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European Journal of Social Sciences – Volume 22, Number 1 (2011)

The Impact of Employees Perception of Organizational Climate on Organizational Citizenship Behavior. Mediating Role of Organizational Commitment and Moderating Impact of Social Network Ties in Pakistani Context Mahmood Noor BBA (HONS), MBA, Riphah International University, Islamabad Pakistan E-mail: mehmoodnoor1@yahoo.com Afkar Majeed Bhatti BBA (HONS), MS (SCHOLAR), Riphah International University, Islamabad Pakistan E-mail: Afkar_tg@yahoo.com Muhammad Asif Ali Khan PhD (HRM), MBA, BSC, Riphah International University, Islamabad Pakistan E-mail: asifmughal1973@yahoo.co.uk Muhammad Yaqoob Khan MBA, Riphah International University, Islamabad Pakistan E-mail: Yaqoobkhan84@yahoo.com Abstract The paper aims to investigate the impact of employee perception of organizational climate on citizenship behavior of employees in public sector organization of Pakistan. Organizational climate has been measured on the basis of two determinants i.e. organizational Fairness and peer cooperativeness. The study determines the relation between components of organizational climate with citizenship behaviors of employees. It measures the mediating effect of employee commitment with organization and moderating effect of Social network ties amongst organizational climate and organizational citizenship behavior. The data was collected from seven public sector organization in Pakistan that are Pakistan Telecommunication Authority, OGDCL, WAPDA, Rawalpindi Cantonment Board, Punjab Police, Ministry of Defense, Atomic Energy and Attock Refinery. Test results clarify the significant relationship between the component of workplace condition and OCB. The Result obtained highlights the positive relation between commitment and OCB. We found that employees who perceive justness in organization are more committed towards organization that influences the citizenship behavior in workforce for a particular organization. However, peer-cooperativeness shows significant effect on OCB as moderated by social network ties. This study also provides managerial implications and limitations. Keywords: Ethics, justice, personal cooperativeness, need for social approval, task interdependence, outcome interdependence.

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European Journal of Social Sciences – Volume 22, Number 1 (2011)

Introduction
Dennis Organ (1988) provides a commonly used description of organizational citizenship behavior as “OCB represents individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.” Elizabeth Morrison (1996) argues “that many service-oriented behaviors are forms of organizational citizenship behavior. Posakoff and MacKenzie (1994) describes OCB as an extra role behaviors performed by workers that is not basically recognized as a part of official reward system however it moderated the performance of employees both efficiently and effectively. From management’s viewpoint, organizational performance is affected by OCB across many individuals. OCB enhance the organization’s efficiency and effectiveness by motivation of extra role efforts amongst the employees (Ryan, 2002). From Management point of view, the organizational citizenship behavior provides an analytical evaluations system to manage that would efficiently predict the extra roles behavior which may be fair to clients. An organization that promotes future orientation planning among workforce is likely to develop citizenship and also indulge in extra role performance (Lee, Huj, Tinsley & Niu, 2006). An Employee in banking sector that has no intention to work with an organization, face complexity in behaving good banking citizen in front of customers that bring up array of complicated requests, therefore have fragile communal linkages (Lin, Hung & Chiu, 2008). According to Walz and Niehoff (2000) suggest that there are some...
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