Organizational Citizenship Behavior Management in Terms of Variables Such as Job Satisfaction, Organizational Commitment, Organizational Identity, and Organizational Justice among Employees in Saderat and Maskan Banks in Yasuj

By Delroz, Erfan; Nazari, Khosro | International Journal of Education and Management Studies, September 1, 2014 | Go to article overview

Organizational Citizenship Behavior Management in Terms of Variables Such as Job Satisfaction, Organizational Commitment, Organizational Identity, and Organizational Justice among Employees in Saderat and Maskan Banks in Yasuj


Delroz, Erfan, Nazari, Khosro, International Journal of Education and Management Studies


OCB spontaneous and deliberate behavior that directly or explicitly by the formal reward system of the organization is not predicted, Overall performance improves but effective organization. The purpose of this act is spontaneous and conscious role or job description is not a mandatory requirement, This behavior is more of a personal choice and if they do not seek to punish it (Oregon, 1988) In other words, organizational citizenship behavior refers to activities that are not required of the individual, but the organization has supported a total of and to maximize its profit (Eric et al., 2008). In fact, organizational citizenship behavior, but it is not the function of the role is met functions. Its role behavior refers to the performance of job duties and roles in the organization officially stated by the official system are identified and rewarded. Met functions performance behavior of employees returning to work beyond formal roles that these behaviors are optional And generally not considered formal organizational reward system (Podsakof et al, 2000, p 521). Positive working environment for employees to understand, is more likely to improve their performance, organizational citizenship behavior, thus affecting the internal factors such as climate, retaining qualified staff, improve morale, increase organizational commitment and job satisfaction, lower turnover intentions, reduce absenteeism and disruptive behavior also affect employment and improving external factors such as customer satisfaction, service quality and customer loyalty in employees' performance will lead to higher quality. The atmosphere encourages OCB in the cause, recruit and maintain competent force will increase. Thus, by establishing the citizenship behavior in the workplace can be sure that the job satisfaction of employees rises. Increased levels of citizenship behaviors in an organization makes an attractive environment for business organizations to become active. In other words it can be stated that a high level of organizational citizenship behavior, there can be seen a better performance (Podsakof et al., 2000). Most of the research on organizational citizenship behavior, these behaviors have focused on predicting risk factors. In this case, variables such as job satisfaction, organizational commitment, organizational identity, organizational justice and organizational citizenship behavior have been the cause (Farhangi, et al., 1979, p 8). Accordingly, in the present chapter topics such as the history and definitions of organizational citizenship behavior from the viewpoint of experts, according to the division made a variety of organizational citizenship behavior and organizational citizenship behavior has been considered a contributing factor. According to the Oregon OCB, a voluntary act on the intelligence and flair and this behavior formally, openly and directly by the formal reward system of undiagnosed but do occur and that, too, benefit both employees and benefit to the organization. Ashnik (1991) argues; Organizational citizenship behavior, intent to assist co-workers or the organization is carried out by individuals in the course of official duties and their job is. Oregon was used to develop the theoretical framework of the theory. Oregon next five OCB OCB structure is presented and explained including social customs, consciousness, altruism, fairness and decency is. These five dimensions were considered in designing the questionnaire. Ashnyk (1991) believed that organizational citizenship behavior, In this study, the subjects in the test scores of OCB OCB Pudsakof et al. (2000). The dimensions of altruism, generosity, work ethics, civility and social mores have earned. Allen and colleagues (2000) believe OCB set of constructive and cooperative behavior is not only the job description is not specified And directly or by contract, the formal system of organization, will not be rewarded. (Lee, Payne & Johnson, 2002) OCB as "a willingness to cooperate and be helpful in corporate environments" has been defined (De Groot & Brown Lee, 2005). …

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