عنوان انگلیسی مقاله:

ترجمه عنوان مقاله: بررسی رابطه بین رضایت شغلی و رفتار شهروندی سازمانی (OCB)

رشته: منابع انسانی، رفتار سازمانی

سال انتشار: 2013

تعداد صفحات مقاله انگلیسی: 15 صفحه

منبع: Emerald

نوع فایل: pdf

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چکیده انگلیسی مقاله

Purpose: The purpose of this paper is to propose a model in which team commitment in self-directed teams moderates the relationship between job satisfaction and organizational citizenship behavior (OCB).

Design/methodology/approach: Survey questionnaires measuring team commitment, OCB, and job satisfaction were administered to 242 full-time employees who were involved in self-directed teams at three geographically diverse manufacturing facilities. After carefully testing the psychometric properties of the scales, hierarchical multiple regression was used to test hypotheses.

Findings: The relationship between job satisfaction and OCB was shown to be significant, as was the relationship between team commitment and OCB. Most importantly, the relationship between job satisfaction and organizational citizenship behavior was moderated by team commitment, such that the relationship was stronger when team commitment was high.

Research limitations/implications: Due to heightened salience of self-directed team functioning in our sample, generalization of results may be limited.

Practical implications: The findings indicate that the usefulness of self-directed work teams may be limited in situations where employees lack team commitment. Besides implementing self-directed teams and assigning performance goals, researchers and practitioners need to identify efforts that work toward increasing commitment of team members, thereby increasing organizational citizenship behavior in the organization.

Originality/value: It is believed that this research makes a significant contribution to understanding the relationship between job satisfaction and organizational citizenship behavior, a relationship that has long been known but not well defined. Moreover, the paper develops what appears to be a valid and reliable measure of team commitment, based on goodness of fit using cross validation, confirmatory factor analysis, and reliability tests.

Keywords: Team working, Job satisfaction, Organizational behaviour

Paper type: Research paper

مقدمه انگلیسی مقاله

This study investigates the extent to which team commitment moderates the relationship between job satisfaction and organizational citizenship behavior (OCB) among members of self-directed teams in an organization. For the last several decades, organizational citizenship behavior (OCB) has become a major construct in the fields of the psychology and management and received a great deal of attention in the literature (Bateman and Organ, 1983; Bergeron, 2007; Bolino et al., 2002; LePine et al., 2002; Niehoff and Moorman, 1993; Organ, 1988; Organ and Ryan, 1995; Smith et al., 1983; Podsakoff et al., 2000; Tang et al., 2008). There are almost 30 different forms of OCB.

Organizational citizenship behavior “represents individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization” (Organ, 1988, p. 4). These behaviors “lubricate the social machinery of the organization”, “provide the flexibility needed to work through many unforeseen contingencies”, and help employees in an organization “cope with the otherwise awesome condition of interdependence on each other” (Smith et al., 1983, p. 654).

More recently, the definition of OCB has been expanded to include not only the categories of altruism (helping behaviors aimed directly at specific persons) and generalized compliance (conscientious performance for the good of the organization) but also the categories of courtesy, sportsmanship, and civic virtue (Podsakoff et al., 2000).

Many researchers examine five categories of contextual performance: volunteering for activities beyond a person’s formal job expectations; persistence of enthusiasm; assistance to others; following rules and procedures; and openly espousing and defending organization objectives (Organ, 1997) as related to personality variables, motivational basis, organizational support (e.g. Borman et al., 2001; Organ, 1990), social exchange (Konovsky and Pugh, 1994), job satisfaction (Bateman and Organ, 1983; Koys, 2001), and social capital (Bolino et al., 2002). Additionally, Lam et al. (1999) provided important insight regarding perceived boundaries between in-role and extra-role behavior, further clarifying what behaviors constitute organizational citizenship behavior. Organizational citizenship behavior continues to be of substantial interest to researchers and practitioners (LePine et al., 2002).

Concurrently, the use of work teams has evolved over time as a popular strategy for improving employee productivity and efficiency, as well as for enhancing product quality in the USA and around the world (e.g. Abbott et al., 2006; De Jong et al., 2006; Langfred, 2007; Tang et al., 1987, 1989; Tasa et al., 2007). More than two decades ago, it was estimated that over 90 percent of the Fortune 500 companies used teams in their organizations (Lawler and Mohrman, 1985). Recently, Druskat and Wheeler (2004) estimated that 79 percent of companies in the Fortune 1,000 currently deploy “empowered,” “self-directed” or “autonomous” teams. In self-directed work teams, team members are empowered and have the responsibility and autonomy to complete identifiable pieces of work, and in some cases, even to make and carry out personnel and staffing decisions, such as hiring and firing team members (Tang and Crofford, 1995/1996). These figures suggest that a large number of organizations have implemented some form of self-directed teams (Druskat and Wheeler, 2004; Sheridan, 1997).

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