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ADAPTATION OF THE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) DIMENSION METHODOLOGY IN THE ISRAELI LOCAL AUTHORITIES CONTEXT

100%

Eisenberg A., Ignatjeva S.

Sociālo Zinātņu Vēstnesis

2018

issue 1

76-94

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.

Leader-Member Exchange and Individual Performance. The Meta-analysis

75%

Mazur K.

Management

2012

vol. 16

issue 2

40-53

Leader-Member Exchange and Individual Performance. The Meta-analysis The paper contents the meta-analysis of 56 studies published in 47 scientific papers. The intercorrelations between Leader-Member Exchange and Individual Performance and Organizational Citizenship Behavior has been examined. The meta-analysis confirmed the correlation between those variables. The research revealed some new problems: that research tools used for LMX examination are not standardized, what can cause some differences in achieved results. Another problem that has been recognized was concerned with cause and effects relationship between LMX and individual performance. The identification of value exchanged in LMX has been recognized as further direction of the research.

Wymiana LMX a zachowania indywidualne pracowników. Metaanaliza Artykuł zawiera metaanalizę 56 studiów opublikowanych w 47 artykułach naukowych. Zbadano korelacje pomiędzy jakością wymiany pomiędzy przełożonym a podwładnym a wydajnością wynikającą z roli oraz zachowaniami etosowymi pracowników. Wyniki metaanalizy potwierdziły istnienie słabych i przeciętnych korelacji pomiędzy zmiennymi. Analiza badań ujawniła istnienie dwóch problemów: zróżnicowania narzędzi badawczych, co może mieć wpływ na wyniki badań oraz niejednoznaczność przyczynowo-skutkową, która kwestionuje założenia modelu LMX. Wskazano także na możliwości dalszych badań, szczególnie w zakresie identyfikacji wartości będących przedmiotem wymiany.

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1 Sociālo Zinātņu Vēstnesis

1 Eisenberg A.

1 Ignatjeva S.

1 Mazur K.

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ADAPTATION OF THE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) DIMENSION METHODOLOGY IN THE ISRAELI LOCAL AUTHORITIES CONTEXT

Leader-Member Exchange and Individual Performance. The Meta-analysis