تأثیر ارتباطات سازمانی بر رفتار شهروندی سازمانی ocb به زبان انگلیسی

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THE IMPACT OF ORGANIZATIONAL COMMUNICATION ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR 

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Introduction > As it is well-known, employee behaviors in the workplace have important consequences on the overall organizational effectiveness. Organizational behavior has been linked to overall organizational effectiveness. Organizational citizenship behavior (OCB) contributes positively to overall organizational effectiveness. = In this research the relationship between organizational commitment and organizational citizenship behavior is examined. To this end, correlation and mean and standard values have been done to reveal the effects of organizational communication on organizational citizenship behavior. ° 0: Organizational °C: Citizenship °B : Behavior 

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Literature Review © In 1990, Podsakoff , MacKenzie , Moorman, and Fetter conducted an important study using the five dimensions of OCB: altruism, conscientiousness, sportsmanship, courtesy, and civic virtue and found a modest relationship between job 

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Methodology Statistical Analysis In this research, SPSS 13.0 version is used in analysis. Participants The search was conducted on employees in textile sector. The questionnaire was given to 200 people, chosen randomly, from five different textile firms and the final number of valid questionnaires were 120 (the percentage % 60). The %72 of the workers was men, % 71 was between 22 and 39 and % 58 was graduates of high school. The % 11.2 of the employees were in management positions ( Manager, Assistant Manager) Measurement Tools To measure organizational citizenship behavior, the scale proposed by Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. and Fetter, R. (1990) is used. 

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Organizational Communication Scale = In general, organizational communication is divide into three main dimensions; © (1) communication with ۵۵۲۵۲6 ‏همکاریب ا همکاران‎ © (2) communication with managerglr» Lisson ° (3) organizational communication policysilojlw blijbwlh ow 

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Organizational Citizenship Behavior Scale eat) Sportsmanship |Conscientiousn | Civic Virtue نوع دوستی 

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Statements in the scale are prepared in 5 point Likert scale and the choice “always” is designated as giving 5 and the choice “never” is designated as giving 1 points ° Findings As shown in Table 1, participants voted positively all dimensions of organizational communication. According to the findings, communication with managers is leading the others. 

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_Table 1. Standard Deviation and Mean values for bles Communication with coworkers 3,58 0,71 Communication with managers 3,78 0,79 Organizational communication policy 6 0,84 Altruism 4,33 0,57 Conscientiousness 4,37 0,62 Courtesy 3,65 1,01 Civic Virtue 4,01 0,53 Sportsmanship 4,17 0,64 According to the participants, the highest value for “conscientiousness” and the smallest value for “Courtesy”. 

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Table 2 indicates correlation analysis. Few dimensions of organizational citizenship behavior are significantly related with the dimensions of organizational communication. Organizational communication policy dimension is significantly correlated with civic virtue. On the other hand, there is a significant correlation between communication with co-workers and altruism. In short, there is a positive correlation among all dimensions, but slightly low (r<0,40). 

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Table 2. The Correlation between organizational communication and organizational citizenship behavior Organizational ‏تیا سینت‎ 0,21 0,06 0,83 0,00** 0,42 لاءذامم 0,20 0,28 0,08 Communication ‏داع فصقم طغأييا‎ 0,18 0,49 0,51 0,32 0,84 0,12 0,06 0,06 0,09 0,02 Communication mle le 0,02* 0,09 0,27 0,23 0,15 *p<0,05 **p<0,01 Organizational Citizenship Behavior Altruism Conscientiousness Courtesy Civic Virtue Sportsmanship 

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Conclusion In this research, it is noted that there is a correlation between the organizational communication and the organizational citizenship behavior of employees. In other words, the effective communication is not only necessary to build up proper channels between managers and employees, but also necessary to contribute implicitly the overall performance of organization. According to the findings, organizational communication has to be considered as an important issue to foster employees’ organizational citizenship behavior. To make clear the correlation between communication and OCB in detail, it is noted that the number of participants will be very important key factor of a new search. 

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Refrence Bateman, T. S. and Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee "citizenship." Academy of Management Journal, 26(4), 587-595. Law, S. K., Wong, C. and Chen, X. Z. (2005). The construct of organizational citizenship behavior: Should we analyze after we have conceptualized? In D. L. Turnipseed (Ed.), Handbook of organizational citizenship behavior (pp. 47-65). New York: Nova Science Publishers. LePine, J. A., Erez, A. And Johnson, D. E. (2002). The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis. Journal of Applied Psychology, 87(1), 52-65. Nielsen, T. M., Hrivnak, G. A. and Shaw, M. (2009). Organizational citizenship behavior and performance: A meta-analysis of group-level research. Small Group Research, 40(5), 555-577. Organ, D. W. (1988). Organizational Citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books. 

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Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775-802. Organ, D. W., Podsakoff, P. M. and MacKenzie S. P. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. London: Sage Publications. Podsakoff, N. P., Blume, B. D., Whiting, S. W. and Podsakoff, P. M. (2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141. Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M. and Mishra, P. (2010). Effects of organizational citizenship behaviors on selection decisions in employment interviews. Journal of Applied Psychology. Advance online publication. 

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Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. and Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107-142. Podsakoff, P. M., MacKenzie, S. B., Paine, J. B. And Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563. Rotundo, M. and Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87(1), 66- 80. Smith, A., Organ, D. W. And Near J. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4), 653-663. 

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