WHAT MOTIVATES EMPLOYEES TO PERFORM ORGANIZATIONAL CITIZENSHIP BEHAVIORS

1. Rak, I., Penezić, Z.→Primary school A. M. Petropoljski, Drniš & Secondary school of economics, Šibenik, Croatia→UniversityofZadar, Croatia WHAT MOTIVATES EMPLOYEES TO PERFORM ORGANIZATIONAL CITIZENSHIP BEHAVIORS

2. Organizational citizenship behaviors (OCB) = job behaviors that are discretionary, not explicitly recognized by the formal reward system, yet they contribute to organizational effectiveness. By “discretionary” we mean that the behavior is not an enforceable requirement of the role or job description, that is, the behavior is a matter of personal choice and its omission is not punishable.

3. Dimensions of OCB • Altruism = behavior that is directly and intentionally aimed at helping a specific person in face-to-face situations (e.g. orienting new people, assisting someone with heavy workload) • Generalized compliance = this dimension captures person’s internalization and acceptance of the organization’s rules, regulations, procedures and acting in accordance with them, even when no one observes or monitors it. The reason that this behavior is regarded a form of citizenship behavior is that even though everyone is expected to obey regulations, rules and procedures at all times, many employees simply do not. Therefore, an employee who religiously obeys all rules and regulations, even when no one is watching, is regarded as an especially “good citizen” (e.g. punctuality, not wasting time at work making private telephone calls, finishing work tasks in time).

4. Civic virtue = represents interest in or commitment to organization as a whole. This is shown by a willingness to participate actively in its governance (e.g., attend meetings, engage in policy debates, express one’s opinion about what strategy the organization ought to follow). These behaviors reflect a person’s recognition of being part of a larger whole in the same way that citizens and members of a country, and accept the responsibilities which that entails. • Courtesy = includes gestures that prevent future problems with colleagues (e.g. discuss with colleagues before committing actions that will affect them, providing advance notice if missing work so others could schedule their work) • Sportsmanship = willingness to tolerate the inevitable inconveniences and impositions of work without complaining (e.g. complaining about irrelevant things, finding hard to accept changes in the way organization is doing business)

6. Organizational justice = is defined as employee’s views of whether they are being treated fairly by the organization Dimensions of organizational justice • Procedural justice = refers to the perceived fairness of the processes used to make allocation decisions. For example, employees may question how promotions or raises were determined. • Distributive justice = refers to the perceived fairness of the allocations of resources by the organization. Employee makes judgments about whether the outcomes (e.g., performance ratings, pay, promotions) offered by the organization are fair given the amount of effort he has put forth. • Interactional justice = reflects employees’ feelings of how fair they are treated by their supervisors (it includes interpersonal justice-the way they are treated (e.g. in kind way, with respect) and informational justice – sincerity of communication from supervisor, giving explanation for his decisions)

7. Work values = general and relatively long term goals that one wants to achieve in his work • Intrinsic work values = work values the are concerned with content of work and the work itself (realization of individual capacities, working with people and not things, dealing with untypical problems, being creative, being satisfied that results of ones work make a difference) • Extrinsic work values = work values concerned with working context (e.g. pay, work conditions, prestige, being promoted, have privileges) →importance →realization

8. METHOD • Sample 195 bank employees (172 women, 23 man) 25 bank offices Measures 1) Organizational Citizenship Behavior Scale, Konovsky and Organ (1996), 32 items, 5 dimensions 2) Organizational Justice Questionnaire, Colquitt (2004), 20 items, 4 dimensions 3) Work Values Inventory (Šverko, 1980) 16 items, 2 dimensions 4) Satisfaction-one item for each type of satisfaction (How satisfied are you with your work / pay / life in general)

9. RESULTS

10. Table 1. Correlation between OCB dimensions and dimensions of Organizational justice

11. Table 2. Correlation between Pay, Job and Life Satisfaction and dimensions of OCB

12. Table 3. Correlation between OCB dimensions and Intrinsic and Extrinsic Work Values (importance and realization)

13. Table 4. Results of regression analysis of factor Altruism

14. Table 5. Results of regression analysis of factor Civic virtue

15. Table 6. Results of regression analysis of factor Generalized compliance

16. Table 7. Results of regression analysis of factor Courtesy

17. Table 8. Results of regression analysis of factor Sportsmanship

18. Conclusion Incentives that showed significance in predicting OCB dimensions are: Organizational justice variables • Procedural justice as a predictor of Altruism, Civic virtue and Courtesy • Distributive justice as a negative predictor of Altruism and Civic virtue Satisfaction variables • Work satisfaction in predicting Courtesy and Sportsmanship • Life satisfaction in predicting Civic virtue Work values variables • Importance of intrinsic work values as predictor of Altruism and Generalized compliance and Realization of intrinsic work values predicting Civic virtue • Importance of extrinsic work values as a negative predictor of Altruism

19. Thank you for your attention ☺