The Role of Organizational Spirituality in Citizenship Behavior in Agriculture Organization

Transcription

1 International Journal of Basic Sciences & Applied Research. Vol., 3 (SP), , 2014 Available online at ISSN The Role of Organizational Spirituality in Citizenship Behavior in Agriculture Organization Syed Ali Akbar Ahmadi 1*, Hossein Derakhshan 2 1 Master of Payam Noor University 2 Master of Public Administration * Corresponding Author: Syed Ali Akbar Ahmadi Abstract This study aimed to investigate the relationship between workplace spirituality and organizational citizenship behavior was measured. This application is descriptive. The population of the study was 150 members of the staff of management of agricultural organization and nine units in the city of Saveh. Simple random sampling is a statistical sample of 125 patients was estimated. Two questionnaires of organizational citizenship behavior and workplace spirituality were used to collect the required information. Due to lack of data normality, nonparametric tests to help SPSS software were used for data analysis. To check the fit of the model and the best model in this research was used Lisrel. The findings indicate that the main hypothesis and five research sub-hypothesis. In other words, the research findings showed that a significant correlation between spirituality in the workplace and organizational citizenship behavior there. The conclusion must be acknowledged that in order to increase organizational citizenship behavior, organizational leaders need to strengthen workplace spirituality and organizational citizenship behavior factors in agricultural management are Saveh. Keywords: OCB, Workplace spirituality, Humanism-civil act of conscience, Polite and considerate, Chivalry and elapsed. Introduction In the past 15 years, numerous studies have been done on the topic of organizational citizenship behavior. This term was first introduced by Organ et al (1983) (Bateman & Organ, 1993). On the introduction of concepts such as "willingness to cooperate" (Barnard, 1938) and to distinguish between the reliable performance of "innovative and spontaneous behavior" (Katz & Kahn, 1978) returns. The research was largely in line with cognitive behavior despite apparent effect on the performance of organizations, the performance assessment systems have been ignored. In fact, the initial interpretations, organizational citizenship behavior includes behavior were observed outside the scope of employment. However, gradually with the development of the concept of organizational citizenship behavior was found that the distinction between the activities within the scope of the job and outside the job is not so clear. It must be flexibly defined organizational citizenship behavior (Stoke et al., 2003). One of the primary ways that many researchers have been accepted by Organ (1988) has been proposed: organizational citizenship behavior, including the behavior of employees who are not part of their official duties as directed by the organization's formal reward system is not considered However, the overall effectiveness of the organization increases (Organ, 1988). Another possible prediction and evaluation criteria to the attitudes and behaviors by staff states they better than conventional criteria for performance evaluation is voluntary and discretionary behaviors more prominent because of the normal behavior of a job. The effects of organizational citizenship behavior on social, psychological, organizational, and political organization is more valuable than the effects on parameters of quality and performance. (Farr et al., 2004) About dimensions of organizational citizenship behavior among researchers, there is still a single agreement. For example, some aspects of donor behavior, magnanimity, forgiveness, loyalty, organizational compliance, individual innovation, consciousness, personal development, polite and considerate, civic virtue, altruism, etc., in various studies as a form of citizenship behavior organizational considered. Some researcher s citizenship behavior in relation to others and in relation to the organization has been distinguished (Podsakoff et al., 2000; Williams & Anderson, 1991). 152

2 Researchers have drawn attention to the dimensions that are Altruism, conscientiousness, courtesy and consideration, and over-rad man, civic virtue These five dimensions were considered by the Organ in 1988 and Podsakoff and colleagues in 1990 with the help of factor analysis for each of the five dimensions, the standard scale used to measure organizational citizenship behavior in later years has been used by many researchers (Podsakoff, 1990). Altruism and helping other members of the organization is in relation to the problems and related tasks. Including newcomers and low-skilled employees contribute. Conscience is called discretionary behavior that goes beyond the minimum requirements. Like a normal person rather than a job or employee will not spend a lot of time to rest. Courteous and considerate in their efforts to prevent work-related stress and problems with others is called. To a man, Rod and reel, showing tolerance and forgiveness in non-ideal conditions of no complaint is growl. Ultimately, the purpose of civic virtue is participation and accountability in organizational life and to provide a proper image of the organization (McKenzie et al., 1993; Bell & Menguc, 2002; Podsakoff et al., 2000). Spirituality in the workplace The workplace spirituality as one of the causes of organizational citizenship behavior is measured. One of the most important trends in business and management in the 21st century through the mid-90s has been seriously discussed, focusing on their spirituality in organizations (Shellenbarger, 2000). The importance of research in this field is growing. Workplace spirituality has been the subject of many management journals and has found its way even into the cover of magazines. Also, many books have been written on this subject. In addition, in 1999, the last group of the Academy of Management Research entitled "Spirituality, religion and business is formed. Because of the interest in workplace spirituality, increase organizational effectiveness. Experimental evidence for a positive relationship between workplace spirituality and creativity (Freshman, 1999), honesty and trust within the organization (Vangr- Marsh & Conely, 1999), an increased sense of personal success (Burack, 1999), organizational commitment, job attitudes, show such as satisfaction job, job involvement, and respect his desire to leave (Millman s et al., 2003). Due to the personal nature of spirituality, in this regard, there are many views and definitions. In this study, we used the definition of workplace spirituality by Ashmos and Duchon is as follows: "Understanding and identifying the internal staff and the inner dimension of life has grown after and by carrying out the meaning of life increases. (Ashmos & Duchon, 2000). According to this definition, the two researchers using factor analysis of a questionnaire with seven main dimensions to help researchers working environment developed to measure spirituality (Ashmos & Duchon, 2000) Then in 2003, three out of the seven dimensions Millman and colleagues that fits with three levels: individual, group, organization, and were selected and used in a study. These include a sense of meaning in the work on the individual level, a sense of solidarity within the group and alignment with the organization's values at the organizational level. The following figure illustrates this concept. (Millman 's and others, 2003), these three dimensions are in the works of many other researchers (Mitroff and Denton, 1993). Empirical research on the causes of stump predicts organizational citizenship behavior on individual characteristics, task characteristics, organizational characteristics and leadership behaviors focused. (Podsakoff et al., 2000) Consequences and effects of organizational citizenship behavior have been studied less in number and importance since 2000, this type of study is increased. In the present study the causes and the consequences of organizational citizenship behavior is considered. Alignment of values (enterprise level) Link with organizational goals Link with organizational values Consider the organization to the employees Feeling of solidarity (in the group) feel a bond with colleagues Support staff from the common purpose Meaningful work (individual level) enjoy working Energy Work a sense of meaning and purpose at work feel a bond with colleagues Figure 1. The concept of spirituality in the workplace at three levels: individual, group, or organization (Millman et al., 2003). Continuing further explain these three dimensions A fundamental aspect of spirituality at work involves a deep sense of meaning and purpose in work. The dimensions of the spirituality environment determines how the employees in their daily work, interacting on a personal level. Expression of spirituality at work involves the assumption that each individual intrinsic motivation, facts and marks for attempting to do activities that give more meaning to his own life and others (Ashmos & Denton 2000). A fundamental dimension of workplace spirituality includes a deep bond with others as a sense of deep the dimensions of the spirituality in the workplace occurs in a group of human behavior and interactions implies among staff and colleagues. Correlation is based on the belief that individuals know each other in connection with that of your inner self with others, each person there. The level of workplace spirituality includes linking mental, emotional and spiritual relationship between employees in the working groups (Neal & Bennett, 2000). The third dimension of workplace spirituality 153

3 and experience a strong sense of alignment between personal values and mission staff, mission and values of the organization. The dimensions of the spirituality of the larger institutional environment interacts with employees meant to be (Mitroff & Denton, 1999), alignment with the values of the organization means employees are people who believe that managers have the relevant values, and a strong conscience and organizations to the welfare of employees and their correlation is observed. (Ashmos & Denton, 2000) organizational citizenship behavior and workplace spirituality according to the above, it is natural to assume the existence of workplace spirituality behavior and organizational citizenship behavior has a direct and positive relationship. In fact, employees who have a deep meaning in their work, feel, believe that humans are linked, sense of solidarity with others in the work environment, values and goals aligned with organizational values and believe they see the organization than they have issues like welfare consideration to all employees, is likely to exhibit organizational citizenship behavior behaviors in their workplace. Another has been found in previous studies on the one hand the causes of workplace spirituality job attitudes such as job satisfaction, organizational commitment, trust, participation, etc. On the other hand his job attitudes are the main causes of organizational citizenship behavior (Podsakoff et al., 2000) we can therefore conclude that the spirituality environment indirectly through job attitudes and organizational citizenship behavior of cassava leaves. The main hypothesis There is a significant relationship between workplace spirituality and citizenship behavior in agricultural management and subordinate units Saveh. Sub-hypotheses There is a significant relationship between workplace spirituality and altruism in agricultural management and subordinate units Saveh. There is a significant relationship between workplace spirituality and conscience in agricultural management and subordinate units Saveh. There is a significant relationship between workplace spirituality and courteous and considerate in agricultural management and subordinate units Saveh. There is a significant relationship Between Spirituality and the Workplace, magnanimity and forgiveness in agricultural management and subordinate units Saveh. There is a significant relationship between spirituality in the workplace and civic virtue agricultural management and subordinate units Saveh. Methodology This survey research is applied research. The descriptive research design (non-beta) is a correlation. In this study, changing workplace spirituality organizational citizenship behavior as the dependent variable and independent variables has been considered. To collect data for the analysis of two types of questionnaires were used: a questionnaire on organizational citizenship behavior of employees, supervisors have responded. The reason for this is that researchers know more valid assessment of the employee's supervisor about citizenship behavior (Podsakoff et al., 2000). This questionnaire uses two measures organizational citizenship behavior, Podsakoff et al (1990) and organ (1997), is designed. Five minutes later and the fairness of the inventory (3 items), civic morality (3 items), Altruism (3 items), Conscientiousness (3 items), and polite and considerate (2 items) is measured. Questionnaire of spirituality in the workplace as employees have responded. The workplace spirituality Millman s questionnaire Scale (2003) is designed. This questionnaire has 20 questions. In this study, Cronbach's alpha was used to determine the reliability of the test. For this purpose, an initial sample of 30 questionnaires to the workplace spirituality and organizational citizenship behavior was tested before and then using the data obtained from the questionnaire and SPSS software reliability with Cronbach's alpha coefficient was calculated the Cronbach alpha coefficient of workplace spirituality percent, percent, respectively organizational citizenship behavior. It shows the favorable reliability of research. The population of this study was managers and employees in agriculture management and subordinate units Saveh. Table 1. Subordinate units in the table below. No Subordinate units 1 Administration 2 Center Suburb 3 Promotion 4 Land Affairs 5 Technical and infrastructure 6 Animal Production 7 Plant Production 8 Center Ghargh Abad 9 Nobaran Center 154

4 For simple random sampling method was used in this study, so that the population included 350 patients, 150 questionnaires were distributed randomly among the staff. Analysis of data First hypothesis Methodology There is a significant relationship between workplace spirituality and altruism in agricultural management and subordinate units Saveh. The correlation coefficient is and this value is significant at the 95% confidence level. The first hypothesis is confirmed. Previous research also suggests that managers can improve organizational citizenship behavior to create or foster a positive working environment. The research was conducted by the MAC Kermik found that spirituality in the workplace affect employee behavior. And there is a relationship between them. The research Voras et al (2009) the relationship between workplace spirituality and altruism has been approved. Second hypothesis: there is a significant relationship between workplace spirituality and conscience in agricultural management and subordinate units Saveh. Pearson correlation coefficient is equal to 00,427, and this amount is significant at the 95% confidence level. The second hypothesis is confirmed. Third hypothesis: there is a significant relationship between workplace spirituality and noted in agricultural management and subordinate units Saveh. The correlation coefficient is and this value is significant at the 95% confidence level. The third hypothesis is confirmed. Fourth hypothesis There is a significant relationship between workplace spirituality and magnanimity - passed in agricultural management and subordinate units Saveh. The correlation coefficient is and this value is significant at the 95% confidence level. The fourth hypothesis is confirmed by the results of the research of Farhangi and et al (2007) is consistent. The order of magnanimity and forgiveness, to show tolerance and forgiveness in non-ideal conditions of no complaint is growl. Circumstances may arise that require greater tolerance for the employees in the organization. One of the aspects of workplace spirituality is a sense of contributing to society. When employees feel they are always looking for their sacrifice. The results of the investigation heir and et al (2009), Ahmadi and Khodami (2011) are consistent. Fifth hypothesis Between workplace spirituality and civil behavior in agricultural management and there is a Saveh subordinate units.the correlation coefficient is and this value is significant at the 95% confidence level. The fifth hypothesis is confirmed. The result of this hypothesis, the research of Voras et al (2009) is consistent. The main hypotheses: there is a significant relationship between the workplace spirituality and organizational agricultural management and subordinate units Saveh. The value of the correlation coefficient is and this value is significant at the 95% confidence level. The main hypothesis is confirmed. Question 20 was designed for spirituality in the workplace, which was confirmed by factor analysis. LISREL output below the estimated coefficients on the non-standard measure of spirituality in the workplace indicates that: The main question raised is whether the measurement model, right? To answer these questions and other appropriate criteria of fit statistic should be examined. Table 1 shows standardized coefficients, t-values for fit indexes Figure 1. measurement model of spirituality in the workplace result in LISREL (a non-standard estimate). 155

5 Table 1. The measurement model of spirituality in the workplace. no dimension Question t Standardized coefficient 1 Feel correlation Employees feel they are part of a family. 2 Feel correlation The people, the spirit of community in group are promoting. 3 Feel correlation I feel my organization members support each other. 4 Feel correlation I feel my organization members to take care of each other. 5 Feel correlation I'm feeling positive about the values prevailing in the organization. 6 Adjustment values I feel my organization members have a common goal. 7 Adjustment values People feel good about the future of the organization. 8 Adjustment values The organization respects my inner life. 9 Adjustment values Organization helps me with peace. 10 Adjustment values For a larger community leaders are trying to be helpful. 11 Helping the community Work with what you think is important to me in life, is relevant. 12 Helping the commnity I see the connection between my work and the larger community. 13 Helping the community When working I feel like I am useful to society. 14 Joy of Work I'm experiencing the pleasure and joy in my work. 15 Joy of Work Most days when I come to work feeling happy and joyful. 16 Opportunities for inner life My spiritual values, the work environment is valuable. 17 Opportunities for inner life There is spirituality in my workplace. 18 Sense of divine oversight God is watching over all things. 19 Sense of divine oversight God is always present to oversee the work and their actions. 20 Sense of divine oversight To avoid divine punishment and accountability of the Day of Resurrection, I will not commit acts against the miscreant = df = 47 RMSEA = GFI = 0.92 AGFI = 0.90 All t values are significant at the 99% confidence level. Looking at the output of LISREL, it can be seen that the measurement model of spirituality in the workplace appropriate model because the value of chi-square, the RMSEA, and the ratio of chi square to degrees of freedom that are low and the value of GFI and AGFA above 90 percent. All t values are significant. 156

6 Factor analysis of questions related to OCB OCB 14 questions are designed for the confirmatory factor analysis was performed. LISREL output below the estimated coefficients on the non-standard measure OCB shows: Figure 2. Output of the estimated coefficients of non-standard LISREL measurement model to show organizational citizenship behavior: 6 7 Figure 25: Results of the LISREL model to measure organizational citizenship behavior (non-standard estimation mode). The main question raised is whether the measurement model, right? To answer these questions and other appropriate criteria of fit statistic should be examined. Table 2 presents standardized coefficients, t-values for fit indexes. Table 2. Measurement Model of Organizational Citizenship Behavior. no dimension Question t Standardized coefficient 1 Altruism Always ready to help others Conscience Risk taking views Conscience Even in the event of non-compliance with the provisions of the presence of others Civil behavior Perform non-obligatory tasks to improve the image 5 Fairness Act responsibly in dealing with organizational problems 6 Altruism Taking the time looking for others Conscience Tasks before reaching the emergency phase and coercion 8 Conscience Respond to client requests as soon as possible 9 Altruism Voluntary assistance to junior staff Fairness Not waste time complaining to issues of importance 11 Fairness Realistic acting in conjunction with the organization's strengths and weaknesses 12 Civil behavior Adapt to changes in the Courteous and considerate Prevent conflict with others Courteous and considerate Observe propriety in dealing with others = df = 47 RMSEA = 0.91 GFI = 0.93 AGFI = 0.94 All t values are significant at the 99% confidence level6 Looking at the results of the LISREL output, it can be seen that the model is an appropriate model for measuring organizational citizenship behavior because the value of chi-square, RMSEA values ratio chi-square to its degrees of freedom is low and the value of GFI and its AGFA above 90 percent. All t values are significant. 157

7 Conclusion Proposals to improve workplace spirituality: In general, promote spirituality in the workplace can be examined at two levels: individual and organizational. At the organizational level, it is believed that spirituality should be applied throughout the organization and the organization as a whole, must be spiritual. Mitrof and Denton (1999) reported that the proposer had this idea that because of the preferences, interests, and attitudes of individuals, there are many differences and conflicts, spirituality rather than the individual level to the organizational level and with regard to the organization as a whole as well. Therefore, we suggest that managers at the individual level and the organizational level to improve their spiritual quest. According to our conceptualization of spirituality in the workplace (including the three dimensions of meaning in the work, a sense of solidarity with others, and alignment with organizational values), the following suggestions are offered: Measures such as job rotation, job enrichment and empowerment, and given the pleasure of the work is to improve perceptions of the meaning of work. Creating a friendly atmosphere and is based on cooperation rather than competition can also reduce employee stress and creating a sense of solidarity and unity of social capital in the organization and staff increased. Strengthening relationships within the organization so that they feel themselves members of a group and try to care for and support their colleagues and, ultimately resulting in increased integrity and groups in organizations and increase their sense of solidarity. Recommendations to improve organizational citizenship behavior: Due to the need to improve organizational citizenship behavior in order to improve the quality and effectiveness of services, organizations should try OCB factors other than work environment, spirituality; much research has demonstrated the effectiveness of them, identification and to establish them in their efforts. The most important factors influencing OCB include organizational justice, job satisfaction, organizational commitment, positive political climate, transformational leadership, perceived organizational support and trust. Organizations strive to create concepts covered in their work environment can be hoped that the organization would increase the likelihood of organizational citizenship behavior. Development of organizational citizenship behavior through work ethic The need to encourage such actions and behaviors of employees to increase their consciousness beyond the level of responsibility. This is because, according to the organization who are progressive citizenship behavior in the worst and even in case of illness and inability to work together to continue to represent the top of their consciousness. Development of organizational citizenship behavior from the young manhood (after the sacrifice) The organization can recognize and stress management courses, employee fortitude in the face of adverse and unfavorable circumstances, and without objection, dissatisfaction and complaining benefit increased. Development of organizational citizenship behavior through civic The organization should be encouraging and rewarding employees who conduct activities such as participation in extracurricular activities, additional when the presence not required, to support the development and changes proposed by the leaders of the organization and would like to read a book, magazines and increase public awareness and importance of posters and notices in their organizations, expand their civic virtue. Development of organizational citizenship behavior through respect and reverence. Organization of training courses can serve as the initial feasibility studies, feedback from these projects and how to deal with colleagues, supervisors and clients to manage their organizations. Development of organizational citizenship behavior through philanthropy It is recommended to monitor the behavior and the discovery of useful and profitable part of such intimacy, empathy and compassion among the partners and to provide assistance to the ethical charter and incorporate values such as difficulties of working in these Charter employees to increase their sense of altruism. Development of organizational citizenship behavior from the young manhood (after the sacrifice)6the organization can recognize and stress management courses, employee fortitude in the face of adverse and unfavorable circumstances, and without objection, dissatisfaction and complaining benefit increased. Development of organizational citizenship behavior through civic. The organization should be encouraging and rewarding employees who conduct activities such as participation in extracurricular activities in excess, even when the presence is not required; Development and change management support provided by the organization and would like to read a book, magazines and increase public awareness and importance of posters and notices in their organizations, expand their civic virtue. Development of organizational citizenship behavior through respect and reverence Organization of training courses can serve as the initial feasibility studies, feedback from these projects and how to deal with colleagues, supervisors and clients to manage their organizations. Development of organizational citizenship behavior through philanthropy. It is recommended to monitor the behavior and the discovery of useful and profitable part of such intimacy, empathy and compassion among the partners and to provide assistance to the ethical charter and incorporate values such as difficulties of working in these Charter employees to increase their sense of altruism. 158

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