The Relationship between Organizational Citizenship Behavior and Organizational Performance of Mellat Bank Personnel in Tehran

Transcription

1 Journal of Management Sciences. Vol., 1 (11), , 2015 Available online at ISSN The Relationship between Organizational Citizenship Behavior and Organizational Performance of Mellat Bank Personnel in Tehran Ghasem Faramarzi 1*, Gholamreza Azizi 1, Hamid RouhParver 2 1 Department of Educational Management, College of Human Science, Saveh Branch, Islamic Azad University, Saveh, Iran 2 Department of Mathematic, College of Technical and Engineering, Saveh Branch, Islamic Azad University, Saveh, Iran * Corresponding Author gh.faramarzi@gmail.com Received: 06 August 2015 Accepted: 21 September 2015 Published: 10 October 2015 Abstract: This research was done with the purpose of study of the relationship between organizational citizenship behavior and organizational performance of Mellat bank staff in Tehran. The research method was practical in terms of objectives and correlational-descriptive in terms of data collection method. The statistical population consisted of all the personnel of Mellat bank in Tehran (N=6150) and 326 individuals were chosen as a sample size using Cochran formula and simple random sampling. The research tool included organizational citizenship behavior questionnaire and organizational performance questionnaire of Hersey and Goldsmith (1980) and the validity (content) and reliability (Cronbach's alpha) were confirmed. Using SPSS software, data analysis was done in two parts of descriptive and inferential (Pearson s correlation). Findings indicated that there is a positive and significant relationship between organizational citizenship behavior and its dimensions (altruism, generosity, civility, job consciousness, and social etiquette) and organizational performance of Mellat bank personnel of Tehran city at the level of P<0.01. Keywords: Organizational Citizenship Behavior, Organizational Performance, Altruism, Generosity. Introduction Entering the twenty-first century, work environment is constantly changing and that is why leaders are constantly searching for ways to improve and strengthen the work environment. Today, personnel are of very important resource of organizations and their behavior is considered very important in organizations. Good personnel are the ones who help their colleagues, state their opinions honestly, participate in organization activities, and in other words do unnecessary activities but profitable for their colleagues and the organization (Shateri, 2009). These behaviors are conceptualized as Organizational Citizenship Behavior. As an important element in organizational performance, Organizational Citizenship Behaviors have increasingly attracted attentions. Considering the highest role of personnel in organizations, their successful performance is affected by organizational Citizenship Behavior. One of the important features of organizations is the individuals who cooperate in successful changes of organization without official requirement of their job. They are defined as organizational citizenship Behaviors which have gone beyond the official expectations of their role, but important and even necessary for organization survival. For the first time by Organ et al, these behaviors were used as behaviors beyond the role. The organizational citizenship behavior is a multidimensional concept 340

2 including all the positive behaviors of personnel (including traditional role behaviors, extra-role behaviors, and political behaviors). Organizational citizenship Behavior is also considered as dependence behaviors that the person tends to maintain the relationship with colleagues and organization and plays a role in their success (Van Dyne et al, 1994). In other words, if an individual is interested in the colleagues and tries to protect the relationship with them, the individual would focus the organizational citizenship behavior on the colleagues. Otherwise, if the whole organization is desirable for the individual, he or she dedicates him or herself for the organization and doesn t hesitate to attempt for organization success doing positive citizenship behaviors. The most important definitions of organizational citizenship behavior are expressed in the following: Organizational citizenship behavior indicates the related, voluntary, and optional job activities that aren t organized by official description of job and rewarding systems, but finally develop the efficiency level and organizational effectiveness. Citizenship behaviors are profitable for organization, while they re not a part of main elements of job. These behaviors are often performed by personnel to support their enterprise resource, however without personal profit (Abu Elanain, 2008). Organizational citizenship behavior includes voluntary and conscious behaviors by personnel that directly increase the organizational effectiveness regardless of personnel efficiency (Jung & Hong, 2008). Kim (2006) has defined the organizational citizenship behaviors beyond the pre-determined official roles by organization which is inherent and its reward doesn t fit in organizational official rewards structure, but it s very important in development of effectiveness and successful efficiency of organization. Eric et al (2008) believe that organizational citizenship behaviors refer to activities that have not been asked to do, but doing them support the organization and profits it. On the other hand, performance is the set of behaviors due to job by individuals. Alagheband (2000) also states that performance is the result of personnel s activities in terms of performing the assigned tasks after a certain period. Hersey & Goldsmith studied the performance issue with a cognitive approach and chose seven variables due to effective management performance among others. These seven variables are: motivation, ability, comprehension, organizational support, environmental compatibility, feedback of performance, and credit. Then using the synonym of the seven words and using their letters, they made the seven-letter word ACHIEVE equivalent of performance as a model for evaluation of management Generally, there are different definitions presented for performance, and that is common in all definitions is the way of doing the assigned tasks and responsibilities including: what individuals do in an organization and the way that the individuals affect on organization The effect of organizational citizenship behavior on organizational performance is analyzed either in organizational level or individual level and the study of its effect on organizational performance has grown in recent years (Mackenzie et al., 1991). Organizational citizenship behavior is considered beyond the official role of individuals which has positive affect on organizational performance in organizations and its felt in today s organizations that individuals act beyond their official tasks in order for organizations to keep or develop their status. In study of organizational citizenship behavior and organizational performance, Mackenzie et al (1999) discovered a relationship higher than 0.50, and similarly, Mackenzie et al (1999) discovered a positive relationship between organizational citizenship behavior and organizational performance in big insurance companies. Their findings indicated that there is a significant positive relationship between components of organizational citizenship behavior and organizational Performance of an organization indicates the survival status of it in environment and organizational performance is an index that measures the achievement of an organization or institute goals (Ho, 2008). A necessity always in managers minds is identification of an individual or a group of personnel with best This causes more attention to organizational citizenship behavior which is important to every organization, because it has important consequences including higher organizational performance, job satisfaction, protection of organization, and organizational efficiency (Moghimi, 2005). Employees with positive comprehension of work environment are more likely to improve their Therefore by effecting on organization internal factors (organization atmosphere, keeping competent personnel, improvement of morale and etc.) and effecting on organization external factors (customer satisfaction, service quality and customer loyalty, etc.), organizational citizenship behavior can cause increase of organizational performance (Castro et al., 2004). Generally, the researches done in line with present research are given in the table below: Surname Shekarshekan et al Mohaghar et al 341 Year Table1. Internal and external history related to the subject. Findings 1: overall job satisfaction and its different components with overall citizenship behavior and its components have positive relationship with personnel of Ahvaz factories. 2: components of overall job satisfaction composed of job satisfaction, administration satisfaction, satisfaction of colleagues, and promotion satisfaction have multiple correlation coefficients with citizenship behavior. Total Quality Management practices have positive and significant on organizational

3 Daneshfard and Sheidaie Mousakhani et al Alinezhad et al Mackenzie et al. Diefendorff Chiu & Lan- Chen Moideenkutt Bachrach Nielsen et al Nasir et al Baghkhasti & Enayati performance, but citizenship behavior doesn t have a direct effect on organizational performance, but it can have positive, significant, and direct effect on organizational performance with Total Quality Management. There is a significant relationship between organizational citizenship behavior with organizational performance and dimensions of patience and partnership have respectively the most and least relationship with professors organizational There is a significant relationship between organizational citizenship behavior and organizational performance of personnel. There is a significant relationship between organizational citizenship behaviors and personnel This significant relationship is reviewed and verified about every defined component of organizational citizenship behavior and personnel Subjective assessment from performance of seller managers as much as sellers altruism and civic virtue are determined as purpose level of efficiency and in addition to this, these findings emphasize on strong effects of organizational citizenship behavior on assessment of management Job involvement and organizational performance have positive and significant relationship with assessment of supervisors in all dimensions of organizational citizenship behavior. Job involvement as also a significant relationship with assessment of supervisors in internal organizational Job involvement of assessment of supervisors predicts the organizational citizenship behavior and internal organizational performance dependent on work concentration. The relationship between job involvement and dimensions of organizational citizenship behavior are adjusted by gender, so that there is a stronger positive relationship between job involvement and organizational citizenship behavior for women compared to men. Variety and significance of job has a positive and significant relationship with organizational behavior, but job identity, job autonomy, job feedback, and job dependency don t have significant relationship with organizational citizenship behavior, in addition, inner satisfaction of job has a moderating mechanism on relationship of job variety and job significance organizational citizenship behavior, but not for external satisfaction. Either tangible efficiency or significance organizational citizenship behavior has significant relationship with subjective assessment of organizational 1-Evaluation of organizational performance is affected by interdependence of duties, when organizational citizenship behavior is considered in overall assessment of organizational performance of personnel. 2- There is a significant relationship between components of organizational citizenship behavior (supportive behaviors and civic virtue) and overall assessment of organizational performance of personnel. 3- Environmental factors adjust the relationship between organizational citizenship behavior, overall assessment of organizational performance of personnel, and interdependence of duties. The relationship between organizational citizenship behavior and performance in studying group has been positive and significant. There is a significant relationship between organizational citizenship behavior and task There is a significant relationship between conscience and civic virtue with job performance and there is also a significant relationship between job performance and other aspects of organizational citizenship behavior and the aspects of organizational citizenship behavior can predict the job According to these situations, since Mellat bank is of organizations with broad-based services, it should provide appropriates responses to environmental changes. To have an in-time reaction against stressful environment and fulfill its mission as a dynamic organization, it is better to have employees with organizational citizenship behavior and high organizational performance, so it can be resistant against today s turbulent environment. The present research is done with purpose of study of relationship between organizational citizenship behavior and organizational performance of Mellat bank performance and the following research hypothesis has been proposed in this field: 1. Altruism of Mellat bank staff in Tehran city has a positive relationship with organizational 342

4 2. Generosity of Mellat bank staff in Tehran city has a positive relationship with organizational 3. Civility of Mellat bank staff in Tehran city has a positive relationship with organizational 4. Conscience of Mellat bank staff in Tehran city has a positive relationship with organizational 5. Social Etiquette of Mellat bank staff in Tehran city has a positive relationship with organizational Materials and Methods The research method was practical in terms of purpose, descriptive in terms of data collection, and correlational among descriptive researches. The Statistical population consisted of all the employees of Bank Mellat in Tehran (N=6150) and the statistical sample size was 362 using Cochran formula and simple Random sampling. The research tool included organizational citizenship behavior questionnaire and confirmed by academic experts Using Cronbach s alpha, the content validity and reliability were and which are acceptable. In order to analyze the data, Pearson correlation coefficient was used. Results The research hypotheses are going to be discussed in the following. According to normal distribution of data, Pearson correlation coefficient was used for investigation of hypotheses. Main hypotheses: organizational citizenship behavior of Mellat bank staff in Tehran city has a positive relationship with organizational As mentioned, Pearson correlation coefficient was used for investigation of hypotheses which was (r = 0.828) and this indicates that there is a positive and significant relationship between organizational citizenship behavior and organizational performance at level of P< Therefore, it can be said that, with a confidence level of 0.99, whatever the organizational citizenship behavior of Mellat bank staff in Tehran city is higher, the organizational performance of this organization goes higher (Table 1). Table 2. Correlation between organizational citizenship behavior and organizational Indices Variables Organizational citizenship behavior with organizational performance P< 0.01 Correlation direction Correlation coefficient Correlation type Pearson Sub-hypothesis: components of organizational citizenship behavior (altruism, generosity, civility, job consciousness, and social etiquette) of Mellat bank staff in Tehran city have a positive relationship with organizational As shown, Pearson correlation coefficient was also used for investigation of subhypotheses and the results are indicated in table Table 3. Correlation between components of organizational citizenship behavior and organizational Variables Altruism with organizational performance Generosity with organizational performance Civility with organizational performance Job conscience with organizational performance Social etiquette with organizational performance Indices Correlation direction Correlation coefficient As indicated, the relationship between components of organizational citizenship behavior with organizational performance is respectively altruism (r=0.718); generosity (r=0.699); civility (r= 0.755); job conscience (r=0.754); social etiquette (r=0.562), which indicates that there is a positive and significant relationship between these components and organizational performance at level of P<0.01 and the null hypothesis is rejected. Therefore, it can be said that, with a confidence level of 0.99, whatever these components in Mellat bank staff in Tehran city are higher, the organizational performance of this organization goes higher.

5 Discussion and Conclusion As mentioned before, the main purpose of this research is study of relationship between organizational citizenship behaviors with organizational performance of Mellat bank staff in Tehran city, and we discuss the conclusions in the following. The results of main hypothesis, the organizational citizenship behavior of Mellat bank staff in Tehran city having a positive relationship with organizational performance, were confirmed. Therefore, it can be said that whatever the organizational citizenship behavior of Mellat bank staff in Tehran city is higher; the organizational performance of this organization goes higher. Shaemi and Mahmoudi (2009) stated that organizational citizenship behavior is effective on efficiency and performance of organization. Findings of Mohaghar et al (2009) indicates that citizenship behavior doesn t have a direct effect on organizational performance, but indirectly effecting on total quality management, it can have a positive and significant effect on organizational Daneshfard and Sheidaie (2012) stated that there is a significant relationship between components of organizational citizenship behavior and organizational Mousakhani et al (2012) found that there is a significant relationship between organizational citizenship behavior and organizational performance of personnel. Research results of Alinezhad et al (2014) indicated that there is a significant relationship between organizational citizenship behavior and organizational performance of personnel and this significant relationship is true about every component of between organizational citizenship behavior and performance of personnel. Mackenzie et al (1991) stated that organizational citizenship behavior has strong effects on assessment of management Diefendorff (2002) stated that job involvement and organizational performance has positive and significant relationship with assessment of supervisors from all dimensions of organizational citizenship behavior. Moideenkutt (2005) stated that organizational citizenship behavior has a significant relationship with organizational In a research, Bachrach (2006) stated that there is a significant relationship between components of organizational citizenship behavior and overall assessment of organizational performance of personnel. Nielsen et al (2009) indicated that the relationship between organizational citizenship behavior and performance in studying group has been positive and significant. Nasir et al (2001) indicated that there is a significant relationship between organizational citizenship behavior and task Results of Baghkhasti and Enayati (2015) indicated that there is a significant relationship between job performance and aspects of organizational citizenship behavior and the aspects of organizational citizenship behavior can predict the job In fact, the results of this research are also statistically significant and, it s theoretically confirmed and supported by previous researches. According to these conditions, it can be concluded that there is a significant theoretical and statistical relationship between organizational citizenship behavior and organizational performances of Mellat bank staff in Tehran city. The result of the first sub-hypothesis indicated that altruism of Mellat bank personnel in Iran has a positive relationship with organizational Therefore, it can be said that, whatever the altruism of Mellat bank staff in Tehran city is higher, the organizational performance of this organization goes higher. In fact, the results of this research are also statistically significant and, it s theoretically confirmed and supported by previous researches. According to these conditions, it can be concluded that there is a significant theoretical and statistical relationship between altruism and organizational performances of Mellat bank staff in Tehran city. The result of the second sub-hypothesis indicated that generosity of Mellat bank personnel in Iran has a positive relationship with organizational Therefore, it can be said that, whatever the generosity of Mellat bank staff in Tehran city is higher, the organizational performance of this organization goes higher. In fact, the results of this research are also statistically significant and, it s theoretically confirmed and supported by previous researches. According to these conditions, it can be concluded that there is a significant theoretical and statistical relationship between generosity and organizational performances of Mellat bank staff in Tehran city. The result of the third sub-hypothesis indicated that civility of Mellat bank personnel in Iran has a positive relationship with organizational Therefore, it can be said that, whatever the civility of Mellat bank staff in Tehran city is higher, the organizational performance of this organization goes higher. In fact, the results of this research are also statistically significant and, it s theoretically confirmed and supported by previous researches. According to these conditions, it can be concluded that there is a significant theoretical and statistical relationship between civility and organizational performances of Mellat bank staff in Tehran city. The result of the fourth sub-hypothesis indicated that job conscience of Mellat bank personnel in Iran has a positive relationship with organizational Therefore, it can be said that, whatever the job conscience of Mellat bank staff in Tehran city is higher, the organizational performance of this organization goes higher. In fact, the results of this research are also statistically significant and, it s theoretically confirmed and supported by previous researches. According to these conditions, it can be concluded that there is a significant theoretical and statistical relationship between job conscience and organizational performances of Mellat bank staff in Tehran city. The result of the fifth sub-hypothesis indicated that Social Etiquette of Mellat bank personnel in Iran have a positive relationship with organizational Therefore, it can be said 344

6 that, whatever the Social Etiquette of Mellat bank staff in Tehran city is higher, the organizational performance of this organization goes higher. In fact, the results of this research are also statistically significant and, it s theoretically confirmed and supported by previous researches. According to these conditions, it can be concluded that there is a significant theoretical and statistical relationship between Social Etiquette and organizational performances of Mellat bank staff in Tehran city. Since the results of this study indicated that organizational citizenship behavior has a significant relationship with organizational performance of Mellat bank staff in Tehran city, the following suggestions can be stated based on obtained results: 1. According to the first partial hypothesis results indicating that altruism has a significant relationship with organization performance of Mellat bank staff in Tehran city, its suggested to managers of related organizations to use strategies to contribute to the growth and prosperity of Altruistic behavior such as reducing the amount of workload, fair division of tasks, and helping rookies to adapt the organization environment. 2. According to the second partial hypothesis results indicating that generosity has a significant relationship with organization performance of Mellat bank staff in Tehran city, its suggested to managers of related organizations to use strategies to contribute to the growth and prosperity of generosity behavior such as increase of willingness of employees to endure hardships and difficulties of the organization, reducing complaints of personnel, and lowering job negative aspects. 3. According to the third partial hypothesis results indicating that civility has a significant relationship with organization performance of Mellat bank staff in Tehran city, its suggested to managers of related organizations to use strategies to contribute to the growth and prosperity of civility behavior such as Providing conditions with respect to the rights and privileges of personnel and informing employees of important and important organization decisions. 4. According to the fourth partial hypothesis results indicating that job conscience has a significant relationship with organization performance of Mellat bank staff in Tehran city, its suggested to managers of related organizations to use strategies to contribute to the growth and prosperity of dutiful behavior such as raising job conscience of personnel and making them necessary to response their assigned tasks. 5. According to the fifth partial hypothesis results indicating that social etiquette has a significant relationship with organization performance of Mellat bank staff in Tehran city, its suggested to managers of related organizations to use strategies to contribute to the growth and prosperity of social etiquette behavior such as informing personnel of important organizational changes, providing the situation foe personnel to participate in organizational meetings, and generating interest and willingness to study about organizational issues. References Abu Elanain HM, An investigation of the relationship of openness to experience and organizational citizenship behavior, journal of American academy of business. 13(1): Alagheband A Introduction to Educational Management. Ravan Publication, Tehran, Iran. 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