Organizational Citizenship Behavior

2015 ◽  
pp. 1207-1228
Author(s):  
Francesca Di Virgilio ◽  
Angelo Presenza ◽  
Lorn R. Sheehan
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
Frontline Employees ◽  
Voice Behavior ◽  
Talented People ◽  
Contingent Employees ◽  
Permanent Employees ◽  
Hotel Managers

This chapter analyzes organizational citizenship behavior of permanent versus contingent employees in the Italian hospitality industry. The empirical data were derived from a questionnaire survey conducted in three regions of Southern Italy. Survey respondents were 848 frontline employees from 63 hotels. Findings show that contingent employees exhibited less helping behavior than permanent employees but no difference in their voice behavior. In addition, work status was found to make more of a difference in both helping and voice in less work centrality organizations. Hotel managers are encouraged to focus attention on individual 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. Particularly in Italy, it would be advantageous to develop retention strategies for talented people that exhibit a high degree of organizational citizenship behavior.

Organizational Citizenship Behavior

2015 ◽  
pp. 163-184
Author(s):  
Francesca Di Virgilio ◽  
Angelo Presenza ◽  
Lorn R. Sheehan
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
Frontline Employees ◽  
Voice Behavior ◽  
Talented People ◽  
Contingent Employees ◽  
Permanent Employees ◽  
Hotel Managers

This chapter analyzes organizational citizenship behavior of permanent versus contingent employees in the Italian hospitality industry. The empirical data were derived from a questionnaire survey conducted in three regions of Southern Italy. Survey respondents were 848 frontline employees from 63 hotels. Findings show that contingent employees exhibited less helping behavior than permanent employees but no difference in their voice behavior. In addition, work status was found to make more of a difference in both helping and voice in less work centrality organizations. Hotel managers are encouraged to focus attention on individual 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. Particularly in Italy, it would be advantageous to develop retention strategies for talented people that exhibit a high degree of organizational citizenship behavior.

Development and Validation of a German Language Unit-Level Organizational Citizenship Behavior (OCB) Scale

2020 ◽  
Vol 36 (5) ◽  
pp. 852-863 ◽  
Author(s):  
George Gunnesch-Luca ◽  
Klaus Moser
Keyword(s):  
Factor Analysis ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Helping Behavior ◽  
Citizenship Behavior ◽  
German Language ◽  
Individual Level ◽  
Unit Level ◽  
Confirmatory Factor ◽  
Development And Validation

Abstract. The current paper presents the development and validation of a unit-level Organizational Citizenship Behavior (OCB) scale based on the Referent-Shift Consensus Model (RSCM). In Study 1, with 124 individuals measured twice, both an Exploratory Factor Analysis (EFA) and a Confirmatory Factor Analysis (CFA) established and confirmed a five-factor solution (helping behavior, sportsmanship, loyalty, civic virtue, and conscientiousness). Test–retest reliabilities at a 2-month interval were high (between .59 and .79 for the subscales, .83 for the total scale). In Study 2, unit-level OCB was analyzed in a sample of 129 work teams. Both Interrater Reliability (IRR) measures and Interrater Agreement (IRA) values provided support for RSCM requirements. Finally, unit-level OCB was associated with group task interdependence and was more predictable (by job satisfaction and integrity of the supervisor) than individual-level OCB in previous research.

scholarly journals PENGARUH KEPUASAN KERJA, KOMITMEN ORGANISASI DAN BUDAYA ORGANISASI TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR

2020 ◽  
Vol 9 (2) ◽  
pp. 229
Author(s):  
Nisa Mutia Dinniaty ◽  
Dyah Fitriani
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Linear Regression ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Sampling Technique ◽  
Citizenship Behavior ◽  
Permanent Employees ◽  
Two Stages ◽  
Test Result

This research aims to examine the effect of job satisfaction, commitment organization and organizational culture of organizational citizenship behavior partially at PT. Telkom Indonesia Yogyakarta, this research conducted in 2 places, namely PT. Telkom Indonesia Kota Baru and PT. Telkom Indonesia Pugeran. For the distribution of questionnaires as many as 98 respondents consisting from permanent employees through two stages, namely, the first to do the distribution of validity test questionnaires of 30 respondents, and the second did the distribution of analysis test questionnaires of 68 respondents. Sampling technique in this study using Multiple Linear Regression. Validity and realibility test of the questionnaire which was used as a tool showed that the questionnare is valid and reliable for use. Test result shows the variable Job Satisfaction has a significant effect on Organizational Citizenship Behavior for PT. Telkom Indonesia. Variable Organizational Commitment has a significant effect on Organizational Citizenship Behavior for PT. Telkom Indonesia. Organizational Culture Variable significant effect on Organizational Citizenship Behavior on employees PT. Telkom Indonesia.

scholarly journals Peran work-family conflict terhadap organizational citizenship behavior pada karyawan PT. X

Cognicia ◽  
2021 ◽  
Vol 9 (2) ◽  
pp. 105-111
Author(s):  
Rr. Ratih Purnami Sudrajad ◽  
Hudaniah Hudaniah
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Family Conflict ◽  
Sampling Technique ◽  
Negative Influence ◽  
Citizenship Behavior ◽  
Research Subjects ◽  
Work Family Conflict ◽  
Permanent Employees ◽  
Work Family

Organizational citizenship behavior is a worker’s behavior that exceeds their role and can benefit the company. In generating OCB, sometimes employees experience various obstacles, one of which is work-family conflict. WFC is a situation where employees have conflicts in carrying out their roles to complete their work with their roles in the family. This study aims to determine the effect of WFC on the emergence of employee OCB. The importance of this research is that the company can pay more attention to its employees in reducing role conflict, and is expected to increase employee OCB. The sampling technique used is purposive sampling. The research subjects were 171 people consisting of permanent employees and they were married. The data collection method used a work-family conflict scale that had been compiled by Carlson et al. and an organizational citizenship behavior scale that had been compiled by Smith et al. A simple regression analysis test with IBM Statistic 25 program showed a significant and negative influence between WFC on employee OCB. Work-family conflict itself contributes an effective contribution of 17.1% to employees’ organizational citizenship behavior.   Keywords: Employees, organizational citizenship behavior, work-family conflict

The The Effect of Employee Engagement on Job Satisfaction and Organizational Citizenship Behaviour (Ocb) In Employees Bpjs Ketenagakerjaan East Java

2020 ◽  
Vol 8 (05) ◽  
pp. 1812-1821
Author(s):  
Roro Wardhani ◽  
Tantri Wulanputih ◽  
Dewi Prihatini ◽  
Hari Sukarno
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Sampling Method ◽  
Citizenship Behavior ◽  
Regional Office ◽  
Permanent Employees ◽  
Multistage Sampling ◽  
A Company

An effective way to retain employees is to maintain and foster a harmonious relationship between the organization and its employees. Good treatment of the company to its employees, will form a positive perception in the minds of its employees so that it arises in the name of engagement or employee engagement. Employees who have an attachment to the company will certainly have a sense of job satisfaction. Employee management must be directed to the ability to elevate Organizational Citizenship Behavior (OCB) through the job satisfaction of its employees, this is mainly because of the employee engagement function that provides a set of values ​​for setting company priorities. The problem of employee engagement is essential for a company, because it will always be related to life in the company. The population of this research is all 557 permanent employees in East Java. The sample in this study was selected using the multistage sampling method. After mapping, eight offices were netted, namely Jember, Malang, Mojokerto, Pasuruan, Sidoarjo, Surabaya Karimunjawa, Surabaya Rungkut, and East Java Regional Office as many as 207. The research hypotheses proposed were 2 and were tested using the path analysis method. The conclusion is that employee engagement and job satisfaction partially affect the Organizational Citizenship Behavior (OCB) of East Java BPJS employees and employee engagement has a significant effect on job satisfaction of East Java BPJS Employees.   Keywords: employee engagement, job satisfaction, Organizational Citizenship Behavior

Organizational Citizenship Behavior of Temporary Knowledge Employees

2008 ◽  
Vol 29 (6) ◽  
pp. 849-866 ◽  
Author(s):  
Ruth Blatt
Keyword(s):  
Impression Management ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Professional Behavior ◽  
Citizenship Behavior ◽  
Perceived Norms ◽  
Permanent Employees

This study examines accounts of organizational citizenship behavior (OCB) by temporary knowledge employees. Most studies of OCB are based on the perspective of permanent employees and may not account for the unique perspective of temporary knowledge employees. This study finds that the most prominent themes in temporary knowledge employees' explanations for why they engaged in OCB are their perceived norms of professional behavior for their occupation and an experience of positive regard with and among their co-workers. This is in contrast with the themes of social exchange, organizational identification, and impression management that are currently invoked in explaining OCBs among permanent employees.

scholarly journals The Relationship between Responsible Leadership and Organizational Citizenship Behavior in the Hospitality Industry

2021 ◽  
Vol 13 (9) ◽  
pp. 4705
Author(s):  
Carla Freire ◽  
Joana Gonçalves
Keyword(s):  
Social Responsibility ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Hospitality Industry ◽  
Citizenship Behavior ◽  
Responsible Leadership ◽  
Frontline Employees ◽  
The North ◽  
The Relationship

The purpose of this study is to explore the mediating role of the perception of social responsibility, and organizational identification, in the relationship between responsible leadership and organizational citizenship behavior in the hospitality industry. A questionnaire was answered by 214 frontline employees of four and five-star hotels, in the north of Portugal. Results indicate that there is a mediation model, which uses the effect of the perception of social responsibility and organizational identification in the relationship between responsible leadership and organizational citizenship behaviors. This study is a first attempt to propose a parallel multiple mediator model that explores the effect of hotel frontline employees’ perceptions of the importance of social responsibility, as well as the effect of employees’ identification with the organization, both of which act as mediators in the relationship between responsible leadership and OCB in the hospitality industry.

scholarly journals The Role of OCB in Mediating The Effect of Employee Engagement and Organizational Commitment on Employee Performance: Contract vs Permanent Employees

2018 ◽  
Vol 6 (08) ◽  
Author(s):  
Mahmud Fatoni ◽  
Dewi Prihatini ◽  
Ika Barokah Suryaningsih
Keyword(s):  
Organizational Commitment ◽  
Employee Engagement ◽  
Direct Effect ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Permanent Employees ◽  
Significant Direct Effect

Banking industry is one of sector that relies its employees on its quality of human capital. In facing the organizational change in the form of digitaliation, the performances of employees are really challenged.  This study seeks to test the role of Organizational Citizenship Behavior (OCB) as mediator of the effect of employee engagement and organizational commitment  on the employees performance at PT. BCA, Tbk Jember branch, Indonesia.  This study used quantitative approach. As many as 162 employees are involved as respondents. We differ them based on their employee types, those are contract and permanent employees. The analytical tool used is path analysis. We report that there is a significant indirect effect of employee engagement and organizational commitment on employees performance through OCB. The role of OCB as mediator is significant in both of effects. We also found that employee engagement and organizational commitment have a significant direct effect on employee performance, employee engagement and organizational commitment have a significant direct effect on OCB, and OCB has a significant direct impact on employee performance.

Sign in / Sign up

Export Citation Format

Share Document