Organizational citizenship behavior in relation to organizational culture

Pages: 36-38
Sonia Verma (Department of Management, Singhania University, Jhunjunu, Rajasthan)
Jugesh Aspal (IIMT Group of Institutions, Meerut)

This study proposes a new integrative model to explain citizenship behaviors in the organization by pointing out its characteristics and different aspects. The theoretical approach was based on four sub-models consisting of common meaning: 1 The demographic model 2 Tthe environmental/political model 3 The structural model, and 4 The situational model. The direct relationships between the four models and OCBs were examined together with the analysis of formal behavior expected of employees in the organization. The study also tries to examine the relative correlations of the four models with each other, trying to asses the contribution of every sub-model to the explanation of OCBs. The basic argument of the study is that different relationships can be established between the four sub-models and the dimensions of OCB. The basic hypotheses of the study are: 1 Employees acting politically outside the organization will also tend to do so in the organization 2 Employees taking part in the organizational decision-making process will tend to perform more OCBs as compared with those who do not feel involved in the decision-making process 3. Job satisfaction is related positively to different dimensions of OCB; (4) Organizational commitment is positively related to different dimensions of OCB. The generalizability of this study to the private sector and to different kinds of organizations is also reviewed. Recommendations are made for further research that could shed more light on OCBs as a unique phenomenon at work. Therefore in this research only the link between OCB and Organization has been covered in the light of the above study of the subject matter. The researcher has also tried reveal all the hidden aspect not been uncovered earlier in this regard.