rak, i., penezić, z. → primary school a. m. petropoljski, drniš & secondary school of...

Rak, I., Penezić, Z. → Primary school A. M. Petropoljski, Drniš & Secondary school of economics, Šibenik, Croatia

→ University of Zadar, CroatiaWHAT MOTIVATES EMPLOYEES TO PERFORM ORGANIZATIONAL CITIZENSHIP BEHAVIORS

Organizational citizenship behaviors (OCB)

= job behaviors that are discretionary, not explicitly recognized by the formal reward system, yet they contribute to organizational effectiveness.

By “discretionary” we mean that the behavior is not an enforceable requirement of the role or job description, that is, the behavior is a matter of personal choice and its omission is not punishable.

Dimensions of OCB

Altruism = behavior that is directly and intentionally aimed at helping a specific person in face-to-face situations (e.g. orienting new people, assisting someone with heavy workload)

Generalized compliance = this dimension captures person’s internalization and acceptance of the organization’s rules, regulations, procedures and acting in accordance with them, even when no one observes or monitors it.

The reason that this behavior is regarded a form of citizenship behavior is that even though everyone is expected to obey regulations, rules and procedures at all times, many employees simply do not. Therefore, an employee who religiously obeys all rules and regulations, even when no one is watching, is regarded as an especially “good citizen” (e.g. punctuality, not wasting time at work making private telephone calls, finishing work tasks in time).

Civic virtue = represents interest in or commitment to organization as a whole. This is shown by a willingness to participate actively in its governance (e.g., attend meetings, engage in policy debates, express one’s opinion about what strategy the organization ought to follow). These behaviors reflect a person’s recognition of being part of a larger whole in the same way that citizens and members of a country, and accept the responsibilities which that entails.

Courtesy = includes gestures that prevent future problems with colleagues (e.g. discuss with colleagues before committing actions that will affect them, providing advance notice if missing work so others could schedule their work)

Sportsmanship = willingness to tolerate the inevitable inconveniences and impositions of work without complaining (e.g. complaining about irrelevant things, finding hard to accept changes in the way organization is doing business)

Organizational justice= is defined as employee’s views of whether they are being

treated fairly by the organization

Dimensions of organizational justice Procedural justice = refers to the perceived fairness of the processesprocesses used

to make allocation decisions. For example, employees may question how promotions or raises were determined.

Distributive justice = refers to the perceived fairness of the allocations of resources by the organization. Employee makes judgments about whether the outcomes (e.g., performance ratings, pay, promotions) offered by the organization are fair given the amount of effort he has put forth.

Interactional justice = reflects employees’ feelings of how fair they are treated by their supervisors (it includes interpersonal justice-the way they are treated (e.g. in kind way, with respect) and informational justice – sincerity of communication from supervisor, giving explanation for his decisions)

Work values= general and relatively long term goals that one

wants to achieve in his work

Intrinsic work values = work values the are concerned with content of work and the work itself (realization of individual capacities, working with people and not things, dealing with untypical problems, being creative, being satisfied that results of ones work make a difference)

Extrinsic work values = work values concerned with working context (e.g. pay, work conditions, prestige, being promoted, have privileges)

→importance→realization

METHOD

Sample195 bank employees (172 women, 23 man)25 bank offices

Measures1) Organizational Citizenship Behavior Scale, Konovsky and Organ (1996), 32 items, 5 dimensions2) Organizational Justice Questionnaire, Colquitt (2004), 20 items, 4 dimensions3) Work Values Inventory (Šverko, 1980) 16 items, 2 dimensions 4) Satisfaction-one item for each type of satisfaction (How satisfied are you with your work / pay / life in general)

RESULTS

Table 1. Correlation between OCB dimensions and dimensions of Organizational justice

FACTORFACTORAltruismAltruism Generalized Generalized

compliancecomplianceCivic virtueCivic virtue CourtesyCourtesy SportsmanshipSportsmanship

1. Procedural1. Procedural

justicejustice

0,33*0,33* 0,17*0,17* 0,40*0,40* 0,36*0,36* 0,060,06

2. Distributive2. Distributive

justicejustice

0,060,06 0,18*0,18* 0,070,07 0,17*0,17* 0,120,12

3. 3. InteractionalInteractional

justicejustice

0,20*0,20* 0,19*0,19* 0,21*0,21* 0,36*0,36* 0,18*0,18*

Table 2. Correlation between Pay, Job and Life Satisfaction and dimensions of OCB


compliancecomplianceCivic virtueCivic virtue CourtesyCourtesy SportsmanshipSportsmanship

1. Pay satisfaction1. Pay satisfaction 0,090,09 0,060,06 0,150,15 0,17*0,17* 0,19*0,19*

2. Work 2. Work satisfactionsatisfaction

0,20*0,20* 0,070,07 0,20*0,20* 0,25*0,25* 0,18*0,18*

3. Life satisfaction3. Life satisfaction 0,140,14 0,080,08 0,23*0,23* 0,000,00 0,140,14

Table 3. Correlation between OCB dimensions and Intrinsic and Extrinsic Work Values (importance and realization)


compliancecomplianceCivic Civic virtuevirtue

CourtesyCourtesy SportsmanshipSportsmanship

1. Importance of 1. Importance of intrinsic WVintrinsic WV 0,28*0,28* 0,37*0,37* 0,30*0,30* 0,20*0,20* 0,050,05

2. Importance of 2. Importance of extrinsic WVextrinsic WV 0,070,07 0,16*0,16* 0,120,12 0,070,07 -0,01-0,01

3. Realization of 3. Realization of intrinsic WVintrinsic WV 0,29*0,29* 0,17*0,17* 0,38*0,38* 0,150,15 0,010,01

4. Realization of 4. Realization of extrinsic WVextrinsic WV 0,150,15 0,130,13 0,30*0,30* 0,140,14 0,020,02

Predictor First step Final stepBeta t(137) p Beta t(144) p

Intercept 7,1 0,00 10,05 0,00

Age -0,00 -0,0 0,99

Number of employees in bank office -0,20 -2,7 0,01 -0,22 -3,1 0,00

Pay satisfaction -0,03 -0,3 0,78

Work satisfaction 0,09 1,1 0,29

Life satisfaction 0,06 0,7 0,48

Procedural justice 0,40 4,2 0,00 0,43 5,0 0,00

Distributive justice -0,22 -2,2 0,03 -0,21 -2,5 0,01

Interactional justice -0,05 -0,5 0,59

Importance of intrinsic work values 0,23 2,1 0,04 0,32 3,3 0,00

Importance of extrinsic work values -0,18 -1,7 0,08 -0,20 -2,1 0,03

Realization of intrinsic work values 0,23 1,7 0,09Realization of extrinsic work values -0,15 -1,1 0,28

R=,57R²=,32

F(12,137)=5,40p<,000

R=,54R²=,30

F(5,144)=12,07p<,000

Table 4. Results of regression analysis of factor Altruism

PredictorFirst step Final step

Beta t(137) p Beta t(144) pIntercept 3,0 0,00 6,1 0,00

Age 0,03 0,3 0,73

Number of employees in bank office -0,17 -2,5 0,01 -0,17 -2,5 0,01

Pay satisfaction 0,03 0,4 0,71

Work satisfaction -0,02 -0,2 0,84

Life satisfaction 0,15 1,9 0,05 0,15 2,2 0,03


Distributive justice -0,32 -3,6 0,00 -0,33 -4,1 0,00


Importance of intrinsic work values 0,15 1,4 0,15

Importance of extrinsic work values -0,08 -0,9 0,39

Realization of intrinsic work values 0,17 1,4 0,16 0,25 3,3 0,00

Realization of extrinsic work values 0,04 0,3 0,77R=,63R²=,41

F(12,137)=2,93p<,001

R=,62R²=,39

F(5,144)=18,54p<,000

Table 5. Results of regression analysis of factor Civic virtue


Intercept 5,9 0,00 9,01 0,00

Age 0,00 0,0 0,97

Number of employees in bank office -0,03 -0,3 0,73

Pay satisfaction -0,01 -0,1 0,93

Work satisfaction 0,04 0,4 0,70

Life satisfaction -0,01 -0,1 0,90

Procedural justice -0,07 -0,6 0,52

Distributive justice 0,06 0,5 0,60


Importance of intrinsic work values 0,54 4,4 0,00 0,39 5,13 0,00


Realization of intrinsic work values -0,11 -0,8 0,44


F(12,135)=2,35p<,000

R=,39R²=,15

F(1,146)=26,29p<,000

Table 6. Results of regression analysis of factor Generalized compliance


Intercept 9,5 0,00 29,4 0,00

Age 0,08 0,9 0,35

Number of employees in bank office -0,10 -1,3 0,20


Work satisfaction 0,18 1,9 0,06 0,18 2,2 0,03

Life satisfaction -0,14 -1,5 0,13


Distributive justice -0,03 -0,3 0,79

Interactional justice 0,13 1,4 0,17



Realization of intrinsic work values -0,12 -1,1 0,16


F(12,137)=2,93p<,001

R=,34R²=,11

F(2,147)=9,75p<,000

Table 7. Results of regression analysis of factor Courtesy


Intercept 3,7 0,00 13,0 0,00

Age -0,11 -1,2 0,22

Number of employees in bank office 0,05 0,5 0,59


Work satisfaction 0,12 1,2 0,25 0,18 2,2 0,03

Life satisfaction 0,03 0,3 0,80

Procedural justice -0,11 -1,0 0,33

Distributive justice 0,12 1,1 0,29

Interactional justice 0,14 1,4 0,18



Realization of intrinsic work values 0,00 0,0 0,99

Realization of extrinsic work values -0,17 -1,1 0,29R=,31R²=,10

F(12,135)=1,22p<,000

R=,18R²=,03

F(1,146)=4,92p<,028

Table 8. Results of regression analysis of factor Sportsmanship

ConclusionIncentives that showed significance in predicting OCB dimensions are:

Organizational justice variables Procedural justice as a predictor of Altruism, Civic virtue and Courtesy Distributive justice as a negative predictor of Altruism and Civic virtue

Satisfaction variables Work satisfaction in predicting Courtesy and Sportsmanship Life satisfaction in predicting Civic virtue

Work values variables Importance of intrinsic work values as predictor of Altruism and

Generalized compliance and Realization of intrinsic work values predicting Civic virtue

Importance of extrinsic work values as a negative predictor of Altruism

Thank you for your attention

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rak, i., penezić, z. → primary school a. m. petropoljski, drniš & secondary school of...

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