Sharpening Minds, Shaping Leaders, since 1982
Sasin
2009
Journal of Management
Volume 15, Number 1, 2009
ISSN 0859-2659
4
Test of the Fama and French Three Factor
Model in Jordan
Siripong Charoensuk
26
4
How System Thinking Can Be Applied in
Service Marketing
Franco Gandolfi &
Gary Oster
48
The Impact of Corporate Downsizng on
Innovation: A Preliminary Conceptual
Framework
Kennedy D. Gunawardana &
Sangeeth Ekanaya
71
An Empirical Study of the Fartors that
Impact Medical Representative’s Attitude
toward the Intention to Use M-Learning for
Career Development
Tony Wijaya
94
Relationship between Organizational
Citizenship Behaviors and Organizational
Effectiveness in a Indonesian Financial
Company
as
sia-P ific Bus
AAPBS
in
ol s
c ho
sS
Assoc
A
of
es
ia t
ion
Khaled Abdelal Al-Zuby &
Hussein Mohammad Salameh
CFA
INSTITUTE
CFA PROGRAM PARTNER
Tony Wijaya
Relationships between Organizational Citizenship
Behaviors and Organizational Effectiveness in
an Indonesian Financial Company
When the labor market becomes tighter and the economy is uncertain, companies often
respond by downsizing and by asking those employees who remain to be more productive and
dependable. It is, therefore, of interest to both managers and researchers to better understand
the relationship between organizational effectiveness and organizational citizenship behaviors.
Organizational citizenship behaviors (OCB) describe actions in which employees are willing to
go above and beyond their prescribed role requirements. Prior theory suggests and some
research supports the belief that these behaviors are correlated with indicators of organizational
effectiveness. Studies have yet to explore whether relationships between OCB and organizational
effectiveness are generalizable to Eastern samples. The present study examines relationships
between OCB and two indicators of organizational effectiveness — the efficient use of human
resources and perceived service quality — for branches of a financial company in Indonesia.
The results support a relationship between the OCB dimension of altruism and the efficient use
of human resources. Implications of these results are discussed.
94
Keywords: Citizenship Behaviors, Organizational Effectiveness
Introduction
T
he effective functioning of an organization depends on employee efforts that
extend beyond formal role requirements
(Katz and Kahn, 1966; Organ, 1988). Organ
(1988) termed these extra efforts “organizational citizenship behaviors” (OCB), and
defined them to include activities that
target other individuals in the workplace
(e.g., helping coworkers or communicating
changes that affect others) and the
organization itself (e.g., actively participating in group meetings or representing
the organization positively to outsiders).
Tony Wijaya is a lecturer and researcher at the
Department of Economic, Economic College of Isti Ekatana
Upaweda Yogyakarta (STIE IEU Yogyakarta), Indonesia.
Sasin Journal of Management
Vol. 15, No. 1, 2009, 94-106
A few studies have shown that OCB
are positively related to indicators of
individual, unit, and organizational
performance (George and Bettenhausen,
1990; Karambayya, 1990; MacKenzie,
Podsakoff, and Fetter, 1991, 1993;
Podsakoff, Ahearne, and MacKenzie, 1997;
Podsakoff and MacKenzie, 1994; Walz
and Niehoff, 2000; Werner, 1994). These
findings, however, have not yet been
replicated with samples outside of the U.S.
While there have been a number of studies
applying the construct of OCB to Eastern
cultures (e.g., Farh, Early, and Lin, 1997;
Farh, Podsakoff, and Organ, 1990), none
have examined whether OCB in such
cultures show similar relationships with
indicators of organizational performance.
If these behaviors are significant
antecedents to real firm performance, then
Relationships between Organizational Citizenship / 1