Asian Journal of Business Management 3(2): 91-97, 2011
ISSN: 2041-8752
© Maxwell Scientific Organization, 2011
Received: February 03, 2011
Accepted: March 08, 2011
Published: May 15, 2011
An Exploration of the Determinants of OCB in the Telecommunication
Sector of Pakistan
Muhammad Kashif, Yousaf Khan and Muhammad Rafi
GIFT University, Pakistan
Abstract: This is an era of hyper competition and organizational learning where the extent of employee’s
Organizational Citizenship Behavior (OCB) is found to lead the overall success of the organization. Its
importance is evident by considering the fact that it guides in understanding the commitment of employees with
the organization, especially to remain competitive. The current research is focused on identifying the
determinants of OCB and their relationships with each other in the telecommunication sector of Pakistan. A
sample of 200 employees working in various telecommunication companies of Pakistan was selected and a
questionnaire was developed for the collection of data to probe the demographic characteristics and the
antecedents of OCB i.e., Job Satisfaction and Organizational Commitment, Role Perceptions, Leadership
Behavior and LMX, Fairness Perceptions, Individual Dispositions, Motivational Theories and Employee Age.
The data was analyzed using regression to find the extent of dependent variables on the independent factor;
OCB. Correlation was used to find the relationships among the determinants of OCB. Age of the employees
and the individual dispositions were found to have minimal impact on defining the OCB from the developing
countries context. The study will help organizations in devising the employee focused strategies to stay
competitive, especially in an Asian perspective.
Key words: Organizational behavior, organizational citizenship, leadership
this orientation is uncommon in many service industries
but can prove to be very helpful in not only combating the
competition but also developing a culture of cooperation
and successful performances. Organizational Citizenship
Behavior (OCB) has three characteristics; First OCB is
considered as a thought of as discretionary behaviors,
which are not part of the job description, and are
performed by the employee as a result of personal choice.
Second, OCB is an enforceable requirement of the job
description. Finally, OCB contributes positively to overall
organizational effectiveness. The determinants of OCB
such as Organizational Commitment and job satisfaction
lead the smooth flow of the organizational processes.
Organizations could not survive or grow without their
members behaving as good citizens by engaging in all
sorts of positive behaviors at work because of the
importance of good citizenship for organizations. Payne
and Webber (2006) found that the employee satisfaction
was positively related to service-oriented Organizational
Citizenship Behaviors, customer satisfaction, and
customer loyalty, whereas affective commitment was not
related to these outcomes. The extent to which the
predicting variables interacted with one another and the
role of employment status on these relationships was also
explored. The OCB plays a vital role in the survival of the
organization and also leads to efficiency and productivity
maximization. Organizational Citizenship Behavior is a
INTRODUCTION
The labor market situation is tight where supply
exceeds demand in so many sectors of the Pakistani
economy due to the adverse socio-economic conditions.
The economic slow-down has drastically impacted not
only the developed countries but also the developing
countries like Pakistan. The economic crises have brought
about the challenges like electricity shortage and inflation
which resulted in higher rate of unemployment. Although,
this unemployment is not merely a function of the
economic crisis, but excessive supply of labor has also
contributed in increasing the rate of unemployed. On the
other side, layoffs and downsizing is a common
phenomenon which can easily be observed in industry
today. The economic crises and its consequences are
badly affecting the organizational success and cracking
the competitive advantages. Most of the industries in
services sector of Pakistan have reached to the maturity
phase of its product life cycle, facing intense competition.
To be successful in this competitive world, organizations
need not only to be functionally productive but to have
loyal and efficient employees as well. World-class
organizations have people who go beyond their formal job
responsibilities and are ready to devote their extra bit of
time and energy to the work. This phenomenon is known
as ‘Organizational Citizenship Behavior’ (OCB) although,
Corresponding Author: Muhammad Kashif, GIFT University, Pakistan
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Asian J. Bus. Manage., 3(2): 91-97, 2011
OCB related activities. Even so, personality may be a vital
measure in order to control for its influence on behavior
or to examine any moderating effects it may have in
citizenship behaviors.
The employee’s age and their perceptions towards
themselves and their work are different and this
phenomenon is not a new paradigm in OB researches. The
younger employees align their needs with organizational
needs easily and prove to be a little more flexible as
compared with their elder counterparts. In contrary, the
older employees tend to be more rigid in adjusting their
needs with the organizational needs. Therefore, younger
and older employees differ in their orientations toward
self, others, and their work. These differences although
complex, but lead to observing different important
motives for OCB among different age groups of
employees.
Numerous studies on determinants of OCB have been
conducted around by different researchers. Organ and
Ryan have conducted 28 of those studies; all in different
context and culture as compared to the organizational
culture of Pakistan. On the other hand, very little work is
conducted to understand the theory and practice of OCB
from a developing country’s context. This study is an
effort to fill this gap by providing a framework to
understand the OCB and its application to the Pakistani
services sector.
newer concept considered in Organizational Behavior
discipline, but it has a major share of organizational
behavior research.
The determinants of OCB are widespread in
academic discipline of OB but the current study
investigates the OCB construct by using a model of the
determinants of OCB defined by Nadim and
Muzahid (2004). The factors used in the study are i.e., Job
Satisfaction and Organizational Commitment, Role
Perceptions, Leadership Behavior and LMX, Fairness
Perceptions, Individual Dispositions, Motivational
Theories and Employee Age.
Job satisfaction plays an important role in
contributing towards the OCB and is predominantly
linked with work motivation. The Job design aims to
enhance the job satisfaction and employee performance.
Some of the well-known job design methods include job
rotation, job enlargement and job enrichment. Other
influences on satisfaction are the management style and
culture, employee involvement in work, and
empowerment and autonomous work position.
Wegge et al. (2006) found that objective working
conditions substantially correlated with subjective
measures of work motivation, Moreover employees
experiencing a high motivating potential at work reported
more Organizational Citizenship Behavior, higher job
satisfaction, and less turnover intentions. Work not only
provides a platform to employees for exhibiting
Organizational Citizenship Behavior but also reduces the
turnover intension. In these days recruitment is not
problem retention is a problem. It can be contrasted with
other work-related attitudes, such as job satisfaction,
defined as an employee's feelings about the job at hand,
and organizational identification; the degree to which the
employees experiences a 'sense of oneness' within their
organization. Role perceptions or role stressors include
perceptions such as role conflict and role ambiguity, both
of which have been found to be significantly negatively
related to OCBs. More recently, Podsakoff et al. (2010)
found that OCBs have a positive relationship with
performance
ratings
and
reward
allocation.
Podsakoff et al. (2010) defined the effects of job
candidate’s tendency to exhibit OCBs on selection
decisions made in the context of a job interview. These
researchers found that candidates whose interview
responses indicated a tendency to engage in helping
others, challenge the status quo by voicing their opinions,
and support and defend an organization were generally
viewed as more competent, received higher overall
evaluations, and received higher recommended starting
salaries as compared to those who were unable to exhibit
the same.
Personality variables include the feelings like positive
affectivity; negative affectivity, conscientiousness, and
agreeableness have all been found to predispose people to
orientations which make them more likely to engage in
LITERATURE REVIEW
Organizational citizenship behavior: Organizational
Citizenship Behavior (OCB) is defined some extra jobrelated behaviors which go above and beyond the routine
duties prescribed by the employee’s job descriptions
(Bateman and Organ, 1983). Initially, Katz (1964)
introduced the term of OCB on extra role behaviors.
Organ and Bateman (1983) further developed into the
understanding of this concept of OCB and they concluded
in it by calling it “the good soldier syndrome”
(Organ, 1988).
Organizational Citizenship Behavior impacts
workgroup efficiency during the times of crisis (Organ,
1998). By having conscientiousness and willingly helping
others results in decreased inter-group conflict, and
increase in the motivational level of employees which
allows managers to focus on more pressing and important
organizational matters (MacKenzie et al., 1999).
Organ (1990) suggests that OCB not only adds to
employee and organizational performance, but it also
changes the way a manager evaluates the employees. In
the meantime, the studies in OCB have been very broad
since its evolution (Bateman and Organ, 1983). OCB is
held to be an important to the survival and well being of
an organization Organ (1988). OCB defines a set of
desirable organizational behaviors, which illustrate
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Asian J. Bus. Manage., 3(2): 91-97, 2011
Job Satisfaction &
Organization
Commitment
Role Perecptions
Leadership bahaviors &
LMX
OCB
Fairness Perception
Individual Dispositions
Motivational Theories
Employee Age
Fig. 1: Antecedents of organizational citizenship behavior, (Nadim and Muzahid, 2004)
Meyer, 1996), it would seem logical that emotional
commitment drives those behaviors which do not depend
primarily on reinforcement through formal rewards.
multi-dimensional relationships with positive
organizational results (Walz and Niehoff, 1996). In
studies, every study supported a new determinant of
OCB. Any type of behavior which results in
benefiting the organization, is discretionary and goes
beyond existing role expectations is referred to as OCB
and is very important for organizational success
(Van Dyne et al., 1995). Organizational citizenship
behavior achieves an increased amount of the output in
long term perspective rather than the shorter ones
(Joireman et al., 2006). OCB has also been viewed as
‘affinitive and promotive’ set of behaviors that
demonstrate the employee’s desire to maintain a
relationship with coworkers or the organization by
contributing
to
the organizational success
(Van Dyne et al., 1995).
Leaders behavior and LMX (Leader member
exchange): The quality of the relationship between a
subordinate and a leader is often called Leader Member
Exchange (LMX). Another component of leadership is
positively related to OCB is the leaders' contingent
rewards behaviors, such as expressing satisfaction or
appreciation for good performance (Podsakoff et al.,
2010). Leadership apparently seems to have a strong
influence on an employee's willingness to engage in
OCBs. Though, somewhat than being associated with a
specific leadership style, the quality of an employee's
relationship with his or her leader that plays the role and
is key to better performance (Podsakoff et al., 2010).
Job satisfaction and organizational commitment:
Workers with increased levels of job satisfaction
contribute
more
towards citizenship behaviors
(Brown, 1993). Individuals with increased levels of job
satisfaction illustrate deceased tendency to search for
another job (Sager, 1994). Satisfied employees would
apparently be more likely to have a positive word of
mouth about the organization, help others, and go a step
ahead than the average expectations in their job.
Moreover, satisfied employees might be smoother to go
away from the call of duty because they want to act in
response their positive experience. Dependable with the
thinking, early consideration of OCB assumed that it was
positively linked with satisfaction. Emotional
commitment is idealized as a strong belief in achieving an
organization’s goals and a well-built desire to play a part
in the organization (Van Dyne et al., 1995). Emotional
commitment maintains behavioral direction when there is
little expectation of formal rewards (Allen and
Role and fairness perception: Role perceptions
or role stressors include perceptions such as role conflict
and role ambiguity, both of which have been found to be
extensively negatively related to OCB. Additionally, role
clarity and role facilitation are positively related to OCB
(Podsakoff et al., 2010). However, since both role
ambiguity and role conflict are known to affect employee
satisfaction, and satisfaction is related to OCB. It is likely
that at least a major chunk of the relationship between
ambiguity, conflict and OCB is mediated by satisfaction.
Furthermore, perceptions of fairness are positively related
to OCB (Moorman, 1991).
Individual dispositions: Personality variables include
the positive affectivity, negative affectivity,
conscientiousness and agreeableness have all been found
to predispose people to orientations which make them
more likely to engage in OCB (Organ and Ryan, 1995).
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Table 1: The demographics
Description
Age
18-23
24-29
30-35
36 and above
Gender
Male
Female
Education
Less than 16 years
16 years
18 years or more
Tenure
Less than 2 years
More than 2 but less than 5 years
More than 5 years
Positive behaviors do not seem to depend on traits such as
extraversion, introversion, or openness to change. The
fact that OCB is idealized as a set of behaviors primarily
influenced by perceptions about the workplace might be
why measures of personality have not been widely
applied in studies of OCB. Even so, personality may be a
vital measure in order to control for its influence on
behavior or to examine any moderating effects it may
have.
Motivational theories: Penner et al. (1997) explored the
impact of personality and motivation by anticipating five
sources of motivation; intrinsic process, instrumental,
self-concept-external, self concept internal, and goal
internalization. Barbuto (2001) argued that though the
motivational theories work as background for OCB, but
the researchers cautioned that an individual’s sources of
motivation have an impact on his or her level of positive
behaviors. As an individual is promoted to the higher
levels within the organization, the motivational theories
tend to be less applicable as an antecedent.
5
66
60
11
130
20
24
89
37
39
72
39
%
3.5
43.7
39.7
7.3
86.7
13.3
16
59.33
24.7
26
48
26
qualification and education level of the respondents.
While the correlation and regression analyses were done
to find out the relationship of OCB and its determinants.
RESULTS
Table 1 shows the demographic analyses which is
based on the factors of age, gender, education and tenure.
Most of the respondents’ were in the age range of 24 to 29
years, comprising 43.7% of the sample. Almost 60
respondents were between the ages of 30 to 35 years
which constituted 39.7% of the total sample. And only 5
respondents’ age was in the range of 18 to 23 years which
represented 3.5% of the sample. The underlying factor of
these age group strata is that the telecom industry has
reached its maturity; organizations tend to hire
experienced employees, which are available as well. The
percentage of male respondents is very high as compared
with the females in the telecom sector of Pakistan. There
were 130 male respondents and 20 female respondents in
the survey. Almost 60% of the respondents were having
completed their 16 years of education and only 16% of
the respondents had education less than 16 years.
Whereas, 24.7% of the respondents were those who had
education equal to 18 years or more.
Majority of the respondents were employed in the
same organization for more than 2 years but less than 5
years. It can be inferred that the organizations are striving
to retain employees by considering the fact that there are
fewer qualified candidates are available.
The second column in Table 2 highlights the mean of
responses whereas the third column represents the
standard deviation of the data results. The forth column
depicts the correlation between OCB and its determinants.
All the determinants are highly significant up to 0.01**
except the employee age. The employee’s age has a -0.13
correlation with OCB and the other remaining columns
are showing the inter-relation of the determinants of OCB.
There is a positive relationship between OCB and Job
Satisfaction and Organizational commitment having a
value of 0.232. It infers as when there is 1% change in
OCB, it will result in a 0.23% change in Job Satisfaction
Employee Age: Wagner and Rush (2000) explained that
early years (20-34) are the years of establishment and
settling down; later years (35-55) are strong sense of self
and location in comparison with life and work among the
peers. The younger employees align their needs set with
organizational needs and tend to be more flexible. By
contrast, older employees tend to be more rigid in
adjusting their needs with the organizational objectives
and needs (Fig. 1).
METHODOLOGY
The research was conducted in the telecom
companies operating in the province of Punjab, Pakistan.
It was conducted in the last quarter of year 2010 during
the months of October to December. The core objective of
the study was to understand the construct of OCB in the
context of developing countries. For the purpose of
achieving the objective, a model of the determinants of
OCB defined by Nadim and Muzahid (2004) was used.
The variables were deterministic i.e. Job satisfaction and
organizational commitment, fairness perception,
employee age, role perceptions, motivational theories,
individual depositions and leadership behaviors and
LMX. A questionnaire measuring these determinants was
developed, retested, and then handed over to the
employees working in the various telecom companies of
Pakistan. The respondents were randomly selected from
different departments with a sample size of 200. About
exactly 150 usable questionnaires were collected back
from the respondents with a response rate of 75% which
is highly desirable in behavioral studies. After the
collection of the data, demographic analysis, correlation,
and regression were performed. Demographic analyses
were conducted in order to determine the age,
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Asian J. Bus. Manage., 3(2): 91-97, 2011
Table 2: Descriptive Statistics and Correlation Matrix
Job satisfaction&
Organizational
Faimess
Motivational
Age of
predictor
Mean
S.D
OCB
Commitment
perception
theories
Employees
COB
4.12
0.29
1
0.232**
Job satisfaction& 4.18
0.45
0.232**
1.000
Organizational
Commitment
Faimess
perception
3.30
0.6
0.414*
0.202*
1.000
Motivational
theories
4.20
0.54
0.339*
0.320*
0.209*
1.000
Age of Employees 3.60
0.51
- 0.183*
0.063
- 0.186
0.114
1.000
LXM and
Leadership
4.20
0.35
0.333**
0.281**
0.271**
0.179*
0.083
LXM and
Leadership
4.20
0.80
0.253*
0.328*
0.335**
0.298**
- 0.086
**: Correlation is significant at the 0.01 level (2-tailed); *: Correlation is significant at the 0.05 level (2-tailed)
Table 3 Regression Model
Model Predictors
B
1
OCB (constant)
7.476
Job satisfaction &
0.055
organizational commitment
Fairness perception
0.269
Motivational theories
0.255
Age of employees
- 0.175
LMX and leadership
0.238
Individual dispositions
- 0.042
Table 4: Regression Model
R2 = 0.312
F = 10.6
Number of respondents = 150
t
0.000
0.705
3.463
3.307
- 2.381
3.026
- 0.501
Individual
depositions
LXM and
Leadership
1.000
0.404**
1.000
regression Table (2, 3) shows that there is a positive
relationship between Job satisfaction and organizational
Commitment and OCB.
Sig.
0.482
DISCUSSION
0.001
0.001
0.019
0.003
0.617
The results of the study entails that the selected
variables to determine the extent of OCB in the
telecommunication sector of Pakistan has a great positive
relationship among them. Although, at some point in time
during the course of this study, it was expected that the
results will vary as compared with the previous studies
where the model of OCB was proposed, which is used for
the purpose of this study. But, to a large extent, the results
are in line with the previous studies conducted in the area
of OCB, although in a different cultural and contextual
settings. To achieve the purpose of this study, a model of
OCB was used which comprised of the seven
determinants of any employee’s citizenship behavior
towards his or her work activities. It is already drawn
from the previous work that there is a positive relationship
between OCB and the performance of the organization
(Cardona et al., 2004; Hodson, 2002). So, investigating
this phenomenon makes a lot of sense in developing
countries like Pakistan where organizations in the telecom
sector are facing profound challenges.
The first variable selected for this study was job
satisfaction and commitment of employees. There is a
positive correlation between job satisfaction and OC of
employees with OCB in telecom sector of Pakistan with
a value result of 0.232. This is exactly in line with the
work conducted by Brown (1993) where he concluded by
drawing a positive relationship between the two variables.
The employee’s fairness perception was another
determinant of OCB, used in this study. It has a positive
correlation towards the explanation of OCB construct
with a value of 0.414. The research work performed by
Podsakoff et al. (2000) also determines to importance of
a relationship between employee’s role clarity and role
Adjusted R2 = 0.283
Significance = 0.000
and Organizational commitment of employees and this
coefficient of correlation is significant at 99% confidence
level. There is also a positive relation between OCB and
Fairness Perception with a value of 0.414. It is interpreted
as a 1% change in OCB will bring 0.41% change in
Fairness Perception and this coefficient of correlation is
significant at 99% confidence level.
There is a positive relation between OCB and
Motivational Theories having value 0.34. There is a
negative relation between Employee Age and OCB. It has
a value of -0.183 which is significant at 0.95% confidence
level. There is a positive relation between OCB and LMX
and Leadership having a value of 0.333. It means when
there is 1% change in OCB, then there is 0.33% positive
lean upward in LMX and Leadership and this coefficient
of correlation is significant at 99% confidence level.
There is a positive relation between OCB and Individual
Depositions having a value of 0.253. It means that 1%
change in OCB will bring about 0.25% changes in
Individual Depositions and this coefficient of correlation
is significant at 99% confidence.
The OCB as a dependent variable with other
explanatory variables; Job satisfaction & organizational
commitment, Fairness perception, Motivational theories,
Age of employees, LMX and Leadership, Individual
depositions have been explained by 31.2%. The
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Asian J. Bus. Manage., 3(2): 91-97, 2011
facilitation leading towards OCB. Personality type of any
employee and the positive impact of motivation in
contributing towards OCB are also evident from the work
of Barbuto (2001). The correlation value for this variable
was 0.339 which translates into significant relationship,
supported by the previous studies. Leader behavior and
leader member exchange was another variable used in
defining the OCB construct in Pakistani telecom
industry’s context. Podsakoff et al. (2010) determined a
positive relationship of leader’s rewards behavior towards
OCB which is also evident in this study with a significant
result of 0.333. Individual disposition was another
variable used in the course of this study which was
proposed by Organ and Ryan (1995) as positively
contributing towards OCB. The correlation value for this
variable was 0.328 which not only shows a positive
relationship with OCB but also is in line with the work
conducted by Organ and Ryan (1995). The importance of
employee age in contributing towards OCB is highlighted
by Wagner and Rush (2000). They concluded that
younger employees are more flexible and willing to adapt
themselves as compared with their older counterparts. The
age of employee in this study is negatively related with
the OCB, having a correlation of -0.183. The major
contributing factor to this relationship might be the
differences in the socio-cultural settings of the developing
countries. In addition to that, fresh graduates are not much
welcomed in competitive industries like telecom and
banking due to the challenge of offering the reliable
services to the consumers. The results of the studies in
social sciences vary with a change in context; (culture and
economic conditions). The study of Deckop et al. (1999)
yields, that; the age of employee has a negative and a
marginally significant effect on OCB. As Pakistan
particularly and Asia in general are different from the rest
of the world, if culture is made the origin of segregation,
Gautam et al. (2005) argues that citizenship behavior
within an organization may vary, with a change in
geographic context; OCB is enacted differently in
different cultural contexts - that what it means to be a
‘good citizen’ may vary. Organizations can benefit from
this study in multiple ways, especially while designing the
loyalty programmes for their employees. This study will
also help in developing a customer centered service
culture where once the employees are happy, will offer
the world class services to their customers, making a
competitive advantage over other rivals. The major
limitation of this study was that due to non availability
of time from the top management, it was focused just
upon the middle management personnel. Future studies
can be stretched to other sectors of the Pakistani economy
and a change in results is expected. It will help in
generalizing the implications of OCB determinants from
a Pakistani perspective in a better way.
ACKNOWLEDGMENT
The authors are thankful to Mr. Shahab uddin,
Lecturer, School of Accounting and Finance, GIFT
University, Pakistan for his kind support in data analysis
and to Mr. Shahzada Husnain in providing assistance in
the writing process.
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