International Journal of Management Perspective

Vol.1, No.3
pp. 1-14

Organizational Climate, Job Motivation and

Organizational Citizenship Behavior
Siroos Ghanbari *, Asghar Eskandari **
Abstract
The purpose of present research is to identifyrelationship between organizational climate
with job motivation, and organizational citizenship behavior at the Bu-Ali Sina university.
The research method is descriptive- correlation. Statistical population included all staff (nonfaculty employees) comprised of 750 people, and the sample size of 250 subjects was
determined based on the cochran formula. The sampling method used is proportional stratified
random sampling. Data collected were used from two questionnaires with thses items:
organizational climate questionnaire of sasman and diep, organizational citizenship behavior
questionnaire of graham, and job motivation questionnaire of lodahl and kejnar. For
appointment of questionnaires, validity of the method, content-related validity, and to assess
scale the reliability of the questionnaires, cronbach'salpha coefficient was used. Reliability
coefficient was calculated for the questionnaires. It was estimated to be 0.77, 0.90 and 0.77
respectively. Results of the level of organizational climate, job motivation, and organizational
citizenship behavior was above the average level. Pearson correlation coefficient revealed that
there is a significant positive correlation between organizational climate and job motivation,
and organizational citizenship behavior. The results of multiple regression analysis indicated
that the components of organizational climate, factors of reward satisfactionand role clearness
and agreement are most effective in predicting job motivation, and the factor of aim clearness
and agreement has the highest impact prediction of organizational citizenship behavior.

Keywords: Organizational climate, Job motivation, Organizational citizenship behavior, Bu-Ali

Sina university

* Assistant Prof. of Bu-Ali Sina University, Educational Administration, Hamadan, Iran.

** MA. Educational Administration, Bu-Ali Sina University, Hamadan, Iran (Corresponding author).
E-mail:as.eskandari2020@gmail.com.

International Journal of Management Perspective

1. Introduction

The importance of human resources in organization management is increasing

every day. In addition, the changes exist in organizational, educational and
universities environments. Their resultant creativity, innovation, and flexibility must
be emphasized. These are necessary transferor of voluntary behavior from staff of an
organization or university. Consequently, the university should be capable of
shifting its personnel vision, viewpoints, and behaviors, which act for organizational
improvement. With regard to this issue, many researchers have paid attention to
Organizational Climate (OC), Job Motivation (JM), and Organizational Citizenship
Behavior (OCB).
Organizational climate has a long history in organizational psychology and
organizational behavior, and is an important topic of study in organizational
development. Watkin and Hubbard noted that high-performing organizations have
climates with particular measurable characteristics, which has shown how
organizational climate can directly account for up to 30% of the variance in key
performance measures [44].
This is supported by research that examined the relationship between the way in
which employees describe their work environments, and the relative performance
success of these environments [45].
Watkin and Hubbard contend that organizational climate does make a difference
to organizations performance because it indicates how energizing the work
environment is for employees[44].
There is, however, clearly more to an organizations performance than an
energized employee or the presence of certain organizational and leadership
characteristics: productivity also depends on the morale, which governs
discretionary effort - the willingness to go the extra mile.
Researchers and scholars emphasized on relation between organizational climate
and job motivations of employees [34].
Motivation is a basic psychological process. Luthans explained along with
perception, personality, attitudes, and learning, motivation is a very important
element of behavior. Nevertheless, motivation is not the only explanation of
behavior. It interacts with and acts in conjunction with other cognitive processes.
Motivating is the management process of influencing behavior based on the
knowledge of what makes people tick. Studies on work motivation seem to confirm
that it improves workers' performance and satisfaction [41].
Studies indicate that organizational climate has an effect on organizational
citizenship behaviors [1, 26].
Organ argued that OCB needed to be considered as a measure of employee
performance. The first rationale for his position was based on social exchange
theory. He reasoned that when employees work in an environment that induces
satisfaction, they frequently feel bound by the norm of reciprocity, resulting in
helpful and supportive behaviors. His second rationale was based on accumulated
evidence that mood state or positive affect; also tended to produce citizenship
behaviors. Others also found that employee OCB, when aggregated over time and
across people, influenced organizational effectiveness [12].
The overall goal of this research is: Identification of relationship between
organizational climate with job motivation, and organizational citizenship behavior
at the Bu-Ali Sina university.

Organizational Climate, Job Motivation and

2. Literature Review
Organizational Climate. Organizational climate is a meaningful construct with

significant implications for understanding human behavior in organizations [2, 17].

Organizational climate research began with analysis at the individual level,
concentrating on what is termed psychological work climate. In this approach,
individual co-workers are asked to indicate the climate at their workplace [42].
Later, the concept of organizational climate emerged, which is shared amongst the
members of the work or organizational unit. It is measured by averaging the
individual scores of psychological work climate [16].
According to bliese aggregate values of organizational climate should only be
used if there is sufficient agreement in the individual climate ratings [5].
However, a lack of agreement regarding individual climate ratings has in itself
emerged as an interesting topic of research. Differences in variance in climate
ratings from one unit to another may be relevant for explaining outcomes. This
variance is now known as climate strength [10, 23].
A high variance indicates that members of an organization differ in how they
view the climate of the organization. A low variance indicates that they agree on the
climate in their organization. In the latter case, the organization can be said to have a
strong organizational climate [36].
A number of definitions of organizational climate have been given in the various
studies on the concept, and although a precise and unitary definition of
organizational climate does not exist, researchers agree that certain characteristics
describe the construct and differentiate it from other concepts [15].
These characteristics are as follows:
1. Climate is generally considered a molar construct that can change over time;
2. It is perceived by and shared among organizational members, which can result in
consensus among individuals;
3. It consists of global impressions of the organization that members form through
interacting with each other and organizational policies, structures and processes;
4. Climate perceptions are descriptions of environmental events and conditions
rather than evaluations of them;
5. The climate construct is multidimensional;
6. It refers to the feeling of an organization;
7. Climate can potentially influence an individuals behavior [6].
Stringer defined organizational climate as the collection and patterns of the
environmental determinates of aroused motivation [39].
According to gerberorganizational climate is defined as the shared perceptions,
feelings and attitudes that organizational members have about the fundamental
elements of the organization, which reflect the established norms, values and
attitudes of the organizations culture and influences individuals behavior positively
or negatively [15].
Organizational climate has important outcomes at individual, group, and
organizational levels; and can greatly influence job satisfaction, individual job
performance, and organizational performance. Organizational climate, also helps in
determining organizational success, and is important for achieving organizational
effectiveness [34].
Organizational climate is shared perceptions among organizational
members about organizational common practices, procedures, and value

International Journal of Management Perspective

systems [25]. Organizational climate can shape the context of organizations to

influence employees perception of knowledge management and innovations, and to
motivate employees to engage in the process of transforming knowledge into new
products [8, 9].
Organizational climate significantly influences organizational and psychological
processes of communication, problem solving, learning, motivation, efficiency, and
productivity of an organization, as well as, innovation and job satisfaction [35].
Selamat, Samsu&Kamalu conducted a study with the aim "to examine the impact
of organizational climate on teachers job performance"[37].
The findings revealed that organizational climate could affect teachers job
performance. Jyoti, and rahimi identified is positive correlation between
organizational climate and job satisfaction and also job commitment [20, 35].
It plays a vital role in their prediction. Castro and Martins conducted a research
with the title: "the relationship between organizational climate and employee
satisfaction" in a South African information and technology organization [6].
The results indicated a strong positive correlation between organizational climate
and the dependent variable of job satisfaction. In addition, the results of stepwise
regression analysis showed nine dimensions of organizational climate impact on the
predicted job satisfaction.
Arabaciin an investigation stated that perceptions of the faculty employees
towards organizational climate are on an average level, and the academic personnel,
and female employees have a more positive climate perception than administrative
personnel and male employees, respectively [3].
Job Motivation. Employee motivation is a long-lasting research subject on Human

Resource Management and organizational psychologys remits of investigation. The

attention surrounding the topic has presumably started in the 30s, and based on the
first entrepreneurs tacit findings that motivated employees are more productive
ones. By definition, it refers to the desire to adopt high levels of personal effort
justified by the achievement of organizational objectives, leading these efforts to the
satisfaction of a particular individual need [18].
A simple definition of motivation is that which makes people put real effort and
energy into what they do. Psychologists have been exploring how to motivate
employees since early in the last century, and a lot of knowledge on human
motivation has been developed and widely applied [38].
Authors have long recognized a distinction between extrinsic and intrinsic
motivation. Intrinsic motivation is present when individuals do something for
pleasure or enjoyment, whereas extrinsic motivation occurs when individuals do
something because of external forces [11].
Identified motivation describes regulation of behavior for reasons more
consistent with one's goals and identity, with individuals seeing the actions as
personally important [21].
People acting based on an identified motive do so because they want to as
opposed to feeling that they ought to, as in interjected motivation [43].
Finally, integrated motivation is the most internalized form of extrinsic
motivation. Here the person values and accepts the reasons for the behavior, though
he/she may still not consider it to be inherently fun or interesting [14].

Organizational Climate, Job Motivation and

The findings of the Taghipour and Dejban revealed that the work motivation
significantly and positively correlated to supervision and involvement [40].
In addition, work motivation correlated to job performance. Dysvik and Bard
examined the relationship between perceived training opportunities, work
motivation and employee outcomes [13].
Intrinsic motivation was found in the relationship between perceived training
opportunities and organizational citizenship behaviors. Miao and Evans studied the
impact of motivation on role perceptions and job performance [28].
Results from a survey indicate that, compared to the global motivation constructs,
the cognitive and affective representation of I/E (intrinsic and extrinsic) motivation
provides a more robust description of the salesperson motivation-role perceptions
performance.
Organizational Citizenship Behavior (OCB). It is not easy for organizations to predict

what they can do to influence OCB. However, the researchers predict that
organizational climate can motivate and direct the activities and behaviors of
employees to affect OCB [26].
Organ defined it as performance that supports the social and psychological
environment in which task performance takes place [30].
Thereto, according to MacKenzie, Podsakoff & Ahearne OCB is discretionary
behaviors on the part of an employee that directly promotes the effective functioning
of an organization, independent of the employees objective productivity [27].
Castro, Barroso, Armario& Ruiz described that separating the OCB either as
extra-role or in-role behavior of the employee in one work group will make many
researchers undergoing some difficulties in distinguishing whether the employees
performance is an OCB or not [7].
Separation between in-role and extra-role performance of employee in a work
group is frequently unclear.
Based on the incorporation of past conceptualizations of OCB, the working
definition of OCB in this study refers to several elements:
- Voluntary, beyond what is required, formal task behaviors;
- Behaviors based on personal choice;
- Behaviors directed towards others or the organization;
- Avoidance of behaviors that are harmful to the organization [31].
Graham presented components of organizational citizenship behavior to
include organizational loyalty, organizational obedience, and organizational
participation [19].
Podsakoff, McKenzie, Paine, & Bachrach identified seven common dimensions
for OCB: helping behavior; sportsmanship; organizational loyalty; organizational
compliance; individual initiative; civic virtue; and self development [32].
Finding of investigation Purnama indicated that organizational culture and job
satisfaction and organizational commitment affect Organizational Citizenship
Behavior. In addition, Organizational commitment and Organizational Citizenship
Behavior have an effect on organizational performance [33].
Results of study Lee, Kim & Kimshowed that procedural justice,
transformational leadership, and complexity had a positive effect on employees
OCB, and OCB positively related to job satisfaction [22].

International Journal of Management Perspective

Findings of study Ngadiman and Ratmawati indicates that the OCB of the
educational personnel can improve transformational leadership, work satisfaction,
organizational commitment, organizational climate, and organizational citizenship
behavior [29].
Findings of this study indicates that the work satisfaction constitutes an important
factor in increasing the organizational commitment as well as the organizational
citizenship behavior of the educational personnel. Babcock-Roberson and Strickland
found that charismatic leadership and employee engagement both had a positive
relationship with organizational citizenship behaviors [4].
3. Problem Description

There are many problems and challenges in the field of human resources at
universities, probably because the research relationship between organizational
climate with job motivation and organizational citizenship behavior has not been
investigated. Therefore, it was felt necessary to carry out the present research.
Accordingly, the main problems of research is presented in model 1.

Figure 1. Research proposed model

According to Figure 1, the total goal of the research is Identification of

relationship between organizational climate with job motivation, and Organizational
Citizenship Behavior in Bu-Ali Sina university.
Research Questions and Hypotheses
The Research Questions:

1. How is the organizational climate among employees at the Bu-Ali Sina

university?
2. How is the job motivation among employees at the Bu-Ali Sina university?
3. How is the Organizational Citizenship Behavior among employees at the Bu-Ali
Sina university?

Organizational Climate, Job Motivation and

The Research Hypotheses: There are four hypotheses in this study:

1. There is the significant relationship between organizational climate, and it's

dimensions with job motivation, among employees at the Bu-Ali Sina university;
2. There is the significant relationship between organizational climate and it's
components with Organizational Citizenship Behavior in between employees at the
Bu-Ali Sina university;
3. Dimensions of organizational climate could predict job motivation among
employeesat the Bu-Ali Sina university;
4. Dimensions of organizational climate could predict Organizational Citizenship
Behavior among employeesat the Bu-Ali Sina university.
4. Methodology
Research Method. The current research method is descriptive-correlation.
Statistical Population and Sampling Method. The statistical population consisted of all

non-faculty staff at the Bu-Ali Sina university comprised of 750 persons, and the
determined sample size was 250 subjects based on the cochran formula. The
sampling method was done using proportional stratified random sampling.
Tools and Methods of Data Collection. Library was used for collecting data. Then data

was collected from three questionnaireswith items: organizational climate

questionnaire of Sasman and Diep, questionnaire of organizational citizenship
behavior of Graham, and job motivation questionnaire of Lodahl and Kejnar [19,24].
For appointment of validity of questionnaires, the content-related validity method
and of viewpoints professors of educational administration in university and
education specialists was used. Measurement of reliability questionnaires, used
Cronbach's Alpha coefficient; and estimated 0.77, 0.90 and 0.77, respectively.
Analysis of Data. Analysis of data used from descriptive statistics methods including:

table, mean and standard deviation; and inferential statistics procedureslike:

Kolmogorov-Smironov test, one-sample T-test, Pearson correlation coefficient and
stepwise multiple regression analysis.
Kolmogorov-Smironov Test. The normality of the data, used of Kolmogorov-

Smironov test. Accordingly, the error level calculated for all variables is more than
0.05. Therefore, these variables are normally distributed, and parametric test can be
used to analyze the research questions and hypotheses.
5. Results and Discussion
Question 1. How is the organizational climate among employees at the Bu-Ali Sina

university?

variables

Table 1. One-Sample T-Testfor measure variables situation

mean
Test value
Std. deviation
t

Organizational climate
Job motivation
Organizational
citizenship behavior

df

Sig.

2/39
3/12

2
3

0/60
0/61

10/49
3/35

249
249

0/001
0/001

5/50

0/83

28/37

249

0/001

International Journal of Management Perspective

The results of table 1 showed that One-SampleT-Test is significant, and rate of

organizational climate variable among staff of the Bu-Ali Sina university is above
average surface (P <0.001, df=249).
Question 2. How is the job motivation among employees at the Bu-Ali Sina

university?
The findings of table 1 indicated that One-Sample T-test is significant, and scale
of job motivation variable among employees of the Bu-Ali Sina university is above
average surface (P <0.001, df=249).
Question 3. How is the Organizational Citizenship Behavior among employees at the

Bu-Ali Sina university?

The conclusions of table 1 suggested that one-sample T-test is significant, and
rate of Organizational Citizenship Behavior (OCB) among personnel of the Bu-Ali
Sina university is above average surface (P <0.001, df=249).
Hypothesis1. There is the significant relationship between organizational climate and

it's dimensions with job motivation among employees at the Bu-Ali Sina university.
Table 2. Pearson correlation coefficient between research variables
Role clearness
& agreement

Reward
satisfaction

Policies
agreement

Communicati
on efficiency

Organizationa
l citizenship
behavior

Correlation
Sig.
N
Correlation
Sig.
N

Aim clearness
& agreement

Job
motivation

Organizational
climate

Variables

.814*
.01
250
.24**
.01
250

.561**
.01
250
.262**
.01
250

.569**
.01
250
.189**
.01
250

.885**
.01
250
.143*
.05
250

.553**
.01
250
.153*
.05
250

.411**
.01
250
.195**
.01
250

The outcomes table 2 showed that there is a significant positive relationship

between organizational climate with job motivation among employees at the Bu-Ali
Sina university (r = 0.814, P <0.01, N = 250). In addition, correlation between
dimensions of aim clearness and agreement, role clearness and agreement, reward
satisfaction, policies agreement, and communication efficiency with job motivation
were significant at 0.01 level. Accordingly, the first hypothesis is supported by
research.
Hypothesis 2. There is the significant relationship between organizational climate and

it's components with organizational citizenship behavior among employees at the

Bu-Ali Sina university.
The results of Table 2 demonstrated that organizational climate with
Organizational Citizenship Behavior are positively correlated (r = 0.245, P < 0.01, N
= 250). Moreover, correlation coefficient between factors of organizational climate
with Organizational Citizenship Behavior were significant. Therefore, the second
hypothesis is confirmed.

Organizational Climate, Job Motivation and

Hypothesis 3. Dimensions of organizational climate could predict job motivation

among employeesat the Bu-Ali Sina university.

Table 3.Multiple regression analysis of organizational climate on job motivation
Variables
F
Sig.
R
R2
A.R2
Durbin -Watson
Reward satisfaction
Role clearness & agreement
Model
Constant
Reward satisfaction
Role clearness & agreement

83/42
42/71
B
1/459
0/691
0/023

0/01
0/885
0/783
0/01
0/569
0/324
Std. Error
Beta
0/025
0/009
0/969
0/010
0/029

0/781
0/318
t
59/127
75/260
2/276

2/092
Sig
0/001
0/001
0/024

Based on the data in Table 3, amount of F is (F = 83.42 , 42.71 ; P < 0.01).

Therefore F is significant and can be used for regression analysis. Measurement of
the statistical independence of the errors used for the Durbin -Watson Test, is 2.092.
therefore, we can conclude that there is no evidence of autocorrelation in the errors.
Beta coefficient is significant in components of reward satisfactionand role clearness
and agreement (P < 0.01). Thus, factors of reward satisfactionand role clearness and
agreement are most effective in predicting job motivation. Then, The prediction
model can be demonstrated as follows:
Equation 1:

Y = 1.459 + 0.969 X1 + 0.029 X2

Thus, the third hypothesis is confirmed.

Hypothesis 4. Dimensions of organizational climate could predict Organizational

Citizenship Behavior among employees at the Bu-Ali Sina university.

Table 4.Multiple regression analysis of organizational climate on OCB
Variable
F
Sig.
R
R2
A.R2
Durbin -Watson
18/3
Aim clearness & agreement
0/01
0/262
0/069
0/065
1/731
3
Model
B
Std. Error
Beta
t
Sig
Constant
4/828
0/166
29/050
0/001
Aim clearness & agreement
0/281
0/066
0/262
4/282
0/001

According to information in Table 4, value of F is (F = 18.33 ; P < 0.01). Then F

is significant and can be used for regression analysis. In addition, the Durbin Watson Test showed that there is no autocorrelation in the errors. Beta coefficient is
significant in factor of aim clearness and agreement (P < 0.01). Thereupon,
dimension of aim clearness and agreement is the most important predictor of OCB.
Based on this, can prediction model is represented as follows:
Equation 2:

Y = 4.828 + 0.262 X1

Therefore, the fourth hypothesis of research is Approved.

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International Journal of Management Perspective

6. Conclusions and Future Works

The results of first, second and third questions shows that situation of the
organizational climate, job motivation and organizational citizenship behavior
among staff at the Bu-Ali Sina university is above average. Furthermore, the
consequences of the first hypothesis indicated that there is a significant positive
relationship between organizational climate and it's dimensions (aim clearness and
agreement, role clearness and agreement, reward satisfaction, policies agreement,
and communication efficiency) of job motivation at the Bu-Ali Sina university.
Also, the findings of the second hypothesis revealed that there is a significant
positive relationship between organizational climate and it's characteristics with
Organizational Citizenship Behavior. The outcomes of third hypothesis of the study
detected that the components of reward satisfactionand role clearness and agreement
are most effective in predicting job motivation. Finally, the results of fourth
hypothesis showed that factor of aim clearness and agreement is most important
impact prediction of Organizational Citizenship Behavior.
The results of this investigation correspond to the findings of Selamat, Samsu &
Kamalu [37], Taghipour and Dejban [40], Lee, Kim & Kim [22], Rahimi [35],
Purnama [33], Jyoti [20], Ngadiman and Ratmawati [29], Maamari & Messarra [26],
Purohit & Wadhwa [34], Allameh, Shahriari & Mansoori [1], Gomes, Asseiro &
Ribeiro [18], Babcock-Roberson and Strickland [4], Castro and Martins [6], Arabaci
[3], DiPaola & Mendes [12], Dysvik and Bard [13], Miao and Evans [28], Tella,
Ayeni & Popoola [41], Watkin and Hubbard [44], Wiley & Brooks [45].
It seems that directors and mangers at the Bu-Ali Sina university, probably, for
promoting and improving the organizational climate, job motivation and
organizational citizenship behavior use factors such as: development of amicable
communications and interactions, enhancing the climate of cooperation and respect
among employees, attention to personal and professional interests and
recommendations of staff, holding of common meetings with the staff in order to
solve problems of career and professional, employee participation in decision
making, providing moral and financial rewards to employees, reinforcing
independence of career and professionalism in duties, clarifying goals and roles of
university, providing feedback to staff of performances, given the seriousness of the
task, developing learning among employees in order to improve the quality of work,
emphasis on obedience to the laws and regulations of the university, and not
blaming the staff for achieve personal goals. Then,
1. Based on findings of the investigation, managers of Bu-Ali Sina university have
to create organizational climate along with respect, trust, and friendly among
personnel;
2. Use diverse motivational strategies to improve ability of staff, and pay attention to
creativity and innovation, and support of spontaneous performances;
3. Focus on improvement of morale, job moral sense, empathy and supportive
processes, through presentation ofrewards.
These results may have implications for universities staff when developing
training programs, performance, and organizational effectiveness to support and
cultivate the proper climate, job motivation, and organizational citizenship
behaviorto ensure that the desired extra-role behavioral outcomes can be met.

Organizational Climate, Job Motivation and

11

Suggestions for Future Research. According to present research results, we can

propose the following topics for future research:

1. Future researches should be done in the forms of qualitative or comprehensive
works;
2.Carry out research other variables associated with the organizational climate in the
universities.

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International Journal of Management Perspective

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