Organizational Citizenship Behavior and the Public Service Ethos: Whither the Organization?

Rayner, Julie; Lawton, Alan; Williams, Helen Maria

doi:10.1007/s10551-011-0991-x

Cited by 47 publications

(38 citation statements)

References 99 publications

(136 reference statements)

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“…The OCB, are not compulsory or describe clearly in job descriptions, they are also not rewarded nor punished [2]. Previous research has indicated that OCBs can influence organizational performance [3] & [4]. The benefits of the OCB in improving organizational performance also mention by Podsakoff et al [5].…”

Section: Introductionmentioning

confidence: 99%

Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behaviour in State-owned Banking

Prasetio¹,

Yuniarsih²,

Ahman³

2017

ujm

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Organization need to develop its human resources in a way that can build the high level of organizational citizenship behaviour (OCB). Job satisfaction and organizational commitment can became an important factor which affecting OCB. The aim of this study is to identify the mediating role of organizational commitment in the relationship between job satisfaction and OCB. The samples were derived from a survey using 39 items questionnaire distributed to the 320 employees of a state-owned banking in Bandung, Indonesia. All respondents hold positions in marketing and small business market. The bootstrap confidence interval used to measure the mediation. The result revealed that there was a direct and indirect effect in the relation between job satisfaction and OCB. Since the interval did not contain zero in the equation, then the research found these relations was mediated by organizational commitment. Organizational commitment indeed contributes as mediator in the effect of job satisfaction on OCB.

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Section: Introductionmentioning

confidence: 99%

Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behaviour in State-owned Banking

Prasetio¹,

Yuniarsih²,

Ahman³

2017

ujm

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“…acting 'in the interests of the common good') (p. 34). 128 In our study, public service ethos was manifested in the work motivation to 'make a difference to the patient':…”

Section: Valuesmentioning

confidence: 76%

Mobilising identities: the shape and reality of middle and junior managers’ working lives – a qualitative study

Harvey

Annandale

Loan‐Clarke

et al. 2014

Health Services and Delivery Research

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BackgroundSocial identities shape how individuals perceive their roles and perform their work. Yet little is known about the identities of various types of NHS managers and even less about how they may influence how they carry out their work to achieve effectiveness.ObjectivesTo chart the work of middle and junior clinical and non-clinical managers; to describe how their identities are constructed and shape the performance of their roles; to explore how they mobilise their identities to achieve effectiveness.DesignQualitative research.SettingTwo large English hospital trusts.ParticipantsData consisted of 91 semistructured interviews with four primary categories of managers [junior clinical (JC), junior non-clinical (JNC), middle clinical (MC), and middle non-clinical (MNC)], shadowing of a small subsample, observations of meetings. For some analyses the four categories were broken down into finer-grained ‘work groups’. The data were analysed both qualitatively, using the constant comparative method, and quantitatively, using the method of ‘quantitising’ (the numerical translation of qualitative data).ResultsRespondents’ identitiesas managerswere not particularly strong. Results reveal a more nuanced and widely spread portrait of the ‘reluctant manager’ than hitherto reported. The picture ofwhat managers dowas complex and multifaceted. On some dimensions, such as ‘span of responsibility’, ‘span of control’ and cross-site working, internal variations by ‘work group’ indicate that comparisons between the four primary categories were not particularly meaningful. Variety was added to by internal diversity even within ‘work groups’. Analyses ofself-reported effectivenessrevealed that ‘hard’, demonstrable measures of performance (‘transactional effectiveness’) were important to all four categories of managers; however, many were also concerned with ‘softer’ indicators involving enabling, supporting and developing a team (‘processual effectiveness’). Many felt ‘processual effectiveness’ fed ‘transactional effectiveness’. It was also regarded as a form of effectiveness in its own right that could be compromised by undue attention to ‘transactional effectiveness’. Across all categories respondentsmobilisedbothmanagerial identitiesand ‘other’ professional identities (e.g. nurse, doctor, accountant or scientist) for effectiveness. Although mobilisation capacities of ‘other’ identities were fairly explicit,managerialidentity often appeared ‘in disguise’. There was a tendency to refer to experience or tenure within the organisation as a resource to influence others and to cite ability to communicate as their personality trait, yet this implies skilled knowledge of organisational context. Equally, identifying, for example as a ‘people person’, encompasses a raft of management skills such as the ability to translate specific demands placed on their subordinates by the organisation in terms that are clear and meaningful. The research also revealed that the ‘mobilising capacities’ of the ‘facets of identity’ of the various ‘work groups’ were subject to identity constraints arising from others ‘above’, ‘below’ and ‘laterally’, as well as from the wider organisation (such as culture, resources) and their workload. For clinical managers, it was also constricted by juggling clinical and non-clinical work within time constraints.ConclusionsMany respondents struggled with their identities as managers. Given that a strong identity is associated with uncertainty reduction and employee strengthening, more work is needed to improve how positive identities can be fostered both among managers themselves and amongst those with whom they interact. To fully comprehend the relationship between self-perceived identities and how managers carry out their work it is recommended that future research gives attention not only to variation across but also within primary categories and work groups.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

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“…Definisi OCB adalah an interest in work that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization"(Organ 1988) dalam Rayner, et al (2012). OCB terdiri dari lima dimensi yaitu altruism, conscientiousness, courtesy, sportmanship, dan civic virtue.…”

Section: Kajian Teorimentioning

confidence: 99%

“…OCB diukur dengan 4 item dari dimensi arah langsung ke organisasi dan 4 dimensi arah langsung ke individu (William dan Anderson, 1991). Pengukuran ini konsisten dengan Chen dan Yang (2012), Rayner et al (2012).…”

Section: Perilaku Kerja (Organization Citizenship Behaviour) Organizunclassified

KOMITMEN ORGANISASI, AKUNTABILITAS DAN ORGANIZATION CITIZENSHIP BEHAVIOR INSTITUSI MILITER, (Studi Empiris Di Angkatan Udara Republik Indonesia)

Mahmudah¹,

Mapuasari

2017

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This research evaluates the effect of organizational commitment and accountability towards organizational citizenship behavior in Military Institution in Indonesia. Data was collected by survey method in Indonesian Airforce located in Yogyakarta. One hundred questionaires gathered and analized with smart PLS. The result of this research shows that organizational commitment influences organization citizenship behaviour. In addition, accountability mediates the relationship of organizational commitment and organization citizenship behaviour. This research inspired by the phenomenon that there is little research on military area regarding accountability, either in Indonesia or in the world. Thus, this research will give a siginificant literature contribution based on the empirical data analyzes in Military Institution in Indonesia.Keywords: organizational citizenship behavior, accountability, organization tenure, normative commitment, dan continuance commitment.Abstrak: Riset ini mengevaluasi efek dari komitmen organisasi dan akuntabilitas terhadap perilaku organisasi di organisasi militer di Indonesia. Survei disebarkan kepada Tentara Nasional Angkatan Udara Republik Indonesia yang berlokasi di Yogyakarta. Dari seratus kuesioner yang tersebar, tingkat pengembalian 100%. Hasil penelitian menunjukkan bahwa komitmen organisasi mempengaruhi perilaku kerja. Selain itu, akuntabilitas memediasi hubungan antara komitmen organisasi dan perilaku kerja. Riset ini terinspirasi oleh fenomena sedikitnya riset serupa di dunia kemiliteran yang terkait dengan akuntabilitas, baik di Indonesia maupun di dunia. Oleh sebab itu, riset ini diharapkan dapat memberikan kontribusi literatur yang signifikan, yaitu kontribusi yang berbasiskan bukti empiris yang terjadi di Tentara Nasional Republik Indonesia.Kata kunci: Perilaku kerja, akuntabilitas, kontrak kerja, komitmen normatif, dan komitmen berkelanjutan. PENDAHULUANAkuntabilitas merupakan salah satu prinsip utama tata kelola pemerintahan yang baik (good governance) yang mengisyaratkan adanya perwujudan kewajiban seseorang atau unit organisasi untuk mempertanggungjawabkan pengelolaan dan pengendalian sumber daya dan pelaksanaan kebijakan yang dipercayakan kepadanya. Hal ini dilakukan dalam rangka pencapaian tujuan yang telah ditetapkan melalui media pertanggungjawaban secara periodik (LAN, 2010).Isu akuntabilitas diangkat mulai dari tahun 1999, yaitu

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Organizational Citizenship Behavior and the Public Service Ethos: Whither the Organization?

Cited by 47 publications

References 99 publications

Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behaviour in State-owned Banking

Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behaviour in State-owned Banking

Mobilising identities: the shape and reality of middle and junior managers’ working lives – a qualitative study

KOMITMEN ORGANISASI, AKUNTABILITAS DAN ORGANIZATION CITIZENSHIP BEHAVIOR INSTITUSI MILITER, (Studi Empiris Di Angkatan Udara Republik Indonesia)

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