Organizational citizenship behavior in UoS - University of ...

1ORGANIZATIONAL CITIZENSHIP BEHAVIOR INUNIVERSITY OF SARGODHA; SARGODHAUsman YousafUniversity of Sargodha, SargodhaRomasa ShoukatUniversity of Sargodha, SargodhaSadia HanifUniversity of Sargodha, SargodhaABSTRACTPurpose: The purpose of this research is to contribute to the knowledge that howPublic Service Motivation (PSM), Job Satisfaction (JS), Organizational Commitment(OC) influences Organizational Citizenship Behavior (OCB) in University ofSargodha.Methodology: Final analysis was performed on 59 valid respondents. Cronbach’sAlpha statistic was used in order to check the reliability of the scale. Regression andcorrelation was used in order to test the hypothesis.Findings: The results indicate the positive relatio nships between PSM, JS, OC(independent variables) and OCB (dependent variables). Further among all thevariables studied OC has the highest contribution toward the OCB. Therefore themanagement of UOS must take care on all the three variables.Practical Implications: Although this research specifically studies the OCB andemployee’s Job Satisfaction in University of Sargodha. However more importantlythis study proposes that organizations must focus on Public Service Motivation(PSM), Job Satisfaction (JS), and Organizational Commitment (OC) in order to buildOrganizational Citizenship Behavior (OCB)Originality/Value: To the best of researcher’s knowledge this research is first of itskind in the University of Sargodha which studies employees’ PSM, JS, OC andloyalty toward their jobs.Limitations: The results of this study are limited by the specificity of the geographiccontext by taking a sample of 59 employees from population of 1260 in University ofSargodha. This study can be expanded to different universities of Pakistan.

2Keywords: Employee satisfaction, Public Service Motivation, Job Satisfaction,Organizational Commitment, University of Sargodha.INTRODUCTIONIn today's highly competitive environment, organizations are all the timelooking for new ways to maximize employee's work efforts. That extends beyondformal role requirements. (Bateman and Organ (1983).For the success and survival ofthe organization OCB has positively leads toward innovative, flexible, productive andapproachable to compete in the competitive environment. Moreover, OCB isparticularly important in the service sectors and has been implemented in hospitals,restaurants, and in many other organizations. But has still an unfamiliar conceptamong educational field, specifically in university of Sargodha.University of Sargodha is a big educational industry, established in 2002 forproviding the quality education at affordable prices. The UOS stand 5 th amongeducational industry in Pakistan that contains 29 departments, almost 1260 employeesconsisting of 990 teachers and administrative staff of 270 and 11000 students.The main reason for choosing this organization is that there is no previousresearch on OCB in UOS where a large number of public employees work. We canguess that public employees will place a high value on pro-social job behavior such asorganizational citizenship behavior (OCB).Our research focuses on the relationship between public service motivationand OCB in public employees in UOS that whether these public employees areconcern and desire to serve the public interest or not and whether they prioritizesintrinsic rewards over extrinsic rewards (Crew son, 1997).LITERATURE REVIEWa) Dependent Variable:1. Organizational Citizenship Behavior:OCB focuses on two important aspects of the concept that behaviors arebeneficial to the organization and that they are beyond the prescribedrole of the individual. Role taking is the process of learning and acceptingthe process of others and fulfilling them whereas there are many

3prescribed role behaviors we can say there is room within a role forvariation. By defining OCB as extra role these behaviors expands theconcept of role because citizenship behaviors are discretionary thesebehaviors are often difficult to meas ure and problematic to include informal organizational appraisal systems.b) Independent Variables:1: Public service motivationPSM explains that other characteristics commonly attributed to a service ethicinclude a deeper to make a difference an ability to have an impact on public affairs, asense of responsibility and integrity and a reliance on intrinsic rewards as opposed tosalary or job security and public service ethic is thought to attract certain individual topublic sector service and fos ter work behavior that are consistent with doingsomething valuable and meaningful for society.2: Job satisfactionSatisfaction is determined by a discrepancy between what one wants in a joband what one has in a job. Further the definitions states how pe rson becomes satisfiedand dissatisfied when expectations are not met. When a person value a particularfacets of a job her satisfaction is more greatly impacted both positively (whenexpectations are met) and negatively (when expectations are not met) compared toone who does not value that facet. And we form attitudes towards our jobs by takinginto account our feelings our beliefs and our behaviors.3: Affective commitment:older workers tend to be more committed to an organization since they are likely toexperience greater satisfaction with their jobs hence the third objective of the study is toexplore the role of age as a moderator in the relationship between job satisfaction andorganizational commitment. And Modway refined that the concept of organizationcommitment can be characterized by at least three factors a).A strong belief in andacceptance of the organizations goals and values b).A willingness to exert considerableeffort on behalf of the organization and c). A strong desire to remain in the organizationMETHODOLOGYInstrument

4The scale of this study was adopted from Public Service Motivation and OCBin Korea by Sangmook Kim at, El; 2006. And the data of this study is also collectedfrom published data. The scale describes on 5 points lickert type scale (1=stronglydisagree, 5=strongly agree) for data collection. Total numbers of items used in thisstudy are 20 comprising of 4 items for public service motivation, 4 for jobsatisfaction, 3 for affective commitment, 7 for and OCB is measured in two differentdimensions altruism and gernalized compliance with 9 items.SampleSample is collected from faculty members of different department of UOS.Final analysis was performed on 59 valid respondents (57 teachers and 3administrative staff) from the total population of 1260 employees of UOS.AnalysisCronbach’s Alpha statistic was used in order to study the relationship betweenthe variables. Regression analysis is used in order to test the hypothesis. Cronbach’sAlpha statistic was used in order to check the reliability of the scale. For checkingmeans descriptive statistics was used.Table 1.1OrganizationalCitizenshipBehaviorPublic ServiceMotivationJob SatisfactionAffectiveCommitmentPearsonCorrelationANALYSIS1-CorrelationsOrganizationalCitizenship Public ServiceBehavior Motivation1 .444 **Sig. (2-tailed) .000N 59 59Pearson .444 ** 1CorrelationSig. (2-tailed) .000N 59 59Pearson .540 ** .440 **CorrelationSig. (2-tailed) .000 .000N 59 59Pearson .546 ** .369 **CorrelationSig. (2-tailed) .000 .004N 59 59

5**. Correlation is significant at the 0.01 level (2-tailed).Table 1.1 shows correlations among dependant and independent variables. Onthe basis of this the following hypothesis has been formulated:H1: There is significant, positive correlation between Public ServiceMotivation and Organizational Citizenship Behavior.Table 1.1 indicates that there is a positive correlation (R: 0.444) betweenPublic Service Motivation and Organizational Citizenship Behavior which is alsosignificant at 0.000 levels. Therefore we accept H1.H2: There is significant, positive correlation between Job Satisfaction andOrganizational Citizenship Behavior.Table 1.1 indicates that there is a positive correlation (R: 0.540) between JobSatisfaction and Organizational Citizenship Behavior which is also significant at0.000 level. Therefore we accept H2.H3: There is significant, positive correlation between OrganizationalCommitment and Organizational Citizenship Behavior.Table 1.1 indicates that there is a positive correlation (R: 0.546) betweenOrganizational Commitment and Organizational Citizenship behavior which is alsosignificant at 0.000 levels. Therefore we accept H3.Table 2.12-Cronbach’s Alpha Reliability:VariablesNumber of Alpha ReliabilityitemsOrganizational Citizenship Behavior 09 0.671Public Service Motivation 04 0.508Job Satisfaction 04 0.732Organizational Commitment 03 0.715Combined Scale 20 0.845No of items =20Alpha reliability=0.846Table 2.1 indicates the value of cronbach’s alpha for the combined scale aswell as for all the variables separately. It can be observed that the cronbach’s Alphareliabilities are good for the combined scale (0.845)as well as the individual variables(Nunnally,1978) except for public service motivation which shows relatively lessreliability (0.508) when measured independently.

6Table 2.2 Item-Total StatisticsVariables Cronbach'sAlpha ifItemDeletedPublic Service .838Motivation-1Public Service .840Motivation-2Public Service .847Motivation-3Public Service .842Motivation-4Job Satisfaction-1 .832Job Satisfaction-2 .837Job Satisfaction-3 .829Job Satisfaction-4 .834AffectiveCommitment-1.832Affective .831Commitment-2Affective .836Commitment-3Altruism-1 .844Altruism-2 .841Altruism-3 .844Altruism-4 .831Altruism-5 .840Altruism-6 .838Altruism-7 .838GeneralizedCompliance-1.843

7Table 2.2 indicates the alternative value of Cronbach’s Alpha Reliability in case ofdeletion of any of the items. However it can be observed that there is not any meaningfulimprovement expected in overall reliability of the scale even after elimination of any of theitems. Therefore the study will use the current scale with a Cronbach’s Alpha Reliability of0.845 for the further statistical analysis.3-RegressionH4: Affective Commitment, Public Service Motivation and Job Satisfaction significantlyexplain the variance in organizational citizenship behavior.Model SummaryTable 3.1Adjusted RStd. Error ofDurbin-FSigModel RR SquareSquarethe EstimateWatson1 .638 a .407 .375 .35616 1.993 12.579 .000 aa. Predictors: (Constant), Affective Commitment, Public ServiceMotivation, Job Satisfactionb. Dependent Variable: Organizational Citizenship BehaviorThe result in table 3.1 indicates that there is a positive correlation(R: .638) between theindependent variables (public service motivation, job satisfaction and affective commitment) andthe dependent variables i.e. OCB. The value of Durbin-Watson statistic (1.993) also falls withinthe acceptance range therefore indicating that there is no autocorrelation among the variablesbeing studied. Similarly the table shows that the F-STATISTIC value of 12.579 is significant at0.000 Level. Therefore we accept H1.Table shows the value for Adjusted R Square (.375) showsthat the independent variables (public service motivation, job satisfaction and affectivecommitment) explain 12% of variance in OCB.Table 3.2

8ModelUnstandardizedCoefficientsStandardizedCoefficientsB Std. Beta T Sig.Error(Constant) 2.122 0.284 7.466 0.0000Public Service 0.138 0.76 0.2141 0.829 0.073MotivationJob Satisfaction 0.140 0.072 0.262 1.946 0.057Affective 0.182 0.076 0.312 2.397 0.020aCommitmenta. Dependant Variable: Organizational Citizenship Behavior.Table 3.2 shows the Beta values for all independent variables public service motivation(.214) , job satisfaction (.262) and affective commitment (.312) are significant at 0.000 and 0.005levels. This shows that the variable affective commitment with highest standardized betacoefficients (ß=.312) which is also significant at 0.02 level influences must the variance inOCB.DESCRIPTIVE STATISTICSMean AnalysisTable 4.1NMeanPublic Service Motivation 59 3.5000Job Satisfaction 59 3.4534Affective Commitment 59 3.7401Organizational Citizenship Behavior 59 3.7721Valid N (list wise) 59Table 4.1 shows the mean of all the variables used. Most of the means shows that the employeeshave a positive perception about the questions asked as mostly means are higher than 3 and 3 isconsidered indifferent and after 3 there is agree and strongly agree options respectively. The

9variables Public Service Motivation, Job Satisfaction, Affective Commitment and OrganizationalCitizenship Behavior have the mean (3.5000), (3.4534),(3.7401) and (3.7721) respectively. Thisshows that the variable Organizational Citizenship Behavior has higher effect on OCB and thevariable Job Satisfaction has lower effect, so we need to focus and work on this area.FINDINGSThe findings of the analysis reveal that there is a positive and significant relationshipbetween OCB (dependent variable) and public service motivation, job satisfaction and affectivecommitment (independent variables). All of the hypotheses have been supported by statisticalanalysis. According to Sangmook Kim 2005, there is a positive relationship between OCB andemployee’s job satisfaction i.e. with the increase in OCB employee’s job satisfaction increases.So according to researcher’s knowledge in university of Sargodha most of the employee’s aresatisfied with OCB.CONCLUSIONSHowever, the study found that organizational commitment in services is the mostimportant dimension among other independent variables (public service motivation and jobsatisfaction) effecting OCB in UOS. The impact of this research would be very positive help allwho would be looking for any of the variable of the study or their impact on the employee’s jobsatisfaction regarding UOS.LIMITATIONS AND RECOMMENDATIONSThere is limited research had done on this topic and according to the researcher’s knowledge it’sfirst of its kind in Sargodha. We carried out research only in Sargodha city and the results of thisstudy are limited by the specificity of the geographic context by taking a sample of 59 employeesfrom population of 1260 in University of Sargodha so on larger scale reality may differ. Increasesample size will help in increasing generalizability of study more research should be done on thetopic in Pakistan to reveal the facts according to our research no doubt most of the employees aresatisfied but there is always a room for improvement so there is a need to enhance teacher’ssatisfaction. Like overall reliability on OCB. We suggest further study will be large size andcan be expanded to more universities in areas near to Sargodha to satisfy the teacher’s more.

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