scholarly journals Organizational Silence: Its Destroying Role of Organizational Citizenship Behavior

2016 ◽  
Vol 9 (5) ◽  
pp. 57 ◽  
Author(s):  
Wageeh A. Nafei
Keyword(s):  
Organizational Effectiveness ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Design Methodology ◽  
Response Rate ◽  
Teaching Hospitals ◽  
Citizenship Behavior ◽  
Organizational Silence ◽  
Practical Implications

<p>Purpose: The purpose of this research is to identify the types of Organizational Silence (OS) and its effects on Organizational Citizenship Behavior (OCB) at Teaching Hospitals in Egypt.</p><p>Design/methodology/approach: To assess OS, refer to (OS questionnaire, Schechtman, 2008; Brinsfield, 2009), and OCB (OCB questionnaire Podsakoff, 1990; Konovsky &amp; Pugh, 1994; and Konovsky &amp; Organ, 1996). Out of the 357 questionnaires that were distributed to employees, 315 usable questionnaires were returned, a response rate of 88%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses.</p><p>Findings: The research has found that there is significant relationship between OS and OCB. Also, the research has found that OS directly affects OCB. In other words, OS is one of the biggest barriers to OCB at Teaching Hospitals in Egypt.</p><p>Practical implications: This research pointed to the need for organizations to adopt a culture which encourages and urges employees to speak in the labor issues and the non-silence in order for the administration to be able to realize these issues and try to solve them first hand in order to prevent their aggravation.</p><p>Originality/value: Silence climate has an impact on the ability of organizations to detect errors and learn. Therefore, organizational effectiveness is negatively affected. This research aims to measure the effect of OS on OCB. Based on the findings of this research, some important implications are discussed.</p>

Transformational leadership and organizational citizenship behavior

2017 ◽  
Vol 38 (7) ◽  
pp. 1004-1015 ◽  
Author(s):  
Ashkan Khalili
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Design Methodology ◽  
Citizenship Behavior ◽  
Content Type ◽  
Moderating Role ◽  
Practical Implications ◽  
Selection Of

Purpose The purpose of this paper is to examine the transformational leadership (TL) – employees’ organizational citizenship behavior (OCB) and employees’ emotional intelligence (EI) – employees’ OCB associations. In addition, this study explored the moderating role of employees’ EI on the TL – employees’ OCB relationship. Design/methodology/approach The study was conducted in 50 organizations in Iran, on a sample of 2,021 employees. Findings The findings of this research showed that TL and employees’ EI positively and significantly influence employees’ OCB. Additionally, the results revealed that employees’ EI moderates the TL – employees’ OCB association. Practical implications Iranian organizations should invest in TL and EI training and in the selection of mangers with TL style and employees with good level of EI in order to enrich the OCB of employees. Originality/value The present study is one of the first to examine the TL – employees’ OCB and employees’ EI – employees’ OCB relationships, and the moderating influence of employees’ EI on the TL – employees’ OCB association in a developing country, Iran.

Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior

2011 ◽  
Vol 17 (3) ◽  
pp. 412-432 ◽  
Author(s):  
Ajay K Jain ◽  
Sabir I Giga ◽  
Cary L Cooper
Keyword(s):  
Organizational Effectiveness ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Power ◽  
Middle Level ◽  
Citizenship Behavior ◽  
Northern India ◽  
Fit Indexes ◽  
The Impact

AbstractThis study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

Customers as Good Soldiers: Examining Citizenship Behaviors in Internet Service Deliveries

2005 ◽  
Vol 31 (1) ◽  
pp. 7-27 ◽  
Author(s):  
Markus Groth
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Customer Behavior ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Internet Service ◽  
Conceptual Distinction ◽  
Practical Implications ◽  
Role Behaviors

Organizational citizenship behavior (OCB) research is extended to the customer domain by examining the role of customer behavior in Internet service deliveries. Based on the OCB framework, it was hypothesized that a conceptual distinction between in-role behaviors (i.e., task performance) and extra-role behaviors (i.e., citizenship behavior) can be extended to customers who participate in service delivery. Survey data show that customers differentiate coproduction behaviors from customer citizenship behaviors. Furthermore, these two behaviors had different sets of predictors. Theoretical and practical implications are discussed from the perspective of OCB theories.

scholarly journals Role of Organizational Citizenship Behavior (OCB), Perception of Justice and Job Satisfaction on Employee Performance

2018 ◽  
Vol 9 (2) ◽  
pp. 170-178
Author(s):  
Siti Hidayah ◽  
Harnoto Harnoto
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Organizational Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Central Java ◽  
Practical Implications

This study aims to investigate the role of organizational citizenship behavior (OCB) on employee performance through perception of justice and job satisfaction of employees. Sample for the present study consisted of 309 employees working in Baitul Maal Wat Tamwil (BMT) of Central Java. Result of regression analysis indicated that perception of justice was positively and significantly related to job satisfaction and organizational citizenship behavior (OCB), whereas job satisfaction was found to be related positively and significantly with organizational citizenship behavior (OCB). Then, also perception of justice, job satisfaction, and organizational citizenship behavior (OCB) were found to be related positively and significantly with employee performance. Based on these results, it can be interpreted that perception of justice, job satisfaction, and organizational citizenship behavior (OCB) are valuable components of an organization. These components can become important factors to improve employee and organizational performance. Theoretical and practical implications of the result are discussed.

Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior

2011 ◽  
Vol 17 (3) ◽  
pp. 412-432 ◽  
Author(s):  
Ajay K Jain ◽  
Sabir I Giga ◽  
Cary L Cooper
Keyword(s):  
Organizational Effectiveness ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Power ◽  
Middle Level ◽  
Citizenship Behavior ◽  
Northern India ◽  
Fit Indexes ◽  
The Impact

AbstractThis study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

scholarly journals Impact of Tangible and Intangible Rewards on Organizational Effectiveness: A Mediating Role of Organizational Citizenship Behaviour

2019 ◽  
pp. 1151-1158
Author(s):  
Mohammed Hameed ◽  
Ali Hassan Haraj ◽  
Anas Salman Alabboodi
Keyword(s):  
Organizational Effectiveness ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Quantitative Research ◽  
Citizenship Behavior ◽  
Mediating Role ◽  
Tangible Rewards ◽  
The Impact

The current study seeks to analyze the impact of the tangible and intangible rewards on organizational effectiveness with the mediating role of organizational citizenship behavior. The study utilized a quantitative research design for that the data was collected using a structured questionnaire. The sample size was 342. The study framework had 4 constructs namely tangible rewards, intangible rewards, organizational citizenship behavior, and organizational effectiveness. Two of the variables (tangible and intangible rewards) were independent variables, organizational effectiveness was dependent variable and organizational citizenship behavior was mediating variables. All the latent construct was measured using multi items based on 5 point Likert scales from 1 strongly disagree to 5 strongly disagree. The data collection instrument was developed referring to past researches done on the seminal researches. Structural Equation Modelling was used to analyze the data. The results suggested the significant relationship of tangible and intangible rewards with organizational effectiveness directly and through the mediation of organizational citizenship behavior.

Supervisor attribution of subordinates’ organizational citizenship behavior motives

2014 ◽  
Vol 29 (8) ◽  
pp. 922-937 ◽  
Author(s):  
Millissa Cheung ◽  
Kelly Z. Peng ◽  
Chi-Sum Wong
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Attribution Theory ◽  
Design Methodology ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Final Sample ◽  
Study Support

Purpose – The purpose of this paper is to investigate the agreement between supervisors and subordinates concerning the motives of organizational citizenship behaviors (OCB) and how the supervisors’ attributions affect their OCB ratings. Design/methodology/approach – With the permission of seven large organizations in Macau, the authors conducted a survey of 500 employee-supervisor-co-worker triads. The final sample stood at 176 such triads with three hypotheses tested. Findings – First, supervisors are more accurate when judging altruistic motives of subordinates’ OCB than with egoistic motives. Second, supervisor attribution of subordinates’ altruistic motives positively affects the supervisors’ OCB ratings. Third, employees who are motivated by altruistic motives perform more OCB actions those egoistically motivated. Originality/value – The study adds to knowledge of how supervisor attribution of subordinates’ OCB motives affects their evaluation of the subordinates. It also provides evidence about the effect of OCB motives on the actual engagement in OCB. Findings of this study support the work of Organ et al. regarding the motives behind OCB and strengthen the role of attribution theory in studying OCB.

scholarly journals Organizational Learning and Innovation and its Impact on Professional Accountants Organizational Citizenship Behaviour: Evidence from Pakistan

2021 ◽  
Vol 3 (1) ◽  
pp. 13-24
Author(s):  
Ahmad Usman Shahid ◽  
Muammad Aamir ◽  
Hafiza Sobia Tufail ◽  
Jawad Shahid
Keyword(s):  
Organizational Learning ◽  
Theoretical Model ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Design Methodology ◽  
Organizational Innovation ◽  
Citizenship Behavior ◽  
Accounting Firms ◽  
Mediating Role

Purpose: This study develops a theoretical model that explores the effect of organizational learning on the organizational citizenship behavior of professional accountants in Pakistan. Additionally, the model also explores the mediating role of organizational innovation between this relationship. Design/Methodology/Approach: Data were gathered from professional accountants at small accounting firms in Pakistan. Findings: The findings prove that organizational learning positively influences the citizenship behavior of accountants. Additionally, the findings also report the mediating role of organizational innovation between organizational learning and accountants’ organizational citizenship behavior. Implications/Originality/Value: The findings of this paper may have both practical and theoretical implications for researchers, domestic and international companies.

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