RESEARCH TECHNIQUES & METHODS

Organizational Citizenship and Employee

Performance

Submitted To:

Dr. Muhammad Anwar

Submitted By:
Maryam Shafqat F09MB018
Naveed Ahmad F09MB041
Saba Iqbal F09MB010
Muhammad Taimoor F09MB023
SUMMARY

Organizational citizenship invokes volunteer behaviors that are not inflected by the monetary
rewards, thus those employees who represent the citizenship traits leads to the effective
performance in the organization. The research was conducted to find out the relationship
between two variables i.e. the Organizational Citizenship and the performace of the employees.
For the purpose of reasearch, hypothesis was formulated to determine the corelation among the
variables. The set of propositions were defined to formulate the thoerthical framework. Both
variables were operationalized and further classified into different dimensions and elements. The
statements were developed to conduct survey for the research. The questionnaire method was
adopted to quantify the data and for the further anaylsis. The interperation was drawn and it was
found out that employees who had high organizational citizenship traits tends to perform better
in the organization. The research study had shown that hypothesis was accepted and there was a
positive corelation among the variables.
 Table of Contents

SUMMARY................................................................................................................................................2
INTRODUCTION.......................................................................................................................................5
BACKGROUND.........................................................................................................................................5
OBJECTIVES..............................................................................................................................................5
SIGNIFICANCE..........................................................................................................................................5
REVIEW OF LITERATURE......................................................................................................................6
THEORETICAL FRAMEWORK...............................................................................................................7
HYPOTHESIS & OPERATIONALIZATION............................................................................................8
Formulation of Hypothesis......................................................................................................................8
Logic of Hypothesis..................................................................................................................................8
Measurability...........................................................................................................................................8
Conceptualization....................................................................................................................................8
Operationalization of Variables...............................................................................................................9
Theoretical Definition of Organizational citizenship................................................................................9
Operational Definition of Organizational Citizenship..............................................................................9
Loyalty................................................................................................................................................9
Work Ethics.........................................................................................................................................9
Delegation of Authority.......................................................................................................................9
Motivation...........................................................................................................................................9
Employee volunteering........................................................................................................................9
Theoretical Definition of Performance..................................................................................................11
Operational Definition of Performance.................................................................................................13
Productivity.......................................................................................................................................13
Intrapersonal Skills............................................................................................................................13
Adaptability.......................................................................................................................................13
Teamwork..........................................................................................................................................13
Working Environment........................................................................................................................13
RESEARCH DESIGN...............................................................................................................................14
Reasons for selecting survey design......................................................................................................14
Purpose of research...............................................................................................................................14
Unit of analysis......................................................................................................................................15
Time dimensions....................................................................................................................................15
Choice of research design......................................................................................................................15
Sampling................................................................................................................................................15
Observation tools..................................................................................................................................15
Data processing.....................................................................................................................................16
Data analysis..........................................................................................................................................16
Scoring Scheme.....................................................................................................................................16
Scoring Range........................................................................................................................................16
Summary of Research Design................................................................................................................16
Procedure..............................................................................................................................................17
DATA ANALYSIS.........................................................................................................................................17
Table: 1 Organizational Citizenship........................................................................................................17
Table: 2 Employee Performance............................................................................................................17
Table: 3 Organizational Citizenship and Employee Performance..........................................................17
Significant Difference Point...................................................................................................................18
Interpretation........................................................................................................................................18
LIMITATIONS.............................................................................................................................................19
CONCLUSION.............................................................................................................................................19
RECOMMENDATIONS................................................................................................................................19
APPENDIX..................................................................................................................................................20
Questionnaire on Organizational Citizenship and Employee Performance Evaluation..........................20
REFERENCES..............................................................................................................................................23
INTRODUCTION

BACKGROUND
Organizational citizen is a person who exhibits discretionary behaviors beyond its role, duties
and official job description. An organizational citizen is not seeking rewards from the
organization for his discretionary behaviors. In fact, his behavior roots in his job devotion on the
belief that his discretionary behavior will be helpful organization progress. Therefore, he makes
additional attempts for improvement in the performance and advancement of the organization.
Organizational citizenship behavior is a personal and volunteer behavior that is not mentioned
directly in official rewards system of an organization. However, it contributes to effectiveness
and efficiency in an organization. Performance refers to individual’s willingness to accept
responsibility was a term officially used for the first time to represent accountability. Competent
individuals such as Managers have the capacity to be high performers. In fact, high performance
is not possible if the task requires more than the individual can deliver. Effective leaders create
opportunities adopts the organizational citizenship for others to be challenged, grow, and
develop.

OBJECTIVES
The main objectives of this research work are as follows:
 Research aimed at quantifying and correlating the links between organizational
citizenship and performance of the employees
 To find out the possible measures of the variables
 To promote the idea of organizational citizenship among the employees at Managerial
Level
 To measure the employee performance through organizational behaviors

SIGNIFICANCE
This research signifies the importance of organizational citizenship among the employee that
persuade them to go beyond task performance and technical proficiency, instead of supporting
the organizational, social, and psychological context that serves as medium for tasks to be
accomplished. The research addresses the areas such as the measures the performance of the
employee through organizational citizenship while making judgments and overall productivity of
the organization; whether personality traits or non- monetary rewards predicts citizenship that
leads to better task performance; links between Organizational citizenship and performance of
the employee to overall organizational effectiveness. Organizational citizenship can be extremely
valuable to organizations and can contribute to performance and competitive advantage. This
research is important for any businesses which want to create competence and organizational
effectiveness. Successful organizations need such citizens who will do more than their usual job
duties and provide performance that is beyond expectations. Because of current trends, such as
increased global competition, greater use of teams, continuing downsizing initiatives, and more
emphasis on customer service, Organizational citizenship is likely to be important in the present
situation and foreseeable future, as well.

REVIEW OF LITERATURE

Organ (1988)
In his seminal work argued that task interdependence should moderate the impact OCB has on
unit-level performance. He defined OCB as “individual behavior that is discretionary, not
directly or explicitly recognized by the formal reward system, and that in aggregate promotes the
effective functioning of the organization”

Conway, (1999)
Some researchers have argued that overall employee performance ratings correspond to an
employee’s overall value to an organization.

Cirka et al. (1999)

The study yields, that; the age of employee had (s) a negative and a marginally significant effect
on OCB. Such behavior (i.e. Organizational Citizenship Behavior) might enhance coworkers’ or
supervisors’ productivity, help coordinate activities, increase the stability of organizational
performance, and help the organization attract and retain employees. There is persuasive
evidence that OCB is an outcome consistent with a social exchange relationship.

Podsakoff, MacKenzie, Paine, and Bachrach, (2000)

The managers incorporate OCB into their overall ratings of employee performance, and that the
effects of OCB are at least as great as those of task performance.

Todd, (2003)
OCB should have a particular impact on the overall effectiveness of organizations by adding to
the social framework of the work environment. OCB can be affected by instilling in employees a
perception of expertise in their job tasks.

Neihoff & Yen, (2004)

The belief among theorists is that as more employees engage in OCB, the organization becomes
more successful.

Turnipseed & Rassuli, (2005)

OCB can be defined as defending the organization when it is criticized or urging peers to invest
in the organization. The ‘best’ performing workers produced the strongest link between
performance and functional participation, which is a helping-type.
Grojean et al. (2006)
Citizenship appears to consist of discretionary behaviors, how the employee perceives the
organization (as evidenced by his/her attitude toward it) would likely predispose this employee
to either perform or withhold such performance.

Poncheri, (2006)
OCB typically refers to behaviors that positively impact the organization or its members.

THEORETICAL FRAMEWORK

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HYPOTHESIS & OPERATIONALIZATION

Formulation of Hypothesis
Organizational citizenship has positive impact on the performance of the employees

Logic of Hypothesis
This research Hypothesis contains two variables i.e. organizational citizenship and the
performance of the employees. The variables are correlated in such a way that organizational
citizenship has positive impact on the employee performance. Although organizational
citizenship is not the only variable that affects the performance, there are other monetary rewards
that may increase the overall productivity of the organization; but this research is focused on the
non monetary measure that enhances the performance of the employees to achieve organizational
goals.
The organizational citizenship includes behaviors that invoke the leadership traits to delegate the
authority in an unbiased manner. When powers are conformed or delegated fairly among the
employee; this will improve the working conditions. Higher the working conditions, Higher will
be the work ethics among employees. By doing so employees get motivated and this will develop
the interpersonal skills. Higher the interpersonal skills the higher will be the teamwork. By
resolving issues and cohesion among employees this leads to Loyalty. Loyalty is achieved when
employee is committed and faithfully working to improve the overall organizational efficiency.
Citizenship traits include the sense of responsibility, accountability that invokes behavioral
motives to support the organization voluntarily. Higher the Voluntary Support higher will be the
adaptability. This leads to the generation of new ideas adaptable to the employees to accept the
change, rectify the conflicts/ problem. Higher the adaptability towards policies, procedures and
environment higher will be the productivity. When productivity is achieved this will increase lthe
overall performance of the employee and organization as well.

Measurability
The variables used in the hypothesis both are measurable i.e. organizational citizenship and the
performance of the employee. The performance is achieved when employees are loyal citizens of
the organization; so organizational citizenship has positive impacts on the performance of the
employee.

Conceptualization
Conceptualization is a process of forming a conceptual form of a phenomenon i.e. inventing or
contriving an idea or explanation and formulating it mentally. There are two variables in the
research hypothesis, organizational citizenship and performance of the employee; both are
defined separately with the help of theoretical and operational definitions.
Operationalization of Variables

Theoretical Definition of Organizational citizenship

Extent to which an individual's voluntary support and behavior contributes to the organization's
success.

Operational Definition of Organizational Citizenship

Organizational Citizenship is defined as individual behaviors that are beneficial to the
organization and are discretionary, not directly or explicitly recognized by the formal reward
system.

Loyalty
Measure of commitment based on obligation or, in consumer preferences, degree of satisfaction.

Work Ethics
The values of hard work instilled in or held by employees. For example, an employee with a good
work ethic would complete projects and other tasks of a high quality, and take pride in the quality
of his or her work. Define work ethics as reliability and trustworthiness, willingness to learn,
responsibility for one's actions, willingness to work

Delegation of Authority
Delegation of Authority means division of authority and powers downwards to the subordinate.
Delegation is about entrusting someone else to do parts of your job.

Motivation
Motivation is the energizer of behavior and mother of all action. It results from the interactions
among conscious and unconscious factors such as the (1) intensity of desire or need, (2)
incentive or reward value of the goal, and (3) expectations of the individual and of his or her
significant others.

Employee volunteering
Employee volunteering refers to employees who participate in volunteer activities through their
workplace. Employers encourage and support these activities and create a volunteer friendly
workplace—an environment where volunteer activity is valued and recognized. It is almost
always employee-driven and directed and done on employees' own time.
Dimensions Elements Statements
I carry out work assignments with expected degree
of independence and efficiency.
Dependability
I usually require certain level of supervision to
accomplish the tasks.
I am faithful towards the work and job
Loyalty

Faithfulness
responsibilities.
I am committed to achieve the overall
organizational goals.
Commitment
I am very satisfied with my job and the task
assigned.
I am consistently working towards goals of the
Consistency
organization improves the efficiency.

I challenge myself to do the right thing.

Voluntary support Work Ethics

Trustworthiness I am honest and trust worthy in my work dealing.

I am well aware of my responsibilities and willing

Willingness to learn
to learn new tasks.

I am willing to attend the training sessions and

Training & seminars
seminars recommended by the supervisor.
I am eager to participate in volunteering programs
Volunteering programs
provided by my organization.
I am willing to take extra responsibilities/ tasks for
the welfare of the organization.
Work placements I support voluntary work placement, because it is
employee driven.

I have never misused my authority to neglect the

tasks assigned.
Conformant of power
I have never entered into the favoritism to get
promotions/incentives.
Leadership I maintain high standards of ethics, honesty, and
integrity.
I am unbiased while making decisions.
I can manage the functions effectively under
pressure.
Delegation of Authority

Incentives I often receive incentives or promotions.

My organization encourages high achievement by
Motivation

Self esteem
reducing the fear of failure.
I accept and offer constructive ideas and avoid
Attitude
negative thinking.
My expectations are aligned with organization’s
Expectancy offerings i.e. remuneration and incentive programs.

ORGANIZATIONAL
ORGANIZATIONAL
CITIZENSHIP

VOLUNTARY DELEGATION OF
LOYALTY WORK ETHICS MOTIVATION
SUPPORT AUTHORITY
Theoretical Definition of Performance
Performance is the act of doing something successfully; using knowledge as distinguished from
merely possessing it.
Dimensions Elements Statements
Output
Productivity I usually deliver the task output efficiently.
I usually take an extra time to produce the high
Time
quality products.
I complete the tasks considering the costs allocated
Cost Effectiveness
for the particular resource.
The amount of work produced as compared to the
Quality of work
quality standards is in accordance to my position.
Meet deadlines I complete the tasks before the deadline.

I can easily communicate and give my suggestions

to the top management.
I share appropriate information with confidentially.
Interpersonal Skills

My organization doesn’t allow me to communicate

with my subordinates informally.
Communication
My organization me the opportunities and
challenging tasks to enhance my skills/abilities.
I am not readily co-operative in relating
responsibilities and duties with my co-
workers/peers.
I have an adequate skills and expertise to be at this
Knowledge
position.
I participate in mutual discussions among co-
Working Relations
workers to establish good working relations.

I believe division of tasks and responsibilities are

in compliance with my position.
Working Environment

Division of work
I believe responsibilities and task are distributed
equally among my co-workers.
I feel stressed when there is huge amount of
workload.
Stress level
I can easily manage to accomplish the tasks in the
stressful environment.
I am competent enough to face the challenging
Competitiveness
situations.
I have an adequate attendance and punctuality to be
Punctuality & Attendance on time in accordance to the organizational
policies.
 I work and assist my co-workers to achieve the

Teamwork
Team cohesion work group’s goals and objectives.
I encourage unity among the group members.
I proficiently handle the difficult situations
involving my co-workers.
Resolving conflicts I eagerly help my co-workers of the unit resolve
conflicts.

My supervisor supports my creative ideas.

Creativity Change in policy/procedures doesn’t affect my
Adaptability

efficiency of performing tasks.

I am flexible to cope with the changing situations
in the organization.
Flexibility
I can flexibly work when non-routine tasks and
responsibilities are being assigned.
I comply and encourage others to adapt new
Adherence to polices
policies/procedures set by organization.

Operational Definition of Performance

Employee performance includes activities that ensure to meet the goals in a consistent manner in
an efficient and effective way.  

Productivity
Productivity is a measure of output from a production process, per unit of input. For example,
labor productivity is typically measured as a ratio of output per labor-hour, an input. Productivity
may be conceived of as a metric of the technical or engineering efficiency of production.

Intrapersonal Skills
Interpersonal skills are the skills that a person uses to interact with other people. Interpersonal
skills are sometimes also referred to as people skills or communication skills.

Adaptability
Exhibiting flexibility and receptivity to changing technologies, methods, processes, work
environments, and organizational structures and practices.

Teamwork
Working cooperatively with others to analyze a situation, establish priorities, and apply resources
for solving a problem or accomplishing a task.

Working Environment
The term work environment refers to working conditions. It refers to all of the conditions and
factors that influence work. Work environment the whole range of ergonomic influences such as
stress level, competence etc.
 PERFORMANCE

WORKING INTRAPERSONAL
PRODUCTIVITY ADAPTABILITY TEAM WORK
ENVIRONMENT SKILLS

RESEARCH DESIGN

Reasons for selecting survey design

Research methods are divided based on objectives, methodology and data collection approaches
that are used to achieve research objectives. The present study was an applied research because
of its objectives and because it used principals and techniques formulated for basic research to
solve operational and real issues in an organization. This research was descriptive for the method
it used - it had described and interpreted whatever that exists. It had taken into account the
existing conditions and relationships, prevalent thoughts, current processes, observable effects or
progressive trends.
Questionnaire method is the primary method used in the survey design, and it is used as tool for
collecting the data from the respondents. The research is descriptive in nature. This research is
based upon cross sectional studies, due to the time constraint this is method is selected. The
Questionnaire is personally handed over to the respondents, as the speed of data collection is
moderate and respondents can fill out without any ambiguity. Close ended questions are mostly
selected. Another reason for selection this technique is the high participation rate.

Purpose of research
The main purpose of conducting this research is to promote the idea and culture of
Organizational Citizenship in the Organizations and especially among the employees.
Organizational citizenship is the key behavior to retain the potential employees and to attain the
desired performance to achieve organizational goals. These behaviors not only motivate the
employees to achieve the sense of responsibility, accountability and loyalty and but also to work
beyond the intrinsic or monetary desires.
The managers are the valuable asset of the organization as they are the major contributors in the
long-run in achieving the goals but survey is conducted from employees of the organization.
Without their active participation, the employees working under will not achieve the desired
output. So Managers should play a leading role to promote the culture of citizenship among the
employee to attain the organizational goals and overall improvement in the economy.

Unit of analysis
The Unit of analysis is the middle management employees.

Time dimensions
Time dimension selected for research is cross-sectional study. Since the research is conducted
one time only.

Choice of research design

The mode for conducting the research design is survey and tool for data collection is
questionnaire. Since its cross sectional study so tool is appropriate in accordance to the research.

Sampling
It is the process of selecting a sufficient number of elements from the population. The pool of
samples is selected from the selected service industry companies i.e. MCB Bank, Alfala Bank,
bridge Eight, Ufone and Moblink ect, the total population is about 200 employees. Our sample
size is 50, the managerial level employees of the organization. The managerial level employees
are selected mainly because of the reason that managers should be motivated and have the
citizenship traits to affect the overall employee performance.

Sampling Population Number of Units Selected

MCB Bank 50
Alfala Bank 30
Bridge Eight Pvt Ltd. 10
Ufone 60
Mobilink 50
Total Population 3000
Sampling Frame 100
Sampling Size 50

Observation tools
The Observation tool is the Questionnaire method.
Data processing
Data is processed using manual and computerized tabulation. The scoring is assigned according
to the range of variables. Furthermore different statistical tests will be conducted to test the
hypothesis. The data collection procedure is obtained using survey method.

Data analysis
Statistical Interpretation using Hypothesis Testing
Likert Scale ranging from 1 – 5 is used for analysis

Scoring Scheme
The scoring scheme for positive and negative questions is given below:
Options Scoring for Positive Scoring for Negative
Statements Statements
Strongly Agree 5 1
Agree 4 2
Neutral 3 3
Disagree 2 4
Strongly Disagree 1 5

Scoring Range
There were two variables Organizational Citizenship and Performance of the Employee
There were 21 Questions related to Organizational Citizenship and 25 Questions from to
evaluate the Performance of the employees. The scoring range will the High or Low since we
have only two variables.

Organizational Citizenship is independent variable = X

Performance of the employee is dependent variable = Y
Min Range of X = 21, Max Range of X = 105
Min Range of Y = 25, Max Range of Y = 125

Scale Org. Citizenship Performance (Y)

(X) Range Range
High 83 – 105 97 – 125
Medium 52 – 82 61 – 96
Low 21 – 51 25– 60

Summary of Research Design

Mode of Observation is Survey Design Technique; Questionnaire Method is used as tool for
collecting the data.
Procedure
SUBJECT Employees
UNIT OF OBSERVATION Manager/Supervisor
SURVEY Employee from different levels of the organization

DATA ANALYSIS

Table: 1 Organizational Citizenship

Organizational Citizenship (X)

Scale Frequency Percentage (%)
High 1200 40%
Medium 1000 33.3%
Low 800 26.6%
Total 3000 100%

Table: 2 Employee Performance

Performance (Y)
Scale Frequency Percentage (%)
High 1250 41.6%
Medium 950 31.6%
Low 800 26.6%
Total 3000 100%

Table: 3 Organizational Citizenship and Employee Performance

Performance Organizational Citizenship

F % F % F % F %
Scale Low Medium High Tota
l
Low 150 18.7% 300 30% 800 66.6% 1250 41.6%
Medium 200 25% 500 50% 250 20.8% 950 31.6%
High 450 56.2% 200 20% 150 12.5% 800 26.6%
Total 800 100% 1000 100% 1200 100% 3000 100%
Significant Difference Point
Arbitrary, there is 15 percentage point difference in the Table: 3 Organizational Citizenship and
Employee Performance.

Interpretation

1. Of those employees who had high Orgaizational Citizenship i.e. 66.6% had shown high
level of performance as compared to those who had low Organizational Citizenship i.e.
18.7% shown high level of performance. Hence this shows that there is a 48% point
difference which is above the significant difference point; so the difference is significant.

2. Of those employees who had high Orgaizational Citizenship i.e. 12.5% had shown low
level of performance as compared to those who had low Organizational Citizenship i.e.
56.2% shown low level of performance. Hence this shows that there is a 43% point
difference which is above the significant difference point; so the difference is significant.

3. Hence, we can say that due to the high significant difference, our hypothesis is valid.
LIMITATIONS

 The main limitation of this study was that it captured a single period in time as compared
to a longitudinal study that would capture the effect of time. So, time constraint was the
major problem while conducting the research.

 It is believed that the sample size is not enough to represent the whole industry and there
is a slight possibility that the future research in the same industry may yield a bit different
results.

 It was found during the survey that maximum employees had no concept of
Organizational Citizenship, however efforts were made to the respondents to understand
the questionnaire.

CONCLUSION

Employees should be considered as the valuable asset of the organization. Those who precieve
the organziational citizenship traits tends to perform better for the achieve the organzational
goals and objectives. The research study had shown the same results and it was found that
hypothesis was accepted. Organizaitional citizenship is the platform for the employess to
develope voulantry traits that presude them to achieve the optimum performace level. Thus, it
was concluded that organizational citizeship has positive impact on the performance of the
empoyees.

RECOMMENDATIONS

Organization should provide the plateform for the employees to develop personal behaviours and
volutary traits that encourges employees to achieve the desired performance level. There are
certain recommendations to the study, this research encourages the future researchers to examine
the relationship between organizational citizenship behaviors and employee performance, and
provide the extensive body of knowledge to the research literature.
APPENDIX

Questionnaire on Organizational Citizenship and Employee Performance

Evaluation

Agree Strongly

Disagree Strongly
Agree

Neutral

Disagree
Sr. SURVEY QUESTIONNAIRE
No

1 I carry out work assignments with expected degree of

independence and efficiency.
2 I usually require certain level of supervision to
accomplish the tasks.
3 I am faithful towards the work and job responsibilities.
4 I am committed to achieve the overall organizational
goals.
5 I am consistently working towards goals of the
organization improves the efficiency.
6 I am very satisfied with my job and the task assigned.
7 I challenge myself to do the right thing.
8 I am honest and trust worthy in my work dealing.
9 I am well aware of my responsibilities and willing to
learn new tasks.
10 I am willing to attend the training sessions and seminars
recommended by the supervisor.
11 I am eager to participate in volunteering programs
provided by the organization.
12 I am willing to take extra responsibilities/ tasks for the
welfare of the organization.
I support voluntary work placement, because it is
employee driven.
13 I can manage the functions effectively under pressure.
14 I maintain high standards of ethics, honesty, and integrity.
15 I am unbiased while making decisions.
16 I have never entered into the favoritism to get
promotions/incentives.
17 I have never misused my authority to neglect the tasks
assigned.
18 My organization encourages high achievement by
reducing the fear of failure.
19 I often receive incentives or promotions.
20 My expectations are aligned with organization’s offerings
i.e. remuneration and incentive programs.
21 I accept and offer constructive ideas and avoid negative
thinking.
22 I usually deliver the task output efficiently.
23 I complete the tasks considering the costs allocated for
the particular resource.
24 The amount of work produced as compared to the quality
standards is in accordance to my position.
25 I complete the tasks before the deadline
26 I usually take an extra time to produce the high quality
products.
27 I can easily communicate and give my suggestions to the
top management.
28 I share appropriate information with confidentially.
My organization doesn’t allow me to communicate with
my subordinates informally.
29 I have an adequate skills and expertise to be at this
position.
30 My organization me the opportunities and challenging
tasks to enhance my skills/abilities.
31 I am not readily co-operative in relating responsibilities
and duties with my co-workers/peers.
32 I participate in mutual discussions among co-workers to
establish good working relations.
33 I believe division of tasks and responsibilities are in
compliance with my position.
34 I believe responsibilities and task are distributed equally
among my co-workers.
35 I feel stressed when there is huge amount of workload.
36 I can easily manage to accomplish the tasks in the
stressful environment.
37 I am competent enough to face the challenging situations.
38 I have an adequate attendance and punctuality to be on
time in accordance to the organizational policies.
39 I proficiently handle the difficult situations involving my
co-workers.
40 I eagerly help my co-workers of the unit resolve conflicts.
I work and assist my co-workers to achieve the work
group’s goals and objectives.
41 I encourage unity among the group members.
42 I am flexible to cope with the changing situations in the
organization.
43 I can flexibly work when non-routine tasks and
responsibilities are being assigned.
44 My supervisor supports my creative ideas.
45 Change in policy/procedures doesn’t affect my efficiency
of performing tasks.
46 I comply and encourage others to adapt new
policies/procedures set by organization.
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Zirgham ullah Bukhari & Umair Ali & Sajid Bashir & Khurram Shahzad, (2003), Determinants
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Daniel J. Koys, (2001), The effects of employee satisfaction, organizational citizenship behavior,
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personnel psychology”.

John E. Barbuto, Jr. & Lance L. Brown & Myra S. Wilhite & Daniel W. WheelerTesting, (2001)
the Underlying Motives of Organizational Citizenship Behaviors, "Journal presented in 28th
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Allen, T.D., & Rush, M.C. (1998), The effects of organizational citizenship behavior on
performance judgments: A field study and a laboratory experiment. “Journal of Applied
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Available, http://findarticles.com/p/articles/mi_qa3852/is_200401/ai_n9374500/

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http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=22D3FCCBB25EDD00
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