Relationship among Organizational Citizenship Behaviours

Relationship among organisational Citizenship BehavioursAbstract organisational citizenship deportment is an historic factor that aggregate promotes the effective functioning of the scheme (pipe organ, 1988). And the line of reasoning enjoyment is defined to be a pleasurable or positive emotional state resulting from the appraisal of 1s wrinkle or vocation experiences (Locke, 1976). Researches stool been done to measure the kind surrounded by the production line joy and organisational citizenship behaviours. Some results show there atomic number 18 relation backship between demarcation enjoyment and organisational citizenship behaviours period virtually argue there argon little relationship between this two factors. The aim of this publisher is to find out the relationship between subscriber line contentment and organisational citizenship behaviours and measure whether other factors much(prenominal)(prenominal) as progress and service duration by using th e questionnaire to collect data.IntroductionIn recent years a number of studies stupefy expanded the understanding of organizational citizenship behaviour within the produceplace. organizational citizenship behaviour refers to individual behaviours that are discretionary, non flat or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization(Organ, 1988). In the early 1980s, the term organizational citizenship behaviors was created to depict extra-role those behaviors previously described by Katz (Smith et al., 1983). Katz kept up(p) that organizational citizenship behaviors are vital to organizational survival and effectiveness. He also cand several examples of important extra-role behaviors, among them are actions that protect the organization and its property, constructive suggestions for improving the organization, self-training for additional responsibility, creating a favorable climate for the o rganization in its surrounding environments, and cooperative activities (Katz, 1964). Katz and Kahn (1966) suggested that organizational citizenship behaviors were spontaneous and innovative. Moorman and Blakely (1995) pointed out that organizational citizenship behaviours were beneficial and desirable from an organizational perspective, however, the behaviours were intemperate to be join ond through contractual arrangements or formal rewards. Bolon (1997) accentuate that organizational citizenship behaviours were not enforceable requirements of the role or the business organisation descriptions, which were the distinctly specifiable terms of the persons employment contract with the organization. The behaviors were matters of personalized choices. The omission was not generally understood as punishable. Organ (1990) pointed out that the definition did not necessarily imply that organizational citizenship behaviours were limited only to those behaviours, which were lacking in t angible return to the person who performs such behaviours. He also maintained that a continual demonstration of organizational citizenship behaviours over time whitethorn influence the photo of coworkers or supervisors who develop concerning a particular employee. The impression could play an important role in future reward considerations, such as a salary increase or a promotion.Organizational citizenship behaviours have been linked to many work- related to factors, for example, it has been associated with organizational commitment (Bolon, 1997), and transformational leader behaviours (Podsakoff et al., 1990). Studies have found that organizational citizenship behaviour is associated with job propitiation (eg. Bolon, 1997). business sector propitiation has been gaining steady attention. duty mirth could be defined as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences (Locke, 1976). The term job satisfaction was first coined by Hoppock in 1935. He defined it as the satisfactory feeling on both(prenominal) psychological and physical sides of the employees about the working conditions. It is the subjective resolutions of subordinates to work situations. Porter (1973) suggested that the extent of job satisfaction was the difference between the one who really acquires from work and the one who believed that he should acquire from work. A general view among man sequencers is that satisfied employees were more productive than dissatisfied employees. Robbins (2001) suggested that job satisfaction was not only a general attitude toward ones job, but also the differences between the amount of reward workers received and the amount they believe they should receive. In addition, he presented that the term of job satisfaction refers to an individuals general attitude toward his or her job. A person with a high level of job satisfaction holds positive attitudes toward the job, enchantment a person who is dissatis fied with his or her job holds negative attitudes about the job. As a psychological make and a factor to well being, job satisfaction is believed to have an environmental and genetical region (Arvey et al., 1989). at that place are several different variables, which are related to job satisfaction, such as cultural values, transformational leader behaviours and organizational commitment (Kirkman and Shapiro, 2001 Podsakoff et al., 1990 Feather and Rauter, 2004). There has increasing attention to the possible relationship between job satisfaction and organizational citizenship behaviour.Transformational leaders are those who broaden and abstract the interests of their fol let looseers, generate awareness and commitment of individuals to the purpose and mission of the group, and they enable subordinates to pass off their own self-interests for the betterment of the group (Seltzer et al., 1989). Transformational leaders is one of the groups of models describing leadership as an influencing social interaction or process. The process refers to one or a group of individuals which influence the behaviour of other people in an organizational setting for the purpose of achieving or accomplishing organizational objectives (Yukl, 2002). Transformational leadership behaviours raise the cognizance of followers about what is important, move followers to transcend the self-interest for the practiced of the organization, and raise their concerns for higher level needs on Maslows hierarchy (Bass, 1999). Studies have found that transformational leadership behaviours were positively associated with followers job satisfaction, and transformational leaders could increase followers job satisfaction motivated their followers (Podsakoff et al., 1990 Morrison et al., 1997)There is positive support for the relationship between job satisfaction and organizational citizenship behaviors. Bateman and Organ (1983) found a meaning(a) relationship between general measures of job sa tisfaction and supervisory ratings of citizenship behavior. Schappe (1998) also suggested that cross-lagged patterns of the relationships between organizational citizenship behaviours and specific facets of job satisfaction revealed essentially the same results as overall satisfaction. Smith, Organ, and Near (1983) place two separate dimensions of OCB altruism and generalized compliance. Altruism refers to behaviours aimed at back up specific people directly and intentionally. Generalized compliance refers to a more impersonal type of conscientious behavior that does not provide nimble aid to a particular individual but is indirectly useful to other people in the organization.Job satisfaction could be a major determinant of an employees organizational citizenship behavior. A satisfied employee seems more believably to talk positively about the organization, help others, and go beyond the commonplace expectations in their job. Moreover, satisfied employees might be more prone t o go beyond the call of duty because they want to reciprocate their positive experiences. Organ suggested that the empirically supported relationship between job satisfaction and organizational citizenship behaviours could be described as a reflecting relationship between perceptions of candor and organizational citizenship behaviours. On the other hand, he also suggested that the cognitive component of job satisfaction appears to be related to orgaizational citizenship behaviours probably reflects the influence of perceptions.However, some studies argued there are no association between job satisfaction and organizational citizenship behaviours, which were considered to be related to other variables, such as transformational leadership behaviours (Podsakoff et al., 1990) and personality (Organ and Lingl, 1995). Other studies show that there is a positive relationship between job satisfaction and organizational citizenship behaviours (e.g. Chiu and Chen, 2005 Foote and Tang, 2008). Researchers suggested that job satisfaction could be a mediating variable between organizational citizenship behaviour and other variables, such as job characteristics and team up commitment (Chiu and Chen, 2005 Foote and Tang, 2008). Studies show that both job satisfaction and organizational citizenship behaviour are associated to organizational outcomes significantly (Koys, 2001). Job satisfaction and organizational citizenship behaviour could thus be important variables for both employees and organizations.Methodological differencesMethodological differences could explain differences between studies. Most of the earlier studies were base on samples from America and Australia, and almost all participants were employees in industrial companies. There is little focus on people with a higher engage level, for example academics. The relation of job satisfaction and organizational citizenship behaviour could be different among academics, because of the high education level and fea tures of academic work. The purpose of the guide was to investigate and get a better understanding of the relationship between organizational citizenship behaviour and job satisfaction. In order to guide the investigation, the pursuance specific questions were formulated1.What is the relationship between organizational citizenship behaviour and job satisfaction?2.Are age, gender and length of service related to job satisfaction and organizational citizenship behaviours?The hypotheses of this con areH0 There is no significant correlativity between organizational citizenship behaviours and job satisfacton.H1 There is a significant coefficient of correlation between organizational citizenship behaviours and job satisfaction.MethodsSurvey questionnaires were administered to staff of Department of human beings Sciences in Loughborough University. Both academic staff and support staff were invited in this study. Participants were invited to participate in this study by e-mail. The e -mail outlined the spate details, such as the research proposal and the type of questionnaires. Volunteers read the study information and filled in the informed consent, using tick boxes to bear to consent before completing the questionnaire. Data collection was based on an online questionnaire system (Surveymonkey.com). The system provided a completely anonymity system. Participants filled the online questionnaire in directly to enable anonymity and confidentially. Data were collected automatically by the survey system.Of the 61 total personnel involved in such teams, 32 participated in the study. Of the respondents, 62.5 percent were female. Further, the call back age of participants was 45 years. The mean length of service was 11.5 years.MeasuresOrganizational citizenship behaviours. To measure organizational citizenship behaviours, a 13 items five-point Likert scale (from 1= strongly disagree to 5= strongly agree) was using (Smith et al., 1983). The 13 items questionnaire as sesses citizenship behaviours and gestures through items such as I am free to help others who are not able to work, I am unstrained to volunteer to give druthers and guidance to new members who join our team and I make innovative and good suggestions which help to amend the department. The pawn has two sub scales, which measure altruism and generalized compliance. Altruism refers to behaviours aimed at helping specific people directly and intentionally (e.g. giving orientation to new members, assisting others with a heavy work load). Generalized compliance refers to a more impersonal type of conscientious behavior that does not provide immediate aid to a particular individual but is indirectly helpful to other people in the organization (e.g. punctuality). In the study by Smith et al. (1983) the coefficient alpha reliability estimates were .91 for Altruism and .81 for Generalized compliance.Job satisfaction. To measure job satisfaction, a 5 items five-point Likert scale (from 1 = strongly disagree to 5= strongly agree) was using (Hackman and Oldham, 1975). There are The 5 items questionnaire assesses job satisfaction through items such as Generally speaking, I am very satisfied with this job and I frequently deal of quitting this job (reverse items). In the study by Hackman and Oldham (1975), the coefficient alpha reliability estimates were .74.statistical AnalysisThe data were analyzed in order to provide an get along to the research questions and test the hypotheses. To test the hypotheses and assess the correlation between organizational citizenship behaviours and job satisfacton, Pearson correlation analysis was preformed. Statistical analysis was performed using SPSS transformation 16.0.DiscussionThe statistical analysis results show that there are relation between job satisfaction and organizational citizenship behaviours, while either age and length of service do not influence job satisfaction or organizational citizenship behaviours. However, so me researchers have found that there is no relationship between organizational citizenship behaviours and job satisfaction (e.g. Podsakoff et al., 1990 Organ and Lingl, 1995), while other studies reported significant correlation between the two variables (e.g. Bateman and Organ, 1983 Schappe, 1998). A possible reason might be because the features of samples are different. As personal choices rather than duties, organizational citizenship behaviours could be influenced by culture, education level and organizational commitment.One limitation of this study is the response rate. In this study, the valid response rate is about 50 present. Moreover, the sample size is relatively small. other possible problem is that people who have higher organizational citizenship behaviours levels are more likely to participate the study than people who have low levels organizational citizenship behaviours. In addition, one limitation of the study is that university staff need to do more individual dut ies rather than co-operations. For this reason, the results of the study may not be suitable for organizations which need more co-operations, for instances, customer services companies or manufacturing industryFuture studiesIn this study, the sample size is relatively small. The large the sample size, the more sensitive the research in exploring the relationships of the variables. Subsequent studies could top of the inning more samples. In this study, the questionnaire of organizational citizenship behaviours were answered directly by the employees, which was not appraised by their supervisors or co-workers. For this reason, the self-reported data may be inflated. Therefore, subsequent researchers may improve the design of surveys to avoid the biasConclusionAs the data self-contained from Loughborough University Human Science department suggest that there are significant relationship between job satisfaction and organizational citizenship behavior while there seems no correlation between the job satisfaction and the stuffs age and service length. This conclusion may only apply to those workers who engage in more personal works and a different result could be expected when using workers whose duty includes more co-operation with others.