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Artículos de revistas sobre el tema "Organizational behavior"

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Autor: Grafiati
Publicado: 4 de junio de 2021
Última modificación: 28 de julio de 2024

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1

Sadeghi, Ghasem, Masoud Ahmadi y Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and market orientation in organizations (case study: Agricultural Jihad Organization of Mazandaran Province)". Problems and Perspectives in Management 14, n.º 3 (15 de septiembre de 2016): 372–79. http://dx.doi.org/10.21511/ppm.14(3-si).2016.10.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior and Kohli, Jaworski, Narver, and Slater’s (1990) market orientation. Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and market orientation was calculated by 0.80 and 0.91. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of market orientation included customer orientation, competitor orientation, and intra-functional coordination. Data were analyzed using descriptive and inferential statistics through SPSS software. The results of the study showed that there is a significant relationship between organizational citizenship behavior and market orientation in organizations. Keywords: organizational citizenship behavior, market orientation, employees, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M10, M12, M31
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2

Sadeghi, Ghasem, Masoud Ahmadi y Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)". Problems and Perspectives in Management 14, n.º 3 (15 de septiembre de 2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizational performance (13 questions). Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10
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3

GÜVEN, Bülent. "A RESEARCH ON DETERMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL SUPPORT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR". Business & Management Studies: An International Journal 6, n.º 3 (29 de noviembre de 2018): 275–92. http://dx.doi.org/10.15295/bmij.v6i3.304.

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Organizational support has become an increasingly important issue for organizations to become more productive and reaching targets. Members of the organization provide a significant contribution to the extent they feel they are supported by their organizations. However, an organization member who thinks that organizational support has been provided is one step ahead of their work. Organizational citizenship behavior (OCB) covers a number of factors based on voluntary but non-compulsory behaviors and attitudes of the organization's members. Whether the organizational support that employees perceive affects organizational citizenship behavior or not is subject worth to study. This study on the relationship between organizational citizenship behavior with its dimensions and perceived organizational support was revealed by a survey among glass factory employees operating in Ankara. In the study conducted, it was concluded that there is a positive relationship between organizational citizenship behaviors and perceived organizational support. In this context, as the perceptions of organizational support increase, the exhibitions of organizational citizenship behaviors towards the organization and individual also increase.
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4

Guslina, Indri. "Impact of Positive Organizational Behavior on Self-Efficacy in Improving The Quality of Work of PT Kareta Sabila Employees". Eduvest - Journal of Universal Studies 3, n.º 3 (20 de marzo de 2023): 647–55. http://dx.doi.org/10.59188/eduvest.v3i3.766.

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Positive Organizational Behavior has a wide reach, from the organization's past buried in by business ideology, through the present with urgent needs and emerging opportunities. This qualitative study aims to find out positive organizational behavior on self-efficacy. Positive Organizational Behavior is not just explicit knowledge, skills, and abilities that can only be built through educational and training programs, or even through work experience. Positive Organizational Behavior is also not equivalent to organization-specific tacit knowledge built by managers and employees over time by taking time and immersing themselves in the socialization process to build motivation in improving the quality of employee work. Positive Organizational Behavior also brings new and exciting opportunities above and above that are provided by social relationships and networks across individuals, departments, and organizations. Positive Organizational Behavior has triggered a paradigm shift far from just a negative emphasis on pathology that fills handbooks, dictionaries and classification systems of clinical psychologists. Similarly, Positive organizational behaviour offers organizational behaviour and human resource management researchers and practitioners a new positive perspective, far from the 'gloom and doom' focusing on dysfunctional employees, aggression in the workplace, incompetent leaders, stress and conflict, unethical behaviour, ineffective strategies and counterproductive organizational structures and cultures
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5

Schneider, Benjamin. "Organizational Behavior". Annual Review of Psychology 36, n.º 1 (enero de 1985): 573–611. http://dx.doi.org/10.1146/annurev.ps.36.020185.003041.

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6

Ilgen, D. R. y H. J. Klein. "Organizational Behavior". Annual Review of Psychology 40, n.º 1 (enero de 1989): 327–51. http://dx.doi.org/10.1146/annurev.ps.40.020189.001551.

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7

Wilpert, B. "Organizational Behavior". Annual Review of Psychology 46, n.º 1 (enero de 1995): 59–90. http://dx.doi.org/10.1146/annurev.ps.46.020195.000423.

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8

Ghanayem, Magd. "Exploring Organizational Behavior in Israeli Public Organizations During the War on Gaza". International Journal of Science and Research (IJSR) 13, n.º 3 (5 de marzo de 2024): 269–71. http://dx.doi.org/10.21275/es24306111950.

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9

Yulfiantie Hartono, Syahla, Widya Parimita y Agung Wahyu Handaru. "Pengaruh Iklim Organisasi, Motivasi Kerja dan Keadilan Organisasi Terhadap Organizational Citizenship Behaviour Pada Karyawan Perusahaan Umum di Jakarta dan Banten". Jurnal Bisnis, Manajemen, dan Keuangan 3, n.º 1 (21 de octubre de 2022): 1–15. http://dx.doi.org/10.21009/jbmk.0301.01.

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The purpose of the study was to find out whether the organization's climate, work motivation, and organizational fairness had an effect on organizational citizenship behavior. This study took a sample of 111 employees of Perum Bulog Kanwil DKI Jakarta and Banten. This study used descriptive and multiple linear regression analysis. The results of this study indicate that organizational climate has a positive and significant effect on organizational citizenship behavior, work motivation has a positive and significant effect on organizational citizenship behavior and organizational justice has a positive and significant impact organizational citizenship behavior. Simultaneously organizational climate, work motivation and organizational justice has an impact on organizational citizenship behavior. Tujuan penelitian ini adalah untuk mengetahui apakah iklim organisasi, motivasi kerja dan keadilan organisasi berpengaruh terhadap organizational citizenship behaviour. Penelitian ini mengambil sampel sebanyak 111 karyawan Perum Bulog Kanwil DKI Jakarta dan Banten Penelitian ini menggunakan analisis deskriptif dan analisis regresi berganda. Hasil penelitian ini menunjukan bahwa iklim organisasi memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior, motivasi kerja memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior, dan keadilan organisasi memiliki pengaruh positif dan signifikan terhadap organizational citizenship behavior. Secara simultan, iklim organisasi, motivasi kerja, dan keadilan organisasi berpengaruh secara signifikan terhadap organizational citizenship behavior.
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10

Elçin qızı Fərzəliyeva, Ülkər. "Organizational behavior and approaches". SCIENTIFIC WORK 70, n.º 09 (21 de septiembre de 2021): 68–73. http://dx.doi.org/10.36719/2663-4619/70/68-73.

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The purpose of this article is to identify and analyze the factors that influence the formation of organizational behavior, how to organize organizational behavior in enterprises. This article, which examines organizational behavior, is a qualitative study and has been interpreted using a document analysis approach. Through the analysis of the document, different sources related to organizational behavior were investigated and a number of definitions of organizational behavior were reflected.This article also discusses the importance of the organization in society. The impact of individuals, groups, and the formal structure of the organization on the behavior of organizations to work more effectively is reflected in the study. Key words: organizational behaviour, organization, personality, group, management process
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Elçin qızı Fərzəliyeva, Ülkər. "Organizational behavior and approaches". SCIENTIFIC WORK 70, n.º 09 (21 de septiembre de 2021): 68–73. http://dx.doi.org/10.36719/2663-4619/70/68-73.

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The purpose of this article is to identify and analyze the factors that influence the formation of organizational behavior, how to organize organizational behavior in enterprises. This article, which examines organizational behavior, is a qualitative study and has been interpreted using a document analysis approach. Through the analysis of the document, different sources related to organizational behavior were investigated and a number of definitions of organizational behavior were reflected.This article also discusses the importance of the organization in society. The impact of individuals, groups, and the formal structure of the organization on the behavior of organizations to work more effectively is reflected in the study. Key words: organizational behaviour, organization, personality, group, management process
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12

Ge, Jianhua, Xuemei Su y Yan Zhou. "Organizational socialization, organizational identification and organizational citizenship behavior". Nankai Business Review International 1, n.º 2 (4 de junio de 2010): 166–79. http://dx.doi.org/10.1108/20408741011052573.

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13

Ismail Bakan, Ismail Bakan, Tuba Buyukbese, Burcu Ersahan y Ilker Kefe Ilker Kefe. "The Effect of Organizational Commitment on Women Employees’ Organizational Citizenship Behavior". Indian Journal of Applied Research 3, n.º 2 (1 de octubre de 2011): 202–4. http://dx.doi.org/10.15373/2249555x/feb2013/70.

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14

Soelton, Mochamad. "The THE IMPLICATION OF JOB SATISFACTION THAT INFLUENCE WORKERS TO PRACTICE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) IN THE WORK PLACE". Archives of Business Research 8, n.º 5 (10 de mayo de 2020): 33–48. http://dx.doi.org/10.14738/abr.85.8139.

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This research aims to examine and analyze the political organization, organizational climate and organizational culture with organizational citizenship behavior (OCB) and job satisfaction as an intervening variable for employees of Distributor Company. The object of this research is 73 employees of Distributor Company. The approach used in this research is Component or Variance Based Structural Equation Model with analysis tool Smart-PLS. The results showed Political organizationa that has positive significant effect on job satisfaction. Organizational climate that has positive significant effect on job satisfaction to employees Distributor Company. Organizational culture that has positive significant effect on job satisfaction. Political organization does not affect organizational citizenship behavior (OCB). Organizational climate that has positive significant effect on organizational citizenship behavior (OCB). Organizationa culture that has positive significant effect on organizational citizenship behavior (OCB). Job satisfaction that has positive significant effect on organizational citizenship behavior (OCB).
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15

Safarova, Zuxra. "ORGANIZATIONAL BEHAVIOR AND EMPLOYEES". INNOVATIONS IN ECONOMY 9, n.º 3 (30 de septiembre de 2020): 75–80. http://dx.doi.org/10.26739/2181-9491-2020-9-10.

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This article examines organizational behaviors and employee interactions within the organization. The purpose of this study is to study and analyze the organizational behavior and the relevance of the interests and goals of employees to it
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16

Ahmadi, Soheila y Farid Ahmadi. "Teachers’ Organizational Commitment and Organizational Citizenship Behavior Is there any Relationship?" New Educational Review 33, n.º 3 (2013): 272–83. http://dx.doi.org/10.15804/tner.13.33.3.23.

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This study aimed to explore the level of teachers’ organizational commitment and organizational citizenship behavior and the relationship between them. The data was collected through a questionnaire returned from 322 teachers working in Urmia public high schools. The results of descriptive analysis indicated that the teachers had positive perceptions of organizational commitment and organizational citizenship behaviors. Moreover, they showed a moderate positive relationship between organizational commitment and organizational citizenship behavior, and affective commitment emerged as a significant predictor of organizational citizenship behaviors.
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17

TANAKA, Ken'ichiro. "Organizational Citizenship Behavior". Japanese Journal of Administrative Science 15, n.º 1 (2001): 1–28. http://dx.doi.org/10.5651/jaas.15.1.

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18

Warner, Malcolm. "Organizational Behavior Revisited". Human Relations 47, n.º 10 (octubre de 1994): 1151–66. http://dx.doi.org/10.1177/001872679404701001.

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19

French, Sandra L. y Tracey Quigley Holden. "Positive Organizational Behavior". Business Communication Quarterly 75, n.º 2 (12 de abril de 2012): 208–20. http://dx.doi.org/10.1177/1080569912441823.

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20

Rose, Kevin, Ann Herd y Stephanie Palacio. "Organizational Citizenship Behavior". Advances in Developing Human Resources 19, n.º 1 (27 de diciembre de 2016): 14–24. http://dx.doi.org/10.1177/1523422316682734.

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The Problem Organizational citizenship behaviors (OCBs) are discretionary employee behaviors, such as helping fellow employees or voluntarily promoting the organization, that are important contributors to several aspects of performance in organizations. One of the defining aspects of OCBs is that these behaviors are offered freely by employees; they are engaged in voluntarily. However, for some employees, these kinds of behaviors may be considered expected or required as part of the employees in-role job prescriptions. This is the case with Soldiers in the United States Army. The Solution In this conceptual paper, we juxtapose the treatment and conceptualization of OCBs in Army work culture with that in civilian work culture and posit that individuals transitioning from a career in military service to a civilian career may encounter a need for reframing these behaviors in their new work contexts. The Stakeholders For Soldiers, OCB-like behaviors are expected as part of their role and are measured in evaluations of performance. Because these behaviors are required of service members, but discretionary for most civilian employees, dissonance can be created for Soldiers transitioning from a military career to the civilian workforce.
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21

Schell, R. M. "Organizational Behavior Management". Journal of Organizational Behavior Management 18, n.º 2-3 (3 de diciembre de 1998): 157–71. http://dx.doi.org/10.1300/j075v18n02_08.

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22

Meyer, Ines, Stuart C. Carr y Lori Foster. "Humanitarian organizational behavior". Journal of Organizational Behavior 39, n.º 5 (junio de 2018): 543–44. http://dx.doi.org/10.1002/job.2292.

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23

Nosratabadi, Saeed, Hamid Khedry y Parvaneh Bahrami. "A Survey on the Relationship of Organizational Commitment and Organizational Citizenship Behavior". SIJ Transactions on Advances in Space Research & Earth Exploration 7, n.º 2 (5 de abril de 2019): 5–13. http://dx.doi.org/10.9756/sijasree/v7i2/03050170201.

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24

Hidayat, Cecep, Asep Hermawan y Dita Oki Berliyanti. "The influence of organizational culture, transformational leadership on organizational citizenship behaviors, and organizational commitment through employee engagement". Indonesian Journal of Education and Social Sciences 3, n.º 2 (7 de mayo de 2024): 100–120. http://dx.doi.org/10.56916/ijess.v3i2.635.

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This study evaluates the impact of Organizational Culture and Transformational Leadership on Organizational Commitment and Organizational Citizenship Behavior through Employee Engagement in non-formal educational institutions (PKBM) in West Java. Data from 291 respondents were analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) method. Results show that Organizational Culture and Transformational Leadership significantly influence Employee Engagement. Organizational Culture and Employee Engagement affect Organizational Citizenship Behavior, while Employee Engagement influences Organizational Commitment. Employee Engagement serves as a mediator between Organizational Culture and Transformational Leadership and Organizational Commitment and Organizational Citizenship Behavior. However, Organizational Culture and Transformational Leadership do not directly impact Organizational Commitment, and Transformational Leadership does not significantly influence Organizational Citizenship Behavior. Practical implications suggest enhancing institutional performance for the well-being of educators. The study contributes to the Integrative Organizational Behaviors Model, rooted in Social Exchange Theory, providing insights for future research on Organizational Behavior.
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Dibra, Rezart. "Organizational behavior and diversity". CRJ, n.º 2 (18 de septiembre de 2023): 57–59. http://dx.doi.org/10.59380/crj.v1i2.2739.

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The use of behavioural science in government and policy and regulation has been gaining popularity and momentum over the last five to ten years. Applications have historically been related to individual behaviour – either individuals working within government or citizens themselves. However, there is growing interest among governments and policy institutions to utilize behavioural science to enhance organisational behavior – from government institutions themselves to external organisationsthat interact with and are regulated by governments. Organizational Behavior is the identification, analyzing and application ofknowledge about howindividuals and groups act in organizations. It interprets people-organization relationships in terms of the person, group, organization, and whole social system. Objective of it is to build better relationships by achieving people objectives, organizational objectives, and social objectives. It encompasses a wide range of areas, such as human behavior, Training and development, change management, leadership, teams, Group behavior etc. In the study of organizational behavior and diversity, the use of models, theories, and past experience are each helpful in gaining a complete understanding. Individuals within an organization behave as they do as a result of the context in which they are immersed. This short article seeks to examine this context in order to further the cause of helping managers deal with issues in their organizations from a standpoint of knowledge and understanding, rather than guesswork andout-dated methods. First, the organization as a system will be discussed, including its interdependence upon other systems. Next, the importance of relationships as a vital part of the operation of organizations will be mentioned. Then, the management of diversity will be outlined, leading to a discussion of the importance of culture in influencing values. This paper is a theoretical paper with some concept in the behavior organizational as a important part of management.
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26

Ismail, Samreen, Zafar Iqbal y Muhammad Adeel. "Impact of Organizational Justice and Organizational Citizenship Behavior on Employees Performance". International Journal of Human Resource Studies 8, n.º 2 (28 de abril de 2018): 187. http://dx.doi.org/10.5296/ijhrs.v8i2.13070.

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Organizational Justice has been considered a significant subject in the operative organizations functioning. Whereas Organizational Citizenship Behavior is important to achieve the organizational success therefore organizations encourage and facilitate the OCB in order to produce effectiveness and efficiency in organization functions. The primary aim of this research is to investigate the role of organizational justice and organizational citizenship behavior in enhancing employees’ performance in academic setting. Organizational justice plays a pivotal role in shaping individual behavior and particularly extra role behavior such organizational citizenship behavior. To answer the research question, the cross sectional data were collected through a questionnaire from 190 employees working in different universities of Azad Kashmir Pakistan. Our findings reveal that there is a significant positive association among organizational justice (OJ), organizational citizenship behavior (OCB) and Employees performance (EP). The results indicated that Organizational Justice and Organization Citizenship Behaviors was significant predictor of Employees performance. This research contributes to the managerial literature by identifying and applying theoretical concepts into a different sample and organizational settings.
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Bucklin, Barbara R., Alicia M. Alvero, Alyce M. Dickinson, John Austin y Austin K. Jackson. "Industrial-Organizational Psychology and Organizational Behavior Management". Journal of Organizational Behavior Management 20, n.º 2 (15 de septiembre de 2000): 27–75. http://dx.doi.org/10.1300/j075v20n02_03.

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Geller, E. Scott. "Organizational Behavior Management and Industrial/Organizational Psychology". Journal of Organizational Behavior Management 22, n.º 2 (17 de julio de 2003): 111–30. http://dx.doi.org/10.1300/j075v22n02_10.

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Rousseau, Denise M. "ORGANIZATIONAL BEHAVIOR IN THE NEW ORGANIZATIONAL ERA". Annual Review of Psychology 48, n.º 1 (febrero de 1997): 515–46. http://dx.doi.org/10.1146/annurev.psych.48.1.515.

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Mahfudz, Mahfudz, I. Made Sukresna, Rio Dhani Laksana y Intan Shaferi. "Organizational Citizenship Behavior on Public Organizational Performance". Journal of International Conference Proceedings 2, n.º 3 (7 de diciembre de 2019): 129–38. http://dx.doi.org/10.32535/jicp.v2i3.654.

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31

Smith, J. R., Lisa A. Micich y Douglas L. McWilliams. "Organization Citizenship and Employee Withdrawal Behavior in the Workplace". International Journal of Human Resource Studies 6, n.º 3 (18 de agosto de 2016): 43. http://dx.doi.org/10.5296/ijhrs.v6i3.9916.

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The purpose of this research was to investigate the effect of organizational citizenship behaviors (altruism, courtesy, sportsmanship, generalized compliance and civic virtue) on employee withdrawal behaviors (turnover, absenteeism and tardiness). Most research in the OCB literature focused on the impact of organizational citizenship behaviors on turnover, with minimal attention directed toward absenteeism and tardiness, as negative employee performance behaviors. Data were obtained from employees (N = 334) at a municipal law enforcement agency with (N = 624) employees resulting in a 53.53% usable response rate. Data analysis indicated that job satisfaction was directly related to organizational citizenship behavior; and organizational citizenship behavior was inversely related to overall employee withdrawal behavior. Study findings did not lend support for organizational commitment being directly related to organizational citizenship behavior. The authors specified study limitations and future research opportunities.
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32

Luthans, Fred y Carolyn M. Youssef. "Emerging Positive Organizational Behavior". Journal of Management 33, n.º 3 (junio de 2007): 321–49. http://dx.doi.org/10.1177/0149206307300814.

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Although the value of positivity has been assumed over the years, only recently has it become a major focus area for theory building, research, and application in psychology and now organizational behavior. This review article examines, in turn, selected representative positive traits (Big Five personality, core self-evaluations, and character strengths and virtues), positive state-like psychological resource capacities (efficacy, hope, optimism, resiliency, and psychological capital), positive organizations (drawn from positive organization scholarship), and positive behaviors (organizational citizenship and courageous principled action). This review concludes with recommendations for future research and effective application.
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HM, Muhdar y St Rahma. "The Influence of Spiritual Intelligence,Leadership, and Organizational Culture on Organizational Citizenship Behavior: A Study To Islamic Bank in Makassar City". Al-Ulum 15, n.º 1 (21 de diciembre de 2017): 135. http://dx.doi.org/10.30603/au.v15i1.219.

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The aims of this study are to find out and to analys: (1) the influence of spiritual intelligence on organizational citizenship behavior; (2) the influence of leadership on organizational citizenship behavior; (3) the influence of organizationan culture on organizational citizenship behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula. The samples were selected in two stages: proportional and purposive sampling. The data were analyzed by using path analysis with the AMOS 21 program. The results show that: spiritual intelligence has a positive and significant influence on organizational citizenship behavior; leadership has a positive and significant influence on organizational citizenship behavior; organizational culture has a positive and significant influence on organizational citizenship behavior.
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Arquimino Ramos y Lena Ellitan. "Organizational Citizenship Behavior and Organizational Performance: A Literature Review". J-CEKI : Jurnal Cendekia Ilmiah 2, n.º 4 (21 de mayo de 2023): 354–62. http://dx.doi.org/10.56799/jceki.v2i4.1709.

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This paper is to explore the relationship between Organizational Citizenship Behaviour and organizational performance in both private and public organization. OCB has significant impact on organization performance as its shows in several researches and literature review by schoolar. Research in the field of business and management confirms that employees are activators of organizational resources and, therefore, are considered an important asset of the organization. Other available literature confirms the assumption that high employee citizenship behavior is the most influential factor and contributes a lot to the success of company performance. The contribution of fundamentally effective leadership to employee commitment and citizenship cannot be ignored.
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Alamsyah, M. Galang Nur, Muhamad Azis Firdaus y Rachmatullaily Tinakartika Rinda. "PENGARUH ORGANIZATIONAL TRUST DAN ORGANIZATIONAL COMMITMENT TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR". Manager : Jurnal Ilmu manajemen 3, n.º 3 (15 de diciembre de 2020): 413. http://dx.doi.org/10.32832/manager.v3i3.3906.

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Tujuan penelitian ini untuk mengetahui Pengaruh Organizational Trust dan Organizational Commitment Terhadap Organizational Citizenship Behavior Karyawan BPJS Ketenagakerjaan Kota Bogor. Peneliti memperoleh data dengan penyebaran kuesioner. Jumlah sampel yang diambil 48 karyawan. Metode data yang digunakan yaitu validitas, reabilitas, deskriptif, inferentif, regresi ganda, korelasi, koefisien determinasi, uji t, uji f, dengan menggunakan aplikasi komputer. Diketahui R=0.708 terletak pada interval (0.60-0.799) hal ini menunjukan bahwa hubungan antara variabel Organizational Trust (X1) Organizational Commitment (X2) terhadap Organizational Citizenship Behavior (Y) adalah kuat dan positif. Hal ini dibuktikan oleh hasil analisis F hitung 23,662 >F tabel 3,19 sehingga dapat disimpulkan bahwa H3 diterima yang berarti terdapat pengaruh X1 (Organizational Trust) dan X2(Organizational Commitment) secara simultan terhadap Y (OCB).
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Abbasi, Ali, Wan Khairuzzaman Wan Ismail, Fatemeh Baradari, Qasim Zureigat y Fakhrul Zaman Abdullah. "Can organizational justice and organizational citizenship behavior reduce workplace deviance?" Intangible Capital 18, n.º 1 (28 de marzo de 2022): 78. http://dx.doi.org/10.3926/ic.1816.

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Purpose: This manuscript investigates the impact of organizational justice on organizational citizenship behaviour and workplace deviance and examines the mediator effect of organizational citizenship behaviour between organizational justice and workplace deviance.Design/methodology/approach: This study utilizes a quantitative method to investigate four hypotheses using PLS3-SEM on 185 respondents from five research universities in Malaysia.Findings: Findings of this study reveal the positive impact of organizational justice on organizational citizenship behaviour and the negative effects of organizational justice on workplace deviance. Further, the study confirms the mediating effect of organizational citizenship behaviour between organizational justice and workplace deviance significate, especially in higher education. These findings will be helpful guidance for decreasing deviance and eventually increasing employees’ efficiency.Research Limitation: This research focuses on organizational justice and organizational citizenship behaviour on workplace deviance. Future study should research some other unique factors relevant to reducing workplace deviance. Although data was collected only once and took almost two months, unequal distribution during the sixty days may affect the accuracy of findings. Future studies should collect data over a period longer than two months to analyze the different reactions of employees to managers’ decisions or behaviorsPractical implications: This study guides and supports managers and employees in putting organizational mechanisms towards improving organizational citizenship behaviors.Originality/value: These research findings expand knowledge on workplace deviance behavior by providing evidence for the different impact of organizational justice and organizational citizenship behaviour on workplace deviance.Keywords: Social exchange theory (SET), workplace deviance (WD), organizational justice (OJ), human resource (HR), organizational citizenship behaviour (OCB).
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Xiang, Ling y Yi-Chun Yang. "Factors influencing green organizational citizenship behavior". Social Behavior and Personality: an international journal 48, n.º 9 (2 de septiembre de 2020): 1–12. http://dx.doi.org/10.2224/sbp.8754.

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We examined the relationships between green human resource management practices, organizational identification, and green citizenship behaviors in the hotel industry. Our framework comprised 5 dimensions of green human resource management practices: green recruitment, green training, green performance management, green reward, and green involvement. We predicted that each dimension would positively influence frontline employees' organizational identification, and, in turn, their green organizational citizenship behaviors of eco-initiatives, eco-civic engagement, and eco-helping. Participants were 426 frontline employees working in Taiwanese hotels. Consistent with our predictions, each of the 5 green human resource management practices had a positive influence on organizational identification, which then positively affected green organizational citizenship behavior. Moreover, green human resource management practices enhanced employees' green organizational citizenship behavior, and organizational identification was an effective mediator of the relationship between green human resource management practices and green organizational citizenship behavior. Practical and theoretical implications of the findings are discussed.
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Sharma, Tripti. "RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR AN ANALYSIS OF INDIAN OIL CORPORATION LIMITED, (PANIPAT)". YMER Digital 21, n.º 07 (21 de julio de 2022): 788–95. http://dx.doi.org/10.37896/ymer21.07/63.

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A lot of people have done numerous researches on the organization behavior. This study attempts fill the gap by studying the relationship between organizational citizenship behavior and organizational commitment. The sample derived from questionnaire survey of 390 respondents of Indian Oil Corporation limited, Panipat. The aim of the study is to find out the relationship between organizational commitment and organizational citizenship behaviour in Indian Oil Corporation limited, Panipat. Primary data collected through quantitative as well as qualitative procedure. The result of the study suggests that there is a positive relation of organizational commitment and organizational citizenship behavior in Indian Oil Corporation limited, Panipat. Keywords: Organizational commitment, Organizational Citizenship Behaviour,. Dimensions of Organizational commitment and Organizational Citizenship Behaviour.
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Sahoo, Smruti Rekha. "Effect of Organizational Citizenship Behavior on Organizational Commitment: Field study in IT Industry". Journal of Advanced Research in Dynamical and Control Systems 11, n.º 10-SPECIAL ISSUE (25 de octubre de 2019): 165–72. http://dx.doi.org/10.5373/jardcs/v11sp10/20192788.

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Yohana, Corry. "The effect of leadership, organizational support and organizational citizenship behavior on service quality". Problems and Perspectives in Management 15, n.º 2 (30 de junio de 2017): 197–203. http://dx.doi.org/10.21511/ppm.15(2-1).2017.03.

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The purpose of this research is to study the effect of leadership, organizational support and organizational citizenship behavior on service quality of the Chairman of the study program at the State University of Jakarta. This research used a quantitative approach with a survey method. The research population was Chairmen of the study program of Universities Jakarta. The research sample was 64 Chairmen of the study program selected randomly. Data were obtained from questionnaires and, then, analyzed using descriptive statistics, path analysis and inferential statistics. These results indicate that the Leadership has a direct positive effect on Service Quality, Organizational Support has a direct positive effect on Service Quality, Organizational Citizenship Behavior (OCB) has a direct positive effect on Service Quality, Leadership has a direct positive effect on Organizational Citizenship Behavior (OCB), Organizational Support has a direct positive effect on Organizational Citizenship Behavior (OCB) and the Leadership has a direct positive effect on Organizational Support. Thus, to improve the service quality, the Leadership, as well as the Organizational Support and OCB, should be improved.
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Илья Олегович, Задоренко y Головина Татьяна Александровна. "Organizational and managerial approaches to the development of organizational behavior in the HR management system". STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 1, n.º 2 (29 de junio de 2024): 25–33. http://dx.doi.org/10.22394/2079-1690-2024-1-2-25-33.

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The article substantiates the relevance of modern organizational and management approaches to the development of organizational behavior of personnel. The role of behavior types and work values of the organization's employees, which resulted in the motivational model of organizational behavior of the staff, is revealed. Taking into account the identified motivational types of personnel, a set of methods for the development of organizational behavior of employees, including scientific-methodological, informational, andragogical and socio-communicative approaches is proposed. The study shows that organizational behavior is one of the key elements of the personnel management system, the effectiveness of which determines the management result and the financial success of the enterprise.
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Khan, Muhammad Asad, Fadillah Binti Ismail, Altaf Hussain y Basheer Alghazali. "The Interplay of Leadership Styles, Innovative Work Behavior, Organizational Culture, and Organizational Citizenship Behavior". SAGE Open 10, n.º 1 (enero de 2020): 215824401989826. http://dx.doi.org/10.1177/2158244019898264.

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Leadership stains affect the follower’s performances regarding innovative work behavior, and a gap is found in leadership research in higher education, specifically in Pakistan. The basic purpose of this research is to point out the effect of leadership styles on innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior among the Head of the Departments (HODs) in higher education institutions (HEIs). A survey method has been carried out to collect data from 160 respondents to, further, verify how leadership styles of academic leaders affect employees’ performances in universities. The statistical study exposes a substantial positive effect of leadership styles on innovative work behaviors of employees highlighting mediating and moderating effects of organizational culture and OCB on such a relationship. This study carries various implications for prior research in both theoretical and practical fields, and its scope may also be enlarged, geographically or institutionally, to another context. This research uncovers the relationship of leadership styles and innovative work behavior in academic research, which has been ignored before in higher education of Pakistan.
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Jrad, Majida. "HOW HR PRACTICES AFFECT ORGANIZATIONAL COMMITMENT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR". Volume 8, Issue 2 v8, n.º 2 (10 de noviembre de 2020): 130–60. http://dx.doi.org/10.37708/ep.swu.v8i2.12.

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The HRM and effective HR practices play an important role for promoting a committed environment and a culture of citizenship. This study is intended to explore the HRM systems’ dynamics and applied HR practices in Lebanese banks and to find their possible link with employee commitment and citizenship behavior. The primary research selected six most representative Lebanese banks. A questionnaire on employee commitment and citizenship behavior was sent to each bank’s HR officers. The questions were derived from the OCQ, ACS, CCS, NCS, and CBS. Direct positive relationship between HR and organizational commitment was not completely verified in terms of the Lebanese bank institutions. The HR-OCB relationship is much more coherent and noticeable especially when the HR role of employee champion emerges. Commitment has a strong relationship with the OCB. Lebanese banks have very promising examples of serious dynamic HRM initiatives that promote employees’ support and recognize their efforts while trying to capitalize on their competences, commitment, and displayed citizenship behaviors.
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Chwalibóg, Elżbieta. "Personality, temperament, organizational climate and organizational citizenship behavior of volunteers". Journal of Education Culture and Society 2, n.º 1 (15 de enero de 2020): 19–30. http://dx.doi.org/10.15503/jecs20111.19.30.

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The following article aims to present the results of studies on the relationship of temperament, personality and organizational climate with the occurrence of OrganizationalCitizenship Behavior (OCB) in the organization. The study was qualitative, and correlational. The study group consisted of 42 activists in voluntary organizations aged from 18 to 19 years old, 15 men and 27 women. The following questionnaires were used: The scale measuring Organizational Citizenship Behavior (OCB) S. Retowski,Formal Characteristics of Behaviour - Temperament Questionnaire (FCZ-KT) B. Zawadzki and J. Strelau, PersonalityInventory NEO-PI-Costa Jr. and Mc'Crae Polish Adaptation and Organizational Climate Questionnaire by L. von Rosenstiel and R. Bögel – K. Durniat Adaptation. The study revealed a clear positive correlation with Organizational Citizenship Behavior (OCB) with a component of Agreeableness - Trust (A1), with Extraversion (E) and its components: Warmth(E1), Excitement Seeking (E5) Activity (E4) and Gregariousness (E2) and the component of Conscientiousness – Self-Discipline (C5), component of Openness to Experience – Actions (O4), and also negative correlations with Neuroticism (N) and its components: Vulnerability (N6), Self-Consciousness (N4) and Anxiety (N1). The study also revealed a clear positive correlationsOrganizational Citizenship Behavior (OCB) with Activity (AK), Endurance (WT) and Briskness (ĩW) and a clear negative correlation with Perseveration (PE), Emotional Reactivity (RE). In the group of volunteers there were also showed positive correlations of Organizational Citizenship Behavior(OCB) with a Career (Assessment and Promotion) (OA) and the Communication and Information (KI). Regression model developed using multiple regression (stepwise regression method) takes into account the following variables: Activity (AK - Temperament), Agreeableness component of the Personality - Straightforwardness (A2), and the component of Neuroticism – Self-Consciousness (N4), also the component of Conscientiousness – Deliberation (C6) and a component of Openness to Experience – Fantasy (O1) and the Organizational Climate subscale OA – Career (Assessment and Promotion). The obtained results indicate a strong relationship of personality and temperament variables and the organizational climate of the manifestation of Organizational Citizenship Behavior.
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Tutugo, Ahmad Habibi y Much Riyadus Solichin. "Pengaruh Kepribadian dan Budaya Organisasi Terhadap Organizational Citizenship Behavior dengan Komitmen Organisasi sebagai Variabel Intervening". Jurnal Ilmiah Mahasiswa Manajemen, Bisnis dan Akuntansi (JIMMBA) 2, n.º 3 (30 de junio de 2020): 392–410. http://dx.doi.org/10.32639/jimmba.v2i3.483.

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This research aims to test the influence of organizational personality and culture on organizational citizenship behavior through the organization's commitment as a intervening variable. The sampling method used is a non-probability sampling technique i.e. saturated sampling i.e. taking the whole sample or all members of the population are used as samples. Respondents in this study were the permanent teachers of Pondok Pesantren SahabatQu Sleman amounting to 60 people. This research uses the methods of descriptive analysis and statistics carried out validity tests, the test of relibility, multicolinearity test, heteroskedastisity test, normality test, correlation test, coefficient of determination, test T, analysis of pathways, calculation of Influence and Test Sobel. Testing in test T shows that the personality affects the Organization's commitment to the teacher of Pondok Pesantren SahabatQu Sleman. Organizational culture has a significant effect on the organization's commitment to the teachers remain in Pondok Pesantren SahabatQu Sleman. Personality has a significant influence on organizational citizenship behavior on the teachers remained SahabatQu Pondok Pesantren Sleman. The organizational culture has a significant effect on the teachers staying at the Pondok Pesantren SahabatQu Sleman. The commitment of the Organization has a significant effect on the teachers remained the Pondok Pesantren SahabatQu Sleman. Organizational commitments can be radiated between personality and organizational citizenship behavior based on the Sobel test. Organizational commitments cannot be intermediate between organizational cultures and organizational citizenship behavior based on Sobel tests.
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Kożuch, Barbara, Izabela Stańczyk y Magdalena Stuss. "ORGANIZATIONAL BEHAVIOR – CULTURAL DIFFERENCES". PRACE NAUKOWE UNIWERSYTETU EKONOMICZNEGO WE WROCŁAWIU, n.º 512 (2018): 85–93. http://dx.doi.org/10.15611/pn.2018.512.07.

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Price, Richard H., Thomas A. D'Aunno y Jay W. Lorsch. "Handbook of Organizational Behavior". Contemporary Sociology 17, n.º 2 (marzo de 1988): 181. http://dx.doi.org/10.2307/2070561.

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U. Putra, Ida Bagus y Ida Bagus Gede P. Putra. "Organizational Citizenship Behavior Determinants". International Journal of Business 27, n.º 2 (30 de abril de 2022): 1–16. http://dx.doi.org/10.55802/ijb.027(2).002.

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The hotel is developing very rapidly, but the occupancy rate fluctuates and decreases. This study investigates job satisfaction, organizational commitment, and OCB on employee performance with moderated spiritual leadership. The research was conducted at 185 non-star hotels in 4 sub-districts of Denpasar city. The sampling method was multistage sampling so that a sample of 127 hotels in Denpasar was determined. The data analysis tool was performed using the SEM-PLS program. The results showed that job satisfaction, OCB, and commitment significantly affect employee performance. Meanwhile, satisfaction and commitment did not significantly affect OCB during spiritual leadership as a moderator on job satisfaction and OCB commitment. This research is expected to be able to make a practical contribution to hospitality practitioners in improving OCB in the hospitality sector.
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Nielsen, Richard P. "Changing Unethical Organizational Behavior". Academy of Management Perspectives 3, n.º 2 (mayo de 1989): 123–30. http://dx.doi.org/10.5465/ame.1989.4274762.

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Kuijsten, Wim, George A. White, Ronald Duska y Victor D. Lincoln. "Organizational Behavior in Insurance". Journal of Risk and Insurance 61, n.º 2 (junio de 1994): 351. http://dx.doi.org/10.2307/253720.

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