INTRODUCTION
BACKGROUND
Utilizing current resources is one of the factors for the success in any organization
In order to achieve the highest utilization, managers should understand the different types of individual behavior inside the organization McShane and Von Glinow
(2008) discussed types of work-related behaviors They are:
- Joining and Staying in the Organization
Maintaining work attendance is closely linked to organizational citizenship behavior (OCB), which encompasses voluntary actions by employees that extend beyond their formal job responsibilities Defined by Organ, Podsakoff, and MacKenzie (2006), OCB includes positive behaviors that support colleagues and enhance the organization, even if those who engage in OCB are not always the highest performers These employees are recognized for their willingness to "go the extra mile" and exceed basic job expectations Since the term OCB was introduced in the 1980s, interest in this behavior has grown, with various labels such as citizenship performance and prosocial organizational behavior being used to describe it OCB is generally characterized by two dimensions based on the intended target of the behavior.
Organizational citizenship behavior aimed at individuals (OCBI) refers to actions that directly benefit specific colleagues while also providing indirect advantages to the organization These behaviors can include work-related assistance, such as helping a coworker with a task, or offering support for personal issues.
Organizational citizenship behavior aimed at the organization (OCBO) encompasses actions that enhance the overall well-being of the organization This includes proposing innovative ideas to improve operations, proactively addressing potential issues, and showing a commitment to maintaining the company's positive image.
Organizational Citizenship Behavior (OCB) is vital for an organization's success, as it aligns employees' efforts with the organization's goals rather than just their individual tasks Encouraging OCB can lead to increased productivity, efficiency, and satisfaction among both employees and customers, while also reducing costs, turnover rates, and absenteeism The value of OCB extends to enhancing individual and organizational performance, providing a competitive advantage, and is essential for the organization's survival (Podsakoff et al., 2009).
In today's rapidly evolving economic landscape, marked by globalization, market deregulation, shifting customer and investor demands, and heightened competition, organizations must prioritize continuous performance improvement To remain competitive, they need to focus on cost reduction, product and process innovation, and enhancements in quality, productivity, and speed to market Recognizing that employees, particularly those exhibiting Organizational Citizenship Behavior (OCB), are their most valuable asset is crucial for success.
Employees offer organizations distinctive human resource capabilities that can lead to a competitive edge, and Organizational Citizenship Behavior (OCB) is a key type of behavior that can enhance this advantage (Podsakoff, MacKenzie, Paine & Bachrach, 2000).
Organizations must leverage human resources to enhance their competitive advantage, with Organizational Citizenship Behavior (OCB) serving as a key differentiator among employees In an era of declining revenues and intensified competition, discovering a cost-free competitive advantage that boosts performance is essential OCB emerges as a vital factor in achieving high performance, prompting companies to investigate the elements that influence OCB to effectively cultivate it within their workforce.
RESEARCH OBJECTIVE
Organizational citizenship behavior (OCB) is gaining attention from both scholars and managers due to its relevance in today's dynamic market environment Research on OCB is primarily divided into two areas: one that identifies the factors influencing OCB and another that assesses the impact of OCB on organizational performance.
Ancetedents OCB Performance tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
In the first direction, there are a lot of researches define factors influence on OCB
Podsakoff et al (2000) identified four key categories of antecedents influencing organizational citizenship behavior: employee characteristics, task characteristics, organizational characteristics, and leadership behaviors Employee characteristics encompass attitudes such as satisfaction, commitment, fairness perception, and leader support, along with dispositional variables like conscientiousness and agreeableness Task characteristics involve feedback, routinization, and intrinsic satisfaction, while organizational characteristics include formalization, support, and inflexibility Leadership behaviors consist of transformational actions, vision articulation, modeling, goal acceptance, performance expectations, intellectual stimulation, contingent rewards, and supportive interactions These factors, particularly task and organizational characteristics, are influenced by organizational culture This study aims to explore the relationship between organizational culture and organizational citizenship behavior, specifically within the service industry, recognizing that cultural differences exist across various organizations.
Organizational culture and organizational citizenship behavior (OCB) have garnered significant attention from scholars and managers since the 1980s While numerous studies on OCB have been conducted globally, the concept remains relatively unfamiliar in Vietnam, with limited research on its relationship with organizational culture Previous studies have established that organizational culture influences OCB, prompting an investigation into this relationship within the Vietnamese context This research aims to determine the significance of this relationship, utilizing the Organizational Culture Profile (OCP) developed by O’Reilly et al., to provide a more standardized measurement approach compared to previous studies that varied in their perspectives and methodologies.
(1991), modified by Sarros et al (2005) as a measurement scale of organizational culture.
RESEARCH QUESTIONS
The purpose of the present research is to answer two following questions:
1 Is there a relationship between organizational culture and organizational citizenship behavior?
2 How does each dimension of organizational culture effect to organizational citizenship behavior?
SCOPE OF THE STUDY
Organizational culture varies significantly between different types of organizations, such as service companies and manufacturing firms This research specifically aims to assess the influence of organizational culture on organizational citizenship behavior within the service industry.
Due to constraints in resources and time, the research gathered empirical data from service companies located in Ho Chi Minh City, recognized as Vietnam's most dynamic city.
THESIS STRUCTURE
This research is structured into five chapters, providing a comprehensive overview of the topic It includes the latest insights and findings, ensuring a thorough understanding of the subject matter.
Chapter 1: Introduction It provides information about the main construct, research objective, research questions, scope of the study and research structure
Chapter 2: Literature review This chapter reviews related literature to the research questions of the study The literature mentions about organizational culture and organizational citizenship behavior as well as the relationship between them
Hypothesis and model are also described in this chapter
Chapter 3: Research methodology This part includes topics: construct measurement and questionnaire, data collection and sampling and method to analyze the data
Chapter 4: Data Analysis This chapter translates the data collected from survey to answer research questions
Chapter 5: Discussion, Managerial Implication, Limitation and Suggestion for future research The final part of the thesis give discussion about the research finding, the implication for management as well as describing limitations and suggestions for future research tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
LITERATURE REVIEW
ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB)
II.1.1 Definition of Organizational citizenship behavior (OCB)
Dennis Organ is widely recognized as the father of Organizational Citizenship Behavior (OCB) In his 1988 definition, he describes OCB as discretionary individual behavior that is not directly acknowledged by formal reward systems but contributes to the organization's effective functioning This definition highlights three key aspects: OCB consists of voluntary behaviors that are not mandated by job descriptions, reflecting personal choice; it encompasses actions that exceed the enforceable requirements of one's role.
Organizational Citizenship Behavior (OCB) includes both required in-role behaviors, such as punctuality and maintaining a clean workspace, and voluntary actions that extend beyond these expectations While OCB is not formally recognized by reward systems, it does not imply that such behaviors are unrewarded; rather, rewards for OCB cannot be contractually guaranteed Importantly, OCB positively impacts overall organizational effectiveness and contributes to a supportive work environment According to Organ (1997), OCB plays a crucial role in fostering spiritual, psychological, and social aspects that enhance performance.
II.1.2 The roots of OCB within organizational theory
Prior to the introduction of Organizational Citizenship Behavior (OCB) in scientific literature, several researchers identified behaviors akin to OCB, including Barnard's (1938) concept of "willingness to cooperate," Roethlisberger and Dickson's (1939) notion of "informal collaboration," and Katz and Kahn's (1967) description of "patterns of individual behavior."
Barnard’s theory of the “cooperative system” presents a unique perspective on organizational dynamics, contrasting with the traditional focus on formal structure and control He emphasized that the willingness of individuals to contribute to the cooperative system is essential for its success This willingness transcends mere task execution for contractual compensation; it requires participants to engage with commitment and specific behaviors Such voluntary contributions foster a shared understanding among members, ultimately benefiting the entire organization Barnard posited that the roots of this willingness to cooperate stem from a combination of general satisfaction and compatibility among employees.
2006) The nature of term “willingness” enclosed with its determinants is similar to the concept of OCB and its determinants The voluntariness which Barnard called
“willingness to cooperate” was what Organ called “discretionary behavior”
Another concept of organization theory similar to OCB is “informal cooperation”
In their 1939 book "Management and Worker," Roethlisberger explores the dynamics between management practices and worker satisfaction, emphasizing the importance of understanding employee needs for effective organizational success.
Dickson made a distinction between formal organization and informal organization
The formal organization is defined by established rules and policies governing workers' tasks, while the informal organization is characterized by the natural differentiation and integration of individuals It is important to note that the informal system should not be viewed as a contrasting element to the formal system.
Viewing collaboration as a necessary condition enhances the effectiveness of formal organizations (Organ et al., 2006) Both Organizational Citizenship Behavior (OCB) and "informal cooperation" share a commitment that extends beyond formal job requirements, positively impacting organizational performance Additionally, job satisfaction influences both behaviors, suggesting that Roethlisberger and Dickson's concept of "informal collaboration" may serve as a foundational element of OCB.
Katz and Kahn (1967) identified three essential patterns of individual behavior crucial for organizational effectiveness The first pattern involves joining and remaining within the system, while the second pertains to dependable behavior necessary for fulfilling job requirements The third pattern is characterized by innovative and spontaneous behavior that exceeds role expectations, contributing to organizational success These behaviors are similar to Organizational Citizenship Behavior (OCB) as they are discretionary, unpredictable, and cannot be mandated by superiors Ultimately, these behaviors extend beyond job requirements and are vital for the overall performance and functioning of the organization.
II.1.3 The development of the concept of OCB
In 1977, Organ published a pivotal paper affirming the widely held belief that satisfaction influences productivity He differentiated between quantitative measures of output and the more nuanced contributions of workers that are often overlooked in individual output assessments (Organ et al., 2006, p.15).
Contributions can be seen in various forms, such as assisting colleagues, enhancing the organization's culture, and adapting to managerial changes Notably, Organ's intention was not to introduce the new concept of Organizational Citizenship Behavior (OCB).
However, two of his students Bateman and Smith were interested in doing some research to justify or to disprove Organ’s ideas
In 1983, Bateman and Organ explored the connection between job satisfaction and performance, emphasizing both output quantity and supra-role behaviors essential for organizational effectiveness Such behaviors include assisting colleagues, managing work overload, minimizing conflicts, safeguarding resources, and promoting a positive organizational image Their findings revealed a significantly positive correlation between prior job satisfaction and subsequent citizenship behavior, as well as between earlier citizenship behavior and later job satisfaction Notably, the link between qualitative (citizenship) and quantitative performance exceeded initial hypotheses Building on this research, Anna Smith surveyed manufacturing supervisors about desirable employee behaviors that could not be mandated or rewarded beyond mere appreciation.
The most frequently provided answers to the question, as noted by Smith, Organ, and Near (cited in Organ et al., 2006), highlight key insights For those seeking comprehensive resources, the latest full thesis downloads are available, ensuring access to updated academic materials.
- Helps other employees with their work when they have been absent
- Exhibits punctuality in arriving at work on time in the morning and after lunch and breaks
- Volunteers to do things not formally required by the job
- Takes initiative to orient new employee to the department even though it is not part of his/her job description
- Exhibits attendance at work beyond the norm (for example, takes fewer days off than most individuals or fewer than allowed)
- Helps others when their workload increases (assists others until they get over the hurdles)
- Coasts toward the end of the day*
- Gives advance notice if unable to come to work
- Spends great deal of time in personal telephone conversation*
- Does not take unnecessary time off work
- Assists me with my duties
- Makes innovative suggestions to improve overall quality of the department
- Does not take extra-breaks
- Willingly attends functions not required by the organization but that help its overall image
- Does not spend a great deal of time in idle conversation
Smith identified two primary forms of organizational citizenship behavior (OCB) through a study with MBA students who rated their coworkers The first factor, Altruism, involves employees assisting new hires and supporting colleagues with heavy workloads, later termed Helping The second factor, initially called Generalized Compliance, was redefined as Conscientiousness, characterized by punctuality, minimizing breaks, and avoiding distractions during work hours Additional dimensions of OCB include Sportsmanship, which entails refraining from complaints; Courtesy, which focuses on preventing conflicts with coworkers; and Civic Virtue, reflecting responsible engagement in organizational governance Organ later introduced two more types: Cheerleading, where employees acknowledge and appreciate their peers' achievements, and Peacemaking, where they mediate conflicts among colleagues.
Podsakoff et al (2000) introduced two additional dimensions of Organizational Citizenship Behavior (OCB): Organizational Loyalty and Self-Development Organizational Loyalty involves advocating for the organization to external parties, safeguarding it from external challenges, and maintaining commitment during difficult times Self-Development refers to the voluntary actions employees take to enhance their knowledge, skills, and abilities.
There are different opinions about the dimensions of OCB Different researchers have considered different dimensions for OCB
Initially termed Altruism, this dimension was later renamed Helping to avoid the implication of selflessness as the sole motive behind the behavior, which limited its scope to gestures driven by selfless intentions (Organ et al., 2006) Regardless of its name, this type of Organizational Citizenship Behavior (OCB) is directed towards specific individuals, typically coworkers, but can also include supervisors or customers The immediate beneficiary of such actions is a person, encompassing behaviors like assisting a new employee in learning their role or aiding an overloaded colleague in managing their workload or resolving issues (Organ et al., 2006, p.18).
Podsakoff at al (2000) included two dimensions Cheerleading and Peacemaking of Organ and some of behaviors of Courtesy intended to avoid problems in this dimension
Organ (1988) considered Courtesy as one dimension of OCB while Podsakoff et al
ORGANIZATIONAL CULTURE
II.2.1 Definition and the importance of organizational culture
Most organization scholars and observers recognize that organizational culture has a powerful effect on the performance and long-term effectiveness of organizations
Culture significantly influences business performance, impacting it positively or negatively Misaligned cultures with corporate strategy can result in reduced employee loyalty, low motivation, and high turnover rates Conversely, a healthy organizational culture fosters pride and a sense of purpose among employees, which enhances productivity and aligns them more closely with corporate objectives.
Organizational culture plays a crucial role in guiding managers seeking to enhance their organizations' effectiveness through research and conceptual insights.
Organizational culture emerged in the early 1960s as a synonym for organizational climate and gained prominence in the 1980s with Peters and Waterman's book, *In Search of Excellence*, which linked a company's success to a decisive, customer-oriented, empowering, and people-focused culture Since then, it has become a rapidly growing area of research in management, attracting numerous studies, books, and articles While defining organizational culture remains challenging, various general definitions have been proposed by scholars.
- The shared philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes and norm” that knit an organization together (Kilmann et al., 1985)
- The human invention that creates solidarity and meaning and inspires commitment and productivity (Deal, as cited in Ivy, 2010)
A system of shared values and beliefs shapes how a company operates, influencing its people, organizational structure, and control systems to establish behavioral norms (Uttal, as cited in Ivy, 2010).
- A set of shared values and beliefs understood and shared by members of an organization (Recardo & Jolly, 1997)
- A complex of values, beliefs, and behaviors that become part of the social fabric of organizations (Davis & Landa, 2000)
- Something to do with the people and unique quality and style of the organization (Lee & Yu, 2004)
- The underlying values, beliefs, and principles that serve as a foundation for the organization’s management practices and behaviors that both exemplify and reinforce those basic principles (Carmeli & Tishler, 2004)
- Composite of values, beliefs and norm expressed in an organization’s actual practices and behaviors (Atkins & Turner, 2006)
- The glue that holds the organization together (Balthazard et al., 2006)
Although the definitions of organizational culture are varied depend on the organizations they represented, values and beliefs are two common components
Dickson, Aditya, and Chhokar (2000) identified three key sources of organizational culture: the values and beliefs of founding leaders, the characteristics of the industry, and the broader societal context Schein (1999) argued that organizational culture originates with the establishment of the organization, shaped by its initial successes and the influence of its founders.
According to a 2004 study, the origins of an organization's culture can be traced to three key sources: (a) the foundational beliefs, values, and assumptions established by the founders, (b) the learning experiences of group members as the organization evolved, and (c) the new beliefs, values, and assumptions introduced by incoming employees.
II.2.2 Levels of organizational culture
Schein (2004) defined organizational culture as
A pattern of shared basic assumptions developed by a group as it addressed external challenges and internal cohesion is deemed valid when it effectively resolves these issues This knowledge is then imparted to new members, guiding them on the appropriate ways to perceive, think, and feel regarding these challenges.
Schein also viewed organizational culture as comprising three levels:
Figure 2.1: There levels of organizational culture Adapted from Organizational Culture and Leadership by Schein, E.H (3 rd ed.), 2004, San Francisco, CA: Jossey- Bass, Inc
Artifacts: this is the most manifest level of culture It is all the phenomena that one sees, hears, and feels when one encounters a new group with an unfamiliar culture
The article discusses various elements such as visible products, language, technology, and creative styles, along with observed rituals and ceremonies It also highlights the organizational structures and processes that are evident in these contexts.
Espoused beliefs and values, while less visible than behaviors and artifacts, form the foundational meanings and relationships that help interpret patterns of behavior and artifacts within a culture.
Strategies, goals, philosophies are example of this concept
Basic underlying assumptions are the unconscious cultural norms that shape an organization's worldview Over time, these values become ingrained and are often accepted without question As a result, they are the most challenging aspects of culture to alter or relearn.
II.2.3 Dimensions and types of organizational culture
Hofstede (1984) highlighted that national and regional cultural groupings significantly influence organizational behavior, identifying four key dimensions of organizational culture: power distance, uncertainty avoidance, individualism versus collectivism, and masculinity versus femininity Building on this, Harrison (1991) defined culture through four additional dimensions: power culture, role culture, task culture, and person culture.
Cameron and Quinn (1999) emphasized that organizational culture is shaped by values, leadership styles, language, symbols, procedures, and definitions of success They introduced the Competing Values Framework, which identifies six dimensions: Dominant Organizational Characteristics, Leadership Style, Management of Employees, Organizational Glue, Strategic Emphasis, and Criteria for Success This framework categorizes organizational cultures into four quadrants based on two axes: the vertical axis indicates the level of flexibility versus central control, while the horizontal axis distinguishes between internal and external focus Organizations with high control are characterized by strict procedures, whereas those with greater flexibility prioritize employee morale and internal processes over external market concerns.
The four discrete cultures defined and measured by the Competing Value Framework are Clan, Adhocracy, Hierarchy and Market and are illustrated in Figure 2.2: The Competing Values Framework Quadrant
Figure 2.2: The Competing Values Framework Quadrant Adapted from
Diagnosing and changing organizational culture by Cameron, K.S., &
Quinn, R.E., 1999 Reading, MA: Addison-Wesley Chehade, Mendes and Mitchell (2006) define seven types of culture: passive- aggressive, over managed, outgrown, fits and starts, just in time, military precision and resilient
O’Reilly, Chatman and Cadwell (1991) in People and organizational culture: A profile comparison approach to assessing person-organization fit identified organizational culture is represented by seven distinct values
STABILITY & CONTROL tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Innovative Culture: companies with innovative culture are adaptable, flexible and experiment with new ideas Risk taking is also encouraged by accepting the failures
Aggressive Culture: companies belong to this culture value competitiveness and outperforming competitors and these companies often fall short in corporate social responsibility
An outcome-oriented culture in companies prioritizes achievement, results, and action, linking rewards to performance indicators rather than seniority or loyalty This focus can lead to unethical behaviors becoming normalized, fostering a competitive atmosphere where employees view their colleagues as rivals, ultimately resulting in an unhealthy work environment.
People-Oriented Culture: people-oriented culture value fairness, supportiveness and respecting individual rights Companies may benefits from a low turnover rate compare with average industry rate as a result
Team-Oriented Culture: companies have team-oriented culture are collaborative and emphasis on cooperation among employees Employees tent to have positive relationships with their colleagues and their managers
Details-Oriented Culture: this kind of culture emphasize precision and paying attention to details
Stable culture is characterized by predictability, adherence to rules, and a bureaucratic structure While this type of culture provides consistency, it can hinder swift decision-making and may not be well-suited for rapidly changing and dynamic environments.
Figure 2.3: Dimensions of Organizational Culture Profile (OCP) Adapted from
People and Organizational Culture: A Profile Comparison Approach to Assessing Person-Organization Fit by O’Reilly, Charles A.III, Chatman, J., & Cadlwell,
The Organizational Culture Profile (OCP) serves as a key measure of organizational culture and values, as highlighted by Agle and Caldwell (cited in Sarros, Gray & Densten, 2005) Originally designed to assess the alignment between individual and organizational values (O’Reilly et al., 1991), the OCP was later utilized by Cable and Parson (2001) to evaluate person-organization fit during the hiring process Since its inception in 1991, the OCP has undergone two revisions.
The original version consisted 54 value statements was developed by using exploratory factor analysis to establish eight dimensions of organizational culture:
RESEARCH HYPOTHESIS
Organizational culture plays a crucial role in assessing a company's competitiveness, as it embodies the personality traits of the enterprise and is intricately linked to its core competitive advantages This concept is frequently referenced in the study of organizational behavior, highlighting its significance in understanding how businesses operate and thrive.
Organizational culture is shaped by the long-term interactions between internal operations and the external environment, encompassing values, beliefs, and actions within the organization Although it is often invisible, it significantly influences the behavior and expressions of its members, manifesting in daily organizational life According to Daft (2009), organizational culture comprises the shared values, beliefs, and codes of conduct among members Research by Liu (as cited by Lee, 2011) indicates that a strong organizational culture enhances efficiency and productivity, while also shaping the thinking styles and value judgments of its members Additionally, Organ (1988) highlighted the close relationship between organizational culture and organizational citizenship behavior.
Schein (2004) revealed that organizational culture had impact on how employees feel Individual in different culture may interpret and conform to OCB differently
Briebef and Motowidlo (as cited in Podsakoff, 2000) emphasized that Organizational Citizenship Behavior (OCB) is inherently social and influenced by cultural factors Schein’s model of culture (1990) defines organizational culture as a normative system of shared values and beliefs that shape the feelings, thoughts, and behaviors of its members This culture delineates the expectations and requirements of organizational life, highlighting behaviors deemed important For instance, organizations that prioritize collaboration are likely to foster helping behaviors and teamwork among their members Based on these foundational assumptions, a hypothesis has been formulated.
H: There is a positive impact of organizational culture on organizational citizenship behavior
Organizational culture consists of various components that can influence Organizational Citizenship Behavior (OCB) both positively and negatively According to the Organizational Culture Profile (OCP), this culture is assessed through seven key dimensions.
The seven dimensions of competitiveness, social responsibility, supportiveness, innovation, emphasis on reward, performance orientation, and stability can influence organizational citizenship behavior (OCB) to varying degrees, with some dimensions having a more significant impact than others.
Supportiveness and stability positively influence organizational citizenship behavior (OCB), while competitiveness, a focus on rewards, and performance orientation can have a detrimental effect When employees work under pressure and face competition, their ability to engage in OCB diminishes.
MODEL
Stability Emphasis on Reward tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
RESEARCH METHODOLOGY
CONSTRUCT MEASUREMENT AND QUESTIONNAIRE
This study utilized a personally administered questionnaire divided into two sections The first section focused on organizational culture and organizational citizenship behavior, where respondents indicated their level of agreement with statements using a seven-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree) The second section collected general demographic information, including age, gender, and work experience.
Independent Variable: Organizational culture (OC)
The Organizational Culture Profile (OCP), developed by O'Reilly et al and modified by Sarros et al in 2005, was utilized to assess organizational culture This profile encompasses seven dimensions and consists of 28 items, as detailed in Table 3.1.
Table 3.1 Organizational Culture measurement scale
2 An emphasis on quality 2 Opportunities for professional growth
3 Being distinctive 3 High pay for good performance
4 Being competitive 4 Praise for good performance
1 Being reflective 1 Having high expectations for performance
2 Having a good reputation 2 Enthusiasm for the job
3 Being socially responsible 3 Being results oriented
4 Having a clear guiding philosophy 4 Being highly organized
2 Sharing information freely 2 Being calm
3 Being people oriented 3 Security of employment
2 Quick to take advantage of opportunities
4 Taking individual responsibility tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Dependent Variable - Organizational citizenship behavior (OCB)
There exit various measures of OCB in the literature (Podsakoff, MacKenzie, Moorman, & Fetter, 1990; Van Dyne, Graham, & Dienesch, 1994, Konovsky &
Organ, 1996) In this study, we used the OCB measure of Konovsky and Organ
(1996) The questionnaire consists of 20 items designed to measure five aspects of OCB: Altruism, Conscientiousness, Courtesy, Sportsmanship and Civic Virtue as present in Table 3.2
Table 3.2 Organizational Citizenship Behavior measurement scale
1 I am willing to assist my colleagues who have heavy work loads
2 I am willing to support my colleagues who have been absent
3 I am willing to help other colleagues work productively
4 I am willing to help orient new employees even though it is not required
1 I am always on time Attendance at work is above average
3 I obey company rules and regulations even when no one is watching
4 I take the initiative to troubleshoot and solve problems before requesting help from my manager/ supervisor
1 I try to avoid creating problems for my colleagues
2 I consult with related people who might be affected by my actions or decisions
3 I respect the rights and privileges of my colleagues
4 I show genuine concern and courtesy toward my colleagues, even under the most tiring business or personal situations tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
1 I stay informed about developments in the company
2 I attend training that I am encouraged to, but not required to attend
3 I offer suggestions for ways to improve operations in my company
4 I demonstrate concern about the image of the company
1 I consume a lot of time complaining about trivial matters*
2 I express resentment with any changes introduced by management*
3 I think only about my work problem not others’*
4 I pay no attention to announcements, messages, or printed materials that provide information about the company*
DATA COLLECTION AND SAMPLING
The study focuses on employees from service companies in Ho Chi Minh City Due to limitations in time and budget, a convenience sampling method was employed Data was collected through a two-step process.
The research employed a qualitative method through in-depth interviews with twelve employees, six from banks and six from logistics providers, to gather rich qualitative data This information informed the design of a structured questionnaire used in the subsequent quantitative phase The questionnaire was distributed in both paper and online formats, resulting in 167 online responses and 272 returned from 350 hand-distributed copies After a data cleaning process, 97 cases were excluded due to incomplete responses or ineligibility, leaving 342 effective questionnaires for analysis in the study.
DATA ANALYSIS
The data was analyzed using the Statistical Package for Social Science version 16.0 (SPSS 16.0) and the Analysis of Moments Structure (AMOS 16.0) The analysis employed Structural Equation Modeling (SEM), a set of statistical techniques that combines path analysis and factor analysis.
The Structural Equation Modeling (SEM) process consists of two key steps: validating the measurement model and fitting the structural model SEM is designed to examine complex relationships between observed (measured) and unobserved (latent) variables, as well as interactions among multiple latent variables This approach enables simultaneous testing of all relationships within the model, accounts for random measurement error, and provides a more accurate representation of the underlying relationships.
Chi-square (CMIN) is a widely recognized and valid index for assessing the fit of a model to data, commonly utilized by researchers A model is deemed a good fit when the significance level is greater than 0.05 (sig > 0.05).
Chi-square is influenced by the size of correlations in a model, with larger correlations leading to poorer fit For models with 75 to 200 cases, Chi-square serves as a reasonable fit measure; however, in larger models, it tends to be statistically significant Therefore, this study recommends using additional indices such as Chi-square/df (CMIN/df), Comparative Fit Index (CFI), Tucker & Lewis Index (TLI), Goodness-Of-Fit Index (GFI), and Root Mean Square Error Approximation (RMSEA) to assess model fit A model is considered a good fit if CMIN/df is less than 3, and GFI, CFI, and TLI range from 0.9 to 1, with RMSEA being less than 0.08.
Table 3.3 Key goodness-of-fit indices (Byrne, 2001 and Kline, 2005)
Key Indices Level of acceptable fit CMIN/df 1
In this research, a two-step approach in SEM was employed to analyze the data
Confirmatory factor analysis (CFA) validated the measurement scale for organizational culture and organizational citizenship behavior (OCB) Subsequently, a structural equation model (SEM) assessed the influence of organizational culture on OCB and evaluated the impact of each dimension of organizational culture on OCB.
DATA ANALYSIS
ANALYSIS RESULTS
This chapter outlines the results of the hypothesis test and interpretations of the proposed theoretical model It is divided into four sections: the first section provides a descriptive analysis of the respondents' characteristics, focusing on frequency and percentage The second section presents the results of Cronbach’s alpha, which assesses the reliability of the measurement scales.
The third section discusses the reliability and validity of the scale through confirmatory factor analysis (CFA) The final section employs structural equation modeling (SEM) to examine the relationship between organizational culture and organizational citizenship behavior (OCB).
DESCRIPTIVE ANALYSIS
A survey of 342 full-time employees in service companies in Ho Chi Minh City revealed that 33.63% were male and 66.37% were female The majority, 66.08%, were aged between 25 and 35 years, while 25.15% were under 25, 7.60% were between 36 and 45, and only 1.17% were over 45 In terms of education, 86.26% held a bachelor's degree, and 6.43% had an MBA Additionally, 73.39% of respondents were staff members, 9.36% were supervisors, and 17.25% were managers.
Table 4.1 Descriptive Analysis of respondents
CHECK THE RELIABILITY OF MEASUREMENT SCALE BY CRONBACH’S ALPHA
The validity and reliability of each scale were assessed to ensure the development of an effective measurement tool (Bourque & Fielder, 2003) Construct validity was evaluated through confirmatory factor analysis, while Cronbach’s alphas were calculated to assess the reliability of both the subscales and the overall instrument.
McMillan and Schumacher (1997) indicated that a Cronbach’s alpha of 0.90 signifies a highly reliable instrument, while an alpha between 0.70 and 0.90 is generally acceptable for most instruments (Nunnally, 1978) Additionally, Hair, Anderson, Tatham, and Black (1998) suggested that a reliability coefficient of 0.6 is adequate for research purposes.
Organizational culture was assessed through seven dimensions: Competitiveness, Emphasis on Reward, Supportiveness, Performance Orientation, Innovation, Social Responsibility, and Stability, based on the Organizational Culture Profile (OCP) Each dimension consisted of four items, and as shown in Table 4.1, the Cronbach’s alpha values for these dimensions ranged from 0.87 to 0.91, with specific values of 0.89 for Competitiveness and 0.90 for Emphasis on Reward.
Supportiveness (0.91); Performance Orientation (0.89); Innovation (0.87); Social Responsibility (0.89) and Stability (0.89) All Cronbach’s alpha were higher than the recommended level of 0.7 and the Corrected Item-Total Correlation were larger than 0.3
OCB was evaluated across five dimensions, each comprising four items, with satisfactory Cronbach’s alpha values: Altruism (0.90), Conscientiousness (0.87), Courtesy (0.83), Civic Virtue (0.85), and Sportsmanship (0.70) Additionally, all Corrected Item-Total Correlation values exceeded 0.3.
In conclusion, the reliability of scales was assessed using Cronbach’s alpha, resulting in no deletion of items related to organizational culture and organizational citizenship behavior A total of 28 items were identified to measure seven dimensions of organizational culture, while 20 items assessed five dimensions of organizational citizenship behavior These items were subsequently included in the Confirmatory Factor Analysis (CFA) to evaluate the validity of the measurement scale.
Table 4.2 Cronbach’s alpha of measurement scale
CONFIRMATORY FACTOR ANALYSIS (CFA)
Confirmatory factor analysis (CFA) was performed using Amos 16.0 to evaluate the measurement instrument Ensuring that the measurement model accurately represents the sample data enhances confidence in the findings related to the hypothesized structural model (Byrne, 2001).
The results of the Confirmatory Factor Analysis (CFA) demonstrate the reliability and validity of the measurement instrument The CFA model effectively addresses construct validity with fewer assumptions, offering valuable diagnostic information regarding reliability and validity Additionally, the CFA model presents several advantages that enhance its utility in research.
(1) Measures of the overall degree of fit are provided in any particular application (e.g., the Chi-square goodness-of-fit test)
The article provides valuable insights into the assessment of convergent and discriminant validity, highlighting the use of Chi-square difference tests, the magnitude of factor loadings for traits, and the evaluation of trait correlations.
The current research has two second-order constructs: Organizational Culture and Organizational Citizenship Behavior and CFA were conducted for each construct
To ensure the reliability and validity of the measurement scale, three types of tests were conducted The first test assessed the overall fit index, including CMIN/df, GFI, CFI, TLI, and RMSEA The second test focused on item reliability, evaluating the factor loading of each item, where loadings of 0.30 are significant, 0.40 are more important, and 0.50 or greater are very important, according to Hair et al (1998) The final test examined construct reliability (CR) and average variance extracted (AVE), with the AVE needing to be at least 0.5 and CR exceeding 0.6, as noted by Bagozzi et al (1988) Additionally, Hair et al (1998) recommended that construct reliability should be greater than or equal to 0.7.
IV.2.1 Confirmatory factor analysis with Organizational Culture Construct
The confirmatory factor analysis results for the organizational culture construct, as illustrated in Figure 4.1, indicate that the measurement models fit the data at an acceptable level, based on the fit criteria suggested by Byrne (2001) and Kline (2005) Specifically, the Chi-square/df ratio is less than 3, while the TLI and CFI values exceed 0.9 Additionally, the GFI is 0.814, and the RMSEA is below 0.08, confirming a good model fit.
Chi-square= 987.466 ; df= 343 ; P= 000 ; Chi-square/df = 2.879 ;
Figure 4.1 : CFA with Organizational Culture construct
Regularly monitor the Modification Indices in the Amos output, focusing on the residuals of observed variables such as Competitiveness, Emphasis on Reward, and Supportiveness.
3, Performance Orientation 2 and Stability 2 had high correlation with residual of others
The removal of certain observed variables from the organizational culture scale led to improved goodness-of-fit indices in the revised Confirmatory Factor Analysis (CFA) Specifically, the CMIN/df value decreased from 2.879 to 2.108, and the RMSEA reduced from 0.074 to 0.057 Additionally, the GFI, TLI, and CFI values increased significantly, rising from 0.814, 0.913, and 0.921 to 0.882, 0.954, and 0.959, respectively, as shown in Table 4.3.
Table 4.3 Goodness-of-fit Indices of CFA with Organizational Culture construct
Indices CMIN/df GFI TLI CFI RMSEA
2nd CFA 2.108 0.882 0.954 0.959 0.057 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Chi-square= 470.099 ; df= 223 ; P= 000 ; Chi-square/df = 2.108 ;
72 Emphasis on Reward 2 e6 55 Emphasis on Reward 3 e7
Figure 4.2 : Revised CFA – CFA with organizational culture construct
The evaluation of reliability and validity for all dimensions of organizational culture, as shown in Table 4.4, indicates that the construct reliability (CR) ranges from 0.84 to 0.90, exceeding the recommended threshold of 0.7 (Hair et al., 1998), confirming the reliability of these scales Additionally, all factor loadings are above 0.5 with p-values less than 0.01, and the average variances extracted (AVE) range from 0.63 to 0.69, surpassing the criteria value of 0.5, which provides strong evidence of the scales' validity.
Standardized Confirmatory Factor Analysis Coefficients, Construct Reliability and
Average Variance Extracted (Organizational Culture)
Emphasis on Reward 2 0.85 Emphasis on Reward 3 0.74 Emphasis on Reward 4 0.79
Social Responsibility 1 0.88 Social Responsibility 2 0.73 tot nghiep do wn load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
IV.2.2 Confirmatory factor analysis with OCB Construct
Chi-square/df = 2.105 ; GFI = 909 ; TLI = 947 ; CFI = 954 ;
Figure 4.3 illustrates the CFA (Confirmatory Factor Analysis) related to the Organizational Culture construct This analysis is crucial for understanding the underlying factors that shape organizational culture For the latest updates and full access to the thesis, please download the document.
Table 4.5 Regression Weight and Standardized Regression Weight
Altruism < - OCB 1.00 Conscientiousness < - OCB 970 062 15.668 000 Courtesy < - OCB 998 065 15.275 000 Civic Virtue < - OCB 892 064 13.854 000 Sportsmanship < - OCB 078 083 946 344
Civic Virtue < - OCB 837 Sportsmanship < - OCB 064
In the first CFA run, all indices were quite good, the values of Chi-square/df