...INFLUENCE OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A THREE-SECTOR STUDY Jagannath Mohanty, Institute of Management Technology, Nagpur Bhabani P Rath, Berhampur University, Berhampur ABSTRACT In recent years, the employer expectations have witnessed an upward surge, in anticipation of certain discretionary behaviors out of their employees, which fall beyond the purview of workplace requirement and reward systems. All this apparently is to ensure long service periods and bring out the ‘Organizational Citizen’ within the employee in the organizational context. The present paper is an attempt to examine and investigate the extent of impact that a given Organizational Culture has on Citizenship Behaviors of the employees in an Organization. The study examines the impact of select Culture variables on Organizational Citizenship Behavior across three dominant Organizations representing three sectors of the economy namely, Manufacturing, and Information Technology & Banking. The paper specifically aims at establishing a cause effect relationship between dominant Organizational culture characteristics on Organizational Citizenship Behaviors. JEL: M10; M14 KEYWORDS: Organizational Culture, Organizational Citizenship Behavior, Correlation INTRODUCTION A substantial amount of attention has been paid to the concept of organizational culture in the past several years (Cameron & Freeman, 1991). Likewise, the subject of organizational culture has ...
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...has also witnessed a major shift from the pre – liberalization years. Thus the changes that are occurring worldwide are very important and forcing organizations to change. Therefore the change agent working in a traditional organizational development framework, describing culture is the first step in a rational change process which involves moving an organization from ‘here’ to ‘there’. For the practitioner who works from a complex or living systems perspective, describing culture is also as a key part of the change process itself. The paper is an attempt to investigate as to how much a given Organizational Culture can predict the prevalent Organizational Citizenship Behaviors in three different sectors namely, Manufacturing, Banking and Information Technology. Index Term—Organizational culture, organizational citizenship behavior, correlation. I. INTRODUCTION The concept of organizational culture is relatively new and is still evolving. The discipline of organizational culture emerged from the fields of anthropology and sociology. The formal writing on the subject began by Andrew Pettigrew in 1979 from an anthropological point of view. Pettigrew focused on the concepts of myth, ritual, and symbolism in an organization context [1]. The culture is particularly important when attempting to manage organization-wide change. Practitioners are...
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...Executive Summary The world is more concerned about organizations with high rate in their performance, effectiveness, employee satisfaction, organizational commitment, career development and etc. Thus, organizations want employees to go behind their day-to-day job duties and exceed expectations. Literatures suggest that these extra-voluntary behaviors, called organizational citizenship behaviors, are positively related to the indicators of organizational effectiveness. Katz and Kahn (1978) mentioned that organizational citizenship behaviors can be extremely valuable to organizations and can contribute to enhance better performance as well as competitive advantage (Jahangir & Akbar 2004). The purpose of this paper is to provide a review on Organizational Citizenship Behaviors and its impacts on organizational effectiveness. The first section will define organizational citizenship behaviors and reviews some standpoints from different authors. The second section will explain the main types of behaviors. However, many behavioral patterns are likely to fall into this category, but we focus on the most important ones. Furthermore, the antecedents of the OCBs as well as its consequences will be discussed. Finally the paper will propose HR practices that can help to encourage employees to exhibit favorable behaviors and enhance effective OCBs. An Introduction to Organizational Citizenship Behavior Katz, as far back as 1964, was the one who emphasized on the need for a behavioral...
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...OVERVIEW Job performance is the set of employee behaviors that contribute to organizational goal accomplishment. It has three components: 1) task performance, or the transformation of resources into goods and services; 2) citizenship behaviors, or voluntary employee actions that contribute to the organization; and 3) counterproductive behaviors, or employee actions that hinder organizational accomplishments. This chapter discusses trends that affect job performance in today’s organizations, as well as practices that organizations can use to manage job performance. LEARNING GOALS After reading this chapter, you should be able to answer the following questions: 2.1 What is the definition of job performance? What are the three dimensions of job performance? 2.2 What is task performance? How do organizations identify the behaviors that underlie task performance? 2.3 What is citizenship behavior, and what are some specific examples of it? 2.4 What is counterproductive behavior, and what are some specific examples of it? 2.5 What workplace trends affect job performance in today’s organizations? 2.6 How can organizations use job performance information to manage employee performance? CHAPTER OUTLINE I. Job Performance A. Defined as the value of the set of employee behaviors that contribute either positively or negatively to organizational goal accomplishment 1. Behaviors are within the control of employees, but results (performance outcomes)...
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...Running head: Relating Leadership Styles to Organizational Behavior 1 By Keta Johnson A Paper Submitted to Dr. Wanda Corner In Partial Fulfillment of the Requirements for BTM7001: Advanced Scholarly WritingError occured in marking Attendance. Some error occurred. Please try again. Error occurred in getting Attendance data. Advanced Scholarly Writingjhkkk Northcentral University Doctor of Philosophy in Business Administration Specialization in Public Administration September 14, 2014 Running head: Relating Leadership Styles to Organizational 2 Relating Leadership Styles to Organizational Behavior Numerous studies have been conducted to demonstrate the various relationships between managers and subordinates. The purpose of this paper is to discuss a critical analysis of peer-reviewed articles in which researchers have addressed various leadership styles and how it affects employees. The literature review section will provide an analysis of the theoretical framework and case studies presented by authors. After analyzing the articles, the discussion and findings section will offer conclusions that can be drawn from the results; and also provide an interpretation of what the findings from the scholarly studies mean. The recommendations section will then identify what organizational leaders can do to address the gaps and/or the organizational leadership issues related to the literature review and discussion. Lastly, the conclusion section...
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...Counterproductive Behavior in an Organization Melissa W. Imler University of Phoenix PSY/428 April 25, 2011 Judy Manning Abstract Organizations hire employees that exhibit productive behaviors in order to produce effective service within an organization. Productive behavior is referred to in three different forms. Employees that promote counterproductive behavior within the workplace can cause an organization to lose value. Counterproductive behaviors from employees run against the goals of the organization. There are four common forms of counterproductive behavior that will be discussed. Productive and counterproductive behaviors definitely impact the overall performance of the employees within an organization. There are several strategies that can increase productive behavior and strategies to decrease counterproductive behavior in an organization. Productive Behavior The definition for productive behavior is when the employee behavior positively contributes to the organizations goals and objectives. In the financial aspect, productive behavior represents the moment the organization achieves some return on the investment of the new employee. Productive behavior is classified into three forms: job performance, organizational citizenship behavior, and innovation. The first form of productive behavior is job performance, which is a representation of engaged employee behaviors while at work. Another aspect of job performance is that it represents certain behaviors that are...
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...Journal of Management http://jom.sagepub.com/ The Impact of High-Performance Human Resource Practices on Employees' Attitudes and Behaviors Rebecca R. Kehoe and Patrick M. Wright Journal of Management 2013 39: 366 originally published online 8 April 2010 DOI: 10.1177/0149206310365901 The online version of this article can be found at: http://jom.sagepub.com/content/39/2/366 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav >> Version of Record - Jan 23, 2013 OnlineFirst Version of Record - Apr 8, 2010 What is This? Downloaded from jom.sagepub.com at HONG KONG POLYTECHNIC UNIV on January 21, 2014 Journal of Management Vol. 39 No. 2, February 2013 366-391 DOI: 10.1177/0149206310365901 © 2010 Southern Management Association. Reprints and permission: http://www. sagepub.com/journalsPermissions.nav The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors Rebecca R. Kehoe Patrick M. Wright Cornell University Although strategic human resource (HR) management research has established a significant relationship between high-performance HR practices and firm-level financial and market outcomes, few...
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...and Counterproductive Behavior in Organizations Vernica Bolen PSY/428 July 12, 2011 Dr. Angela Heads Analysis of Productive and Counterproductive Behavior in Organizations According to the text, successful organizations impose structure on employee behavior through job descriptions, patterned behavior, and organizational policies. As new employees transition into their jobs, they find ways to bring new ideas and concepts to the workplace. Their core set of values and attitudes toward money, pressure, competition, or prestige, teamwork, collegiality, and reputation develop into positive or negative personality traits. These individual characteristics determine ones mindset when performing work-related activities. Highly productive, conscientious workers contribute positively to the goals and objectives of their organization. They possess high levels of job performance, exhibit organizational citizenship behaviors, and bring new ideas to the organization. Job performance represents behaviors employees engage in while at work that contributes toward organizational goals (Campbell, 1990). Other terms used to evaluate job performance are effectiveness, the measurement of satisfaction and quality of work, and utility, which identifies job performance, productivity, effectiveness, and the value organizations place on them. Campbell’s Model of Job performance is multi-dimensional...
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...individual-level cultural values on social exchange relationships involving organizational justice and organizational citizenship behaviour (OCB) in Pakistani organizations Samina Quratulain* Abdul Karim Khan* CERGAM, Université Paul Cézanne Aix-Marseille-III, France ABSTRACT The relationships among employee’s work related variables, cultural variables and OCB are investigated in Pakistani work setting. Based on the review of literature it has been observed that perceived organizational justice (procedural, distributive & interactional justice) is an important antecedent of OCB. This study intends to extend the previous research by assessing the validity of social exchange theory within Pakistan where norms of reciprocity (social exchange ideology) may play a lesser role in social exchange relationships. The primary objective of the study will be to compare the influence of individual differences in values using Hofstede’s cultural value framework (collectivism-individualism, uncertainty avoidance, masculinity-femininity, Power distance) as moderators of generally well established positive relationships between OCB & employee’s perception of organizational justice. The results will provide insights into the influences of employees value differences on relationships established in management literature. Keywords: Organizational citizenship behaviour; Individual-level cultural values; Perceived Organizational Justice, Social Exchange Relationships Authors are Doctoral candidates...
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...ijbssnet.com A study of Organizational Citizenship Behaviours, Organizational Structures and Open Innovation M. Muzamil NAQSHBANDI* Dr. Sharan KAUR Deptt of Business Strategy and Policy Faculty of Business and Accountancy University of Malaya, Kuala Lumpur, Malaysia- 50603 E-mail: virkul@gmail.com* Abstract With increasing technological advances, the need to create not only innovations but faster innovation has become a part of sustaining or gaining competitive advantage. Open innovation paradigm answers this need by utilizing larger resources and expertise that firms involved in the open innovation process offer. Given the recency of the concept of open innovation, the factors that influence the creation of open innovation are hazy. Most of the research on open innovation looks at the “hard” aspects of organizations, while the soft issues stand less researched. This conceptual paper draws attention to two such aspects of organization: organizational citizenship behaviour and organizational structure. This paper proposes that practicing organizational citizenship behaviours by the employees enhances the chances of creation of open innovation while not doing so can botch up the whole exercise particularly during the infancy stage. It is also proposed that informal organizational structures favour creation of innovation in the open innovation paradigm more than the rigid formal structures. It is further argued that besides proper citizenship behaviours and informal ...
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... PARMEEN MBA (HR) 3RD SEM ROLL NO: 18[pic] CONTENT 1. INTRODUCTION………………………………………………………………..2 - Organisational citizenship behaviour……………………….........................2 - Organisational justice……………………………………………………......3 - Perceived organisational support…………………………………………...5 2. REVIEW OF LITERATURE……………………………………………………6 - Literature review of OCB……………………………………………………7 • Dimensions of OCB…………………………………………………….....8 • OCB as latent construct……………………………………………….......11 - Literature review of OJ………………………………………………………12 • Organisational support theory……………………………………….......13 • Justice fosters employees OCB……………………………………….......14 • Justice builds customer satisfaction and loyalty……………………......14 • Justice builds trust and commitment…………………………………….15 • Justice improves job performance………………………………………15 • Types of justice……………………………………………………………16 • Why employees care about justice? …………………………………......17 - Perceived organisational support……………………………………………18 • Dimensions of POS…………………………………………………….......19 • Organisational support theories………………………………………….19 - Relation...
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...PLS | 26-34 | | Hierarchical Regression | 35 | V | Findings | 36-38 | VI | Conclusion | 39 | VII | Reference | 40-45 | VIII | Annexure | 44-48 | ABSTRACT The study on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour explores the association of employees psychological capital with there job satisfaction and organisational citizenship behaviour in IT sector. The study also tries to examine the mediating role played by job satisfaction between psychological capital and Organisational citizenship behaviour. A self reported paper based questionnaire survey will be conducted on employees working in IT firms in Kochi. The study was conducted among employees who were team leaders and entry level engineers employed at IT firms in Kochi. The employee with positive psychological capital and job satisfaction will exhibit organisational citizenship behaviour. Many studies have been conducted previously to identify the relationship between the variables such as on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour. The research showed positive relation among the three variables and job satisfaction having partial mediation between psychological capital and organisational citizenship behaviour. LITERATURE REVIEW I. LITERATURE REVIEW Information technology is playing a major role in India today and has transformed India's image from a slow moving bureaucratic economy to a land of innovation. The IT sector in India...
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...Environments That Negate Counterproductive Behaviors and Foster Organizational Citizenship: Research-Based Recommendations for Managers Katherine M. Fodchuk Department of Psychology Old Dominion University Past research has identified both employee characteristics and aspects of the work environment that can serve as antecedents to positive and negative workplace behavior. This article reviews research identifying the major factors that prompt both counterproductive work behaviors (CWB) and organizational citizenship behaviors (OCB). The dynamics of these relations are discussed, and possible approaches for workplace diagnosis and interventions designed to negate CWB and foster OCB are offered. A special focus on the implications of and possible interventions incorporating organizational justice are also presented. In the past several years, organizational behavior literature has benefited from a growing body of research that has moved beyond investigations of task performance and ventured into other performance domains of counterproductive work behavior (CWB) and organizational citizenship behavior (OCB; Conlon, Meyer, & Nowakowski, 2005; Dalal, 2005). This research has revealed both employee characteristics and aspects of the work environment that can serve as antecedents to such positive or negative behavior. For instance, studies have examined organizational factors such as job design (Tompson & Werner, 1997), organizational injustice (e.g., Aquino, Lewis, &...
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...RELATIONSHIPS BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIORS, EFFICIENCY, AND CUSTOMER SERVICE PERCEPTIONS IN TAIWANESE BANKS ABSTRACT Organizational citizenship behaviors (OCB) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Prior theory suggests and some research supports the belief that these behaviors are correlated with indicators of organizational effectiveness. Studies have yet to explore whether relationships between OCB and organizational effectiveness are generalizable to non-U.S. samples. The present study examined relationships between OCB and two indicators of organizational effectiveness -- the efficient use of human resources and perceived service quality – for bank branches in Taiwan. The results supported a relationship between the OCB dimension of altruism and the efficient use of human resources. Implications of these results are discussed. Key Words: citizenship behaviors, organizational effectiveness, service quality The effective functioning of an organization depends on employee efforts that extend beyond formal role requirements (Barnard, 1938; Katz & Kahn, 1966; Organ, 1988). Organ (1988) termed these extra efforts “organizational citizenship behaviors” (OCB), and defined them to include activities that target other individuals in the workplace (e.g., helping coworkers or communicating changes that affect others) and the organization itself (e.g., actively participating in group...
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...Leadership and Teamwork: The Effects of Leadership and Job Satisfaction on Team Citizenship Seokhwa Yun1 Seoul National University Jonathan Cox Houston, TX Henry P. Sims, Jr. Sabrina Salam University of Maryland This study examined how leadership related to citizenship behavior within teams. Leadership was hypothesized to influence team organizational citizenship behavior (TOCB) either directly or indirectly through job satisfaction. Longitudinal data were collected in three waves. Leader behaviors were measured at time 1, follower job satisfaction at time 2, and TOCB at time 3. Results indicate that both empowering and transformational leadership related positively to TOCB through job satisfaction. Aversive leadership was related negatively to TOCB. Also, leadership was mediated by job satisfaction in negatively relating to team anticitizenship behavior. The implications and directions for future research are discussed. In what many call the postindustrial age, more and more organizations face high velocity environments which are characterized as dramatically changing, uncertain, and high-risk (Bourgeois & Eisenhardt, 1988; Riolli-Saltzman & Luthans, 2001). In such a dynamic environment, many organizations find the use of teams efficient and productive (LePine, Erez, & Johnson, 2002). For example, a recent survey found that most Fortune 1,000 firms use teams with at least some employees and that teams are one of the fastest growing forms of employee ...
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