scholarly journals Study on Organizational Citizenship Behavior in Banking Industry

2014 ◽  
Vol 2 (7) ◽  
pp. 73-82
Author(s):  
Sofiah K.K ◽  
Padmashantini P ◽  
Gengeswari K
Keyword(s):  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Industrial Development ◽  
Banking Industry ◽  
Quality Of Work Life ◽  
Citizenship Behavior ◽  
Positive Contribution ◽  
Effective Functioning ◽  
Organization Citizenship Behavior

Organ (1988) defined organization citizenship behavior (OCB) as the individual’s behavior that is discretionary not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization. There has been numerous studies performed on organization citizenship behavior and antecedents of this behavior were explored since this behavior contributes to the effective functioning of an organization. The positive contribution of OCB to organizational performance is widely accepted by literature(Podsakoff and MacKenzie,1994,1997; Podsakoff et al.,2000). This behavior have been described by the service literature as being essential; for achieving superior returns. The service industry has been a major contributor to the growth and development of the Malaysian economy (Central Bank of Malaysia, 2007;Deparment of Statistics Malaysia,2010; Malaysian Industrial Development Authority,2010). According to Warrier(2010), the services sector is estimated to contribute 70 percent of GDP to Malaysia’s economy by 2020.There has been a significant correlation in literature between the relationships of competency, quality of work life, transformational leadership) and organization citizenship behavior. The research intends to explore on how this variables encourage the exhibition of OCB among the service personnel in the banking industry. The relevant hypotheses have been developed and further testing on its relationship will be conducted in order to investigate its impact on organizational citizenship behavior.

scholarly journals Differences in organization citizenship behavior between “serumpun” countries (Indonesia – Malaysia)

2019 ◽  
Vol 13 (3) ◽  
pp. 349-361
Author(s):  
Suharnomo Suharnomo ◽  
Fathyah Hashim
Keyword(s):  
Job Performance ◽  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Cultural Dimensions ◽  
Citizenship Behavior ◽  
Content Type ◽  
Job Commitment ◽  
Organization Citizenship Behavior ◽  
Job Motivation

Purpose This paper aims to examine the effect of job motivation and commitment on organizational citizenship behavior (OCB) of Indonesian and Malaysian employees. Organizational and national cultures are introduced as moderators and OCB as a mediator to investigate their relationships in the context of job performance. Design/methodology/approach The sample was drawn from employees using a purposive sampling method. A total of 264 valid questionnaires were obtained from employees. The data were analyzed using regression analysis. Findings The results show that job commitment and job motivation positively affect OCB in Indonesia but not Malaysia. The results also reveal that job motivation affects OCB in both countries. In Indonesia, organizational culture and national culture partially moderate the influence of job commitment and motivation on OCB, except the commitment to the organization's culture. However, roles of these moderators in job commitment and motivation are not evident in Malaysia. The result of this study also shows that OCB affects performance in Malaysia but not Indonesia. Practical implications The results of this study can be used to explore Indonesian and Malaysian employees. Although the culture of these two countries is originated from the same roots which cause many similarities among them, there are differences in terms of OCB and employee’s performance that can affect organizational performance and also ways in dealing business with Indonesian and Malaysian companies. Originality/value This study is one of the first studies to examine cross-cultural dimensions in two Southeast Asian countries. The findings contribute to the current OCB literature by confirming the roles of OCB and culture in the effects of job motivation and commitment on job performance.

scholarly journals Pengaruh kompensasi finansial dan kepuasan kerja terhadap organizational citizenship behavior (OCB) pada karyawan PT. Kilang Lima Gunung

2018 ◽  
Vol 7 (2) ◽  
Author(s):  
Sulastri Sulastri ◽  
Chichi Andriani ◽  
Suci Kurnia Latifa
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Sampling Technique ◽  
Analysis Data ◽  
Citizenship Behavior ◽  
Financial Compensation ◽  
Organization Citizenship Behavior ◽  
Analysis Technique ◽  
Cluster Random Sampling

This study aims to determine the effect of Financial Compensation and Job Satisfaction of Organizational Citizenship Behavior (OCB) on Employees of PT. Kilang Lima Gunung. Population of this research is all employees at PT. Kilang Lima Gunung totaling 105 people. The sampling technique of this study is Cluster Random Sampling with a sample of 104 employees. The analysis technique used is path analysis. Data analysis in this study using Analysis of Moment Structure using IBM SPSS AMOS 22 program. The results showed that: (1) financial compensation did not positively and significantly affect the Organizational Citizenship Behavior (OCB) on the employees of PT. Gunung Lima refinery, (2) financial compensation has a positive and significant impact on employee work satisfaction of PT. Kilang Lima Gunung, (3) job satisfaction has a positive and significant impact on Organizational Citizenship Behavior (OCB) of PT. Kilang Lima Gunung, (4) financial compensation has significant effect to Organizational Citizenship Behavior (OCB) of PT.Kilang Lima Gunung through job satisfactionKeywords: Financial compensation; job satisfaction; organization citizenship behavior

ORGANIZATIONAL JUSTICE, ORGANIZATIONAL COMMITMENT AND TRUST IN MANAGER AS PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR AMONG BANK EMPLOYEES

2020 ◽  
Vol 2 (1) ◽  
pp. 248-266
Author(s):  
Solomon Yinde OJO, ◽  
Rafiu Akanji BANKOLE ◽  
Toluwalope ADEBOLA
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Banking Industry ◽  
Interactional Justice ◽  
Citizenship Behavior ◽  
Organizational Behaviour ◽  
Ex Post ◽  
Bank Employees

This study investigated the influence of perceived organizational justice, organizational commitment and trust in manager as predictors of organizational citizenship behaviour among bank employees. Essentially, the issue of organizational justice, trust in managers and organizational commitment are subjects of interest in organizational behaviour and human resource management and as such this could be investigated in the banking industry in order to assess how they influence organizational citizenship behaviour. The study was a survey which employed Ex-Post Factor design. The design was found appropriate because the variables of interest were already in existence in the study area. Data was collected from 186 respondents. Using a structured questionnaire collected data were analysed using the inferential and descriptive statistics of the Statistical Package for Social Sciences (SPSS) version 21. The result revealed that perceived organizational justice was significantly and positively related to organizational citizenship behaviour [r(184)=.51** P<.01]; organizational commitment was significantly and positively related to organizational citizenship behaviour among bank employees [r(184)=.48**, P<.01]; trust in managers was significantly and positively related to organizational citizenship behaviour among bank employees [t(184)=.36**, P<.0.1]; perceived interactional justice was significantly and positively related to organizational citizenship behaviour (t184=6.37<.05]; perceived procedural justice was significantly and positively related to organizational citizenship behaviour {t(184)=.30**, P<.01]; perceived distributive justice was significantly and positively related to organizational citizenship behaviour among bank employees {r(184)=.43**, P<.01). Finally, the findings revealed that the predictor variables (perceived organizational justice, organizational commitment and trust in manager) showed significantly independent and joint prediction of organizational citizenship behavior among bank employees {F=78.74, P<.05, R2=.56.12}. It was concluded that organizational justice, trust in manager and organizational commitment significantly were significantly related to organizational citizenship behaviour among bank employees respectively and jointly. It was therefore recommended that organizational citizenship behavior should be more encouraged in the banking industry and other allied industries.

The Effects of Leaders' Behavior on Job Satisfaction, Organizational Citizenship Behavior, Deviant Behavior, and Job Performance of Employees

2020 ◽  
pp. 100-113
Author(s):  
Pooja Agrawal ◽  
Omvir Gautam
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Deviant Behavior ◽  
Behavioral Outcomes ◽  
Citizenship Behavior ◽  
Work Behaviors ◽  
Organization Citizenship Behavior ◽  
Organizational Attention

The chapter investigates the impact of leaders' behavior on the employees' job satisfaction and how job satisfaction mediates three work behaviors: organization citizenship behavior, employees' deviant behavior, and job performance. A sum of 304 employees from higher learning institutes answered an adopted questionnaire. This chapter reflects a clear picture with respect to leaders' behavior the advanced era. Employees' deviance behavior emerged as organizational attention. This chapter is an attempt to identify the effects of superior' behavior on employees' job satisfaction. Further, the behavioral outcomes of job satisfaction in the form of job performance, organizational citizenship behavior, and workplace deviant behavior.

scholarly journals Organizational Citizenship Behaviour In Military Organization

2015 ◽  
Vol 21 (1) ◽  
pp. 272-276
Author(s):  
Raluca Rusu ◽  
Alexandru Baboş
Keyword(s):  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Military Organization ◽  
Military Organizations ◽  
Theoretical Literature ◽  
Type Of Behavior

Abstract This paper is intended to be, first of all a review of theoretical literature on Organizational Citizenship Behavior (OCB) and for that, we tried to define the concept and to separate it from other similar concepts, and to analyze the dimensions of this type of behavior. Secondly, we identified the dimensions of Organizational Citizenship Behavior in military organizations, in order to see how OCB could influence the organizational performance.

scholarly journals Linking the Big Five personality domains to Organizational citizenship behavior

2009 ◽  
Vol 1 (2) ◽  
pp. 73 ◽  
Author(s):  
Kuldeep Kumar ◽  
Arti Bakhshi ◽  
Ekta Rani
Keyword(s):  
Organizational Citizenship ◽  
Big Five ◽  
Organizational Citizenship Behavior ◽  
North India ◽  
Citizenship Behavior ◽  
Hierarchical Regression ◽  
Big Five Personality ◽  
Medical College ◽  
Organization Citizenship Behavior ◽  
Five Factors

The aim of the present study is to explore the linkages between personality and organization citizenship behavior (OCB) using a field sample. Big-Five personality model was used to explore the relationship between personality and OCB. The participants in the study were 187 doctors working in medical college in north India.  Four of the big five factors except Neuroticism were positively correlated with OCB. Hierarchical regression analysis on data after controlling for demographic variables indicated that, Conscientiousness, Extraversion, Agreeableness and Neuroticism were valid predictors for OCB. However, Openness to experience showed no significant relationship with overall measure of OCB. Theoretical and practical implications of the study are discussed. Keywords: Personality, OCB, Conscientiousness, Extraversion, Agreeableness, Neuroticism, India

Mediation effect of quality of worklife, job involvement, and organizational citizenship behavior in relationship between transglobal leadership to employee performance

2017 ◽  
Vol 59 (6) ◽  
pp. 1143-1158 ◽  
Author(s):  
Adya Hermawati ◽  
Nasharuddin Mas
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Job Involvement ◽  
Quality Of Work Life ◽  
Citizenship Behavior ◽  
Content Type ◽  
Quality Of Work ◽  
The Relationship

Purpose The purpose of this paper is to obtain empirical evidence, analyze and explain the mediating effect of the quality of work life (QWL), job-retention engagement and organizational citizenship behavior (OCB) on the relationship between transglobal leadership and employee performance. Design/methodology/approach The population in this research is all employees of the most outstanding cooperatives in East Java Province. The method used to analyze the data in this study is generalized structural component analysis. Findings The main findings of this research show that the effects of mediation variables of QWL, job involvement and OCB in transglobal leadership influence employee performance in cooperatives in East Java. These findings are not in line with the Theory of Leadership by Sharkey et al. (2012), and explains the link between behaviors of transglobal leadership and employee performance. The study finds a need for attention in intervening/mediating variables such as QWL, job involvement and OCB as regard the relationship between transglobal leadership and employee performance. Research limitations/implications Transglobal leadership directly affects the QWL, job involvement and OCB: the higher the transglobal leadership, the higher the effect on QWL, job involvement and OCB. However, transglobal leadership has no direct effect on employee performance. Then, QWL, job involvement and OCB are mediating variables between the effects of transglobal leadership on full-mediation employee performance. Social implications To improve the performance of employees of cooperatives, some improvements are needed such as an increase in the quality of a leader’s cooperative approach, especially with transglobal leadership style. However, particularly in the approach, factor of quality of work life, job involvement and OCB cannot be ignored or overriden. Improved leadership capacity, priority for improved business intelligence main factor, while the quality of work-life priorities take precedence in the growth and development factors. Job involvement of preferred priority on self-esteem factor performances, while the main priority organizational citizenship behavior on altruism factor. Employee performance will be improved with the aforementioned ideal conditions, especially on the work factor result. Originality/value Mediation effect of job involvement and OCB, using Sobel test, for assessing the relationship between translgobal leadership and employee performance has not been studied before.

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