Organizational culture and the individuals' discretionary behaviors at work: a cross-cultural analysis (original) (raw)
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Today most employers have increased their expectations not only in terms of employees' increased performance but also their extra-role or citizenship behaviors. Citizenship behaviors are such discretionary behaviors of employees that are very beneficial for the organizational effectiveness but are beyond the employee's call of duty. In order to bring out such constructive behaviors on the part of employees, employers need to manage and monitor certain internal environmental factors. Organizational culture is one such important factor that can enhance organizational citizenship behavior (OBC) of employees. Organizational culture is the shared perception of the environment in which an organization exists and can have a great bearing on the behavior of employees. The present paper is an attempt to provide an overall idea of the concepts of organizational culture and organizational citizenship behaviors as well as their various comprising factors on the basis of existing literature. Further, the paper provides support for the role of specific organizational cultural framework in enhancing OCB of employees by providing a review of existing literature on the relationship between the two. This study is important in a way as it provides the reasons as to why a specific organizational cultural framework is important in generating positive reactions and behaviors on the part of employees. Moreover, it provides the basis for model building for explaining the relationship between specific organizational cultural framework and various organizational citizenship behaviors. Finally, the paper provides for various suggestions which when incorporated by the management can bring out discretionary constructive behaviors that are beneficial for the effectiveness of organization.
Influence of Organizational Culture on Organizational Citizenship Behavior: A Three-Sector Study
Organizations & Markets: Policies & Processes eJournal, 2012
In recent years, the employer expectations have witnessed an upward surge, in anticipation of certain discretionary behaviors out of their employees, which fall beyond the purview of workplace requirement and reward systems. All this apparently is to ensure long service periods and bring out the ‘Organizational Citizen’ within the employee in the organizational context. The present paper is an attempt to examine and investigate the extent of impact that a given Organizational Culture has on Citizenship Behaviors of the employees in an Organization. The study examines the impact of select Culture variables on Organizational Citizenship Behavior across three dominant Organizations representing three sectors of the economy namely, Manufacturing, and Information Technology & Banking. The paper specifically aims at establishing a cause effect relationship between dominant Organizational culture characteristics on Organizational Citizenship Behaviors.
Banks are considered the backbone of any country’s economy. The aim of this study is to find out that how dimensions of an organization’s culture put impact on the concerned employees’ performance and Organizational Citizenship Behavior (OCB) in banks. The grandness of this research is to cater researchers with valuable knowledge and understanding of components which influence employees’ performance and OCB in banks. In order to collect the data, 150 questionnaires were disseminated amongst respondents and 100 questionnaires out of them were collected and used to analyze the results. Convenience sampling method was conducted and data collected were analyzed by correlation analysis and regression analysis. The results show that dimensions of organizational culture significantly affect the employees’ performance and OCB. The outcomes of the current study will not only increase the employees’ performance but directly and indirectly will affect the other outcomes linked with organizational culture, employees’ performance, and organizational citizenship behavior. Banking sector should implement such strategies which promote individualistic practices. Banking sector should promote the individualistic culture, not collectivist because the society’s culture is individualistic and people want to work as individual. If power distance is high in organizations, it affects the employees’ performance. Future researchers may include other variables that affect the employees’ performance and OCB. Key words: Brand Image, Experiental Marketing, Differentiation Product, Buying Decision
Organizational Culture and its Impact on Organizational Citizenship Behavior
International Journal of Academic Research in Business and Social Sciences, 2018
The concept of organizational culture has got developing attention in recent years both from researchers and practitioners. This article shows the author's view of how culture should be defined and explained if it is to be of value in the field of organizational psychology. Other concepts are reviewed, a brief history is presented, and case materials are presented to illustrate how to explain culture and how to think about culture change. The overall objective of this paper has been to highlight in the letters of the social process some of the more cultural and expressive characters of organizational life by introducing and explaining some concepts widely used in sociology and anthropology but which have not yet been blended into the theoretical literature of organizational behaviour. The substantive problem used here to provide a focus for these concepts has been how are organizational cultures created?
International Journal of Business Performance Management, 2013
Since the liberalisation in 1991 in India, the industries have gone through a massive change. The work culture and the mindset of people have dramatically changed over the past two decades. The present paper is an attempt to examine and investigate the extent of impact that certain dimensions of organisational culture has on citizenship behaviours of the employees in an organisation. The study examines the impact of select culture variables on organisational citizenship behaviour across three dominant organisations representing three sectors of the economy namely, manufacturing, information technology and banking. This paper aims at examining the impact of organisational culture on organisational citizenship behaviours of employees in different sectors of the economy. Specifically, the paper explores the extent of impact that organisational culture has on citizenship behaviours in different cultural settings.
Robustness of Organizational Culture towards Organizational Citizenship Behavior
Robustness of Organizational Culture towards Organizational Citizenship Behavior, 2022
The study examines the connection between corporate culture and corporate citizenship practices. Specifically focusing on the public and private colleges in Sukkur, this study describes the robustness of organizational culture towards organizational citizenship behavior and explains the role that this robustness plays in fostering positive outcomes for all involved. The present study involves numerical investigation for which survey polled 389 workers using a 5-point Likert scale questionnaire. The reliability of results was tested using Cronbach's alpha. Analysis of results reveals that private-sector organizational cultures are more influential in producing civicmindedness than their public-sector counterparts. The data was subjected to exploratory factor analysis, regression analysis, and individual correlation, and so on. The study reveals the extent to which workers will feel at ease carrying out their duties there. Although respondents agreed with the statement that "organizational culture impacts organizational citizenship behavior," they also noted that "organizational culture" is a different predictor of such behavior in the public and private sectors, accounting for 45percent in public colleges and 81percentin private colleges, respectively.
1.Background Of Knowledge Responding to increasingly intense competition in the banking sector, triggered by positive economic growth at national and regional levels as well as the globalization in various dimensions of life, the BPR as one of the types of businesses that develop the banking sector in Indonesia is necessary to emphasize the role of the employee. Employees as one of the strategic resources BPR, a determining factor in the banking industry are prioritizing services for financial services. The success and sustainability of an organization, including in it an BPR in Bali, will be determined by the willingness of employees to behave not only do their basic tasks, but also have the desire to be a 'good employee' (good citizen) in the organisanization they (Markoczy & Xin, 2004 Stephen, 2006). Meanwhile in Indonesia, several studies have been conducted to determine the role of OCB and the driving factors in determining the performance of the organization. Purba and Seniati (2004) found the trait personality and commitment to the organization has a significant influence on OCB-I and OCB-O with the examined company. The results of Syahril and Widyarini (2007) verify that personality has a significant influence on OCB. Ahmadi (2010) also stated that all dimensions of personality (Extraversion, Agreeableness, Conscientiousness Emotional Stability and Openness to Experience) have a positive and significant influence on OCB. In addition to personality, organizational culture is also one of the variables of interest to be investigated in relation to the effect on OCB. Organizational culture contains the values, beliefs and principles that form the basis for an organization's management system, which will guide and strengthen the basic principles of the employees in working (Martins and Coetzee, 2007). Organizational culture consists of various aspects which give flavour and distinctive atmosphere between organizations, as well as the personality of the employee. Organizational culture is a shared system held by the employees of the organization that distinguishes with other organizations (Appelbaum et al., 2004). In improving the employee performance, companies need to improve the welfare and quality of an employee's capabilities, another factor can also increase the performance of employees is OCB. This was stated by Chien (2003) which states that several studies have shown that OCB is positively related to the individual performance, unit, and organizational performance. So the application of OCB by employees in the workplace can have an impact on the improvement of employee performance, performance in the unit / area where the employee is located and overall company performance. Every company certainly wants employees will do things beyond what is listed in the job description, and proved that the company has an edge over other companies (Hui et al., 2000). Made Darsana University Of Brawijaya, Indonesia Abstract: This study is aimed to determine the effect of the employee's personality and organizational culture toward the employee's performance through the BPR OCB throughout the Gianyar district of Bali province. This study used a quantitative approach to test the hypotheses by the sampling technique proportional simple random sampling of the 105 respondents who are employees not the leader of BPR in Gianyar Bali, the data collecting used in this study is a questionnaire. The data analysis technique used SEM analysis. The results showed that the employee's personality and organizational culture have an indirect effect on employee performance through OCB of all of BPR in Gianyar Bali.
The Effect Of Organizational Culture And Procedural Justice On Organizational Citizenship Behavior
2021
This study aims to show the influence of Organizational Culture and Procedural Justice on Organizational Citizenship Behavior (Study on IT Companies In Special Region of Yogyakarta) which is focused on the high low organizational culture of a company. Samples in this study as many as 9 IT companies with convenience sampling method. The population in this study is all IT companies in Isitimewa Area of Yogyakarta. The data type in this study is primary data. The data source in this study is the results of surveys, interviews and filling out questionnaires from employees of IT companies in the Special Region of Yogyakarta who became research samples. The results of this study show that organizational culture and procedural justice have a significant effect on organizational citizenship behavior in IT companies in Dareah Istimewa Yogyakarta. But for companies whose organizational culture is low organizational culture has no effect on organizational citizenship behavior in IT companies in the Special Region of Yogyakarta.
Organizational Citizenship Behavior, What Does Really Matter?
INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia
Human resources management is currently a necessity and is no longer an option if a company wants to grow. Human Resources is very important in an organization, because the effectiveness and success of an organization is very dependent on the quality and performance of the human resources that exist in the organization. This study aims to examine and analyze the influence of Political Organization, Organizational Climate, and Organizational Culture on Organizational Citizenship Behavior (OCB) with Job Satisfaction as an intervening variable at PT. Pegadaian Indonesia (PERSERO). The object of this research is the employees as many as 80 respondents. The approach used in this research is the Component or Variance Based Structural Equation Model with Smart-PLS analysis tools. The results showed that the Political Organization had no significant effect on Job Satisfaction on the employees, Organizational Climate has a significant positive effect on Job Satisfaction, Organizational Cultu...
Jurnal Riset Bisnis dan Investasi
This study aimed to analyze the influence of leadership and organizational culture on Organizational Citizenship Behavior employees. The study is a quantitative research. The data used in this study was collected through questionnaires and implemented to 106 of permanent employees in PT. Hatten Bali. The results of this study indicates that: 1) leadership have positive and significant effect on organizational citizenship behavior which indicated by coefficient regression value 0,297 and significant value 0,003, 2) organizational culture have positive and significant effect on organizational citizenship behavior which indicated by coefficient regression value 0,144 and significant value 0,039, and 3) leadership and organizational culture have simultaneously effect on organizational citizenship behavior which indicated by f-count value 6,846 > f-table and significant value 0,002. Regression analyze result adjusted R2 value 0,117. This indicates that organizational citizenship behav...