scholarly journals Psychological Capital as Predictor of Organizational Commitment and Organizational Citizenship Behavior

2015 ◽  
Vol 2 (4) ◽  
Author(s):  
Prof. Anu Singh Lather ◽  
Ms. Simran Kaur
Keyword(s):  
Organizational Commitment ◽  
Organizational Behavior ◽  
Private Schools ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Pearson Correlation ◽  
Citizenship Behavior ◽  
Public And Private ◽  
The Impact

This paper examined psychological capital in two types of organizations: public and private schools. This study explained how psychological capital effects organizational commitment and organizational citizenship behavior in public and private schools. The sample includes 150 employees, 75 each from two types of schools. Various dimensions of Psychological Capital were measured by scale developed by Luthan, Youssef & Avolio. Organizational Commitment was measured by Allen & Meyer’s scale and Organizational Citizenship Behavior by a scale developed by Podsakoff. The result obtained from Pearson correlation and stepwise multiple regressions and it showed that all the dimensions of psychological capital were significantly different in the both the kind of schools. Regression analyses showed that psychological capital as a whole can predict organizational commitment and organizational citizenship behavior in both kinds of schools. The theoretical framework proposed in the paper on Psychological Capital would help the researchers and management people to understand the impact of Psychological Capital on organizational commitment and organizational citizenship behavior. It also supports the view of previous researchers that Psychological Capital is a significant positive organizational behavior variable, as it is capable of performance improvement and is open to development.

Introducing a Model of Relationship Between Knowledge Sharing Behavior and Organizational Citizenship Behavior and Positively Orientated Organizational Behavior

2018 ◽  
Vol 14 (3) ◽  
pp. 21-36 ◽  
Author(s):  
Tayebeh Sadegh ◽  
Reyhaneh Mohammad Khani ◽  
Fatemeh Modaresi
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

This study investigates the effects of employees' positively oriented organizational behavior and organizational citizenship behavior (OCB) use on knowledge sharing behavior after a two-month period. Based on previous research, it was expected that: (1) organizational citizenship behavior would be positively related to knowledge sharing behavior; (2) psychological capital would be positively related to knowledge sharing behavior; (3) OCB would mediate the relationship between psychological capital and knowledge sharing behavior; (4) psychological empowerment would be positively related to knowledge sharing behavior; and (5) OCB would mediate the relationship between psychological empowerment and knowledge sharing behavior. Results provided support for the direct effects of OCB, psychological capital and psychological empowerment on knowledge sharing behavior. Psychological capital and psychological empowerment were each indirectly related to knowledge sharing behavior, mediate by OCB. To be more precise, individuals with higher level of psychological capital and psychological empowerment were not only more likely to participate in organizational citizenship behavior but having a higher level of positively orientated organizational behavior made them to engage more in knowledge sharing behavior two months later.

scholarly journals Impact of Ethical Leadership on Task Performance and Organizational Citizenship Behavior: Moderating Role of Islamic Work Ethics

2020 ◽  
Vol 7 (2) ◽  
pp. 166-193
Author(s):  
Muhammad Qasim ◽  
Tahir Hussain Rizvi ◽  
Muhammad Irshad
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Public And Private ◽  
Work Ethics ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
The Impact

The purpose of this study is to assess the impact of ethical leadership on task performance and organizational citizenship behavior (OCB), with the boundary condition of Islamic work ethics (IWE). Data were collected from 200 employees working in the public and private sector organizations in Islamabad, Pakistan. The data were analyzed through SPSS. The collected data revealed that ethical leadership has a positive and significant influence on task performance and OCB. Furthermore, IWE was also found a significant moderator by enhancing the relationship of ethical leadership and both the outcome variables. It concluded that ethical leadership sets the tone for the employees for improving their task performance and OCB. Additionally, Islamic work ethics can also enhance the positive outcomes of ethical leadership. 

scholarly journals Can change leadership impact on staff organizational citizenship behavior? A scenario from Malaysia

2019 ◽  
Vol 13 (2) ◽  
pp. 65-81 ◽  
Author(s):  
Simin Ghavifekr ◽  
Adebayo Saheed Adewale
Keyword(s):  
Higher Education ◽  
Organizational Behavior ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Higher Education Institutions ◽  
Change Leadership ◽  
Citizenship Behavior ◽  
Academic Leaders ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to explore the impact of change leadership on staff organizational citizenship behavior in a university setting. Moreover, the study aims to explore forces that influencing on staff organizational citizenship behavior in higher education institutions. Design/methodology/approach The study adopts a qualitative research design. An interview protocol along with field notes were used as major approaches for collecting in-depth data. Coding and categorizing approach were used to analyze interview transcriptions to help for emerging the study’s themes. Findings The findings reveal that change leadership builds confidence of staff, motivate them and helps to ensure trust. Moreover, results show that staff organizational citizenship behavior is influenced by personal, organizational, social-cultural and economic forces. To increase the organizational citizenship behavior of staff in higher education institutions, there is a need for leaders to use appropriate change-oriented style in leading their organizations. Findings also revealed that change leaders must serve as role-model to their subordinates as a way on enhancing staff organizational citizenship behavior. Research limitations/implications Academic leaders are the pivot of change in higher education institutions. Accordingly, the effectiveness of higher education institution, staff and students are depending on the effectiveness of the leadership. In this regard, academic leaders’ willingness to change is the most effective factor that not only sets the credibility of the organization, but, more importantly, influence on staff organizational behavior. Practical implications It is hoped that the outcome of this research will contribute to the current knowledge of change leadership and organizational behavior in universities. Originality/value This is an original research and makes a great contribution to higher education in Asian countries.

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