Organizational Citizenship Behaviour

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TABLE OF CONTENTS

CHAPTER: NO:12

INTRODUCTION2
BACKGROUND3
OBJECTIVE OF THE STUDY4
SIGNIFICANCE5

CHAPTER: NO: 26

REVIEW OF LITERATURE6
ORGAN’S MODEL OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR7

CHAPTER: NO: 39

THEORETICAL FRAMEWORK9
LOGICAL REASON10

CHAPTER: NO: 411

HYPOTHESIS11
OPERATIONALIZATION OF CONCEPTS12
DIMENSIONS OF JOB SATISFACTION13
DIMENSIONS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR14

CHAPTER: NO: 516

RESEARCH DESIGN16
SURVEY RESEARCH16
POPULATION16
SAMPLING DESIGN16
SAMPLING FRAME17
TOOLS OF DATA COLLECTION18
DATA PROCESSING19
DATA PRESENTATION21

RECOMMENDATION, SUMMARY & CONCLUSION23-24
RECOMMENDATION23
SUMMARY23
CONCLUSION24

CHAPTER: NO: 1

INTRODUCTION

This research attempts to determine whether a link between organizational citizenship behaviour and job satisfaction exist where we use organizational citizenship behaviour as an independent variable “X” and job satisfaction as a dependent variable “Y”.

Organizational Citizenship Behaviors (OCBs) are a special type of work behavior that are defined as individual behaviors that are beneficial to the organization and are discretionary, not directly or explicitly recognized by the formal reward system. These behaviors are rather a matter of personal choice, such that their omissions are not generally understood as punishable. Organizational citizenship behaviors are thought to have an important impact on the effectiveness and efficiency of work teams and organizations, therefore contributing to the overall productivity of the organization and that leads to job satisfaction.

i. BACKGROUND

Organizational Citizenship Behaviour is a relatively new concept in performance analysis but it represents a very old human conduct of voluntary action and mutual aid with no request for pay or formal rewards in return.

Organizational citizenship directly relates to motivation factors and employee satisfaction.  The concept of organizational citizenship was developed in the mid 1980s by Dennis Organ. Who states that organizational citizenship behaviors (OCB) are "individual behavior that is flexible, not directly or clearly recognized by the formal reward system, and that in the total promotes the effective functioning of the organization" Who noted that defining organizational citizenship as behaviors that are not formally rewarded is equally too broad, as few "in-role" behaviors actually guarantee a formal reward.

Organ further elaborated that organizational citizenship behaviour can maximize the efficiency and productivity of both the employee and the organization that ultimately contribute to the effective functioning of an organization and leads to an increase in employee job satisfaction.

ii. OBJECTIVES OF THIS STUDY

This research shows that Organizational citizenship behaviours (OCB) describe actions in which employees are willing to go above and beyond their prescribed role requirements. Successful organizations need employees who will do more than their usual job duties and provide performance that is beyond expectations. One possible motivation for adopting such practices is to motivate workers, and to encourage them to participate in improving productivity, safety, and the quality of their product and to help each other in performing tasks. To the extent that workers enjoy the teamwork and the autonomy, this will raise job satisfaction and reduce hiring and training costs and increase productivity.

▪ The main objective of this research is to determine empirically how strong the relationship between organizational citizenship behaviour & job satisfaction. ▪ To recommend policy measure and strategies so to help to resolve or to reduce the impact of dissatisfaction....
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