Abstract:In the era of rapid technological transformations and under conditions of growing competitive environment and changes in customers' needs, the survival of the organizations depends on their ability to learn how to properly and quickly increase their efficiency and performance and adapt to the changing environment. The management of changes is the first priority for the organizational leader. Leaders have to attract, motivate, and reward their workers, as well as train, educate and improve the performance of their employees by creating organizational learning culture (OCL). Organizations that have prioritized learning and development have achieved an increase in productivity and profitability. The organization, whose employees' behavior and attitude to job are demonstrated in their contribution made beyond the job's demands, beyond the level they are committed to and for what they are not recompensed by the organization, will always be able to be competitive and will succeed for years. D.W. Organ (1988) called such behavior "Organizational Citizenship Behavior" (OCB) and emphasized its being an important factor in assisting the organization to reach its goals. Research aim: to provide the theoretical background of the interrelation between organizational learning culture and organizational citizenship behavior of employees. A review of the respective literature identified a gap in the research on the concept OCB and its dimensions by the examination through learning culture characteristics. It is suggested that the organization should look for ways of improving the OCB of their workers by creative OLC motivated by the leadership.

Survival of organizations nowadays depends on their ability to learn properly and quickly increase their efficiency and their performance and to adapt to the changing environment. Creating an organizational learning culture (OLC) could achieve an increase in the survivability of organizations. This paper examines the OLC questionnaire, the developed research methodology, adapted andapproved by Israeli local authorities. This study analyses 529 questionnaires filled in by municipalitiesi employees. The aim of the research: the development of a mechanism for increasing the efficiency of the local authorities by influencing the behavior of employees through the creation of Organizational Learning Culture (OLC).

Survival of the organizations nowadays depends on their ability to learn how to properly and quickly increase their efficiency and performance and adapt to the changing environment. Creating an organizational learning culture (OLC) has achieved an increase in the survivability of organizations. This paper examines OCB and OLC questionnaires, tests their reliability and validity and adapts them to the public sector. This study analyses 161 questionnaires filled in by municipality employees of one of the northern cities in Israel. KEY WORDS: organizational learning culture, organizational citizenship behavior, measurement development, multi-dimensional instrument. AnotacijaŠiuolaikinės organizacijos išlikimas priklauso nuo jos gebėjimo mokytis didinti veiklos efektyvumą ir sparčiai reaguoti į pokyčius. Organizacijos mokymosi kultūros (OMK) sukūrimas didina jos išlikimo galimybes. Straipsnyje analizuojami organizacijos mokymosi kultūros ir organizacijos pilietiškumo (OP) klausimynai, tiriamas jų validumas bei patikimumas taikant juos viešajame sektoriuje. Iš viso analizuojamas 161 klausimynas, užpildytas vieno šiaurės Izraelio miesto savivaldybės darbuotojų. Atliekant tyrimą siekiama analizuoti sąsajų tarp OMK ir OP raišką viešajame sektoriuje. PAGRINDINIAI ŽODŽIAI: organizacijos mokymosi kultūra, organizacijos pilietiškumas, matavimų tobulinimas, multidimensis instrumentas.

This research examined the interrelation between Organizational Learning Culture (further -OLC) and Organizational Citizenship Behaviour (further -OCB), the developed, adapted and practically approbated model for understanding the relationship between OLC and OCB. The developed model makes it possible to distinguish the factor structure of the phenomenon. This research selected dimensions of OLC (Employees Inclusion, Continuous Learning, Encouraging Leadership, Supporting System and Proactive Learning Environment), which defined the type of organization relative to its learning level (Learning Organization, Organization in Conflict, Outdated Organization and Organization in Evolution). According to OCB, in this study were selected three dimensions: Job Dedication, Civil Virtue, and Loyalty. This research classified employees according to their orientation toward their behaviour at work and found four groups that interpreted as Job orientation, Civil service orientation, Career orientation and Calling orientation. The empirical basis of the research was the data obtained from a survey of 529 respondents that were examined in 12 local authorities in Israel. The proposed methodology can be used to assess the type of organization according to OLC and classifying employees in relation to their organization to develop methods for improving the efficiency of the organization.