Organizational Citizenship Behavior: A Comparative Study of Assistant Engineers and Junior Engineers of HTPS

Introduction

According to Asa and Santhosh (2017). Organizations are physical locations composed of people and their relationships. In recent years, the concept of Organizational citizenship behavior (OCB) has been studied widely and become a major topic of research in the field of management and organizational behavior. In 1938 Barnard initially addressed the requirement for behavior that go away from properly delineated roles, primarily through his notion “willingness to cooperate”. Almost after 2½ decades in 1966, Katz and Kahn mentioned that workers in effective organization, reveal “innovative and voluntary behavior; performance beyond the need for deeds of organizational purpose” (p337) [1, 2].

After Barnard, in 1988 the term OCB was coined by Organ. Organizational citizenship behavior may be described as “individual behavior that is discretionary, not directly related or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization” (Organ et al., 2006, p.3). By discretionary, it is meant that the OCB is not something enforced but the organizational conditions and employment contract give rise to the sense of attachment and belongingness leading to the sense of development of OCB which is of personal choice and omission of such behaviour is not generally punishable [3, 4].

Bolino, Turnley, and Bloodgood (2002) viewed organizational citizenship behavior as the voluntary behaviour of an employee to enhance their formal job requirement in order to help other employees of the organization to achieve their individual as well as organizational goal and to take real consideration in the activities and goal of workplace. Appelbaum, Bartolomucci, Beaumier, Boulanger, Corrigan, Dore and Serroni,(2004) described organizational citizenship behavior that it is discretionary and beyond the an employee’s formal job requirement, on the other hand promoting the effective functioning of the organization [4, 5, 6].

After analyzing the all above definitions we may say that organizational citizenship behavior is kinds of employees behavior that is goes beyond the duty of an individual and can affect the well-being of both employees as well as organization in the both direction positive and negative.

In 2015 Haybatollahi and Ayim, they tried to investigate that citizenship behavior from a cross-national perspective: between the workers of Ghanaian industrial and their Finnish counterparts [7]. They found that the differences between the two samples were statistically significant. Contrary to expectations, Finnish workers were more active in citizenship behaviors than their Ghanaian counterparts. Job satisfaction emerged as one of the healthy predictor OCB, regression was also conducted to assess the impact of job satisfaction on citizenship behaviors between the two nations. Once again satisfaction was confirmed as a robust predictor of organizational citizenship behaviors. Agarwal (2016) [8], conducted a study on Public and Private Sector Bank employees, and tried to compare the level of OCB between the employees of private & public sector bank. In this paper eight hypotheses were formulated on the basis of eight variable that can broadly described the organizational citizenship behavior. By using the z test these eight hypotheses were tasted between private sector & public sector. One hypothesis was also formulated to test the difference between the OCB level of private sector & public sector bank. Findings revealed that there is significance difference between the private sector & public sector banks. Only one hypothesis Out of 8 hypotheses are accepted and rest 7 hypotheses are rejected. The hypothesis that was formulated to compares the OCB between private & public sector employees is also rejected.

Asa and Santhosh, (2017), they conducted a study and the objective of the study was to know and investigate OCB exhibited by executive and non-executive employees of public sector organizations in the state of Kerala. Findings revealed that there is insignificant difference in the level of OCB exhibited by executive and non-executive employees [1].

Objective

To study the difference of organizational citizenship behavior as well as its dimensions among Assistant Engineers and Junior Engineers.

Conclusion

In view of the findings, it is concluded that the differences in hierarchy of engineers failed to elicit difference in their OCB. It clearly reveals to the fact that poor efficiency of the work organization is sometimes the result of organizational poor maintenance, keeping the OCB of the two levels of engineers constant. However, organization overall maintenance and management are necessary for effective and adequate organizational performance.