Int. j. econ. manag. soc. sci., Vol(3), No (12), December, 2014. pp.

804-809

TI Journals

International Journal of Economy, Management and Social Sciences

www.tijournals.com

ISSN:
2306-7276

Copyright 2014. All rights reserved for TI Journals.

The Study of the Relationship between Organizational Citizenship

Behaviors and Productivity among Employees of Pegah Dairy Company
of Kerman
Sanjar Salajeghe
Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran.

Shiva Madahian
PhD student in Management, Kerman Branch, Islamic Azad University, Kerman, Iran.

Niusha Meftah*
Department of Management, Islamic Azad University, Gorgan branch, Gomishan center, Gomishan, Iran.

Seyed Morteza Seyed Ahmadi Nejad

Department of Management, college of Human Sciences, Kerman Branch, Islamic Azad University, Kerman, Iran.
*Corresponding author: f_shab2007@yahoo.com

Keywords

Abstract

Organizational Citizenship Behavior

Productivity
Deontology
Deontology Chivalry

Purpose of this study was to determine the relationship between organizational citizenship behaviors and
productivity among employees of Pegah Dairy Company of Kerman. Statistical sample of this study was 482
employees of Pegah Dairy of Kerman and 215 employees were selected as statistical sample using Morgan
and Kerjesi tables. Two standard questionnaires were used as tools in this study. These questionnaires were
Sakef organizational citizenship behavior (1998) and organizational productivity (2007). Validity of
questionnaires was estimated by Cronbach Alpha coefficient. Coefficient of organizational citizenship
behavior questionnaire was 0.87 and for productivity questionnaire was 0.85. KolmogorovSmearnov test
was used to survey normality of data and Pearson correlation test was used to analyze data. Results of main
hypothesis of the study showed significant relationship between organizational citizenship behavior and
productivity. Also, results showed significant correlation between elements like altruism, deontology,
chivalry, civil attitudes, respect and productivity.

1.

Introduction

Citizenship behaviors are defined as extra-role, voluntary and innovative behaviors which occur by employees in the organization. Although
these behaviors are not included in official duties of employees and employees are not awarded for them, but in this study effects of such
behaviors on organizational improvement and efficiency is investigated. For example, behaviors such as assisting new employees, using break
times to complete work and offering recommendation to improve work or doing some projects at home are organizational citizenship behaviors.
Most important issue in this field is advantages of such behavior in the organization. Results of different studies shows such behaviors have
positive effects in the organizations like increasing employees productivity which leads to organizational productivity, coordination
improvement and organizational communication, increasing employees satisfaction, improving employees royalty, increasing work
commitment, increasing market orientation and stability of organization performance, increasing customer satisfaction of organizational services
and increasing organizational prestige [11].
According to Cohen & Vigoda (2000) studies, some of the organizational citizenship behavior advantages in the organization include improving
colleague relationship and management productivity, effective organizing and resource allocation, decreasing extra cost and improving
management attractions to increase new and high quality products [14].
In other word, structure of organizational citizenship behavior tries to identify, manage and evaluate extra-role behaviors of employees who are
working in the organization and improve organizational efficiency using these behaviors [3]. These behaviors increase organizational
performance, so managers should understand these behaviors and apply them to evaluate job satisfaction and motivation [10].
Primary studies about organizational citizenship behavior were conducted to identify responsibilities or behaviors of employees in the
organization, but often it was neglected. Although these behaviors were measured incompletely in traditional evaluation of job performance or
often neglected, they were effective on organizational efficiency [3]. Therefore, in this study relationship between organizational citizenship
behavior of employees and organizational productivity is investigated.

2.

Research Literature

2.1 Organizational citizenship behavior

Organizational citizenship behavior was introduced to science world by Bateman & Organ (1983) first. These actions are occurred in work
environment and are defined as set of voluntary and arbitrary behaviors which are not included in official duties of employees, but influence on
organizational roles and improve duties [6]. For example, it is not needed to stay long-term in the work, but a worker assists others far from
work time in the organization to improve current affairs and facilitate activities in the organization [8].
Importance of organizational citizenship behavior effects on making role and evaluation [18] Concept of organizational citizenship behavior
refers to extra-role behaviors of employees which increase efficiency and organizational productivity [1] [4] and facilitate organizational goal
achievement and increase organizational performance [15].

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The Study of the Relationship between Organizational Citizenship Behaviors and Productivity among Employees of Pegah Dairy Company of Kerman
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Generally, organizational citizenship behaviors are defined as voluntary and arbitrary behaviors which are not awarded directly in official
systems but increase organizational performance [2] [16]. Van Dyne, Cummingg & Parks (1995) defined organizational citizenship behavior as
extra-role behaviors which are useful for organization and increase benefit in the organization, they believes this behaviors is an extra-role
behavior. Therefore, organizational citizenship behaviors are functions like extra-role behavior, social behavior in individual and group [21]. In
addition, organizational citizenship behavior implies basic cooperation and there is no official definition [14].
Smith and Organ defined organizational citizenship behavior as a behavior which is done to assist colleagues or show deontology in the
organization [24].
Several scientists [16] [21] believe that organizational citizenship behaviors are important to explain organizational formal, but organization
should not use them as a criterion for organizational purpose or organization success. This kind of behaviors is important resource to promote in
organizational alternation processes [18] and improve organizational purpose [2].
In addition to organizational citizenship behavior, extra-role behavior [6] and content performance [23] were used to define organizational
citizenship behavior.
Totally, social exchange theory is basic to explain organizational citizenship behaviors [7] Organizational citizenship behavior is vital for
organizational survival. Organ believes organizational citizenship behavior can improve efficiency and organizational performance. Totally,
citizenship behaviors have two general states: they are not reinforced directly (for example, it is not required as a technical aspect of individual
job), as well as they are induced by specific efforts which are expected to do by employees to success organization. Organizational citizenship
behavior is defined as behavior which is exceeded duties and technical skills, in other word this behavior is included supporting, approving of
environment, psychological, social and organizational situation which facilitate duties.
Organizational citizenship behavior is a criterion in correct behavior and show sensitivity of an organization to moral principles, equity and
justice [5].
2.2 Kinds of citizenship behavior in the organization
Organizational submission: this term is defined as behaviors which are accepted in a regular structure and their importance have been identified.
Indicators of organizational submission are behaviors like regarding to organizational regulation, doing duties completely and performing
responsibilities based on organizational resource.
Organizational royalty: this royalty varies self-royalty or others and explains royalty of employees to support organization and organizational
resource.
Organizational cooperation: this term is emerged by involving in organizational handling and included attendance in the meeting, sharing
opinion to others and informing about current situation of organization [3]
2.3 Dimensions of citizenship behavior
Organ explains five dimensions of citizenship behavior as following [16]:
1. Deontology: deontology includes different samples and members of organization perform specific behaviors which is exceeded least
level of duties [16]
2. Altruism: second dimension of citizenship behavior is altruism and refer to useful behaviors like friendship, cooperation and sympathy
among colleagues which directly or indirectly assist to colleagues [16]
3. Citizenship virtue: third dimension of citizenship behavior is called civil virtue and include behaviors like attendance in extra
activities, supporting induced changes by manages, read book to increase general information and regarding to install poster in the
organization. So, graham believes a good organizational citizens should inform about updated issues of organization and opine about
them and cooperate others to solve problems (Same resource)
4. Chivalry: chivalry or tolerance is fourth dimension of citizenship behavior which refer to tolerate against desirable situation without
any complaint (Same resource)
5. Respect: final dimension of citizenship behavior is respect. This dimension shows way of behave colleagues, managers and audiences.
Individual who respect each other in the organization included in citizenship behavior (Same resource)
Poudsakef et.al criteria (1990) are as following:
Altruism: are assisting behavior which is done to assist specific employees related to specific organizational duties [22] [9]
Deontology: are behaviors which conduct individuals to perform duties in higher level of expected level.
Courtesy: are polite behaviors which prevent problem occurrence in job environment.
Sportsmanship: are chivalry behaviors which prevent high complaints in the job environment.
Civil virtue: are behaviors which show individual participation in related activities of organization [9]
2.4 Policy of encouraging citizenship behavior
2.4.1 Election and employment
Several researchers believe individuals who show symptoms of good citizenship in their life try to be good organizational citizens. Therefore,
organization should design employment process to absorb promoted citizenship behavior. Interview is one of best tools to identify and elect
employees. In the interview, cooperative and group behavior should be focused to select an individual with more citizenship behavior [8]
2.4.2 Training and development
Some organizations are not able to identify good citizenship or employ and absorb such individuals. But, they are able to design training courses
for current employees and train principles of useful citizenship behaviors.
Using training courses facilitate inter-personal assist among employees. But, inter training plans and job plans is used to develop employees
skill. One of method to perform training plans is development plan which is directed to citizenship behavior [8]
2.4.3 Performance evaluation and rewarding
Organizations cab facilitated citizenship behavior using legal and regular systems and awarding employees. Previous studies Implies that
awarding leads to more cooperation. Therefore, most of organizations award prize to employees annually to encourage citizenship behavior.
Organization should design awarding plan in group level not individually, because someone maybe think about value of a specific group [8]
2.4.4 Informal systems
Several psychologists believe social pressure and group disorders effect more on individual behavior compared to formal events. Therefore,
developing an informal mechanism like cooperation culture is a basic principle to reinforce citizenship behavior. Noted that emergence of

Sanjar Salajeghe, Shiva Madahian, Niusha Meftah *, Seyed Morteza Seyed Ahmadi Nejad

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International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

cooperation culture is done through sociability, a process which new members are accepted by others and learn required courses. So, sociability
is vital to reinforce citizenship behavior [8]
2.5 Productivity
Productivity was introduced by Quesnay first on 1766 and explained by letter 1883 as a production power. In 1900, Erely explained productivity
as relationship between return and applied tools to produce this return [17]
Definition of job international organization: productivity is a relationship between results of a production system by applied data (like land,
investment, labor and etc.) to produce that result [19]
2.6 Labor productivity dimensions from Hersi and Gold Smite prospective
Hersi and Gold Smite (1980) introduced seven variables related to effective performance management include ability (A), clarity (C), help (H),
incentive (I), evaluation (E), validity (V) and environment adaptability (E) (Achieve Model). [13]

Ability
Clarity
Evaluation

Organizational
help

Labor productivity

Validity
Incentive

Environmenta
l adaptability

Figure 1. Labor productivity dimensions from Hersi and Gold Smith Prospective

1.
2.

3.
4.
5.
6.
7.

Ability (knowledge and skill): power and ability to perform a duty successfully [13]. In other word, ability term is allocated to
employees knowledge and skill to perform a job.
Clarity (understands or suppose role): clarity is defined as understanding and accepting job process and place. In this model, clarity
concept refers to clarity of role in the job.Main purposes should be specified to understood employees about problems and priorities and
purposes should be explained clearly [13]
Help (organizational help): it is a support which is needed at job efficiency [13]. These helps are in physical and non-physical areas.
Some of organizational helps include: budget, facilities, tools which is required to do duties.
Incentive (incentive or intendance): incentive is defined as motivation to perform job.
Evaluation (training and performance feedback): evaluating mechanism related to job performing. Suitable feedback let employees to be
informed about quality of job.
Validity (valid and legal action): explains validity and appropriate decision-making.
environmental adaptability: refer to effective external organizational factors [13]

2.7 Effective factor on productivity

Economic and management experts explain external and internal factors based on approaches in a systematic model.
Table 1. Effective factor on productivity
Internal factors
Hardware Factor
Software Factor
1.Investment Include:
1.Human Factors Include:
A. Row Material
A. Culture
B. Land
B. Literacy
C. Building
C. Training
D. Financial And Energy Principles
D. Incentive
2.Technologi Include
E. Human Skill And
A. Machinery And Equipments
Relationship
B. Repair And Maintaining
2.Leadership And Management
C. New Tools
3.Organizational Structure
4.Work Method
5.Technical Knowledge
6.Designing
7.Engineering And Research

Structure Factor
1.Economic Changes Include:
A. Changing Job Pattern
B. Investment Process
C. Tax Capacity
D. National Gross Income
2. Social Changes Include:
A. Population Changing
B. Morality Rate
C. Life Style
D. Social Values
3.Political Changes Include:
A. Political Policies Ext
B. Interior Treat
C. External Relationship

External factors
Environmental Factor
1.Public Regulation And Rules
2.Strategis And Policies
3. Public Institution
4.Infrastructure Facilities
5. Cultural Basis
6.Social And Political Policy Of
Society

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The Study of the Relationship between Organizational Citizenship Behaviors and Productivity among Employees of Pegah Dairy Company of Kerman
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

There are many factors which effect on productivity; these factors include technological management, investment, job and etc.
Investigating each one of these factors is possible through others. Later, it was thought most effective factor is technological productivity, but
results showed technology, machinery, tool and method is not most important factors and human is vital in this field. Any productivity and
technology development depends on human cooperation [11].

3.

Hypothesis of the study

3.1 Main hypothesis

There is significant correlation between organizational citizenship behavior and productivity.
3.2 Subsidiaries hypothesis
1. There is significant relationship between altruism and productivity.
2. There is significant relationship between deontology and productivity.
3. There is significant relationship between chivalry and productivity.
4. There is significant relationship between civil attitudes and productivity.
5. There is significant relationship between respect and productivity.

4.

Methodology

This study is applied in term of purpose and is descriptive-correlation in term of methodology. Statistical society was 482 employees of Pegah
Dairy Company of Kerman and among them, 215 employees were selected as statistical sample. Poudsaket (1991) organizational citizenship
behavior and productivity questionnaires were used as tools which their validity were approved by several experts. Validity of questionnaires
was estimated by Cronbach alpha coefficient. This coefficient was 0.87 for organizational citizenship behavior questionnaire and was 0.85 for
productivity questionnaire. In order to analyze data, descriptive methods and Pearson correlation coefficient were used.

5.

Data analysis
Table 2. Test of normality of data distribution
Significant
0.15
0.07
0.36
0.12
0.09
0.21

Kolomrov- smearnov
1.23
1.36
1.06
1.01
1.38
215

Number
215
215
215
215
215
215

Variables
Organizational citizenship
behavior variables

altruism
deontology
chivalry
civil attitudes
respect

Productivity

According to table (2) and significant level in each test, normality of data distribution is denied. Significant level of independent variable and
dependent variable is more than 0.05, so data distribution is normal and Pearson correlation method is used to test hypothesis
Main hypothesis: There is significant relationship between organizational citizenship behavior and productivity.
Table 3. Correlation coefficient of organizational citizenship behavior and productivity
Organizational citizenship behavior
0.413
0.170
0.012

Pearson coefficient
Square of correlation coefficient
Significant level

Variable
Productivity

P<0.05

According to table 3, correlation coefficient between organizational citizenship behavior and productivity (r = 0.413) is significant. Based on
coefficient of determination (r 2), 17% variance of organizational citizenship behavior and productivity is common. So there is relationship
between organizational citizenship behavior and productivity.
Firsth Subsidiaries hypothesis: There is significant correlation between altruism and productivity.
Table 4. Correlation coefficient of altruism and productivity
altruism
0.221
0.048
0.000

Pearson coefficient
Square of correlation coefficient
Significant level

Variable
Productivity

P<0.05

According to table 4, correlation coefficient between altruism and productivity (r = 0.221) is significant. Based on coefficient of determination
(r2), 8.4% variance of altruism and productivity is common. So there is relationship between altruism and productivity.
Second subsidiary hypothesis: There is significant relationship between deontology and productivity.

Sanjar Salajeghe, Shiva Madahian, Niusha Meftah *, Seyed Morteza Seyed Ahmadi Nejad

808

International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Table 5. Correlation coefficient of deontology and productivity

deontology
0.425
0.180
0.002

Pearson coefficient
Square of correlation coefficient
Significant level

Variable
Productivity

P<0.05

According to table 5, correlation coefficient between altruism and productivity (r = 0.425) is significant. Based on coefficient of determination
(r2), 18% variance of deontology and productivity is common. So there is relationship between deontology and productivity.
Third subsidiary hypothesis: There is significant relationship between chivalry and productivity.
Table 6. Correlation coefficient of chivalry and productivity
chivalry
0.311
0.096
0.000

Pearson coefficient
Square of correlation coefficient
Significant level

Variable
Productivity

P<0.05

According to table 5, correlation coefficient between chivalry and productivity (r = 0.311) is significant. Based on coefficient of determination
(r2), 9.6% variance of chivalry and productivity is common. So there is relationship between chivalry and productivity.
Fourth subsidiary hypothesis: There is significant correlation between civil attitudes and productivity.
Table 7. Correlation coefficient of civil attitudes and productivity
civil attitudes
0.235
0.055
0.013

Pearson coefficient
Square of correlation coefficient
Significant level

Variable
Productivity

P<0.05

According to table 7, correlation coefficient between chivalry and productivity (r = 0.235) is significant. Based on coefficient of determination
(r2), 5.5 % variance of civil attitudes and productivity is common. So there is relationship between civil attitudes and productivity.
Fifth Subsidiaries hypothesis
There is significant correlation between respect and productivity.
Table 8. Correlation coefficient of respect and productivity
respect
0.23597

Pearson coefficient

0.05579

Square of correlation coefficient

0.000

Significant level

Variable
Productivity

P<0.05

According to table 8, correlation coefficient between respect and productivity (r = 0.297) is significant. Based on coefficient of determination
(r2), 7.9 % variance of respect and productivity is common. So there is relationship between respect and productivity.

6.

Discussion and conclusions

Main hypothesis
As shown in table (3), correlation coefficient among organizational citizenship behavior and productivity is 0.413 which is significant in term of
statistic in 95 confidence level. It means variables of organizational citizenship behavior are in appropriate level and productivity is in higher
level. So, there is significant correlation between organizational citizenship behavior and productivity.
Firsth subsidiaries hypothesis
As shown in table (4), correlation coefficient among altruism and productivity is 0.221 which is significant in term of statistic in 95 confidence
level. It means variables of altruism are in appropriate level and productivity is in higher level. So, there is significant correlation between
altruism and productivity.
Second subsidiaries hypothesis
As shown in table (5), correlation coefficient among deontology and productivity is 0.425 which is significant in term of statistic in 95
confidence level. It means variables of deontology are in appropriate level and productivity is in higher level. So, there is significant correlation
between deontology and productivity.

809

The Study of the Relationship between Organizational Citizenship Behaviors and Productivity among Employees of Pegah Dairy Company of Kerman
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Third subsidiaries hypothesis

As shown in table (6), correlation coefficient among chivalry and productivity is 0.311 which is significant in term of statistic in 95 confidence
level. It means variables of chivalry are in appropriate level and productivity is in higher level. So, there is significant correlation between
chivalry and productivity.
Fourth subsidiaries hypothesis
As shown in table (7), correlation coefficient among civil attitude and productivity is 0.235 which is significant in term of statistic in 95
confidence level. It means variables of civil attitude are in appropriate level and productivity is in higher level. So, there is significant correlation
between civil attitude and productivity.
Fifth subsidiaries hypothesis
As shown in table (8), correlation coefficient among respect and productivity is 0.297 which is significant in term of statistic in 95 confidence
level. It means variables of respect are in appropriate level and productivity is in higher level. So, there is significant correlation between respect
and productivity.

7.

Recommendation
1.
2.
3.

4.

Managers should reinforce these three dimensions among employees and they should reinforce deontology, chivalry and respect to
promote productivity in their organizations.
In order to reinforce deontology in the organization, motivated employees should be introduced others and trained other employees to
help and communicate each other.
Since most of organizational citizenship behavior dimensions to individual attitude is internal, but training could change these
dimensions positively, such elements are chivalry and civil attitude. But these training are expensive and time-consuming. So it is
recommended to observe psychological test during interview and election process.
manages and employees should rely each other and this leads to reinforcing honesty in the organization, so organizational citizenship
behavior elements like respect is increased in the organization. Manager should reinforce organizational commitment through sociability
and this leads to promote deontology in the employees and productivity.

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