The City School
Southern Region
Organization and
Reengineering of Schools
Organizational Citizenship Behavior
and
School Performance
Group Members
Group Leader
Naila Durrani – PAF Chapter
Southern Region

Neelofar Masood - TKS, Gulshan

Gulrukh Ahmed - Jr. D, Gulshan

Asifa Durr-e-Shahwar – Gulshan Campus

Erfa Iftikhar - Gulshan Campus

Zaibi Kanwar - TCK, F.B.Area

Nuzhat Zaidi - TCK Jauhar

Tazeen Rizwan - Sr. Boys, N. Nazimabad

Farheen Shafiq - Jr. B, N. Nazimabad

Ghazala Saeed - Jr. Boys, N. Nazimabad

Zehra Tariq - Prep Boys, PECHS

Farida Karbalai - Sr. Boys, PECHS

Naheed Aamir - Jr. C, PECHS

Farrina Khan - Jr. Girls, PECHS

Sadiqa Maaz - Quetta Campus

Uzma Khalid – Jr. Branch, Quetta

Afshan Syed - TCK II, Quetta

Humaira Tabassum - Pre Jr. Quetta

Maria Mahpara - PAF Chapter

Aliya Khalid - Jinnah Campus

Farzana Bandukwala - PAF Chapter

Parveen Qureshi - TCK, Qasimabad

Rukhsana Afroze - PAF Chapter

Ishrat Fatima - Jamshooro Branch

Sarwat Arbab - Defence Campus

Rehana Sana - TCK Sukkur

Rehana Sohail - Defence Campus

Anjum Raza - Nawab Shah, Senior

Neemat Shamoon - Darakhshan Campus

Nabila Asghar - Pre Jr. Hyderabad

Asma Zareen - Darakhshan Campus

Fauzia Abbas- Liaquat Campus

Asma Jan Ghaznavi - TCK I, Gulshan

Aftab Ahmed -Jinnah Campus
Mehran Region
Basic Concept of
Organizational Citizenship Behaviour (OCB)
There is a striking similarity between a state and an
organization.
 A state or country works for the development of its
citizens. In addition to providing rights to them, it can
motivate its citizens to contribute to their duties.
 Similarly, in an organization driven by a strong
leadership, employees can be helped to understand the
importance of their role and to go beyond the call of
duty by making them citizens of the company/school.
Definition of OCB
Individual behaviours of employees that
are beneficial to the organization and are
discretionary, not directly recognized by
formal reward system but rather a
matter of personal choice.
Job Satisfaction
Attitude
Components of OCB
Accountability
Attitude
Positive or negative feelings/thoughts about objects, people or events.
Attitudes are important because they affect job behaviour.
Cognitive: Often comes from personal values
Affective: The feeling component
Job Satisfaction

Fairly paid salary

Good Interpersonal relations with employer and co-workers

Motivation through appreciation or bonuses

Opportunities for promotion

Appropriate (happy and hygienic) environment

Up to date equipment/ resources

Job security

Empowerment and trust

Assigning task according to the employees’ interest and talent

Clear cut working policy

Professional training and personal grooming
Job Involvement

Self determination

Contribution to company’s success

Supportive to co- workers

Trusting the organization

Freedom to set one’s own workplace
Organizational Commitment
The strength of an individual’s identification with an organization.
Affective Commitment
Positive emotional attachment
Continuance Commitment
Cannot afford to leave due to economic and social costs
Nominative Commitment
Perceived obligation to remain
Accountability
Acknowledgement
Unfair Appraisals
Job satisfaction
commitment
involvement
Job Dissatisfaction
Withdrawal/ Turnover
Where Do We Stand Now?
Attitude
The school ethos and culture is based on positive attitude.
Job Involvement
Loyalty with the organization and performance of duty not related to the reward
system but by choice.
Job Satisfaction
Competitive salaries and opportunities for professional development through inservice and on job training.
Organizational Commitment
High commitment with the organization creating The City School family.
Accountability
A fair system of appraisals and promotions.
High Organizational Performance
High Organizational Performance in relation to Organizational Citizenship
behavior has certain theoretical consideration which suggest the aligning
of People, Strategy, and Process through:
1. Defining High-Performance Organization
2. Identifying Gaps Between Current and Desired Culture
3. Selecting, Developing, And Retaining The Best People
4. Creating And Modifying Processes To Support The Culture
5. Communicating Effectively At All Levels
6. Designing and Aligning Reward Systems
7. Developing Metrics To Assess Progress
(Gravenkemper & LePla 2009)
Keeping this theoretical framework of high organizational performance in
mind, specific suggestions can be made to Reengineer the existing
practices in The City Schools.
Recommendations
 Better communication at all levels through regular
meetings, interactive sessions and newsletters.
 Provide forum for collective problem solving.
 Increase delegation
 Development of a more effective and comprehensive
system of staff selection.
In the grasslands,
somewhere on the African
continent,
success can be defined in terms
of life and death,
Survival is a strong motivator.
Here’s a short story …
When the light comes in the
Eastern sky and you sense that
the sun will soon steal the
comfort and security of the night,
the gazelle starts to stir. He
knows that if, during this day, he
does not run faster than the
fastest cheetah, he may be
caught and then he will be killed.
Not far away, the cheetah
stretches out his powerful
muscles and thinks of the day
ahead, He knows that if he does
not run faster than the slowest
gazelle, he will surely starve.
The moral of this story …
It doesn’t matter whether you are a gazelle
or a cheetah …
…when the sun is up …
… you had better be
running.