International Review of Business Research Papers

Vol.5 N0. 2 March 2009 Pp. 132-150

Determinants of
Organizational Citizenship Behavior
in Pakistan
Zirgham ullah Bukhari*, Umair Ali**, Khurram Shahzad*** &
Sajid Bashir****
T he study i s f o cu se d on t he e f f e cts o f Al tru is m,
Co n scien t i o u sne ss , a nd Ci vi c V i r tu e ( th r ee o f t he
a n te ce den t s o f Or gan i za t io na l Ci t i zen sh i p B e ha vior -
O CB) a nd th eir r el a ti on sh ip wi th Or ga niza tio na l
Ci t i z en sh ip Be ha v ior ( OC B) i n t h e Cor pora t e S ec tor o f
Pa k i sta n . A s per p r evi ou s stu die s we ha ve h yp o t he siz e d
a d ir e ct a nd si gn ifican t re l ati on ship be tw een the
a n te ce den t s ch o se n a nd Org an i za t i ona l Ci t i zensh i p
Be ha v ior (O CB) . Re s ults pr ove tha t al l th e a bo ve
me n tio ned a n te cede n ts h a ve s ign i fica n t p o si tiv e
r el a t i on sh i p w i t h O CB. T he purp o se o f th is st u d y i s t o
i n vo ke O r g an i za t i ona l Ci t i ze nsh i p Beh av i or ( O CB) i n
Pa k ista ni or gan i za tio ns.

Field of research: Human resource management, Banking

sector of Pakistan

1. Introduction
Organizational Citizenship Behavior is relatively new concept
considered under Organizational Behavior. The major research, in
this relatively infant field of study has mainly taken place in the
1990s and still continuing at a stable pace. The research taking
place currently is focused on establishing the relationship of OCB
with its three aspects (commonly referred to, in the literature as the
facets of OCB). The reason for choosing OCB as a research ground

* Zirg ham ull ah Bu kh ari , Faculty of Business Administration and Management Sciences, Army
Public college of Management Sciences, Rawalpindi, Pakistan: sabretooth87@gmail.com
* *Umair Ali, Faculty of Business Administration and Management Sciences Army Public college of
Management Sciences, Rawalpindi, Pakistan. umairi.fl@gmail.com
* **K hurr am Sha h zad , Faculty of Management Sciences, Riphah International University, Islamabad,
Pakistan. kshahzad78@yahoo.com
 Bukhari, Ali, Shahzad & Bashir

* *** Sa j id Ba shi r , Faculty of Business Administration and Management Sciences Army Public college
of Management Sciences, Rawalpindi, Pakistan.

is its positive relationship with unit performance, which means by

measuring OCB we can get one step closer in increasing the unit
performance.

Interestingly researchers define OCB in not very much different

contexts and backgrounds, also there is much consistency found in
their ways of interpreting OCB, e.g. Robbins (2006) argues OCB is
flexible behavior that is not part of an employee formal job, but that
nevertheless promotes the effective functioning of organization.
Therefore OCB can be construed as the social lubricant of the
organizational machinery. Shapiro et al. (2004) argues OCB to be an
extra-role behavior i.e. it is any behavior not formally required by
the organization, rather its practice depends solely on the consent
of employee as a consequence of the organizational environment.
OCB makes the impact on organization effectiveness; OCB should
have a particular impact on the overall effectiveness of
organizations by adding to the social framework of the work
environment (Todd, 2003). We have chosen altruism,
conscientiousness, and, civic virtue among the Big Five facets of
OCB.

There is profound relation between OCB and Altruism; it is

commonly referred to as the helping behavior of an employee,
towards its fellow employees. Todd (2003) found that Altruism, for
instance, usually is interpreted to reflect the willingness of an
employee to help a coworker, also is referred to and explained as
the selflessness of an employee towards organization.
Conscientiousness is another important antecedent of OCB, much of
the studies have taken place to study its relationship with OCB.
Konovsky & Organ (1996) found in their study that,
conscientiousness was significantly inter-related to all types (facets)
of OCB. According to Neihoff & Yen (2004), more conscientious
employees will stay informed with up-to date knowledge about
products or services offered.

The third selected antecedent that affects OCB is Civic Virtue, it is a

behavior exposed by taking part in the unofficial activities of the
organization, which are not mandatory and obligatory, but result in
the social cohesiveness within the organization. As per Borman et
al. (2001) the definition of civic virtue is, to involve oneself
responsibly in and being concerned about the life of the company.
Till yet most of the research in the field of Organizational Behavior
(OB) held in the environment of western culture, In sub continental

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region; culture, environment, values and norms are totally different

and need a separate study to make HR practices applicable more
thoroughly, many western multinational companies moving in this
region because of cheap labor and immense potential market, so
this study would principally be targeted to help understand the OCB
in a different geographical context in a better way. The particular
area of our research is the insurance companies of the region.

2. Literature Review

2.1 Organizational Citizenship Behavior (OCB)

OCB can be defined as defending the organization when it is
criticized or urging peers to invest in the organization (Turnipseed &
Rassuli, 2005), or a behavior that exceeds routine expectations
(Daniels et al. 2006). OCB typically refers to behaviors that
positively impact the organization or its members (Poncheri, 2006).
OCB can be affected by instilling in employees a perception of
expertise in their job tasks (Todd, 2003). There is persuasive
evidence that OCB is an outcome consistent with a social exchange
relationship (Cirka et al. 1999). Organizational concern emerged as
the motive most closely related to OCB directed towards the
organization (Grojean et al. 2006). OCBs yield significantly higher
outcomes in the long term than in the short term for the organization
(Daniels et al. 2006). The importance of OCB can be realized by the
argument of Koys (2001) who suggests; Organizational citizenship
behavior had an impact on profitability but not on customer
satisfaction. Also (Shapiro et al. 2004) individuals engage in OCB as
a form of reciprocity based on organizational treatment.

The best performing workers produced the strongest link between

performance and functional participation, which is a helping-type
(Altruism) OCB, as found by Turnipseed & Rassuli (2005). Employee
attitudes were found to influence subsequent organizational
citizenship. Indeed, as citizenship appears to consist of
discretionary behaviors, how the employee perceives the
organization (as evidenced by his/her attitude toward it) would likely
predispose this employee to either perform or withhold such
performance (Grojean et al. 2006). Results indicate that perceptions
of citizenship performance predict overall performance equally well
across all task performance levels (Coole, 2003). Results from the
studies of Yorges (1999) suggest, that creating a group atmosphere
can have detrimental consequences, particularly regarding OCB
(due to competition). Cirka et al. (1999) argue that, for employees
low in value commitment, a pay-for-performance system appears to

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be a disincentive for engaging in OCB. To the extent organizations

can manage their relationship with employees; they are more likely
to engage in OCB (Shapiro et al. 2004).

The belief among theorists is that as more employees engage in

OCB, the organization becomes more successful (Neihoff & Yen,
2004). OCB and CWB (Counterproductive Work Behavior) were
significantly negatively correlated (Baker, 2005), which means that a
person high on OCB scale will not show any such behavior posing
an averse effect to production. Interestingly, the study of Cirka et al.
(1999) yields, that; the age of employee had (s) a negative and a
marginally significant effect on OCB. Such behavior (i.e.
Organizational Citizenship Behavior) might enhance coworkers or
supervisors productivity, help coordinate activities, increase the
stability of organizational performance, and help the organization
attract and retain employees (Borman, 2004). As Pakistan
particularly and Asia in general are different from the rest of the
world, if culture is made the origin of segregation, Gautam et al.
(2006) argues that citizenship behavior within an organization may
vary, with change in geographic context; OCB is enacted differently
in different cultural contexts that what it means to be a good
citizen may vary. Employees who perform citizenship behaviors may
be more likely to elicit support from their organizations (Moorman et
al. 1998). After all above arguments there also exist a view
regarding OCB i.e. OCB is an extra-role behavior that is not formally
evaluated (Rodriguez et al. 1997).

2.1.1 Antecedents Of Organizational Citizenship Behavior (OCB)

There are many factors that can contribute to the determination of

Organizational Citizenship Behavior (OCB) which include Altruism,
Conscientiousness, Civic Virtue, Sportsmanship, Courtesy, etc. but
the factors that have been researched to have a significant
relationship with Organizational Citizenship Behavior, are the first
three i.e. Altruism, Conscientiousness, and Civic Virtue. As Borman
et al. (2001) finds Altruism and conscientiousness are the two major
or overarching dimensions of OCB.

2.1.1.1 Altruism

Todd (2003) Altruism, for instance, usually is interpreted to reflect

the willingness of an employee to help a coworker, also is referred
to and explained as the selflessness of an employee towards
organization. Also, as per, (Redman & Snape, 2005) Altruism is
concerned with going beyond job requirements to help others with
whom the individual comes into contact. Altruism is accounted as a
one of the significant antecedents of Organizational Citizenship
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Behavior (OCB), reason being, as Pare & Tremblay (2000) explains

- behaviors such as helping a colleague who has been absent from
work, helping others who have heavy workloads, being mindful of
how ones own behavior affects others jobs, and providing help and
support to new employees represent clear indications of an
employees interest for its work environment. Socially driven values
emphasizing the group over individual concerns are likely to
encourage altruistic behaviors benefiting the group. Altruism and
compassion may arise as a natural consequence of experiences of
interconnection and oneness (Amorok et al. 2006).

Altruism or helping coworkers makes the work system more efficient

because one worker can utilize his or her slack time to assist
another on a more urgent task (Neihoff & Yen, 2004). Redman &
Snape (2005), altruism involves helping specific individuals in
relation to organizational tasks. The altruistic person can obtain
utility from other persons' utility (by convincing them with their
selflessness aspect of personality) (Wu, 2001). Rush & Allen (2001)
states that, an abundant body of social psychological research
indicates that there are gender differences with regard to helping
behavior and altruism. Participants (employees) who were allowed
to work individually (i.e., did not perceive any group boundaries)
were much more likely to engage in altruism and courtesy behaviors
as found by Yorges (1999). The measure of altruism may be akin to
citizenship behavior directed toward ones colleagues (resulting in
the benefit of the organization) as established by Brennan &
Skarlicki (2004). Altruism encourages teamwork and cooperation,
allowing employees to increase the pool of available knowledge
(Neihoff & Yen, 2004).

H1: Base on above research findings we can argue that altruism is

an antecedent of OCB; hence Altruism will show direct and positive
relation with OCB.

2.1.1.2 Conscientiousness

Conscientiousness refers to discretionary behaviors that go beyond

the basic requirements of the job in terms of obeying work rules,
attendance and job performance (Redman & Snape, 2005). In other
words, conscientiousness means the thorough adherence to
organizational rules and procedures, even when no one is watching.
It is believed to be, the mindfulness that a person never forgets to
be a part of a system (organization). Conscientiousness, and
Openness are all better predictors of decision-making performance
when adaptability is required than decision-making performance
prior to unforeseen change (Colquitt et al. 2000). Konovsky & Organ

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(1996) found in their study that, conscientiousness was significantly

related to all five types of OCB. Also, Conscientiousness was
significantly related to Generalized Compliance and to Civic Virtue,
(two of the antecedents of Organizational Citizenship Behavior).
More conscientious employees will stay informed with up-to date
knowledge about products or services offered (Neihoff & Yen, 2004).
High conscientious individuals, in contrast, persisted longer than
individuals lower in conscientiousness whether or not there was an
additional benefit and whether or not they varied the procedure
while performing (Morgan et al. 1999).

Conscientiousness, with its emphasis on responsibility and

dedication, is likely to underlie the first motive for interpersonal
helpingtaking the initiative to engage in behaviors for the good of
the organization - conscientiousness can be expressed in numerous
ways in organizations and, most obviously, in terms of job
performance (King, 2005). Conscientiousness affects important work
outcomes (Goldberg et al. 2005). Theoretically, conscientiousness
may be an important predictor of workplace behaviors because it
provides the organization and direction that are necessary to
produce targeted behaviors (King et al. 2005). Higher values are
associated with greater conscientiousness when combined (Yorges,
1999). Conscientiousness accounted for unique variance in
citizenship targeted toward the organization, as researched by Ladd
& Henry (2000). Lowery & Krilowicz (1996), Supervisory evaluations
of performance were found to be determined by Altruism and
Conscientiousness as well as by objective job performance.

H2: After a comprehensive literature review on the relationship of

OCB and conscientiousness we can argue that Conscientiousness
will prove positive correlation with OCB.

2.1.1.3 Civic Virtue

Civic virtue refers to behaviors that demonstrate a responsible

concern for the image and wellbeing of the organization (Redman &
Snape, 2005). Borman et al. (2001) defines civic virtue as
responsibly involving oneself in and being concerned about the life
of the company. Civic virtue is behavior indicating that an employee
responsibly participates in, and is concerned about the life of the
company (represented by voluntary attendance at meetings) (Todd,
2003). Baker (2005) explains Civic virtue is responsible,
constructive involvement in the political processes of the
organization. As mentioned earlier, Conscientiousness was (is)
significantly related to Generalized Compliance and to Civic Virtue
(Konovsky & Organ, 1996). There was (is) an impact of fairness for

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only a single form of OCB (civic virtue), as found by Bacharach &

Jex (2000). As per Redman & Snape (2005) the civic virtue is
positively predicted by commitment to customers and co-workers
(hence resulting in the behavior, beneficial to the organization) with
evidence of partial mediation by global commitment. Neihoff & Yen
(2004), acts of civic virtue would include employees offering
suggestions for cost improvements or other resource-saving ideas,
which might directly influence operating efficiency. Coole (2003)
argues that civic virtue was more limited in their relation to
organizational effectiveness; i.e. the more the organization is
effective the chances of emergence of this very behavioral aspect is
the most. Extraversion was (is) negatively related to the citizenship
behaviors of Altruism, Civic Virtue, and Conscientiousness (Baker,
2005). Todd (2003) points out that, it is noteworthy that some
different types of OCBs such as helping behavior and civic virtue
appear to impact distinct measures of organizational effectiveness
in their own ways. Civic virtue is more likely to involve a purposeful
contribution (in OCB) by employees compared to other dimensions
(Shapiro et al. 2004). If employees identify strongly with the
organization (i.e., high civic virtue), one would expect them to exert
extra effort to improve their productivity, resulting in improved
efficiency (Neihoff & Yen, 2004).

H3: The above research shows that civic virtue is an important

antecedent of OCBV and Civic Virtue will have a positive
relationship with OCB.

3. Theoretical Framework

The theoretical framework is a conceptual model of how one

theorizes or makes logical sense of the relationships among the
several factor that have been identified (OCB; Altruism,
Conscientiousness, Civic Virtue). In other words the theatrical
framework is the graphical summary of the whole literature review.
In sum we can say the theoretical framework discusses the
relationship among the variables that are deemed to be integral to
the dynamics of situation being investigated. In above diagram the
theoretical framework is showing the relationship among OCB and

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its antecedents (Altruism, Conscientiousness, and Civic Virtue), it

will help us to test the postulates and certain relationships and will
improve our understanding of the dynamics of the situation.

4. Participants, Measures and Methodology

4.1 Participants

Eight large insurance companies functioning across Pakistan took

part in our survey. The survey was conducted on random basis i.e.
questionnaires were distributed among employees of insurance
companies with out discrimination or bias. We found the chosen
field very attractive one for the study of OCB. Our research is a
cross-sectional study as we have collected the data only once. Due
to some limitations (discussed in following pages) the sample
consists of 100 employees from the above mentioned sector, but the
accuracy has not been compromised.

4.2 Measures

In our survey, responses were rated on the Likert-scale format, with

answer ranging from 1 to 5 (1 = never and 5 = always). To measure
Organizational Citizenship Behavior (OCB); we used OCB measure
developed by Lee and Allen (2002) and a measure of contextual
performance developed by Motowidlo and Van Scotter (1994).
To measure the chosen antecedents of OCB i.e. Altruism,
Conscientiousness, and Civic Virtue we adopted the relevant
sections of Organization Citizenship Behavior Questionnaire,
developed by Podsakoff et al., 1990; Podsakoff & MacKenzie, 1994.
The respondents were assured of confidentiality to guarantee the
fairness of responses. To avoid any oversight due to a non-serious
attitude we tried to utilize the time off of employees to fill the
questionnaires. Also the respondents were provided with full
explanation of the questionnaire.

4.3 Methodology

After the collection of data, scores were developed for OCB

constructs by averaging the responses to items comprising each
dimension (OCB, Altruism, Conscientiousness, and Civic Virtue).
Then on acquired means, different analyses were employed
particularly Correlation and Regression, to investigate about the
presence of relationship between OCB and its constructs, their
significance along with the direction of the relationship.

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4.4 Demographic Analyses

Following diagram has tabulated the demographics data on the
basis of age, gender and education level of respondents with their
description range and frequency.

frequency %
18 - 26 32 32
26 - 36 44 44
Age
36 - 44 10 10
44-above 14 14
Inter 32 32
Education Graduate 34 34
Masters 34 34
Male 72 72
Gender
Female 28 28

Data shows that 34 respondents fall between the age bar of 18 to 26

and the high frequency between 26 to 36 years show that most of
the employees in this sorting; the over all frequency between 36 to
44 and 44 to 56 is 12 and 16 respectively. The education
categorization shows that most of the respondents were well
educated, only 32 of them were below the graduate level, and rest
of them were either graduates or were post graduates. The data also
reveals that the ratio of male respondents is higher than females.
One of the big reason of this difference in ratio is our Pakistani
culture in which, it is not acceptable by the masses to let women do
field jobs and the jobs in which they have to interact with other
people and as we know in insurance companies most of the jobs for
the ladies have the interactive nature. Although a new moderate era
has taken a slight start but still people are reluctant, but we can
expect this gap to be filled in coming days. It is expected, that all
respondents have provided the response honestly and correctly up
to their understanding and comprehension of the questionnaire.

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4.5. Correlation Analyses

PE AR SO N CO RRE LAT IO N
Ci vi
M ea n S.D . C o n sci en t c
O CB Al tru ism
i ou sne ss vi r tu
e
O CB
3 . 336 8 .3 834 6 1 - - -

Al tru i sm
3 . 415 0 .8 500 0 .5 53( **) 1 - -
Co n sci en t i o u s
n e ss 3 . 211 5 .5 401 0 .6 06( **) .1 01 1 -

Ci vic Vir tue

3 . 603 3 .8 077 8 .5 46( **) .1 02 - .1 32 1

a
Number of Respondents = 100
**Correlation is significant at the 0.01 level (2-tailed).

We have used different tools to calculate the above mentioned

values of correlation and regression, particularly MS Excel and
SPSS software. Here 1 s t column is showing the means of responses,
2 n d column is showing the standard deviation of these means, the
last three columns are depicting the relationship between OCB and
the selected antecedents, as well as their relationship among
themselves. All the values are positive and significant up to 0.01
(**). These double stars are the signs of significance. Our concern
is mainly with the fourth column of the table which is showing the
correlation between OCB and chosen antecedents. As we can see
that all values have the value less than 0.7. If there values would
have been above 0.7 than it would have meant that there is no
difference between the dependent and independent variable. And it
is also recommended by experts that this value should not be less
than 0.3 as well, because in that case the variable would not be
effective so fortunately the values of all three independent variables
are above 0.3 and less than 0.7.

4.6. Regression Analyses

B t Sig.
(Constant) .214 2.743 .007
Altruism .193 17.642 .000
1
Conscientious
.455 26.315 .000
ness

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Civic Virtue .278 24.088 .000

a) Dependent Variable: VAR00001

R square: .553 Adj R squire: .539

F: 39.531 Significance: .000

N:100

5. Discussion
Our research offer strong indications, that the selected antecedents
have deep impact on OCB. But the geographical, cultural and
environmental differences may cause some deviation and
contradictions from the results by earlier researchers who
considered only Western culture in their research. As mentioned
before, very few researchers have tried to align their efforts for
exploration of OCB, particularly in this Geographical context i.e. of
South Asia. OCB has a vital importance to an organization, as much
as the brain has for a human, because without brain a human cannot
direct the body function in a proper way, similarly, if personnel are
not willing to work and their work directions are not parallel to the
organizational objectives then the organization can not achieve the
operational efficiency.

Our research includes three variables; the first one is Altruism also
referred to and explained as the selflessness of an employee
towards his/her organization. The applied analyses yield significant
results, providing the evidence that H 1 is true. Our analyses shows
that the value of the correlation between OCB and Altruism is almost
0.46** and this value is very near to the value calculated by
Konovsky & Organ (1996) that is 0.50**. If the employees of an
organization have the enthusiasm to help one another and are
selfless in achieving the organizational goals, it will naturally result
in the development of OCB in the organization. In our research area,
the insurance companies of Pakistan, we observe one thing that
proper HRM (Human Resource Management) rules are not being
followed to their true essence. There are no employee motivation
programs other than some financial incentives which are very
nominal. This case is especially for low income, blue collars that
actually work in field, find clients for the company, and earn
business for the company. The monthly income of these workers is
less than $90 a month which is not enough, even to meet the

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primary necessities of life. The reason for the significance on this

scale may be geographical, as people here in this part of the world
are affiliated to each other to much an extent.

The second variable i.e. Conscientiousness, also has a tremendous

role in the development of OCB. Conscientiousness is a personality
dimension that can be defined as the magnitude of adherence to the
rules and norms of an organizational setting. The results shown in
correlation table indicate that the relationship between OCB and
Conscientiousness is positive and also significant. The value in our
results is 0.459(**), but here, our results contradict those achieved
by Konovsky & Organ (1996). There could be two plausible reasons;
first could be the time period, the research carried out by Konovsky
& Organ was in 1996 and now almost after more than ten years the
concept of working and the working environment has changed.
Conscientiousness can help to make the environment of the
organization better and calm and it can help to make affable
relationship with peers. Second reason of this delineation could
again be the Geographical context, because in this part of the world,
many of the employees do not have a definite set of organizational
code, to adhere to; which results in low score by the respondents on
Conscientiousness scale. Then also the respondents, as been
mentioned earlier were field workers, do not have that level of
disciplined life if compared to the office workers, which leads to this
delineation.

Finally, Civic Virtue is the third and last of the chosen antecedent of
OCB, in our research. Civic Virtue can be explained as the willing
involvement of an employee in the routine and non-routine matters
of his/her organization for the projection of a good image of the
organization. Our correlation result is showing the significant result
on the relationship between OCB and Civic Virtue. The value
.399(**) is quiet near to the values of Konovsky & Organ (1996) i.e.
.44(**). In this region of the world people focus more on income
rather than getting themselves involved in efforts to improve the
impression of their organization. It is a common understanding in
society that one who is politically and financially strong and one who
has good acquaintanceship with the higher ups in the management,
would not have any trouble surviving. But by interpreting the results,
we can conclude that in most of the private organizations the
commitment of employees with their organization and work is
increasing with the level of awareness. Employees are realizing the
fact that not only the office work but the other office related routines
can also play a role in the wellbeing of the organization and as a
result for the employees themselves. So in totality we can expect

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that the concept of civic virtue is emerging in organizations, but we

will have to give it some time to let it reach to its prudent level.

6. Implications
The purpose of this research was to test the relationship between
the chosen antecedents of OCB and OCB, in a different cultural
context i.e. in Pakistans Corporate Sector. We examined whether
the relationship was the same as found by Western researchers, and
if not, to delve into the reasons for the delineation. Although it was
found in literature that the cultural context moderates the
relationship to a significant level, but interestingly our research
proves otherwise, and the results were directionally consistent with
the Western researchers.

As mentioned earlier, this study has found a significant direct

relationship of OCB with Altruism, Conscientiousness, and Civic
Virtue; this result can have the following implications. Firstly
employees projecting altruistic behavior i.e. to help out their
coworkers with their work related problems will demonstrate OCB,
which in return will act as a benefactor for the entire organization.
As the helping will not even create a frictionless society within the
organization but also will synergize the output hence will lead to
employees job satisfaction. It will also result in employees having
faith in each other which may cause the employee relationship of
supervisor subordinate at vertical level and peers at horizontal level
to boom. Secondly those employees showing a due concern towards
the progress of their organization by performing activities that will
boon the organization, this behavior also leads to the betterment of
environment and behavior within the organization. If employees
strictly adhere to the rules and regulation then it will automatically
result in some positive effects, which may include timeliness,
decrease in employee absenteeism, resulting in turn in the
prosperity of the organization.

Thirdly if employees take part in activities not mandatory by the

organization but which result in the impression of the organization to
prosper, then the social life with in the organization will become
pleasant, which at the end of the day will result in satisfied
employees and may cause the employees to develop healthy,
frictionless relationships among themselves. Although the research
conducted was a cross-sectional study, then even by mere
observation of the respondents attitude towards the organization, it
can be inferred that citizenship behavior develops its roots with the
passage of time i.e. it was observed that, the longer the period of

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affiliation, the stronger was the citizenship behavior, also it was

observed that more the satisfaction among the employees regarding
the organization caring for their employees, high was the rating on
OCB scale. The research also capitulates that the citizenship
behavior has a very significant effect on the stability of the
organizational structure. The whole research results, suggests that
the organizations top executives should be thoughtful about the
citizenship behavior among the employees, as it not only proves
helpful for the processes within, leading the whole organization
towards the riches, but also helps to generate a good strengthened
image, to the outside world.

7. Limitations
It is felt by the researchers that there is an ample room for research
in this field but the lack of resources poses a serious limitation. Also
it is believed that the sample size is not enough to represent the
whole industry and there is slight possibility that the future research
in the same industry may yield some different results. It was found
during the survey that maximum employees had no concept of OCB,
the researchers made their honest efforts to make every respondent
understand the questionnaire so that the research is productive, but
it is felt that the following researchers should translate the language
of questionnaire so that it is easily interpreted by the respondents.

8. References
Allen, T., & Rush, M.2001. The influence of Rate Gender on
Ratings of Organizational Citizenship Behavior', Journal of
Applied Social Psychology, 2001,31, 12, pp. 2561-2587.

Bachrach, D., Jex, S. 2000. Organizational Citizenship and Mood:

An Experimental Test of Perceived Job Breadth'. Journal of
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Baker, B. 2005. The Good, the Bad and the Ugly: The Mediating
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APPENDIX I
Questionnaire

PLEASE DO NOT M E NT I O N ANY P E RS O N A L DA T A FOR THE SAKE OF

C O N F I DE NT I A L I T Y

Dear Respondent,

You are kindly requested to respond to the statements in the

following questionnaire;
Your responses are of great importance to us, as this survey forms
a part of a research study regarding Organizational Citizenship
Behavior (OCB) and three of its antecedents, we therefore value
your cooperation to the fullest.

There is no right or wrong answer to any question. We are only

interested in your personal opinions. The right answer to any
question is your frank and truthful response.

Thank you.

YOUR ANSWERS WILL BE TREATED WITH ABSOLUTE

CONFIDENTIALITY, AND WILL ONLY BE USED FOR RESEARCH
PURPOSES

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Bio gr aph ic a l Cha ract er ist ics (S ECT IO N I)

1. Age: __________ years

2. G end er : Male / F em ale
3. Q ua lif ica t io n : ( High es t) _ __ ____ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ __
4. Y o u h a v e b e e n in th i s o r g a n i z atio n f o r l a s t __________ years.

O rgan izat io na l Cit i zen shi p Be ha vio r ( SE CTI O N II)

5. A d ju s t ed yo ur wo r k sch edu l e to a cc ommoda t e o t he r emp l o ye e s' r equ e st s

for t ime off.
6. H elp ed o t her s wh o have bee n abs en t .
7. S h o we d gen ui ne con ce r n a nd cou r t e sy to wa r d co wo r ke r s, e ve n un der t he
mo s t t r ying b u si ne s s o r per s ona l s i t ua t io n s.
8. O f f er ed i d ea s t o i mpr ove t he fu n ct i on i n g o f t h e or gan i za t i on .
9. E xpr e ssed lo ya lty to wa rd th e orga ni za ti on .
10. T a ke n ac t i o n to pr o t ect t h e org an i za t io n from po te n t i a l pr ob le m s.
11. D emo n st r ate d conc ern abo u t t he i mage o f th e or gan i za t io n .
12. T oo k t he i n i t ia t i ve t o t r ou ble sho o t a nd sol ve t e ch nica l pro bl ems b e fo r e
r equ e sti ng h el p fro m a s u per visor.
13. V o lu n t ar il y d i d mor e t h an t he j ob r e qu i r e s s o t ha t I ca n he lp oth er s or
c o n tr ib u t e t o t h e o v e r a l l funct ioni ng of the fa c ility .

( SE CT I O N I I I )

Alt ru is m
14. Wi l l i ng l y giv e o f m y t i me t o h el p o t hers o u t wh o h a ve wo r k- r el a ted
p r ob le m s.
15. I a m wi l l i n g t o t a ke t i me o u t o f my bu s y sch edu l e t o h e lp wit h r e cru i ting
o r t r a i n ing n e w e m p loy e e s.
Co ns c ient ious nes s
16. R ar el y ta ke s lo ng lunch e s or brea ks.
17. D oe s no t ta ke un ne ce ssar y time o f f wo r k .
18. D oe s no t ta ke e x tr a br ea ks .
19. A t t en da n ce a t wo r k i s a bo ve t he n or m .
20. O be ys co mp an y r ul e s and r egu la t i on s e ven wh e n n o on e i s wa t ch i ng .
Ci vi c Vi rt ue
21. I a t t end f un ct i o n s t hat ar e no t r eq ui r ed bu t h el p the com pan ys ima ge .
22. I a t t en d tra i n in g / i n for m a t i on s e ssi on s t ha t I a m en cou r ag ed t o , b u t not
r equ ire d to a tt end .
23. I a t t end and a cti vel y p ar t i ci pa te i n co mp an y mee t i n g s.

L i ke r t S cale u sed

Ne ve r Se ldo m S o met im es Of ten Alw ays

1 2 3 4 5

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