ADAPTATION OF THE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) DIMENSION METHODOLOGY IN THE ISRAELI LOCAL AUTHORITIES CONTEXT
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In a dynamic and changing world, organizations need to compete for scarce resources. Hence the organization’s need is to find internal resources without increasing expenditures. In recent decades, the research field has focused on finding the human resources and the factors that influence the employees’ willingness to invest in their work beyond the formal definition of the job without expecting any reword. Since the 80’s of the previous century, there have been many studies that investigate one of the unique aspects of individual activity at work – “Organizational Citizenship Behavior” (OCB). OCB is defined as the employee behavior which is beyond his formal job description and contributes to the benefit of the organization without expectation for any reward. There is a need for employees called “caring”, “investors” and “proactive”. B. K. Organ (1988) emphasized that OCB is an important factor in assisting the organization with reaching its goals. While organizations must improve their performance unremittingly, there are organizations (often belong to the public sector as a local authorities) that remain inflexible, bureaucratic and conservative in which employees are often satisfied with the formal fulfillment of official duties. This paper examined OCB questionnaire, developed research methodology, adapted and practical approbated on the context of Israeli local authorities. This study analyzes 529 questionnaires filled out by municipal employees in 12 local authorities in Israel from all parts of the country and from all types of local authorities: municipalities, regional and local councils. OCB is multifactorial phenomenon and its perception is multidimensional. According to Organ’s (1988) theory of Organizational Citizenship Behavior which included five dimensions, this research selected 3 dimensions, of which only one matched one of the original dimensions. The selected dimensions are interpreted as: Job dedication, Civil virtue and Loyalty. This research classified employee according their orientation toward their behavior at work and found 4 group that interpreted as: Job orientation, Civil service orientation, Career orientation and Calling orientation. The methodology reveals the mechanism of required profile employee formation. The proposed methodology developed toolkit allows allocating the factor structure of the phenomenon. The method allows classifying employees in relation to their organization to develop methods to improve the efficiency of the organization. The methodology tested in Israeli local authorities can be applied to various public sector organizations. Research aim: the development of tools for monitoring the OCB behavior of the employees and classifying them for the purpose of increasing efficiency by correcting that behavior.
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