figure2.2:TheCompetingValuesFrameworkQuadrant.AdaptedfromDiagnosinga n d c h a n g i n g o r g a n i z a t i o n a l c u l t u r e byC a m e r o n , K S , & Q u i n n , R E , 1999.Reading,MA:Addison-Wesley 20

Figure2 3 :D i m e n s i o n s o f O r g a n i z a t i o n a l C u l t u r e P r o f i l e ( O C P ) A d a p t e d f r o m P eo p l e a n d O r g a n i z a t i o n a l C u l t u r e : A P r o f i l e C o m p a r i s o n A p p r o a c h t o AssessingPerson-OrganizationFitbyO’Reilly,CharlesA.III,Chatman,J., &Caldwell,D.F.,1991.AcademyofManagementJournal34,487-516 22

Figure2.4:Aconceptualmodel 25

Figure4.1:CFA with OrganizationalCultureconstruct 37

Figure4.2:RevisedCFA–CFAwithorganizationalcultureconstruct 39

Figure4.3:CFA with OrganizationalCulture construct 41

Figure4.4:R e v i s e d C F A –CFAwith OCBconstruct 43

Figure4.5:StructuralEquationModel(SEM1) 46

Figure4.6:StructuralEquationModel(SEM2) 48

Figure4.7: StructuralEquationModel(SEM3) 50

OrganizationalCultureandOrganizationalCitizenshipBehaviorintheServiceIndustry Pagevii

CHAPTERIINTR ODUCTION

Thischapterpresentsgeneralinformationaboutorganizationalcitizenshipbehavioran

d t he im po rt anc e o f d e v e l o p i n g o rg an iza ti ona lc it ize nsh ip be hav io r i n th

e organization Theresearchobjective,researchquestionsandscopeofthestudyarea l s o discussedinthischapter

I.1 BACKGROUND

Utilizingcurrentresourcesisoneofthefactorsforthesuccessinanyorganization.Inordertoachieve thehighestutilization,managersshouldunderstand thedifferenttypeso f individualbehaviori n s i d e t h e o r g a n i z a t i o n M c S h a n e a n d

u s e s o n e x t r a activitiesperformedbytheemployeebeyondhisformalduties.OCBasdefinitionisa typeoforganizationalbehaviorthatgoesbeyondexistingroleexpectations(

O r g a n , P od sak of f & MacKenzie, 20 06 ) O CBi nc lu des pos it iv e a n d c o ns

t r u c t i v e be h a v i o r s workersandb en e fi t s thecompany Typically,e m p l o y ee s w h o frequently engageinOCB mayn o t alwaysbethetopperformersbuttheyaretheoneswhoareknownto“gothee x t r a mile”or“goaboveandbeyond”theminimumeffortsrequiredtodoamerelys a t i sf a c t o r y job.ThestudyofOCBdatesbackseveraldecades.Since1

980s,withth e introductionofthetermOrganizationalCitizenshipBehaviorbyOrganandhis

colleagues,i n t e r e s t int h i s typeo f a c t i v i t y h a s i n c r e a s e d T h e r e a r e a v a r i

e t y o f labelshavebeenusedtodescribebehaviorsthatingeneralfitthedefinitionof

OCBsucha s : c i t i z e n s h i p p e r f o r m a n c e , c i t i z e n s h i p b e h a v i o r ,

c o n t e x t u a l performance,p r o s o c i a l o r g a n i z a t i o n a l b e h a v i o r , o r g

a n i z a t i o n a l s p o n t a n e i t y ande x t r a r o l e behavior,etc.MostofOCBconceptssuggesttwodimensionsdistinguishedbytheintendedtargetofthebehavior:

Organizationalcitizenshipbehaviora i m e d atindividuals(OCBI):Thesea r e b e h a

v i o r s thatimmediatelybenefitspecificindividualsandindirectlycontributetot

h e

organization.Thehelpcanbework-related,forexampleassistingaworkmatew i t h aspecifictaskorhelpthemwithapersonalproblem

Organizationalcitizenshipbehavioraimedattheorganization(OCBO):Thesea r e

behaviorsthatbenefittheorganizationingeneral;forexampleofferingideastoimprovethefunctioningoftheorganization,takeactiontoprotecttheorganizationf r o m potentialproblemsordemonstrateconcernabouttheimageofthecompany,e t c

OCBisimportantforeffectivefunctioningofanorganizationbecauseitsultimategoalistomakeallemployeesworktowardachievingtheorganizationgoalsrather

th an a c c o m p l i s h i n g t h e i r d u t i e s T h e o r g a n i z a t i o n w i l l b e n e f i t f r o

m e n c o u r a g i n g employeestoengageinOCB,becauseithasbeenshowntoincreaseproductivity,efficiency,e m p l o y e e s a t i s f a c t i o n a n d c u s t o m e r s a t i

s f a c t i o n , r e d u c e c o s t , r a t e o f turnoverandabsenteeism.OCBcanbeextremelyvaluabletotheorganization;itc a n contributetoindividualperformance,organizationperformanceandcompetitiveadv an tag e OCBiscrucialtothesurvivorofanorganization(Podsakoff,Whiting,Podsakoff&Blume,2009)

Ar a p i d l y ch a n g i n g e c o n o m i c e n v i r o n m e n t , c h a r a c t e r i z e d bys u c h phenomenaa s g l o b a l i z a t i o n andde r e g u l a t i o n o f markets,changi ngcustomer, in

ves to r’ sde ma nd a n d

ever-increasingproduct-marketc o m p e t i t i o n , h a s becomet h e n o r m f o r most

Ancetedents OCB Performance

organizations.T o c o m p e t e , o r g a n i z a t i o n s mustc o n t i n u a l l y improvet h e i r performancebyreducingcosts,innovatingproductsandprocesses,improvingquality,productivityandspeedtomarket.Almostorganizationsevaluatehumanast h e mostimportantandvaluableasset,especiallyemployeewhohaveOCB.A c c o r d i n g toPodsakoff,MacKenzie,Paine&Bachrach(2000),employeesprovideorganizations withu

createacompetitivea d v a n t a g e , andOCBisonetypeofbehaviorthatmaycontributetothatadvantage.O rg ani zation s havetofindwaystobenefitfromhumanresourcesandsubsequentlyh a v e tomakesuretheiremployeescontributetotheircompetitiveadvantage.OCBcan b e a n i m p o r t a n t f a c t o r t h a t mightd i s t i n g u i s h t h e e m p l o y e

e s f r o m o n e organizationandthoseofanotherone.Nowadays,manyorganizationshaveto

I.2 RESEARCHOBJECTIVE

Organizationalcitizenshipbehavior(OCB)hasbeenofincreasinginteresttobothscholarsandmanagers,becauseitsuitsthechangingcompetitiveenvironmentoft h e market.T h e r e a r e t w o d i r e c t i o n s i n r e s e a r c h a b o u t OCB.T h e f i r s t d i r e c t i o

n f o c u s e s t o i d e n t i f y f a c t o r s a f f e c t t o O C B a n d t h e s e c o n d d i r e c t i o n measurest h e impactofOCBonperformance

Inthefirstdirection,therearealotofresearchesdefinefactorsinfluenceonOCB.P o

d s a k o f f etal

(2000)hasfocusedonfourmajorcategoriesofantecedents:employeecharacteristics,taskcharacteristics,organizationalcharacteristicsandleadershipbehaviors.EmployeecharacteristicsincludeEmployeeAttitudes(employees a t i s f a c t i o n , o r g a n i z a t i o

n c o m m i t m e n t , p e r c e p t i o n o f f a i r n e s s a n d p e r c e p t i o n s o f l e a d e r s u p

p o r t i v e n e s s ) , D is p o s i t i o n a l V a r i a b le s ( c o ns c i e n t i o u s ne ss , agreeableness,p o s i t i v e a f f e c t i v i t y a n d n e g a t i v e a f f e c t i v i t y ) ; R o l e P e r c e p t i o n

a n d DemographicVariables.Thesecondcategory,taskcharacteristicsincludetaskf e

ed b a c k , taskroutinizationandintrinsicallysatisfyingtask.Thecategoryofo r

g a n i z a t i o n characteristicsmentionedorganizationalformalization,organizationalsupportandinflexibility.Thelastc a t e g o r y isleadershipbehaviors(“core”t r a n s

a f f e c t e d byor g an iz at io n al c u l t u r e T h e r e f o r e , t h i s s t u d y i n v e s t i g a t e s t

h e r e l a t i o n s h i p b e t w e e n o r g a n i z a t i o n a l cul tu re a n d o r g a n iz a t i o n a l c i t i

z e n s h i p b e h a v i o r aswe ll as measuret h e impactoforganizationalcultureonorganizationalcitizenshipbehavior.Becauseo r g a n i z a t i o n a l culturewillbedifferentamongkindsoforganizations,thisresearchfo cu ses tofindtherelationship be tw een organizationalcultureand o rg an iza ti ona l citizenshipbehaviorintheserviceindustry

Althougho r g a n iz a t i o n a l c u l t u r e a n d o r g a n i z a t i o n a l c i t i z e n s h i p b e h a v i o

r h a v e developedsi nce 1 9 8 0, theyares t i l l p o p u l a r a n d attract a loto f a t t e n t i

o n bybothscholarsandmanagersuptonow.AnumbersofresearchesaboutOCBhavebeen

d o n e inmanyc o u n t r i e s buttheconceptorganizationalcitizenshipbehaviorisunfa

miliaroneinVietnam.Thereisalittleresearchesaboutthisbehaviorandhasn o researchabouttherelationshipbetweenorganizationalcultureandorganizationalcitizenshipb e

h a v i o r Ino v e r t h e w o r l d , t h e r e a r e s o m e s t u d i e s f o u n d o u t t h is

measurementscalesdifferently.Thisresearchmodifiestothep r e sen t researchesbyusingOrganizationalCultureProfile(OCP)ofO’Reillyetal.

Inaddition,duetothelimitedresourcesandtime,theempiricaldatafortheresearchwascollectedfromservicecompaniesinHoChiMinhCity,whichisconsideredasthemostdynamiccityinVietnam

I.5 THESISSTRUCTURE

Thisresearchisorganizedinfivechapterswithdetailsasbelow:

bj ecti ve, researchquestions,scopeofthestudyandresearchstructure

Chapter2:Literaturereview.Thischapterreviewsrelatedliteraturetotheresearchquestionso f t h e s t u d y T h e l i t e r a t u r e mentionsa b o u t o r g a n i z a t i o n a l c u

l t u r e a n d o r g a n i z a t i o n a l citizenshipbehavioraswellastherelationshipbetweenthem.Hypothesisandmodelarealsodescribedinthischapter

Chapter3:Researchmethodology.Thispartincludestopics:constructmeasurementa n d questionnaire,datacollectionandsamplingandmethodtoanalyzethedata

CHAPTERIILITERATU REREVIEW

Thischapterreviewsrelatedliteratureto therese ar ch questionsofth e study.Theliteratureconcerningorganizationalcultureandorganizationalcitizenshipbehaviora

s wellastherelationshipbetweenthemisexamined.Thehypothesistobetestedinth is st udyandt he modelare p r o v i d e d a l o n g w i t h t he l i t e r a t u r e sup po rt toh ypothesis.II.1 ORGANIZATIONALCITIZENSHIPBEHAVIOR(OCB)

II.1.1 DefinitionofOrganizationalcitizenshipbehavior(OCB)

DennisOrganisgenerallyconsideredasthefatherofOCB.Organ(1988)definedOCBas“individualbehaviorthatisdiscretionary, n ot directly orexplicitlyrecognizedbyt h e formalr e w a r d s y s t e m , a n d t h a t i n t h e a g g r e g a t e promotest h e e f f e c t i v e f u n c t i o n i n g oft h e o r g a n iz a t i o n”( p 4 ) O rg an ’s d e f i n i t i o

n i n c l u d e s th ree criticalaspectsthatarecentraltothisconstruct.First,OCBisthoughtofasdiscretionarybehaviors,whicharenotpartofthejobdescription,andareperformedbytheemployee as ar e s u l t ofpersonal choice.Inotherwords,OCB isalwaysatypeofvoluntarybehaviorthatcouldnotbeenforcedbysuperiors.Second,OCBgoaboveandbeyondthatwhichisanenforceablerequirementofthejobdescription.A l t h o u g h somecomponentsofOCBarein-

rolebehaviors,forexample,beontime,maintainacleanworkplace,giveadvancenoticewhenunabletocometowork,etc.a r e requiredbuteverythingthatgoesbeyondthislevelisvoluntaryandtherefore n o t directlyrecognizedbytheformal rewardsystem.Eventhoughperdefinition, O C B is“notdirectlyorexplicitlyrecognizedbytheformalrewardsystem”itdoesno t meansthatOCBislimitedtothosegesturesremainingunrewarded.OCBdoesn o t requireremaining unrewarded,but a rewardfor

contractuallygu ar anteed F i n a l l y , O C B c o n t r i b u t e p o s i t i v e l y t o o v e r a

l l o r g a n i z a t i o n a l

effectiveness.Later,OrgandefinedOCBasafactorhelpingtomaintainandincreaseaspiritual,psychologicalandsocialconceptwhichenhancesperformance( O r g a n , 1997).

Thef i r s t c o n c e p t i s B a r n a r d ’ s t h e o r y o f t h e “ c o o p e r a t i v e system”.Whileo t h e r r e s e a r c h e r s a t t h a t timee m p h a s i z e d o n t h e formals t r u c t u r e a n

d c o n t r o l o f organization,Barnarddefinedthenatureoforganizationdifferently.Heinsistedthatw i l l i n gn e s s ofpersonstocontributeeffortstothecooperativesystemi s indispensable(Barnard,ascitedinOrganetal.,2006).AccordinglytoBarnard,w i l l i n g n e s s tocontributewentbeyondtheexecutionofspecifictasksinexchangeofcontractualcompensation.Inordertomaketheorganizationwork,everyparticipanti s r eq ui re d t o b e h a v e somece rt ai n wayandsomec o m m i t m e n t Asa re s u l t , theysh a r e u n d e r s t a n d i n

g a n d t h e s p o n t a n e o u s c o n t r i b u t i o n s o f e v e r y s i n g l e membercontributebenefitforthewholeorganization.Theterm“willingness”indicatesthatt h e s e behaviorsarevoluntaryandnoonecouldnotenforce,itisuptotheparticipantstoeagertocontributetotheorganizationornot.Barnardbelievedthatther o o t s o f t h e

w i l l i n g n e s s t o c o o p e r a t e a r e t h e c o m b i n a t i o n b e t w e e n g e n e r

a l satisfactiona n d c o m p a t i b i l i t y o f employees( B a r n a r d , a s c i t e d i

n O r g a n e t a l , 20 06) Thenatureofterm“willingness”enclosedwithitsdeterminantsissimilartot h e conceptofOCBanditsdeterminants.ThevoluntarinesswhichBarnardcalled“ w i l l i n gn e s s tocooperate”waswhatOrgancalled“discretionarybehavior”

AnotherconceptoforganizationtheorysimilartoOCBis“informalcooperation”.I n abooknamedManagementandWorkerpublishedin1939,Roethlisbergerand

madeadistinctionbetweenformalorganizationandinformalorganization.T h e formalo r

g a n i z a t i o n w a s c h a r a c t e r i z e d byt h e s y s t e m o f r u l e s a n d p o l i c i

e s r e l a t e d theworker’stask,andtheinformalorganizationwasmarkedbytheinformaldifferentiation andintegrationoftheindividuals.Theyalsoemphasisthattheinformals y s

t e m s h o u l d n o t b e c o n s i d e r e d a s o p p o s i t e c o n s t r u c t o f t h e system.I n s t e a d of,itshouldbeviewedasanecessaryconditionforcollaborationthatmakestheformalorganizationworkbetter(Organetal.,2006).Asimilaritybetweentwoconcept,O C B a n d “ i n f o r m a l c o o p e r a t i o n ” i s t h e c o m m i t m e n t b e y o n d formalj o brequirementanditpositivelycontributestotheorganization’sperformance.Anothers i m i l a

r i t y oft w o t h e s e c o n c e p t s i s t h e e f f e c t o f j o b s a t i s f a c t i o n o n b o t h typeso fbehavior Therefore,“informalcollaboration”

ofRoethlisbergerandDicksonisalsoco nsid er ed asonepossiblerootofOCB

Anotherconceptis“patternsof individualbehavior”of KatzandKahn(1967).Twotheseauthorsidentifiedthattherewerethreetypesofpatternsofindividualbehaviorr e q u i r e d forthefunctionandeffectivenessoforganization.Thefirsttypeofb e h a v i o r i s t o j o i n a n d stayw i t h i n t h e system.T h e s e c o n d typei s d e

p e n d a b l e behavior.T h i s d e s c r i b e s b e h a v i o r e m p l o y e e h a v e t o d o t o f u

l f i l l t h e i r j o b requirement.Andthelasttypeofbehaviorisinnovativeandspontaneousbehavior,d e s c r i b e s employee’sbehaviorthatbeyondrolerequirementforaccomplishments o f or gani zati on functions(Katz&Kahn,1967).AsimilarityofthisconcepttoOCBistheya r e d i s c r e t i o n a r y b e h a v i o r s w h i c h a r e d o n e by

e m p l o y e e v o l i t i o n , u n p r e d i c t a b l e anduncontrollableandcouldbeforcedbyanypersonincludesuperior.Inaddition,theseconceptsdescribebehaviorsthatgob

e y o n d thejobrequirement,beingessentialforthefunctioningoftheorganizationandcontributetotheoverallperformanceoforganization

II.1.3 ThedevelopmentoftheconceptofOCB

In1977,Organpublishedapaperto support th e popularopinion thatsatisfactionhad aneffectonproductivity.Hedistinguishedbetween“quantitativemeasuresofo u t p u t o r p r o d u c t i v i t y a n d o t h e r , mores u b t l e , formso f w o r k e r c o

n t r i b u t i o n t h a t o f t e n arenotreflectedinmeasuresofindividualoutput”(Organetal.,2006,p.15).T h e s e contributionsmightmanifestthemselvesbyhelpingcoworkers,contributingt o the o r g a n iz a t i o n ’ s r ul e andi t sc u l t u r e a s w e l l as a d a p t i n

g tochanges m a d e bymanagers.ThepurposeofOrganwasnotintroducingthenewconceptOCB.H owever , t w o o f h i s s t u d e n t s B a t e m a n a n d Smithw e r e i n t e r e s t e d

i n d o i n g somer es ear ch tojustifyortodisproveOrgan’sideas

relationshipbetweenj o b satisfactionandperformance.Theytookintoaccountnotonlythequantityofo u t p u t butalsothosegesturesofsupra-

rolebehaviorwhicharenecessarytomakea n organization

wellfunctioning.Examplesofsuchbehavior arehelpingcolleagueswit h j o b

-r e l a t e d p -r o b l e m s , a c c e p t i n g a t e m p o -r a -r y ove-rload o f w o -r k w i t h o u t complaint,avoidinginterpersonalconflicts,protectingorganizationalresourcesandc o m m

u n i c a t i n g apositiveimageoftheorganizationstooutsiders.Theresultofthisresearchindicatedthatnotonlywasthecorrelationbetweenearlierjobsatisfactiona n d latercitizenshipbehaviorsignificantlypositive,butalsothecorrelationbetweenearli ercitizenshipbehaviorandlaterjobsatisfaction.Furthermore,thesignificanceb e t w e e n q u a l i t a t i

v e ( c i t i z e n s h i p ) a n d q u a n t i t a t i v e p e r f o r m a n c e w a s h i g h e r t

h a n hypothesis(Bateman&Organ,1983).AnnaSmithwascontinuingwiththisr

e s e a r c h byaskingsupervisors i n m a n u f a c t u r i n g p la nts “What are t h e t hings youwouldlikeyouremployeestodomoreof,butreallycan’tmakethemdo,andforwhichyouc a n ’ t g u a r a n t e e anyd e f i n i t e r e w a r d s , o t h e r t h a n youra

p p r e c i a t i o n ? ” (Smith,Organ&Near,ascitedinOrganetal.,2006).Herearetheanswerstothisq u e s t i o n thathavebeengivenmostfrequently

- Helpsotheremployeeswiththeirworkwhentheyhavebeenabsent

- Exhibitspunctualityinarrivingatworkontimeinthemorningandafterlunchandbreaks

- Helpsotherswhentheirworkloadincreases(assistsothersuntiltheygetoverthehurdles)

k e r e n g a g e s ins u c h behaviors.ShefoundthattherewereatleasttwofactorsofOCB.ThefirstoneisAltruism.Altruismdescribesbehaviorsofemployeetosupportnewemployeestog e t a c q u a i n t e d w i t h t h e i r j o b o r t o h e l p c o

l l e a g u e s w h o h a v e w o r k l o a d T h i s dimensionw a s l a t e r c a l l e d H e l p i

n g T h e r e m a i n e d f a c t o r w a s c a l l e d G e n e r a l i z e d C o m p l i a n c e a n d l a t e r

C o n s c i e n t i o u s n e s s E x a m p l e o f t h i s d i m e n s i o n a r e b e i n g

punctual,n o t t a k i n g u n n e c e s s a r y b r e a k s , a v o i d i n g a b s e n c e a n d p r i v

a t e conversationsd u r i n g w o r k i n g time.O t h e r dimensionso f O C B w h i c h h

a v e b e e n added l a t e r a r e S p o r t s m a n s h i p , C o u r t e s y a n d C i v i c V i r t u e Anexampleo f S p o rt s m an sh ip isnott o complain,Courtesy isavoidcreating p r

o b l e m withc o l l e a g u e s andCivicVirtue“describesapostureofresponsible,constructiveinvolvementinthepoliticalorgovernanceprocessof theorganization”(Organetal.,2006,p.18-

24).Later,OrganaddedtwoothertypesofOCBCheerleadingandPeacemaking.EmployeesdoCheerleadingwhentheyshowrespectandrecognitiono fgoodworkforworkmate.AndemployeesexpressPeacemakingbehaviorwhentheyrecognizetheconflictbetweentheircolleaguesandinterveneasmoderator

Podsakoffetal.(2000)addedtwo

moredimensionsofOCBOrganizationalLoyaltyandSelf-Development.OrganizationalLoyaltymeanspromotingtheorganizationtoo u t s id e r s , protectinganddefendingitagainstexternalthreats,andremainingcommittedt o i t e v

e n u n d e r a d v e r s e c o n d i t i o n s S e l f

-D e v e l o p m e n t i n c l u d e s v o l u n t a r y behaviors e m p l o y e e s e n g a g e i n t oimprovet h e i r k n o w l e d g e , skillsa n d abilities

e behaviorand limited the dimension therebyto those gestures whichweredrivenbyselflessmotivators

(Organetal.,2006) Regardless ofitsdenomination (H elp in g orAltruism),thenatureofthistypeofOCBis

directa t a s p e c i f i c i n d i v i d u a l

-u s -u a l l y a c o w o r k e r , b -u t s o m e t i m e s t h e s-upervisororc-ustomer.Inotherwords,thetargetofthebehavior,the