Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in
Organizational Citizenship Behavior And Its Importance In Improving The Performance Of Employees: The Case Of The Staff Of The Department Of Administrative Affairs At The Ministry Of Justice Study (Libya) Mustafa Ahmed Zeyada1 & Prof. D. Yavuz Demirel2 1
2
Ph.D. student in Kastamonu University Prof D.YAVUZ DEMIREL. Professor D of the Kastamonu University,
Abstract :This study was to determine the effect of the behavior of organizational citizenship on the performance of staff in the General Directorate of Administrative Affairs at the Ministry of Justice (Libya), saluting after making a desk survey of previous studies on the subject and as well as exposure to certain aspects of the theory has been moving field of study through access to official documents related to the study and personal interview with some of the managers of human resources and personnel management and statistical form a questionnaire and processed, as gathered from 30 questionnaire random sample of the total staff of the General Directorate of administrative Ministry of Justice, they are 250 employees. The most important results of the study in the presence of organizational citizenship behavior and performance of employees with a high degree of influence of the average organizational citizenship behaviors on the performance of employees in the Directorate General for Administrative Affairs at the Ministry of Justice. Keywords: organizational citizenship behaviors, staff performance, improve performance, General Department of Administrative and Financial Affairs.
Introduction-: For as long as the immediate supervisors and managers of human resources focus on follow-up and improve the rates of performance of employees of the speed and the cost and quality of performance without focusing on the other elements of the behavior of the performance and prospects of the performance development of the future, which offers a superficial reading of the performance factor and sometimes misreading, where alerted several studies for lack overlook the importance of performance behavior which is always considered more important than the performance rate, where there were many studies and research on the behavior of worker within the organization and its impact on his performance on
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the one hand and on achieving the organization's objectives on the other hand, as the most important factor in the organization's resources and most influential in achieving value-added where he earned attention by researchers.
Research problem: The problem with research in the following questions.
- To what extent can organizational citizenship behaviors affect the performance of employees in the public administration of administrative and financial affairs? - What is the reality of organizational citizenship behaviors among workers General Directorate for Administrative and Financial Affairs? - What is the correlation between organizational citizenship behavior and performance of employees in the public administration of administrative and financial affairs? -The concept of the performance of employees and its determinants: 1- Concept of the performance of employees. The performance of the administrative point is to do functional burden of responsibilities and duties according to work should be performed by an employee trainer, or the employee's job duties on acceptable and specified for the post held face, as expressed by the concept of performance level achieved by the individual worker when he was working in terms of the quantity and quality of work submitted by him, and the performance of the effort being made by everyone working organization of regulators, managers, engineers, and performance can be considered behavior as a way in which an individual or a team, and there are those who believe that the performance results
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Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in from the size comparison level factor in his work with the anticipated he did do as quantity and quality, and it will have it embodies the efficiency of the individual to do the work assigned to them within a specified period of time, taking into account the amount of effort and the extent of its conformity with the specifications of quantity and quality of production. 2- Staff performance parameters: The determinants of the performance of employees are as a model, "Porter - Lawler
-The effort: Hamas expressed a degree of the individual to perform the work. The amount of effort has been based on the evaluation of reward (penalty: physical or mental), as measured by the voltage output of the individual for consolidation (incentives) compared with the physical and mental energy exerted by the individual to perform his mission.
- Capacity and individual characteristics: any personal individual abilities acquired during the stages of his work, as well as past experiences which determine the degree of effectiveness of the effort, that is, that the worker who feels his ability to work and experience paid to do any activity of any kind in order to make a greater effort driven by the continued performance, these capabilities change over time intervals. - Recognize the employee's job role: how to inform factor in the sense that his work is reflected in his mind a set of perceptions and impressions about the behavior and activities that make up the work as well as how it should be exercised by the individual's role in the organization. 3 - Classifications and behaviors of the performance of employees: 3-1 employee performance ratings: There were many performance rankings in the various organizations; it has been ranked the performance management system at the University of North Carolina in the United States the performance of employees into the following classifications.
- Outstanding performance: It is that performance, which exceeded the specific expectations of the average performance, is usually credited to achieve a return to the employee and his skills efforts, performance of an outstanding is the behaviors and Imperial Journal of Interdisciplinary Research (IJIR)
abilities of intellectual and cognitive skills set high enjoyed by workers in enterprises of individuals, so that they have the ability to employ those skills and knowledge and behavior in their field of specialization, including making them perform work beyond the borders of the enterprise standards and superior to what is estimated by others in quantity and quality, and providing new ideas and products; characterized by modernity and originality, creativity and excellence, so as to promote the achievement of high-level goals of growing the organization and performance .
-Very good performance: it is the performance that meets the specified work beyond expectations and in some cases, and are usually caused by the efforts and skills of the employee . - Good performance: it is a performance that achieves work expectations, a return to the efforts and skills of the employee himself. - Performance without good: it is a performance that achieves some work expectations, but it does not bring the rest, usually the reason for this is due to a lack of effort and skills of the employee, and sometimes the work environment. - Unsatisfactory performance: performance here usually fails to achieve business expectations or requirements, and needs an employee here to direct supervision, Kindle needs to do to repeat the same work to be done several times, and was caused by the efforts and skills of the weak factor, or the work environment. 3 -2 - entrances to improve the performance of employees: Is working performance of key indicators in the organization that contributes to the attainment of its objectives if well and effectively achieved through several entrances to contribute to the improvement of its performance, including the following: 3 – 2 - 1 -Training Considers job training one of the important functions of human resource management in the enterprise is also considered complementary to the function of selection and appointment also helps to develop and increase the skills of workers and improve their assigned chores, because the human element like the other elements of production, tools and appliances, for example: Needs to care and development according to specific plans and
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Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in programs of this care and is the human factor in helping him gain new information and knowledge, and to provide new ways of doing business, and hone his skills in the implementation of what is entrusted with the duties and responsibilities, and is not limited to training just take the information regardless of the value and significance in practice, but must be accompanied by the actual performance of the methods of the new practice, and then we can training is described as an attempt to change the behavior of individuals using a mixture of different methods and techniques in the performance of their business, which makes them behave differently after the training than they were following him before training, And it includes changes in the behavior of workers: Change of knowledge and information; change perceptions, values and trends; changing skills and abilities; and be the outcome of this change is to achieve administrative results of the institution, such as higher productivity, and better performance, administrative system better, which will lead to better economic results and reduce costs and increase profits for the organization. 3 – 2 – 2 - stimulus: Incentives are policies that are designed and adapted range of the individual employee to co-opt some do the job entrusted to him a way that is consistent with achieving the goals of the institution as long as it leads ultimately to achieve his personal goals and satisfaction of their needs to the desired level, The end of the incentives is to create the motivation of the individual to move toward a particular behavior serve Foundation goals, so the effectiveness of the incentives that provide to the individual in the organization can be adopted by observing the behavior of workers and the extent of their commitment to the policies and regulations of the enterprise performance and rates that they achieve, for the institution to identify the needs of their employees and try to create, by providing appropriate incentives, and organizations compete to provide better incentives for its employees in order to attract talent and development and to ensure its continuation and survival in the same desired performance levels.
external environment to work is the most important of these factors- : The motivation of individuals; the business climate and the environment ; the ability to perform the work. Every worker of the three factors do not affect the performance independently, but through its interaction with other variables, though the level of performance will be the result of the interaction of these factors together. If the three factors positive, ie, whether the individuals' motivation high and high capacity to work on the occasion of an open atmosphere environment, the outcome of the performance will be high, but if the above factors are all low, the outcome of the performance will be low, and in the case of the low motivation of individuals with enjoyment a high degree of capacity and provide the right environment, the performance will be moderate.
Second - what organizational citizenship behaviors: 1 - Concept behaviors:
of
organizational
citizenship
Defined by each of the J, J & Zhao and Y. Liao, Zhang as the actions that aim to provide assistance and the appearance of the behavioral signs are not needed at the official level but be of benefit to the organization, and is clear from this definition that the behavior of organizational citizenship is a group- :
- Is optional, voluntary stems from the additional role that could be played by an individual's work behavior. -Behaviors they are not intended to satisfy the personal benefit (a hidden purpose) - Behaviors they are encouraged to engage in the organization ( by the organization)
3 – 2–3- factors affecting the performance of
employees:
-Is the behavior of the individual does not wait against which the organizational reward also that the individual does not penalize the lack of practice and for the following reasons.
It is determined by the individual performance level of the interaction of all the factors affecting it, a manifold, some of which are respect for the individual, including those related to the internal work environment, including with regard to the
- The organizational citizenship behaviors are often minute and it is difficult to measure, as the Director may notice those behaviors, however, the link between these behaviors and rewards will be very weak.
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Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in
-That the exercise of one's organizational citizenship behaviors may hurt the performance of the individual official for his work, as it is, for example, help the individual to his colleagues at work can lead to wasting his time and decrease performance. -It is a voluntary behavior cannot be punished if he refuses to individual performance . From the above it can be said that this behavior is a result of these positive actions in excess of what is officially defined in the organization, which is characterized by the optional nature of noncoercive, and is directly under the equivalent, and explicit in the administrative incentive system for the organization, and a large of the effectiveness and success of the organization in achieving its goals is important, as well as can be to note from the above definitions that organizational citizenship behaviors include two types of behaviors :
- Positive behaviors practiced by the individual voluntarily example: help colleagues at work make proposals to improve the organization's performance. -Behaviors that refrain from the practice of the individual voluntarily and those behaviors are called quality refrain Examples include- : Nitpick in the work of others, not to carry some simple trucks in the workplace. 2 - Organizational citizenship behavior patterns: Numerous organizational citizenship behavior patterns which can be summarized as follows
-Help the employee to co-workers in matters relating to employment issues in aid of others who are absent from work; guide the new staff, even if it is not required, and as well as helping others with many functional burdens, help the president or supervisor in his work ... etc., that these practices are volunteer work does not expect the person to be carried out because it is not official and his job requirements. -Help colleagues with regard to personal matters, and this includes assistance in matters relating to family and emotional problems. - Helping customers or auditors matters not related to the goods and services offered, such as listening and guiding them or listening to them. Imperial Journal of Interdisciplinary Research (IJIR)
-To comply with the values and policies and regulations and work accordingly, such as Time & Attendance by work schedules, the use of organizational resources to use properly. -Proposal regulatory, administrative or procedural improvements in order to make more successful and memorable, such as proposals for building or organizational strategies or administrative practices or procedures institution. - Redoubled efforts to work and to avoid waste of time in side conversations or prolonged and frequent visits to a break or internal or external unrelated to work efforts. - Volunteering to do additional work in order to help the organization participation in committees or some projects related to work or to overcome the difficulties faced by the regulatory processes and the protection of the Organization of the dangers. -To stay with the organization in spite of the difficult conditions they face. - Provide the organization to others are good and the defense of the organization and talk about it in front of others to be good, which contributes to the improvement of its reputation when others. 3 - Importance of organizational citizenship behaviors: The importance of the study of organizational citizenship behavior stems from being contribute to improving the overall performance of the organization by managing reciprocal relationships between employees in different sections and departments which contributes to increase the overall completed output size of 16, the researchers in the field of organizational citizenship and were seen as having great importance in the overall performance the organization through- :
-Provide the organizational citizenship behavior management by means of the interaction between individuals within the organization lead to increase the overall results achieved. - Due to the scarcity of resources in organizations, doing additional roles that stem from organizational citizenship behavior leads to the possibility of achieving the organization's objectives. - Also, stems the importance of organizational citizenship behavior of the many positive effects Page 804
Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in and results that can be achieved by the organization, and it is as follows- : - Leads to improved productivity and is a source of free her. -Lead to improved abilities and skills of workers and managers alike . - Leads to the commitment and resolve problems. -Improve the level of efficiency and effectiveness of the organization. - Reduce the level of job leakage. - Raise the morale of the workers. -That these behaviors check to her employer's advantage and competitive advantage. This means that organizational citizenship behavior can lead to positive results on the individual and collective levels of organizational performance . 4 - Organizational dimensions:
citizenship
behavior
It can be divided into organizational citizenship behavior dimensions to the five main dimensions, namely- : Altruism, fitness and kindness, sportsmanship, civilized behavior, awareness of conscience .
- Altruism: and is an optional behavior carried out by the individual voluntarily to help his colleagues at work in solving the problems related to work, and help new employees to identify the methods and ways to accomplish their tasks, assist coworkers in the completion of their accumulated because of the absence. - Fitness and kindness: He's here as the so-called civility, and reflects the extent of the person trying to prevent work-related problems and aware of the impact on the behavior of others, and not to exploit the rights of others and avoid stirring up trouble with them. - Sportsmanship reflects the extent of the person carrying any temporary or simple personal troubles without grumbling or refuses or something like that and directed energy savings for such so as to complete the work. - Civilized behavior: and means of constructive engagement and responsible in managing the affairs of the organization and attention to the fate of the organization through the presence of the meetings of the task informal, to maintain the change, read and declarations of the Organization notes, and
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perform work in helping to preserve the reputation of the organization.
-Awareness of Conscience: The voluntary employee who exceeds the minimum requirements of the job in the field of attendance, respect for rules and regulations, and to work seriously breaks behavior. 5 -obstacles behavior:
to
organizational
citizenship
The lack of contribution of staff in the organization behaviors additional role of belonging to a set of constraints include- :
-Failure to involve employees in decisions affecting the organization, as well as not to strengthen positive attitudes towards the organization. -Organization's culture and values, the inability to alleviate the pressures of work, intense the pressure affect the efficiency of the staff and the additional positive behavior, which is reflected in the excellence of their performance. -Do not allow staff to express their opinions and dissatisfaction toward their jobs, which is an obstacle to the staff to do the behavior is calculated. -Lack of many organizations to achieve organizational justice, which, if any, they form a powerful incentive to organizational citizenship behaviors. There are also other obstacles affecting the organizational citizenship behavior among individuals and is.
- The loss of confidence on the part of the staff and the heads of which leads to apathy and alienation, dissatisfaction and motivation to work. -Social and economic factors and the structure of wages and salaries, administrative and factors relating to non-administrative, functional stability. As stated in the study (Karam2011) the previous overcome these obstacles require the attention of organizations, to- : - Strengthen the thinking and personal contact among employees to enhance their capacity for further additional discretionary behaviors skills. Page 805
Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in
- Seek administrative leadership for the latest information regarding the improvement of the additional staff activities such as information about poor working conditions, long working hours .
final form college, where notes of Alpha Cronbach values that reliability coefficient amounting to 78% . Average and appropriate for the purposes of the study, a good percentage compared to the minimum of 60%.
-Seek to develop open relationships with employees with a lack of focus on formal relations .
- Statistical methods used:
- Characterized by the awareness that leaders in providing the opportunity for new employees to join a social organization, which motivates employees to do the behavior of innovative verification of the organization success and effectiveness of the performance. - Focus on the needs of employees and encourage them to express their views and attitudes, as the participation of workers are motivated to make more efforts to achieve effective performance and excellence of the organization.
Third - field studyDefinition of the organization under study. General Department of Administrative and Financial Affairs, one of the administrative apparatus of the Ministry of Justice Libyan components which are located in the Libyan capital / Tripoli. It consists of 250 employees from various educational levels, males and females have been distributed questionnaires to a number of them by at least 10% of the total size of the staff has been distributed to 40 questionnaire as a sample for the study and has been retrieving 34 of them only after the revision was accepted 30 form is only valid for statistical processing. Study and analysis of the questionnaire . The questionnaire has included thirty-five (35) is divided by the two axes and the third axis on the personal characteristics of the employees, and to ensure the stability of the tool has been extraction coefficient (Alpha Cronbach ) the consistency of procedure of the phrases the questionnaire in its
To answer questions about the study was the use of descriptive and analytical statistical methods, where coding and data entry into a computer using a statistical program for Social Sciences (SPSS) Version 19 to reach the following:
- Descriptive statistics measurements in order to describe the study sample and show their characteristics, these methods are the arithmetic mean and standard deviations to answer questions about the study and the order of descending phrases each variable. - Linear regression analysis to test the validity of the study and model the impact of the independent variable) organizational citizenship behavior (the dependent variable performance of employees) - One-way analysis of variance (One Way ANOVA) tests personal variables effects on the dependent variable. Demographic characteristics of the participants. Table 1 social and demographic characteristics of the study sample show a society, where showed the following results- : All the participants of the Libyans, the study indicates that 55% of respondents in the age group of 45-20 years and 20% were aged less than 20 years, while the percentage of those over the age of 45. About 25% of respondents. The educational level of less than secondary is 8% and 30% higher diploma and 8% Graduate, while those who have a level of secondary education amounted to 24% of the respondents had a higher rate of 38% for BA.
Table 1: Demographic and social characteristics of the sample . Variable Nationality Age group ( years ) Qualification
Variable categories Libyan Less than 20 years From 25- 45 years More than 45 Pre-Intermediate Education High School
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Number 250 50 137.5 62.5 12.5 60
Percentage (%) 100% 20% 55% 25% 5% 24%
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Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in Diploma Graduate Postgraduate
70 87.5 20
28% 35% 8%
a high level of organizational citizenship behaviors Emerges from a study of the performance of workers changing that averaged (2.34) and a among workers in the organization. standard deviation (0.29) and the first paragraph has occupied (representing job in the organization The presence of a high level of performance of something important for me) ranked first with a employees of High organizational citizenship mean was (2.93) and standard deviation (0.36), behaviors and the level can be explained by the while paragraph No. 10(are available for all the importance of behavior as one of the most worlds in the enterprise many opportunities through important components of the performance of training to improve their performance came ) in last employees . among the paragraphs of this dimension with a This could be done through a linear regression mean amounted to (1.8) and a standard deviation analysis using the least squares method Entry at the 0.61)), as shown by the averages for most 0.05 level, where is the independent variable in paragraphs of this variable they came degree high (the behavior of organizational citizenship) and the which indicates a high level acceptable to the dependent variable in (the performance of performance of employees, as shown by the study employees), it is through the table No. 02, the of the independent variable on, the behavior of linear correlation between the behavior of citizenship regulatory that averaged (2.56) and a organizational citizenship and the performance of standard deviation (0.19) has paragraphs ranked employees is (54.3%) which are average, including No. 08, 06 and 10 ranked first with a mean was a link, and the accuracy in estimating the (3.00 ) and standard deviation (0.00), while dependent variable is (29.5%), in the sense that paragraph No. 17 came (accept difficulties and (29.5%) of the performance of employees is due to organizational troubles without the slightest the behavior of organizational citizenship among complaint or grumbling (ranked last among the workers, and the remaining% 71.5 and the paragraphs of this dimension of an arithmetic mean incidence is due to other factors or random or error was (1.93) and a standard deviation (0.74), as factors . shown by the averages for most paragraphs of this changing it came highly suggesting the presence of Table 02: shows the linear correlation between the independent variables and the dependent variable Model Summary b Model
R
1
0,543
R Square 0,295
Adjusted R Square 0,270
Std. Error of the Estimate ,25158
Predictors: (Constant), organizational citizenship behaviors Dependent Variable: the performance of employees
Source: SPSS output
Table 03 also indicates that the value of torsion coefficient for the variables of the study was positive and less than 01 there any twisting the left hand, as the value of torsion coefficient independent variable organizational citizenship behaviors (.002) of any virtually non-existent.
It reached the performance of employees torsion value of the variable coefficient (0.498) although it could be argued that there is no real problem with the normal distribution of the data of the study .
Table 03: illustrates the value of torsion coefficient for all variables of the study. N Performance of employees Organizational citizenship behavior 03 Valid 03 0 missing 0 0002 Asymmetry 0,498 0421 std error. asymmetry 0,421 Source : SPSS output
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Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in Table 04 shows the regression line where he teaches the suitability of the decline of the data line of zero and markets, consistent hypothesis which states that "the regression line does not suitable data provided," and it variation analysis, we find: - Total gradient boxes are equal to 0.741 and the total residuum boxes are 1,772 and the total sum of squares = 2.513 - The degree of freedom of the gradient is 1 and the degree of freedom of the residuum are 28 - Squares regression rate is 0.741, and the rate is 0.063 residuum boxes - The value of the regression line analysis of variance test is 11.703
we find that the regression line transactions, where we find that the regression line section is equal to 0.231, which represents a parameter value a from the line equation rectal Y = a + bx The slope of the regression line for, the independent variable the behavior of organizational citizenship b is 0.821, whereas with regard to the outcome of t-test on the premise slope of the regression line between independent variable 3.421 and section 0.374 of the regression line, when a study Sig values we find 0.711 for the section of the regression line and was rejected because they check the null hypothesis and 0.002 for the independent variable, which is considered acceptable because it is greater than 0.05 and from check alternative hypothesis, and thus become the regression line equation as follows: Y = 0.231 + 0.821 x
Thus we conclude that organizational citizenship - The level of the test indication 0.002 less than the behaviors affect the performance of employees level of significance the null hypothesis 0.05 moderately. Rejected it, and thus the regression line blame data and Figure 01 illustrates this. Regarding the study of the regression line transactions, and by Table 05, Table( 04): shows the regression line coefficient values ( Coefficientsa) Model Unstandardized Standardized Collinearity Statistics Coefficients Coefficients t Sig
)Constant) ms
B
Std. Error
Beta
0.231 0.821
0.618 0.240
0.543
(One-Way ANOVA) for the analysis of variance to test personal variables effects on the dependent variable and found that all personal variables independent of the dependent variable, namely that there are no statistically significant differences at the level of significance (Îą = (0.05 among the averages Answers staff of the Organization of the performance of the variable workers because of the different characteristics of personal (sex, age, level of education, experience, and this increases the credibility of the results of the study, and the
Tolerance 0.347 3.421
0.711 0.002
VIF
1.00
1.00
foregoing and depending on the analysis of the questionnaire to elicit information directly from employees and to find out their views and perspectives on the dependent and independent study which confirmed the importance of the behavior of organizational citizenship as an actor variables and influential moderately on the performance of employees in the organization, which requires appraised and promote continuity and expand their reach to the rest of the other departments in the ministry.
Table( 05): shows the regression line variation analysis (ANOVA) Model 1 Regressi On Residual Total
Sum of Squares .741
df
1.772 2.513
28 29
Mean Square .741
1
Predictors: (Constant), organizational citizenship behaviors . output
F 11.70 3
Sig .002
.63 Dependent (Variable) the performance of employees .
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Source : SPSS
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Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in Conclusions and Recommendations: Improving the performance of workers objective sought by any organization, and recruit all their energies and resources in order to achieve this, which is not considered educational qualification and professional experience or the estimated physical alone is sufficient to achieve superior performance unless reinforced the characteristics and qualities of behavioral fine under the incentives and working conditions and after study presented in this paper, of the contribution of organizational citizenship behaviors in improving the performance of employees, it is possible to reach conclusions and recommendations as follows: 1 -The awareness of the importance of the subject of employee performance and behavior of organizational citizenship should be a Conscious firmly to the extent of integration and correlation of these two entrances and their role in achieving excellent organization of human resources, which requires a reordering of priorities to conform to these trends in human resource considered investment must veneration rather than the cost must be reduced . 2 - Inclusion of behavioral aspects in the recruitment tests in order to ensure the employment of human resources and personal qualities motivated and positive trends in the future be distinct performance and behaviors. 3 - Condensation of training programs according to the special behavioral aspects of synergy by helping others to get their work done and accept appropriate for the needs of the difficulties of the pressures of work and well-recognized and linked to incentives and rewards to performance directly.
5 - Factor Affecting Organizational Citizenship Behaviour of Mohamed Shahidul Islam Corporate Sector in Bangladesh European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.7, No.31, 2015 . 6 - Chinomona, Richard. (2012). "The impact of organizational support on work spirituality, organizational citizenship behavior and job performance: The case of Zimbabwe's small and medium enterprises (SME) sector ", African Journal of Business Management, Vol.6, No.36, pp: 1000310014 . 7 - Bakshi .A Kumar.K, Rani.E. (2009). "Organizational Justice Perceptions as Predictor of Job Satisfaction and Organization Commitment". International Journal of business and management, Vol. 4, No.1, pp: 145-154 . 8 -Chen Z, Robert E, Kelly MJ, Ivan LSI, Justin, A. (2008). Perceived Organizational Support and Extra- Role Performance: Which Leads To Which? ". J Soc. Psychol Vol.1, No.2, pp: 120-148 9 - Ahmed Zaki Badawi, Glossary of Terms Social Sciences, English, French, Arabic, Lebanon Library, Beirut, 1982, p. 310 10 - Ahmed bin Salem Al Ameri, the determinants and effects of organizational citizenship behavior in organizations, Journal of King Abdul Aziz University of Economics and Management folder 18, No. 02. 2003, p. 11 - salary and Susan Saud Sultan, organizational behavior at the volunteer faculty members in the Jordanian public universities and its relationship with some demographic variables, Journal of Educational and Psychological Sciences, University of Bahrain number 4 -2008.
References: 1 - Zhang, Y. Liao, J& Zhao,J.(2011), Research on the Organizational Citizenship Behavior Continuum and Its Consequences, Business Research China , Vol.( 5), No.(3) ,PP. 364–379 . 2 - Organ, D.W.(1988),Organizational citizenship Behavior, The Good Soldier syndro Lexington Books, Lexington, MA 3 – Virlee & Clapham, M. (2003), the relation between leadership justice and organizational citizenship behaviors, Annual meeting of Midwest Academy of management, PP.3-5. 4 – Karam, C.M. (2011), Good organizational soldiers: Conflict-related stress predicts citizenship behavior, International Journal of Conflict Management, Vol. (22), No. (3), pp. 300-319.
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