A STUDY ON JOB SATISFACTION AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR IN AXIS BANK, CHITTOOR C.JYOTHSNA 1 Dr.COLONEL(RTD) MUKESH KUMAR.V 2 1 Research Scholar, Dept of Management Studies, Bharathiar University, Coimbatore 2 Research Supervisor, Dept of Management Studies, Bharathiar University, Coimbatore ABSTRACT Purpose: The purpose of this paper is to analyze the relationship between job satisfaction and organizational citizenship behavior (OCB). Design/methodology/approach: Survey questionnaires measuring OCB and job satisfaction were administered to 115 employees in Axis Bank, Chittoor. After carefully testing the psychometric properties of the scales, Chi 2 tool was used to test hypotheses. Findings: The relationship between job satisfaction and OCB was shown to be significant. Most importantly, the relationship between job satisfaction and organizational citizenship behavior was moderated by organizational commitment, such that the relationship was stronger when team commitment was high. Research limitations/implications: Due to limited sample size and few influencing factors generalization of results may be biased. Originality/value: It is believed that this research makes a significant contribution to understanding the relationship between job satisfaction and organizational citizenship behavior, a relationship that has long been known but not well defined. Keywords: Job satisfaction-organizational citizenship behavior- Motivation- Job performance Introduction The concept of Organizational citizenship behavior was first introduced in the mid 1980s by Denis Organ and concept has got the momentum in recent years. Organ (1988) stated that OCB is an important factor that can contribute to the survival of an organisation. Therefore, it is crucial to understand the variables that significantly and positively aid in creating this favourable behaviour within the organisation. For the last two decades, organizational citizenship behaviour (OCB) has been a major construct in the fields of psychology and management; thus, it has received a great deal of attention in the literature (Bateman & Organ, 1983; Niehoff & Moorman, 1993; Organ & Ryan, 1995; Podsakoff, MacKenzie, Paine, & Bachrach, 2000). On the other hand, Job Satisfaction is the result of various attitudes possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employees. Statement of problem After joining an organization, every employee faces initial problems which make them very unpleasant during initial days, it can be noticed that during those days employees generally do not exhibit organizational citizenship behavior, but after spending some time in the organization they get www.researchscripts.org 53 editor.researchscripts@gmail.com

acquainted with the environment and feel comfortable in the organization. It means long stay in organization increases positive activity and experienced employees generally exhibit organizational citizenship behavior. Moreover employees experiencing a high motivating potential at work reported more organizational citizenship behavior, higher job satisfaction, organizational commitment, helping co-workers etc., Hence, from the above statement the following are research questions: What is the level of satisfaction received by an employee for performance appraisal? What type of support and motivation given to the employee? How will be the individual behavior with co-workers in work environment? Objectives of the study To study the employee level of satisfaction with the performance appraisal received in the Axis Bank, Chittoor. To assess motivational levels of employees in Axis Bank, Chittoor. To study the impact of individual behavior on co-workers in the work environment Scope of the study The scope of the study was confined to Axis Bank, Chittoor district. The main intention is to find the Job Satisfaction of bank employees with Organizational Citizenship Behavior (OCB) and to measure the performance appraisal of bank employees. Literature Review Lee & Allen (2002) in their study found that there are considerable evidences that OCB and job satisfaction are positively related. Bateman and Organ (1983) conducted a longitudinal, crosslagged study in which they compared "supervisory ratings of OCB" and "employee self-reported levels of job satisfaction." They found a strong and positive relationship between overall OCB and contextual job satisfaction. The most consistent and strongest relationships were between OCB and satisfaction with supervision and promotions. Becker and Billings (1993) also tested the relationship between OCB and contextual job satisfaction. In their study, each employee received two OCB scores: one self reported rating and another score generated by the supervisor. As there were no significant differences between the two OCB ratings, the scores were combined to produce an overall OCB score that yielded a positive relationship between OCB and job satisfaction. Chen et al. (1998) tested the relationship between OCB and job satisfaction and failed to find a significant correlation between the two variables. They used a single-item scale to measure overall job satisfaction and adapted three dimensions of the OCB scale (altruism, conscientiousness and sportsmanship) to create an overall OCB score. Research Methodology Universe: Employee Sample Size: 135 Sampling Method: Convenient Sampling Sampling Unit: Employees of Private Banks Source of Data: Primary, Secondary Data Collection Tool: Questionnaire Sample Location: Axis Bank, Chittoor www.researchscripts.org 54 editor.researchscripts@gmail.com

Data Analysis and Interpretation Table 1: Demographic Profile of Respondents Demographics No.of Respondents Percentage(%) Gender Male 87 64.44 Female 48 35.55 Age 25-35 65 48.14 36-45 46 34.07 46-50 24 17.77 Educational Qualifications Intermediate 20 14.81 UG 61 45.18 PG 54 40 Salary 25000-30000 50 37.03 30000-40000 49 36.29 40000-50000 36 26.66 Table: 2 Reasons of employment in private banks Best bank 38 Salary package is good 50 Got job through references 16 Got job through transfer 11 Selection process is simple 20 Table: 3 Employee level of Satisfaction with performance appraisal Opinion No.of Respondents Percentage(%) Highly Satisfied 48 35.55 Moderately Satisfied 62 45.92 Dissatisfied 17 12.59 Highly Dissatisfied 8 5.92 Total 135 100 From the above table, 35.55 percent of respondents are highly satisfied, 45.92 percent of respondents are moderately satisfied, 12.59 percent of respondents are dissatisfied, 5.92 percent of respondents are highly dissatisfied with performance appraisal process in the bank. Chi 2 Test H0: There is no association between employee level of satisfaction with performance appraisal H1: There is association between employee level of satisfaction with performance appraisal www.researchscripts.org 55 editor.researchscripts@gmail.com

Observed Frequencies (Oi) Expected Frequency (Ei) ( Oi-Ei ) (Oi-Ei ) 2 ( Oi-Ei ) 2 /Ei 48 33.75 14.25 203.06 6.01 62 33.75 28.25 798.06 23.64 17 33.75-16.75 280.56 8.31 8 33.75-25.75 663.06 19.64 57.6 Degree of freedom = (n-1) = (4-1) = 3, The level of significance is 5% Ei = No.of respondents i.e., 135/4 = 33.75 The calculated value of Chi 2 = 57.6 The value of Chi 2 at 3 degrees of freedom at 5% level of significance is 0.47 Since the calculated value of Chi 2 is greater than the tabulated value i.e., 57.6 > 0.47 So, H 0 is rejected and H 1 is accepted. Inference: Employees agree that performance appraisal leads to job satisfaction Table 4: Motivational levels of employees in the bank Opinion No. of respondents Percentage (%) Strongly Agree 43 35.8 Agree 26 21.6 Neutral 17 14.4 Disagree 20 16.6 Strongly Disagree 14 11.6 Total 135 100 From the above table, 35.8 percent of respondents opinioned strongly disagree, 21.6 percent of respondents opinioned agree, 14.4 percent of respondents opinioned neutral, 16.6 percent of respondents opinioned disagree, 11.6 percent of respondents opinioned strongly disagree on motivational given by the rater in the bank. Table 5: Impact of individual behaviour on co-workers in work environment Opinion No. of respondents Percentage (%) Strongly Agree 41 30.37 Agree 63 46.66 Neutral 20 14.81 Disagree 11 8.14 Strongly Disagree 0 0 Total 135 100 From the above table, 30.37 percent of respondents opinioned strongly disagree, 46.66 percent of respondents opinioned agree, 14.81 percent of respondents opinioned neutral, 8.14 percent of respondents opinioned disagree and no respondent opinioned strongly disagree regarding the impact of individual behaviour on co-workers in work environment. www.researchscripts.org 56 editor.researchscripts@gmail.com

Weighted Average Method By giving ranks to the number of respondents, we get the table as: Opinion Scaling (X) Respondent (W) Strongly Agree 2 41 Agree 1 63 Neutral 3 20 Disagree 4 11 Strongly Disagree 5 0 Total 135 Weighted average = (1*63) + (2*41) + (3*20) + (4*11) + (5*0)/135 = 63+82+60+44+0/135 = 249/135 1 = 1.8 In the above table, Rank 2 corresponds to the response Agree. Inference: Employees agree that there is influence on individual behaviour on co-workers in the work environment. Recommendations Positive work environment can be made through providing challenging work to all employees. The managers is suggested to improve the motivational factors such as core values and rater efficiency. Management must encourage the employee to participate in decision making which brings good communication between rater and ratee and also to achieve organizational objectives. The bank has to increase opportunities for personal growth and development of the employees. Conclusion Since the employees are the most important internal customers and brand ambassadors for any entity, the job satisfaction among them plays a major role. The organizational climate depends upon job satisfaction, continuous motivation and OCB of employees. Effective communication motivates an individual to work in the challenging work environment. The impact of individual behaviour on the co-workers must be positively related to interpersonal development and supportive spirit. On the other hand there is a good sign of relationship among job satisfaction and OCB. References Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587 595. Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36, 527 556 www.researchscripts.org 57 editor.researchscripts@gmail.com

Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775 802 Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organization citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513 563. Chen, X., Hui, C., & Sego, D. J. (1998). The role of organizational citizenship behaviour in turnover: Conceptualization and preliminary test of key hypotheses. Journal of Applied Psychology, 83(6), 922 931. Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87(1), 131 142. Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587 595. Becker, T. E., & Billings, R. S. (1993). Profiles of commitment: An empirical test. Journal of Organizational Behavior, 14, 177 190. www.researchscripts.org 58 editor.researchscripts@gmail.com