" The Effect of Demographics variables on the Organizational Citizenship Behavior of employees in Finance sector with special reference to Banking sector in Lucknow " (original) (raw)

Abstract

The paper focuses on the effect of demographic variable on organizational citizenship behaviour of employees in finance sector with special reference to banking sector in Lucknow.The paper studies to which demographic variable affects more and less. The paper also focuses on to what extent organizational citizenship behavior is present in employees of banking sector in Lucknow.The study is conducted on 400 employees of banking sector employees in Lucknow.The study uses convenience sampling and uses statistical techniques ANNOVA and correlation for analysis of the data. Introduction: The satisfied, committed and loyal workforce is essential in this complex challenging environment for organizations to be successful. Organizational citizenship behaviour means individual behaviours that are beneficial to the organization but not directly recognized by the formal reward system .Organ (1988) defines OCB as a set of helpful, discretionary and extra role behaviours exhibited by employees that are not directly or clearly recognized by the formal reward system and have an overall positive effect on the operation of the organization also they cannot be enforced by the employment contract. By discretionary, it is meant that behaviour is not enforceable but which is clearly specifiable terms of the person's employment contract with the organization; the behaviour is rather a matter of personal choice, such that its omission is not generally understood as punishable. Organizational citizenship behaviour is defined as those extra work –related behaviours which go above and beyond the routine duties prescribed by their job descriptions or measured in formal evaluations.(Bateman &Organ ,1983). The concept was introduced by Bateman and Organ in 1980's. Smith et al (1983) conceptualized OCB with Altruism (behaviour targeted specifically at helping individuals) and generalized compliance (behaviour reflecting compliance with general rules and expectations .Later Organ in 1988 identified five OCB dimensions namely altruism, courtesy, civic virtue, conscientiousness and sportsmanship .Williams and Anderson (1991) proposed a two dimensional conceptualization of OCB : OCB-1 (Behaviour directed towards individuals) and OCB-II (Behaviour directed towards organization).Podsakoff and Mackenzie (1997) considered helping behaviour ,sportsmanship and civic virtue .Marockzy and Xin (2004) supported only sportsmanship and courtesy OCB dimensions among the five recognized by Organ(1998). According to (Nemeth and Staw, 1989), organizational citizenship can help organizations to improve performance and gain competitive edge as it motivates employees to perform beyond the formal job requirement. To be successful in today's competitive environment organizational citizenship behavior helps organizations to accelerate towards innovation and productive approaches. As Organ (1988) emphasized, organizational citizenship leads towards effective organizations and bring new resources for them. Hackman & Oldham (1975), proposed job characteristic model (JCM) describing five core job characteristics (Task variety, task identity, task significance, task autonomy and task

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