Organisational Citizenship Behaviour (Ocb) Inside Bahraini Organizations

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Organizational Citizenship Behavior (OCB) Inside Bahraini Organizations Page 1

Master in Business administration theses

Organizational Citizenship Behavior (OCB)

Inside Bahraini Organizations

By

Ali Mearaj ID# 51080103

To

Dr. Isa K. Aljeeran

May, 2010


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Organizational Citizenship Behavior (OCB) Inside Bahraini Organizations Page I

Abstract

Each organization is seeking methods for increasing the performance of their employees

and encouraging positive behavior in the work environment. Organizational Citizenship

Behavior (OCB) is one of the most important types of behavior.

This is an attempt to explore the factors that affect the Organizational Citizenship

Behavior (OCB) inside the Bahraini organizations. It also attempts to discover some of

the factors that might affects OCB.


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Organizational Citizenship Behavior (OCB) Inside Bahraini Organizations Page II

Dedication

To my Mother, father and my Wife for all the support they gave me during my study,

and absolutory for little Jassim and little Yousif for the sacrifices they made.

Acknowledgment

To Dr. Isa K. Al Jeeran for all the effort and guidance he provided. And to all those who

provided help, guidance and advise during this research specially Anwar Al Khunaizi &

Anwar Sarhan.


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Table of Contents

Abstract ....................................................................................................................................... I

Dedication .................................................................................................................................. II

Acknowledgment ....................................................................................................................... II

Table of Contents ....................................................................................................................... 1

1 Introduction............................................................................................................................ 4

1.1 Background of the study ................................................................................................ 4

1.2 Statement of the Problem ............................................................................................... 5

1.3 Research Objective......................................................................................................... 6

1.4 The Significance of the Project ...................................................................................... 6

1.5 Definition of terms ......................................................................................................... 6

1.6 Methodology .................................................................................................................. 7

1.7 Limitation....................................................................................................................... 7

2

Literature Review................................................................................................................... 8

2.1 Introduction.................................................................................................................... 8

2.2 Evolution of OCB .......................................................................................................... 8

2.3 The Importance of OCB ................................................................................................. 9

2.4 Drawback of low OCB ................................................................................................. 10

2.1 The negative sides of Overloaded OCB ....................................................................... 10

2.1 Other Factors that effects OCB .................................................................................... 12

3 Research Methodology......................................................................................................... 13

3.1 Research Design........................................................................................................... 13

3.2 Study Population .......................................................................................................... 13


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3.3 Research Instruments ................................................................................................... 14

4 Data Analysis and Results.................................................................................................... 19

4.1 Descriptive statistics..................................................................................................... 19

4.1.1 Gender .................................................................................................................. 19

4.1.2 Age ....................................................................................................................... 20

4.1.3 Nationality............................................................................................................ 21

4.1.4 Sector ................................................................................................................... 22

4.1.5 Organization Size ................................................................................................. 23

4.1.6 Position................................................................................................................. 24

4.1.7 Educational level .................................................................................................. 25

4.1.8 Work Experience.................................................................................................. 26

4.1.9 Number of years with the current employer......................................................... 27

4.1.10 Job Satisfaction .................................................................................................... 28

4.1.11 Research Sample distributed based on their evaluation of the Organization's

services for the customers .................................................................................................... 29

4.1.12 Summary of responses ......................................................................................... 30

4.2 Initial Data Analysis..................................................................................................... 31

4.1 One Way ANOVA tests ............................................................................................... 32

4.1.1 The impact of Interpersonal Citizenship on Interpersonal Citizenship. ............... 32

4.1.2 The impact of the position on Organizational Citizenship................................... 34

4.1.3 The impact of Work Experience on Organizational Citizenship. ........................ 36

4.1.4 The impact of Job Satisfaction on Organizational Citizenship. ........................... 38

4.1.5 The impact of the employee evaluation of the organization services for the

customers on organizational Citizenship.............................................................................. 40

4.1.6 The impact of Employees nationality on Job\Task Citizenship.......................... 41


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4.1.7 The impact of the employee position on the Job\Task Citizenship...................... 42

4.1.8 The impact of Job Satisfaction on the overall citizenship.................................... 44

5 Discussion ............................................................................................................................ 46

5.1 Job satisfaction ......................................................................................................... 46

5.2 Position ..................................................................................................................... 47

5.3 Work experience....................................................................................................... 48

5.4 Employee evaluate the organization`s services to customers ................................... 49

5.5 Nationality ................................................................................................................ 49

5.6 Factors that does not affect OCB ................................................................................. 50

6 Summary and Conclusion .................................................................................................... 51

6.1 Recommendations........................................................................................................ 52

7 Appendixes........................................................................................................................... 53

7.1 Appendix 1: Sample distribution based on organization ............................................. 53

7.2 Appendix 2: Means of responses for each question in the questioner ......................... 56

8 Table of contents .................................................................................................................. 60

8.1 List of Tables ............................................................................................................... 60

8.2 Table of Figures ........................................................................................................... 61

9 References ............................................................................................................................ 62


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1 Introduction

1.1 Background of the studyUtilizing current resources is one of the factors for the success in any organization, and

in order to achieve the highest utilization; managers should understand the different

types of Individual Behavior inside the organization.

As defined by McShane & Von Glinow 20081, the most often discussed behavior types

are:

Task Performance. Exhibiting Organizational Citizenship. Counterproductive Work Behavior. Joining & Staying in the Organization. Maintaining Work Attendance.

Figure 1 Types of Work-Related Behavior1


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While the other positive behaviors are related directly to the employees productivity

within his role; Organizational Citizenship Behavior (OCB) focuses on extra activities

performed by the employee beyond his formal duties (Barnard, C.I. 19382 , Katz, D., &

Kahn, R.L. 19663, Organ, D.W. 19884).

OCB is important for effective functioning of an organization because its ultimate goal

is to make all the employees work toward achieving the organization goals rather than

accomplishing their duties. As a result this would get the job done in a fast and smooth

way without the limitation and delay caused by having the management involved to

solve each and every problem.

And while the global research on OCB is conducted in other cultures, those result cannotbe applied directly on local organizations. New researches are required in order to

understand OCB locally and analyze the differences, and to formulate a clear idea about

the challenges faced when applying OCB practices locally.

1.2 Statement of the ProblemAll organizations needs to improve their efficiency, Organizational Citizenship

Behavior (OCB) is critical for these organizations in order to turn the wholeorganization into an active & self-healing environment where the employees would take

the initiative to solve any difficulty that faces them with no management intervention or

overhead.

In order to embrace OCB, these organizations need to know the exact factors that affect

OCB. And while the factors that affect OCB are known, it is not clear if these

relationships would be valid in Bahrain where we have our own unique culture; this is

why these organizations needs to discover those factors specifically in the Bahraini

environment.

This research is an attempt to tap OCB inside the Bahraini Organizations in term of:

1. Gender.


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2. Age.3. Nationality.4. Sector.5. Organization Size.6. Position.7. Educational level.8. Work Experience.9. Number of years with the current employer.10.Job Satisfaction.11.Evaluation of the Organization's services for the customers.

1.3 Research Objective1. Highlight the factors that affect OCB in local Organizations.2. Provide insight for future researches about the areas that need more research and

clarifications.

3. Providing a statistical reference that can be used to measure and compare OCB inBahrain.

1.4 The Significance of the ProjectThis project can be used as an exploratory research. Future researchers can use its result

to dig further in:

The relationship between OCB and the multiple groups inside the organizationsin Bahrain.

Mapping the uniqueness of Bahraini culture to the differences in OCBmotivation methods.

1.5 Definition of terms OCB: Organizational Citizenship behavior. CSB: Civil Service Bureau.


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1.6 MethodologyThis report is divided into five chapters:

Chapter 1 The Introduction: covers a brief about Organizational CitizenshipBehavior. It also includes the statement of the problem, research objective

limitation and definition of terms.

Chapter 2 Literature Review: explore briefly some of the current knowledgerelated to OCB.

Chapter 3 Research methodology. Chapter 4 Data Collection and Analysis. Chapter 5 Discussion: discussion and interpretation of the research findings. Chapter 6 Conclusion: The closing chapter of the report that contain the

Summary, Conclusion and the Recommendation.

1.7 LimitationThis research is limited in the following areas:

The research is relying on an Internet survey, but many groups of employees donot have internet access or are not willing to use. Those groups are mainly low

educated and old Bahraini employees besides,Non Bahrainis field workers.

The number of employees in Bahrain is huge; any sample collected would onlyrepresent a tiny fraction of the population.


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2 Literature Review2.1 Introduction

Organizational Citizenship Behavior (OCB): many researchers has referred to OCB asthe voluntarily behavior (beyond job duties) performed by the individual to help the

organization to achieve its goals. OCB includes Task performance, social support for

other colleges, transferring knowledge, defending the organization, proposing solution

and suggestions to enhance the organization performanceetc.

This is what many researchers concluded, such as:

Allen, T.D., Facteau, J.D. & Facteau, C.F., 20045. Bolino, M.C. & Turnley, W.H. 20056. Bolino, M.C., Turnley, W.H. & Niehoff, B.P. 20047. Coleman, V.I. & Borman, W.C. 20008. LePine, J.A., Hanson, M.A., Borman, W.C. & Motowildo, S.J., 20009. Paine, J.B. & Organ, D.W. 200010. Podsakoff, P.M., MacKenzie, S.B., Paine, J.B. & Bachrach, D.G. 200011. Vey, M.A. & Campbell, J.P., 200412.

2.2 Evolution of OCBOrgan (1990)13 Classified OCB into five categories:

1. General Compliance: performing an in-role behavior (i.e. task) well beyond theminimum required levels.

2. Altruism: helping others.3. Civic Virtue: participating in the political life of the organization.4. Sportsmanship: showing positive attitudes.5. Courtesy: treating others with respect.

While Williams and Anderson (1991)14

reclassified OCB into two dimensions:

1. OCB-I: behaviors focused toward the individual.2. OCB-O: behaviors targeted at the organization or the unit.


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But based on the work of Coleman and Borman (2000)15 and Borman et al. (2001)16 a

three-factor model has been developed:

1. Interpersonal citizenship performance (mapped to Altruism & Courtesy in OrganModel): Helping others by offering suggestions, teaching them, directly

performing some of their tasks and providing emotional support for their

personal problems, cooperating with others by accepting suggestions, informing

them of events they should know about, putting team objectives ahead of

personal interests. Showing consideration, courtesy and tact in relation to others

as well as motivating and showing confidence in them.

2. Organizational citizenship performance (mapped to Sportsmanship, Civic virtue& General compliance in Organ Model): Favorably representing the organizationby defending and promoting it as well as expressing satisfaction and showing

loyalty by staying with the organization despite temporary difficulties.

Supporting the organization's mission and objectives, complying with

organizational rules and procedures and suggesting improvements.

3. Job/task citizenship performance (mapped to in Organ Model) persisting withextra effort despite difficult conditions. Taking the initiative to do all that is

necessary to accomplish objectives even if they are not normally a part of ones

duties and finding additional productive work to perform when ones duties are

completed. Developing knowledge and skills by taking advantage of

opportunities within the organization and outside the organization through the

use of ones own time and resources.

2.3 The Importance of OCBIt is very important for employees to be motivated not only to increase in-role

performance but also to engage in citizenship behaviors that are important to the well-

being of the organization (Organ, D.W 1988)17.


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Moreover, job satisfaction has a significant relationship with citizenship behaviors.

Because satisfied workers would engage in citizenship behaviors as shown by many

researchers including:

Bettercourt et al., (2001)18 Bettercourt, L. A., Gwinner, K. P., & Meuter, M. L. (2001)19. Ladebo, O. (2004)20 LePine, J. A., Erez, A., & Johnson, D. E. (2002)21 Munene, J. C. (1995)22 Vigoda-Gadot, E., & Angert, L. (2007)23.

In addition, Podsakoff and MacKenzie (1997)24

found that managers, even if they do not

intend to do so, when they evaluate the performance of their employees, they involve

citizenship behaviors factor into their assessments.

Podsakoff and MacKenzie also concluded that if the performance appraisal system is

careful to emphasize civic virtue, managers may receive valuable feedback and

suggestions for improvement.

2.4 Drawback of low OCBResearches have also shown that low OCB does not only affect the voluntary activities,

but also effects the organizational duties of the employee. Ladebo (2005)25

stated that

employees with low OCB are more likely to refuse performing their task and that they

would tend to leave the organization. This was also supported by LePine et al. (2002)26

who proved the link between Low OCB and the lack of organizational commitment.

2.1 The negative sides of Overloaded OCBAlthough OCB is important, but it has to be within limits, or it would have a negative

impact. In this regard, Bolino and Turnley (2003)27

have noted that citizenship behaviors

are generally not a substitute for usual job performance. Furthermore, employees may

find citizenship behaviors more enjoyable or fulfilling than their normal job activities,


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which may prompt them to focus more on citizenship behaviors than their regular job

duties.

While Becton J. B., Giles W. F. & Schraeder .M (2007)28 stated that Practitioners must

take steps to ensure that the weighting of the performance dimensions does not

encourage more personal gratifying OCBs at the expense of other important job

behaviors, namely, those associated with task performance.

They also stated that organizations must carefully consider the weight given to all

dimensions in the performance appraisal and rewards system, especially OCB

dimensions. Moreover, employees must clearly understand the relative importance of

OCBs in the performance appraisal and reward systems. Practitioners who include OCB

in performance appraisal and reward systems must be certain to clearly communicate therelative weight or importance of OCBs and traditional dimensions of job performance to

both raters and employees.

Figure 2 Potential consequences of formally evaluating and rewarding OCBs by Becton J.

B., Giles W. F. & Schraeder .M (2007)29


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3 Research Methodology

3.1

Research DesignThe Research would apply the analytical approach to discover the relationships between

the different factors that might affect OCB. For this purpose, the three-factor model of

Coleman and Borman (2000)34

has been adopted.

According to that model, OCB falls into three categories:

1. Interpersonal citizenship.2. Organizational citizenship.3. Job/task citizenship.

3.2 Study PopulationThe research targets all employees in Bahrain. However, the data collection method

(internet survey) has excluded some groups which are not using the internet.


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3.3 Research InstrumentsTo evaluate the above dependents, we are going to compare the effect of the following

factors:

1. Gender (Male, Female)2. Age: groups of 5 year that covers the legal working age.3. Nationality (Bahraini, None Bahraini)4. Sector (Public sector, Private Sector)5. Organization Size:

a. Micro size (less than 10 employees).b. Small size (between 10 to 49 employees).c. Middle size (between 50 to 249 employees).d. Large size (between 250 to 499 employees).e. Huge (more than 500 employees).

6. Position:a. Field or factory worker.b. Junior office employee.c.

Middle Management.

d. Upper Management.7. Educational level:

a. Did not finish school.b. Secondary school.c. Diploma.d. BSC.e. Master.f. PHD.

8. Work Experience (number of years).9. Number of years with the current employer (number of years).10.Job Satisfaction:


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a. Extremely satisfied.b. Satisfied.c. Neutral.d. Not satisfied.e. Extremely not satisfied.

11.Evaluation of the Organization's services for the customers:a. Excellent.b. Good.c. Fair.d. Bad.e.

Horrible.

Questions of a scale of 5 are designed (Always, Sometimes, Usually, Often, Never), and

questions are grouped into the three categories, each category measure one factor of

OCB as follow:

1. Interpersonal citizenship.

Figure 3 Web form used to measure Interpersonal citizenship


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2. Organizational citizenship.

Figure 4 Web form used to measure Organizational citizenship (Part 1)


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Figure 5 Web form used to measure Organizational citizenship (Part 2)


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3. Job/task citizenship.

Figure 6 Web form used to measure Job/task citizenship


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4 Data Analysis and Results

4.1

Descriptive statisticsThe sample distribution is shown on the tables bellow:

4.1.1 Gender

Gender Frequency Percent

Male 207 73.1%

Female 76 26.9%

Total 283 100%Table 1 Research Sample by Gender

Figure 7 Research Sample by Gender


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4.1.2 AgeAge 1820 21-25 26-30 31-35 36-40 41-45 46-50 51-54 56-60 Total

Frequency 4 47 94 62 35 22 12 5 2 283

Percent 1.40% 16.60% 33.20% 21.90% 12.40% 7.80% 4.20% 1.80% 0.70% 100%

Table 2 Research Sample by Age

Figure 8 Research Sample by Age


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4.1.3 Nationality

Nationality Frequency Percent

Bahraini 272 96.1%

Non Bahraini 11 3.9%

Total 283 100%

Table 3 Research Sample by Nationality

Figure 9 Research Sample by Nationality


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4.1.4 Sector

Sector Frequency Percent

Privet sector 130 45.9%

Public Sector (Ministry or Government

agency)

153 54.1%

Total 283 100%

Table 4 Research Sample by Sector

Figure 10 Research Sample by Sector


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4.1.5 Organization Size

Organization Size Frequency Percent

Micro size (less than 10 employees) 9 3.2%

Small size (between 10 to 49 employees) 46 16.3%

Middle size (between 50 to 249 employees) 65 23%

Large size (between 250 to 499 employees) 37 13.1%

Huge (more than 500 employees) 126 44.5%

Total 283 100%

Table 5 Research Sample by Organization Size

Figure 11 Research Sample by Organization Size


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4.1.6 Position

Position Frequency Percent

Field or factory worker 14 4.9%

Junior office employee 143 50.5%

Middle Management 113 39.9%

Upper Management 13 4.6%

Total 283 100%

Table 6 Research Sample by Position

Figure 12 Research Sample by Position


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4.1.7 Educational level

Educational level Frequency Percent

Did Not Complete School 2 0.7%

Secondary school 16 5.7%

Diploma 52 18.4%

BSC 159 56.2%

Master 50 17.7%

PHD 4 1.4%

Total 283 100%

Table 7 Research Sample by Educational level

Figure 13 Research Sample by Educational level


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4.1.8 Work Experience

Work Experience Frequency Percent

1-5 114 40.3%

6-10 85 30%

11-15 37 13.1%

16-20 20 7.1%

21+ 27 9.5%

Total 283 100%

Table 8 Research Sample by Work Experience

Figure 14 Research Sample by Work Experience


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4.1.9 Number of years with the current employer

Number of years with the

current employerFrequency Percent

1-5 177 62.5%

6-10 59 20.8%

11-15 20 7.1%

16-20 14 4.9%

21+ 13 4.6%

Total 283 100%

Table 9 Research Sample by Number of years with the current employer

Figure 15 Research Sample by Number of years with the current employer


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4.1.10 Job Satisfaction

Job Satisfaction Frequency Percent

Extremely Not satisfied 16 5.7%

Not satisfied 40 14.1%

Neutral 84 29.7%

Satisfied 120 42.4%

Extremely satisfied 23 8.1%

Total 283 100%

Table 10 Research Sample by Job Satisfaction

Figure 16 Research Sample by Job Satisfaction


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4.1.11 Research Sample distributed based on their evaluation of the Organization'sservices for the customers

Evaluation of the

Organization's services for the

customers

Frequency Percent

Bad 18 6.4%

Fair 52 18.4%

Good 145 51.2%

Excellent 68 24%

Total 283 100%Table 11 Research Sample distributed based on

their evaluation of the Organization's services for the customers

Figure 17 Research Sample distributed based on their evaluation of the Organization's services for the customers


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4.1.12 Summary of responses The sample size is 283 responses. The Survey collected 283 responses distributed over at least 66 distinct

organizations (See Appendix 1 for full list).

The sample did not cover many groups, namely:o Nationality where only 11 Non Bahrainis responded.o In the level of education only 2 respondents did not complete school, and

only 4 hold a PHD degree.

o The online collection method seems to be limited also when it comes toreaching field workers who are either non Bahrainis or Low educated

Bahrainis, which is a combination of the above two groups. Overall, the respondents average score is above Neutral (3) in all questions

except:

o Providing negative response (willing to leave) when asked about thecompany.

o Performing extra duty.See Appendix 2 for more details.


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4.2 Initial Data AnalysisTo analyze the collected data, we applied ANOVA test with the minimum significant

level of 5%.

Analysis Of Variance (ANOVA) is a collection of statistical models that provides a

statistical test of whether or not the means of several groups are all equal.

The table below shows the summary of results for all the factors (the three factors and

the overall result):

Interpersonal

Citizenship

Organizational

Citizenship

Job/Task

Citizenship

Overall

Gender 20.7% 88.7% 90.8% 52.4%

Age 9.5% 18.2% 15.4% 6.9%

Nationality 91.3% 16.0% 1.8% 9.0%

Sector 91.7% 24.7% 5.4% 16.3%

Organization Size 37.2% 29.4% 31.7% 17.4%

Position 46.5% 0.6% 3.7% 5.5%

Educational level 74.1% 71.0% 32.7% 45.3%

Work Experience 55.5% 3.1% 30.9% 8.3%

Number of years with

the current employer62.4% 83.6% 75.9% 82.8%

Job Satisfaction 5.0% 0.0% 93.9% 0.9%

Evaluation of the

Organization's

services for the

customers

32.1% 0.0% 65.9% 21.9%

Table 12 ANOVA test results


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4.1 One Way ANOVA testsFactors who passed the required significant level has been tested using One Way

ANOVA test to analyze the relationship between each Dependent and the groups on

each factor, the results are as shown on the tables bellow:

4.1.1 The impact of Job satisfaction on Interpersonal Citizenship.

(I) Job Satisfaction (J) Job SatisfactionMean Difference

(I-J)

Std.

ErrorSig.

Extremely Not

satisfied Not satisfied -4.08750* 176.50% 2.10%

Neutral -1.65 162.76% 31.30%

Satisfied -1.27 158.80% 42.40%

Extremely satisfied -3.24 194.24% 9.70%

Not satisfiedExtremely Not

satisfied4.08750* 176.50% 2.10%

Neutral 2.44167* 114.63% 3.40%

Satisfied 2.81667* 108.94% 1.00%

Extremely satisfied 0.85 156.14% 58.60%

NeutralExtremely Not

satisfied1.65 162.76% 31.30%

Not satisfied -2.44167* 114.63% 3.40%

Satisfied 0.38 84.88% 65.90%


SatisfiedExtremely Not

satisfied1.27 158.80% 42.40%

Not satisfied -2.81667* 108.94% 1.00%


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(I-J)

Std.

ErrorSig.

Neutral -0.38 84.88% 65.90%


Extremely satisfiedExtremely Not

satisfied3.24 194.24% 9.70%

Not satisfied -0.85 156.14% 58.60%

Neutral 1.59 140.42% 25.80%

Satisfied 1.97 135.82% 14.90%

Table 13 Significance of Job Satisfaction relationship with Interpersonal Citizenship

(I) Job Satisfaction (J) Job Satisfaction95% Confidence Interval

Lower BoundUpper Bound

Extremely Not satisfied Not satisfied -756.19% -61.31%

Neutral -484.98% 155.81%

Satisfied -439.69% 185.52%

Extremely satisfied -706.02% 58.73%

Not satisfied Extremely Not satisfied 61.31% 756.19%

Neutral 18.52% 469.81%

Satisfied 67.22% 496.11%


Neutral Extremely Not satisfied -155.81% 484.98%

Not satisfied -469.81% -18.52%

Satisfied -129.60% 204.60%


Satisfied Extremely Not satisfied -185.52% 439.69%


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Not satisfied -496.11% -67.22%

Neutral -204.60% 129.60%


Extremely satisfied Extremely Not satisfied -58.73% 706.02%

Not satisfied -392.48% 222.26%

Neutral -117.36% 435.48%

Satisfied -70.80% 463.92%

Table 14 Confidence Interval of Job Satisfaction relationship with Interpersonal Citizenship

4.1.2 The impact of the position on Organizational Citizenship.

(I) Position (J) PositionMean Difference

(I-J)Std. Error Sig.

Field or factory

worker

Junior office employee 0.04 192.52% 98.30%

Middle Management -1.28 194.79% 51.00%

Upper Management -6.76374* 264.80% 1.10%

Junior office

employeeField or factory worker -0.04 192.52% 98.30%



Middle

ManagementField or factory worker 1.28 194.79% 51.00%




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(I) Position (J) PositionMean Difference


Upper Management Field or factory worker 6.76374* 264.80% 1.10%

Junior office employee 6.80420* 199.16% 0.10%

Middle Management 5.47992* 201.35% 0.70%

Table 15 Significance of Position relationship with Organizational Citizenship

(I) Position (J) Position95% Confidence Interval


Field or factory worker Junior office employee -374.94% 383.03%Middle Management -511.83% 255.06%

Upper Management -1197.63% -155.12%

Junior office employee Field or factory worker -383.03% 374.94%

Middle Management -302.77% 37.91%


Middle Management Field or factory worker -255.06% 511.83%

Junior office employee -37.91% 302.77%


Upper Management Field or factory worker 155.12% 1197.63%

Junior office employee 288.38% 1072.46%

Middle Management 151.64% 944.34%

Table 16 Confidence Interval of Position relationship with Organizational Citizenship


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4.1.3 The impact of Work Experience on Organizational Citizenship.

(I) Work

Experience(J) Work Experience

Mean

Difference (I-J)Std. Error Sig.

1-5 6-10 0.06 99.01% 95.00%

11-15 -0.99 130.72% 44.80%

16-20 2.49 167.49% 13.80%

21+ -3.74659* 147.87% 1.20%

6-10 1-5 -0.06 99.01% 95.00%

11-15 -1.06 136.08% 43.80%

16-20 2.43 171.71% 15.90%

21+ -3.80871* 152.63% 1.30%

11-15 1-5 0.99 130.72% 44.80%

6-10 1.06 136.08% 43.80%

16-20 3.48 191.75% 7.00%

21+ -2.75 174.87% 11.70%

16-20 1-5 -2.49 167.49% 13.80%

6-10 -2.43 171.71% 15.90%

11-15 -3.48 191.75% 7.00%

21+ -6.23519* 203.83% 0.20%

21+ 1-5 3.74659* 147.87% 1.20%

6-10 3.80871* 152.63% 1.30%

11-15 2.75 174.87% 11.70%

16-20 6.23519* 203.83% 0.20%

Table 17 Significance of Work Experience relationship with Organizational Citizenship


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(I) Work

Experience

(J) Work

Experience

95% Confidence Interval

Lower Bound Upper Bound

1-5 6-10 -188.69% 201.12%

11-15 -356.72% 157.95%

16-20 -80.86% 578.58%

21+ -665.75% -83.56%

6-10 1-5 -201.12% 188.69%

11-15 -373.47% 162.28%

16-20 -95.36% 580.66%21+ -681.32% -80.42%

11-15 1-5 -157.95% 356.72%

6-10 -162.28% 373.47%

16-20 -29.22% 725.71%

21+ -619.52% 68.97%

16-20 1-5 -578.58% 80.86%

6-10 -580.66% 95.36%

11-15 -725.71% 29.22%

21+ -1024.76% -222.27%

21+ 1-5 83.56% 665.75%

6-10 80.42% 681.32%

11-15 -68.97% 619.52%

16-20 222.27% 1024.76%

Table 18 Confidence Interval of Work Experience relationship with Organizational Citizenship


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4.1.4 The impact of Job Satisfaction on Organizational Citizenship.



Extremely Not

satisfiedNot satisfied -4.37500* 194.95% 2.60%

Neutral -4.24405* 179.77% 1.90%

Satisfied -7.26667* 175.40% 0.00%

Extremely satisfied -11.03804* 214.55% 0.00%

Not satisfied

Extremely Not

satisfied 4.37500* 194.95% 2.60%

Neutral 0.13 126.61% 91.80%

Satisfied -2.89167* 120.32% 1.70%



satisfied4.24405* 179.77% 1.90%

Not satisfied -0.13 126.61% 91.80%

Satisfied -3.02262* 93.76% 0.10%



satisfied7.26667* 175.40% 0.00%

Not satisfied 2.89167* 120.32% 1.70%

Neutral 3.02262* 93.76% 0.10%



satisfied11.03804* 214.55% 0.00%

Not satisfied 6.66304* 172.46% 0.00%


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Neutral 6.79400* 155.10% 0.00%

Satisfied 3.77138* 150.01% 1.30%

Table 19 Significance of Job Satisfaction relationship with Organizational Citizenship




Neutral -778.28% -70.53%

Satisfied -1071.95% -381.38%

Extremely satisfied -1526.15% -681.46%

Not satisfiedExtremely Not

satisfied53.74% 821.26%

Neutral -236.13% 262.32%

Satisfied -526.03% -52.31%Extremely satisfied -1005.80% -326.81%


satisfied70.53% 778.28%


Satisfied -486.82% -117.70%



satisfied381.38% 1071.95%

Not satisfied 52.31% 526.03%

Neutral 117.70% 486.82%


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satisfied681.46% 1526.15%

Not satisfied 326.81% 1005.80%

Neutral 374.09% 984.71%

Satisfied 81.83% 672.44%

Table 20 Confidence Interval of Job Satisfaction relationship with Organizational Citizenship

4.1.5 The impact of the employee evaluation of the organization services for thecustomers on organizational Citizenship.

(I) Evaluation

of the

Organization's

services for the

customers

(J) Evaluation

of the

Organization's

services for the

customers

Mean

Difference

(I-J)

Std.

Error

Sig.

95% Confidence

Interval

Lower

Bound

Upper

Bound

Bad Fair -3.08 184.19% 9.50% -670.70% 54.46%

Good -5.29923* 168.32% 0.20% -861.26% -198.59%

Excellent -7.65359* 178.53% 0.00% -1116.80% -413.92%

Fair Bad 3.08 184.19% 9.50% -54.46% 670.70%

Good -2.21804* 108.87% 4.30% -436.11% -7.50%

Excellent -4.57240* 124.08% 0.00% -701.48% -213.00%

Good Bad 5.29923* 168.32% 0.20% 198.59% 861.26%

Fair 2.21804* 108.87% 4.30% 7.50% 436.11%


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(I) Evaluation

of the

Organization's

services for the

customers

(J) Evaluation

of the

Organization's

services for the

customers

Mean

Difference

(I-J)

Std.

ErrorSig.

95% Confidence

Interval

LowerBound

UpperBound

Excellent -2.35436* 98.99% 1.80% -430.30% -40.57%

Excellent Bad 7.65359* 178.53% 0.00% 413.92% 1116.80%

Fair 4.57240* 124.08% 0.00% 213.00% 701.48%

Good 2.35436* 98.99% 1.80% 40.57% 430.30%

Table 21 Significance of Evaluation of the Organization's services for the customers, relationship with

Organizational Citizenship

4.1.6 The impact ofEmployees nationality on Job\Task Citizenship.

Table 22 Significance of Nationality with Job/Task Citizenship

Nationality Mean N Std. Deviation

Bahraini 34.8787 272 6.00092

Non Bahraini 39.2727 11 6.10067

Total 35.0495 283 6.05393


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4.1.7 The impact of the employee position on the Job\Task Citizenship.

(I) Position (J) PositionMean

Difference (I-J)Std. Error Sig.

Field or factory

workerJunior office employee 1.09 167.87% 51.50%

Middle Management 1.08 169.85% 52.60%

Upper Management -3.84 230.89% 9.80%

Junior officeemployee

Field or factory worker -1.09 167.87% 51.50%



Middle Management Field or factory worker -1.08 169.85% 52.60%



Upper Management Field or factory worker 3.84 230.89% 9.80%

Junior office employee 4.93007* 173.65% 0.50%

Middle Management 4.91355* 175.56% 0.50%

Table 23 Significance of position relationship with Job\Task Citizenship


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(I) Position (J) Position95% Confidence Interval


Field or factory worker Junior office employee -220.96% 439.95%


Upper Management -838.02% 70.99%

Junior office employee Field or factory worker -439.95% 220.96%



Middle Management Field or factory worker -442.18% 226.51%Junior office employee -146.88% 150.18%


Upper Management Field or factory worker -70.99% 838.02%

Junior office employee 151.17% 834.84%

Middle Management 145.76% 836.95%

Table 24 Confidence Interval of position relationship with Job\Task Citizenship


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4.1.8 The impact of Job Satisfaction on the overall citizenship.(I) Job Satisfaction (J) Job Satisfaction

Mean Difference

(I-J)

Std.

ErrorSig.

Extremely Not

satisfiedNot satisfied -9.12500* 424.39% 3.20%

Neutral -6.49 391.34% 9.80%

Satisfied -9.31667* 381.84% 1.50%


Not satisfied Extremely Not satisfied 9.12500* 424.39% 3.20%

Neutral 2.63 275.61% 34.10%

Satisfied -0.19 261.94% 94.20%


Neutral Extremely Not satisfied 6.49 391.34% 9.80%

Not satisfied -2.63 275.61% 34.10%

Satisfied -2.82 204.10% 16.80%


Satisfied Extremely Not satisfied 9.31667* 381.84% 1.50%

Not satisfied 0.19 261.94% 94.20%

Neutral 2.82 204.10% 16.80%


Extremely satisfied Extremely Not satisfied 15.91848* 467.05% 0.10%

Not satisfied 6.79 375.43% 7.10%

Neutral 9.42443* 337.63% 0.60%

Satisfied 6.60181* 326.57% 4.40%

Table 25 Significance of Job Satisfaction with Overall Citizenship


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Neutral -1419.78% 120.97%

Satisfied -1683.32% -180.01%


Not satisfied Extremely Not satisfied 77.08% 1747.92%

Neutral -279.46% 805.65%

Satisfied -534.80% 496.47%


Neutral Extremely Not satisfied -120.97% 1419.78%


Satisfied -684.04% 119.52%


Satisfied Extremely Not satisfied 180.01% 1683.32%


Neutral -119.52% 684.04%


Extremely satisfied Extremely Not satisfied 672.44% 2511.26%


Neutral 277.80% 1607.09%

Satisfied 17.32% 1303.04%

Table 26 Confidence Interval of Job Satisfaction relationship with Overall Citizenship


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5 DiscussionIn light of the results shown in section 4, we can see that OCB might be affected by

many factors, including:-

5.1 Job satisfactionJob satisfaction is the most important factor on OCB; it affects Interpersonal

Citizenship, Organizational Citizenship, and the Overall Citizenship, which fits with

the conclusion of the other researches.

The significant of Job Satisfaction relationship with Interpersonal Citizenship is 5%

which is the maximum accepted significant level; The Numbers shows that the Not

Satisfied employees are significantly different than the others.

Still, extremely Not Satisfied employees are not significantly different; this might

be mainly because this group size is small, where only 16 responses accounting only

for 5.70% from the total sample size.

This type of citizenship is mainly about personal level of services between

employees; still the numbers indicates that a person willingness to perform those

personal services would be affected if he is not satisfied by the organization itself.

This can be logical if:

a. The other employees are responsible for his dissatisfaction.b. The level of his dissatisfaction with the organization is height, and as a

result it goes beyond his relationship with the organization to affect how

he behaves with the other.

On the other hand, Job Satisfaction has a significant relationship with Organizational

Citizenship with the P value of 0% which indicates a very strong significant level.

This is because almost each group within the sample (Extremely satisfied, Satisfied,


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Neutral, Not satisfied, extremely Not satisfied) are significantly different from each

other except the Neutral group compared to the Not Satisfied group.

This fits with the definition of Organizational Citizenship where the employee would

be willing to defend the organization in from of others and promote its services; a set

of acts that requires a satisfied employee who love his organization.

The above two factors resulted in a strong significant level for Job Satisfaction with

the Overall Citizenship where P value is 0.9%.

Still, the relationship between Job Satisfaction and Job/Task Citizenship is not

proven by the numbers as the P value is 93.9%.Further researches are required to verify such result, because the logical relationship

is that a satisfied employee would be willing to perform more tasks (beyond or

within the scope of his duty), while the unsatisfied employee would not.

Such result might be because of:

a. The sample size is not sufficient.b. The survey has not been designed in a proper way that measures Job/Task

Citizenship accurately.

c. The previous assumption is wrong.

5.2 PositionPosition is the second important factorthat affects OCB because it affects both the

Organizational Citizenship and the Job/Task Citizenship.

Based on the results, employees at a higher position are showing higher

Organizational citizenship (significant level of 0.6%) and higher Job\Task

Citizenship (significant level of 3.7%); in both cases; the Upper Management

group are significantly different compared to the others.


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This Result can be justified by:

a. Upper management is responsible for the whole performance of theorganization. His evaluation & rewards (i.e. bonus) rely on that.

b. Payment and benefits for the upper management is also different compared tothe other groups.

5.3 Work experienceWork experience is affecting only the Organizational Citizenship (significant level

of 3.1%) where employees who spent 21 years or above in the work field are more

likely to show different Organizational Citizenship attitude.

This has to be read in the light of lack of relationship between any OCB type and

both:

Age: This indicates that employees who join work at early age would get thesame affect for those who are older in age but spent the same time in the

work field.

Number of years with the current employers: leading to the conclusionthat even those who switch between organizations during their work

experience would have the same change in attitude compared to those who

spent the whole period with the same employer.

This might be a result of:

a. After such long experience, the employee would appreciate what theorganization provides him.

b. The employee has more knowledge about the company & its services andhow they are compared with the competitors.

c. The employee is under the effect of the organization`s strong culture andidentity.


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More investigation is needed to investigate the reasons behind the delay of such

affect, where it only occurs after 21+ years of work experience.

5.4 Employee evaluate the organization`s services to customersOrganizational Citizenship is also affected by how the employee evaluate the

organization`s services to customers with the significant level of 0%, This is most

likely to be because:

a. If an employee is convinced that the products and services provided by hisorganization are superb, then he would be most likely willing to promote

them and defend the organization in front of others. He would see this as a

service for those consumers rather than a service for his organization.

b. An organization with strong culture that is communicated to its employeeswould assure that they are aware of the value provided in its products and

services even if those products are not the best.

5.5 NationalityWhile the number of non-Bahraini in the sample is low (11 respondents compared to

272 Bahrainis) accounting only for 3.9%; the statistics shows that the nationality

(Bahraini or Non Bahraini) has an effect on the Job\Task Citizenship.

This can be justified by:

a. The Sample does not reflect the real world distribution of non-Bahrainiworks over occupations where the majority of them are field workers. The

sample had only one non-Bahraini Field worker, 2 Junior office employee, 7

middle management, and 1 upper management.

b. Non Bahrainis gets more benefit compared to what they get back at home,and the provided package made them leave home and go for a foreign

country.


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c. Non-Bahrainis evaluation is strictly based on their performance, and if theirperformance is low then they can be replaced easily. This motivates them to

increase their productivity and seeks better opportunities inside the

organization.

5.6 Factors that does not affect OCBThis research could not prove any significant relationship between any type of the

citizenship and the following:

Gender. Age. Sector (Private\Public). Organizations size. Educational Level. Number of years with the current employer.

While some of those factors are proven to have impact on OCB by other researchers,

this research could not prove such relationship, which can be justified by:

a. The cultural differences can the most important factor that affects eachresearch result.

b. Other researches that measures OCB in Bahrain were not available to verifythe results.

c. Sample size (283 respondents) may not provide accurate measurement of anybehavior putting in mind the size of the workforce inside Bahrain.

d. The survey might have some design errors that caused wrong feedback by therespondents.


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6 Summary and ConclusionOrganizational Citizenship Behavior (OCB) is one of the most important behaviors that

organizations should encourage in the work environment. It is important because it

create a self-healing business where employees would take the right actions by their

own, and without any overhead.

OCB can be classified into:

Inter Personal Citizenship, where the employee actions would be driven towardspersonal interaction with the others (i.e. providing personal services &

professional help, emotional support, showing courtesy & tact...etc.)

Organizational Citizenship, where the employee is expressing favorable attitudestoward the organization (i.e. loyalty, defending the company and it\s

productsetc.).

Job\task citizenship, where the employee would perform all what is required toaccomplish his job, find additional tasks when he is done, and he would be

motivated to develop his knowledge and skills.

For the scope of this research, the above classification is adopted where marks is given

for each type of citizenship (Interpersonal Citizenship, Organizational Citizenship,

Job/Task Citizenship) and the marks are summed together to measure the Overall

Citizenship.

After analyzing the results, the following has been found in the Bahraini organization:

1. Job satisfaction is the most important factor on OCB; it affects InterpersonalCitizenship, Organizational Citizenship, and the Overall Citizenship.

2. Position is the second important factor because it affects both theOrganizational Citizenship and the Job/Task Citizenship.

3. Work experience has an effect only on the Organizational Citizenship.4. Organizational Citizenship is also affected by how the employee evaluate the

organization`s services to customers.


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5. Even that the number of non-Bahraini is low, the statistics shows that thenationality (Bahraini or Non Bahraini) has an effect on the Job\Task Citizenship.

6. This research could not prove any significant relationship between any type ofthe citizenship and the following:

Gender. Age. Sector (Private\Public). Organizations size. Educational Level. Number of years with the current employer.

6.1 RecommendationsFurther detailed study needs to be conducted to dig further in the relationship between

OCB and

Nationality. Position. Work Experience. Job Satisfaction. Evaluation of the Organization's services for the customers.

Other studies are also required to verify & justify some of the strange or illogical result

in this research, this includes:

a. Lack of significant relationship between Job Satisfaction and Job/TaskCitizenship.

b. Position effect on OCB is limited to upper management.c. The impact of work experience over OCB is delayed until 21+ years.


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7Appendixes7.1 Appendix 1: Sample distribution based on organization

Seq Organization Name Frequency Percent

1 Not named 176 62.19%

2 Aali Intermediate school 1 0.35%

3 AFS 2 0.71%

4 Al Taweya Society 1 0.35%

5 Al Waqt news Paper 1 0.35%

6 Atheer 2 0.71%

7 Bahrain Access 1 0.35%

8 Bahrain Asphalt Establishments 1 0.35%

9 Bahrain Business Machines 1 0.35%

10 Bahrain Commercial Facilities Company 1 0.35%

11 Bahrain Credit 1 0.35%

12 Bapco 15 5.30%

13 BBK 1 0.35%

14 British Council 1 0.35%

15 BTI 1 0.35%

16 CDN 1 0.35%

17 Cityneon 1 0.35%

18 Core Technology 1 0.35%

19 Delmon University 3 1.06%

20 Elect & Water Auth 1 0.35%

21 Electricity & Water Authority 6 2.12%

22 EWA 1 0.35%


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23Executive Bureau of Ministers of labor & social

Affairs in GCC

1 0.35%

24 Garmco 1 0.35%

25 GCC Executive bureau 1 0.35%

26 Gulf Air 1 0.35%

27 Gulf Aviation Academy 1 0.35%

28 Gulf University 1 0.35%

29 Haji Hassan Group 1 0.35%

30 Haji Hassan Readymix BSC(C) 1 0.35%

31 Hamad Town Intermediate school 1 0.35%32 hhg 3 1.06%

33 HHG 1 0.35%

34 Ibn Rushd School 1 0.35%

35 IDEAS IT 1 0.35%

36 Islamic Society 1 0.35%

37 Jaffari Waqf 1 0.35%

38 kanoo 1 0.35%

39 Lloyd's Register 1 0.35%

40 Manama Municipality Council 1 0.35%

41 Middle miscibility Council 1 0.35%

42 Ministry of Education 2 0.71%

43 Ministry of Health 1 0.35%

44 Ministry of Justice 1 0.35%

45 Ministry of Labor 4 1.41%

46 ministry of social development 5 1.77%

47 ministry of works 1 0.35%


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48 Ministry of Works 7 2.47%

49 Muharraq Municipality 1 0.35%

50 Municipality Affairs 1 0.35%

51 National Farming Centre 1 0.35%

52 Nuaem Secondary School 1 0.35%

53 Nuetel 1 0.35%

54 Path Solutions 1 0.35%

55 Riffa Intermediate school 1 0.35%

56 Riffa views Company 1 0.35%

57 Road Department 1 0.35%

58 Secondary School 1 0.35%

59 Solidarity 1 0.35%

60 tazur 1 0.35%

61 TCGme 1 0.35%

62 Tender Board 1 0.35%

63 Trafco 2 0.71%

64 U.C.O 1 0.35%

65 University of applied Science 1 0.35%

66 University of Bahrain 2 0.71%

67 zime 1 0.35%

Total 283 100.00%


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7.2 Appendix 2: Means of responses for each question in the questioner

Question

No.Question Mean

Difference with

Neutral (3)

Q1.1How often do you help & motivate colleagues

through the following: [Offering suggestions]

3.190.19


through the following: [Teaching them]

3.140.14


through the following: [Doing some of their tasks]

3.160.16

Q1.4

How often do you help & motivate colleagues

through the following: [supporting them

emotionally when they have personal problems]

3.43

0.43


through the following: [Accepting suggestions]

3.160.16


through the following: [Informing them of events]

3.410.41

Q1.7


through the following: [Putting team objectives

ahead of personal interests]

3.54

0.54

Q1.8


through the following: [Showing consideration,

courtesy and tact]

3.27

0.27

Q1.9


through the following: [Motivating and showing

confidence on them]

3.49

0.49

Q2.1When you refer to your company, how often do

you use: ["We"]

3.240.24


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Q2.2When you refer to your company, how often do

you use: ["Them"]

3.630.63

Q2.3

When someone asks about your job, your answer

would be: [It is a great company and with a

marvelous career path]

2.81

-0.19

Q2.4When someone asks about your job, your answer

would be: [I am waiting for a chance to leave]

3.390.39

Q2.5

When someone talks negatively about your

company or it's services to the customers, you

would: [Defend your company, and prove that he

was wrong]

3.05

0.05

Q2.6

When someone talks negatively about your

company or it's services to the customers, you

would: [Show him extra negative points that he

might not be aware of]

3.56

0.56

Q2.7

If your company is going throw hard time, and you

are facing management pressure, you would: [Stay

with the company, thigs would go back to normal]

3.27

0.27

Q2.8

If your company is going throw hard time, and you

are facing management pressure, you would: [Start

searching for a job]

3.11

0.11

Q2.9You: [Understand, believe and support the

organisation objectives]

3.630.63

Q2.10 You: [Comply with rules and procedures] 3.87 0.87

Q2.11You: [Perform only your duty but nothing beyond

that]

2.98-0.02

Q2.12You know that an operation is consuming the

company resources, but this is not within your

3.170.17


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direct responsibility.. [You would search the

internet and ask friends about a solution]

Q2.13

You know that an operation is consuming the

company resources, but this is not within your

direct responsibility.. [it is none of your business]

4.02

1.02

Q3.1You are going through difficult work conditions,

you would: [Fight back]

3.460.46

Q3.2

You are going through difficult work conditions,

you would: [lay-down and have a break... things

would change eventually]

3.39

0.39

Q3.3

You are responsible for a project, but you are

waiting for an important service from another

department for so long.. [Take action and get the

service from another source, or even do it yourself

if required]

3.14

0.14

Q3.4

You are responsible for a project, but you are

waiting for an important service from another

department for so long.. [Nothing]

4.35

1.35

Q3.5

Your boss is on leave, you are ahead of schedule

and all your tasks are done: [I have so many ideas

that would increase work productivity.]

3.18

0.18

Q3.6

Your boss is on leave, you are ahead of schedule

and all your tasks are done: [It is time for

unofficial vacation]

3.62

0.62

Q3.7

You are interested in a task, but that task was

assigned to your colleague: [I would be willing to

be in his team, because I want to be part of this.]

3.23

0.23


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Q3.8

You are interested in a task, but that task was

assigned to your colleague: [Leave the project, I

would mind my own business]

3.47

0.47

Q3.9

You have a challenging tasks that would add to

your experience, but it would need to do it

voluntarily and in your own time: [Invest your

personal time and effort]

3.55

0.55

Q3.10

You have a challenging tasks that would add to

your experience, but it would need to do it

voluntarily and in your own time: [Do it only if

there is a payback]

3.66

0.66


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8Table of contents8.1 List of Tables

Table 1 Research Sample by Gender ........................................................................................... 19

Table 2 Research Sample by Age ................................................................................................ 20

Table 3 Research Sample by Nationality ..................................................................................... 21

Table 4 Research Sample by Sector ............................................................................................. 22

Table 5 Research Sample by Organization Size .......................................................................... 23

Table 6 Research Sample by Position .......................................................................................... 24

Table 7 Research Sample by Educational level ........................................................................... 25

Table 8 Research Sample by Work Experience ........................................................................... 26

Table 9 Research Sample by Number of years with the current employer .................................. 27

Table 10 Research Sample by Job Satisfaction ............................................................................ 28

Table 11 Research Sample distributed based on their evaluation of the Organization's services

for the customers .......................................................................................................................... 29

Table 12 ANOVA test results ...................................................................................................... 31

Table 13 Significance of Job Satisfaction relationship with Interpersonal Citizenship ............... 33

Table 14 Confidence Interval of Job Satisfaction relationship with Interpersonal Citizenship .. 34

Table 15 Significance of Position relationship with Organizational Citizenship ........................ 35

Table 16 Confidence Interval of Position relationship with Organizational Citizenship ............. 35

Table 17 Significance of Work Experience relationship with Organizational Citizenship .......... 36

Table 18 Confidence Interval of Work Experience relationship with Organizational Citizenship

...................................................................................................................................................... 37

Table 19 Significance of Job Satisfaction relationship with Organizational Citizenship ............ 39

Table 20 Confidence Interval of Job Satisfaction relationship with Organizational Citizenship 40

Table 21 Significance of Evaluation of the Organization's services for the customers,

relationship with Organizational Citizenship ............................................................................... 41

Table 22 Significance of Nationality with Job/Task Citizenship ................................................. 41

Table 23 Significance of position relationship with Job\Task Citizenship .................................. 42

Table 24 Confidence Interval of position relationship with Job\Task Citizenship ...................... 43

Table 25 Significance of Job Satisfaction with Overall Citizenship ............................................ 44

Table 26 Confidence Interval of Job Satisfaction relationship with Overall Citizenship ............ 45


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8.2 Table of FiguresFigure 1 Potential consequences of formally evaluating and rewarding OCBs by Becton

J. B., Giles W. F. & Schraeder .M (2007)29

................................................................... 11

Figure 2 Web form used to measure Interpersonal citizenship ....................................... 15

Figure 3 Web form used to measure Organizational citizenship (Part 1) ........................ 16

Figure 4 Web form used to measure Organizational citizenship (Part 2) ........................ 17

Figure 5 Web form used to measure Job/task citizenship ............................................... 18

Figure 6 Research Sample by Gender .............................................................................. 19

Figure 7 Research Sample by Age ................................................................................... 20Figure 8 Research Sample by Nationality ....................................................................... 21

Figure 9 Research Sample by Sector ............................................................................... 22

Figure 10 Research Sample by Organization Size ........................................................... 23

Figure 11 Research Sample by Position .......................................................................... 24

Figure 12 Research Sample by Educational level ........................................................... 25

Figure 13 Research Sample by Work Experience ........................................................... 26

Figure 14 Research Sample by Number of years with the current employer .................. 27

Figure 15 Research Sample by Job Satisfaction .............................................................. 28

Figure 16 Research Sample distributed based on their evaluation of the Organization's

services for the customers ................................................................................................ 29
http://d/Documents%20and%20Settings/Ali.Mearaj/Desktop/OCB/OCB%20v8.docx%23_Toc263435019http://d/Documents%20and%20Settings/Ali.Mearaj/Desktop/OCB/OCB%20v8.docx%23_Toc263435019http://d/Documents%20and%20Settings/Ali.Mearaj/Desktop/OCB/OCB%20v8.docx%23_Toc263435019http://d/Documents%20and%20Settings/Ali.Mearaj/Desktop/OCB/OCB%20v8.docx%23_Toc263435019http://d/Documents%20and%20Settings/Ali.Mearaj/Desktop/OCB/OCB%20v8.docx%23_Toc263435019http://d/Documents%20and%20Settings/Ali.Mearaj/Desktop/OCB/OCB%20v8.docx%23_Toc263435019


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