Determinants of Organizational Citizenship Behavior; a Study in a Research and Educational...

Available online at www.behaviorsciences.com

Reef Resources Assessment and

Management Technical Paper ISSN: 1607-7393

RRAMT 2014- Vol. 40, 2014, 1

Determinants of Organizational Citizenship Behavior; a Study in a

Research and Educational Organization in Iran

Mojtaba Rajabbaigya, Maryam Mohammadpourb*, Maryam Faridi Khorshidi c

aAssociate Professor,Public administration, Institute of Applied- Scientific Education of Jahad-e Agriculture

Yaman St., Chamran Exp., Tehran, Iran b M.Sc, Management, Payame Noor University, Iran cPh.D. Student, University of Tehran, Tehran, Iran

Abstract

This study is aimed to assess organizational citizenship behavior (OCB). Findings suggest that according to the one sample T -test

the OCB level for the staff of Education and Research Centers of Agricultural Jihad in Lorestan province was higher than the

moderate norm with the average of 3.37. In accordance with Friedman’s ranking test, there is a significant difference between the

views of staff of the mentioned Centers in terms of OCB components, as the highest and lowest ratings are in order dedicated to

politeness, kindness, and courtesy. Findings from the analysis of the variances also indicate that there is a significant difference

between the views of the mentioned staff regarding OCB components in terms of the demographic variables of gender, education

level, and work experience.

© 2014 Published by RRAMT France Ltd.

Keywords: Organizational Citizenship Behavior (OCB), Research Centers of Agricultural Jihad, Research and Educational Organization, Iran

1. Introduction

In today’s face-paced world, many organizations are trying to benefit from different patterns and methods and to gain

new competitive advantages in order to achieve their organizational and economic goals so that they can stay safe and

away from downfall and dangers of rapid environmental changes (Amirkhani & Aghaz, 2010). Today, in addition to

these tangible facts, there are other intangible realities in the enterprise world, using which management graduates

shall constructs a bridge between theory and practice, hence solving real organization problems through harmonizing

theories with situational features (Alvani & Zahedi, 2002). One of the intangible realities of the enterprise world is

the concept of organizational citizenship behavior. The ever-changing conditions governing organizations and the

necessity of the effectiveness of such organization in these conditions, highlights the need for a valuable generation

of staff, which are called organizational soldiers (Zeynabadi, Behrangi, Navaebrahim, & Farzad, 2007). This is what

distinguishes effective and ineffective organizations, because these people consider their organizations to be their

countries and wouldn’t spare any effort for their organization to achieve its goals (Podsakoff, Mackenzie, Beth pain

& Bachrach, 2000). Today, most managers are in search for staff which not only manage to do things out of

responsibility margins, which plays an important role in an organization’s progress towards its goals, but also has the

necessary understanding of its own culture and norms and other cultures, and learns the necessary skills to interpret

* Corresponding Author

Reef Resources Assessment and Management Technical Paper, Vol. 40 (3), 2014, 1, pp. 219-228

220

and realize other behaviors, hence taking measures to establish an effective communication with others with same of

different culture in a working environment (Early & Mosakowfski, 2004). Therefore, in order to achieve this important

objective, in addition to variables such as cultural intelligent, they need to have high levels of OCB. This study sought

to examine the question of whether the OCB level of the experts in the education and research Centers of Agricultural

Jihad is in a good condition in each of its five components (tolerance, loyalty, altruism, courtesy and good nature),

whether the employee’s prospective towards the OCB components were of significant difference and whether there

were any significant differences between the views of the staff of the education and research Centers of agricultural

jihad in Lorestan province regarding OCB components in terms of variables such as age, gender, marital status,

education level and work experience.

The education and research Centers of agricultural jihad in Lorestan province were chosen as statistical community

for two main reasons. Firstly, according to the novelty and importance of the topic, and the nature of these centers,

they had expressed their interest in implementation of this project. Secondly, lack of awareness about the OCB

component levels in these centers had led to the ignorance of the benefits of such elements towards achievement of

organizational goals.

2. Principles and theoretical framework

In the past, the criteria for evaluating employee’s behavior, was adapting one’s performance to his job descriptions.

While today, more behavior s such as metafunctional and organizational citizenship behavior are considered

(Hasankakhaki & Gholipour, 2006). The concept of OCB was first introduced in Bernard (1983) and Cutz’s (1964)

papers but Butman and Oregan (1983) were the first ones to use the term OCB in the analysis of the relationship

between job satisfaction and organizational performance. They suggested that OCB consists of beneficial behaviors

which are not mentioned in job descriptions but expressed by employees during legislative duties and delivering their

responsibilities (Hossam, 2008). The conductive importance of the concept of OCB arises from the logical assumption

that OCB is beyond formal job requirements and if such metafunctional behaviors and cooperation are repeated

voluntarily over time, then organizational effectiveness will be increased (Organ & Konovsky, 1989).

2.1. Organizational Citizenship Behavior (OCB)

OCB is taken from the Latin word ethics, which means morals and manners and from the word “athos” in Greek

meaning personality trait or ethnic customs. The etymology and terminology of this word suggests its fundamental

relationship with individual inner characteristics and shows a person’s good deeds and the right and wrong social

regulations that direct one’s behavior (Solomon, 1984). The analysis of the theoretical literature suggests that there

are two approaches in the basic concept of OCB. Oregan (1988), for instance, and other pioneers in this field study

such behavior as metafunctional. Because their activities are beyond what is expected of their position and their

behaviors are not directly or indirectly appreciated by the awarding system of the organization. Other scholars such

as Graham believe that OCB must be analyzed alone and separated from job performance since in this case there will

be no problem of differentiation between functional and metafunctional performance. In the latter perspective, OCB

must be considered as an international concept covering all positive behaviors of employees in an organization

(Moghimi, 2004). According to Oregan (1988), OCB is a spontaneous and conscious behavior which is not directly

and indirectly recognized by an organization’s awarding system but in general increases the organizational

effectiveness. Being spontaneous and conscious means that there is no role-based or job-based obligatory necessity


221

and no fine will be given if the behaviors are not observed (Organ, 1988). All investigations and studies have reached

a consensus that OCB has outstanding results for organizational work (Rezaeian & Rahimi, 2007).

Dimensions of OCB

There are multiple definitions and classifications for OCB variables which despite their multitude, share great

overlaps. In the current study the researcher took into the definition and classification of Oregan into account. Because

according to many experts the most functional definition and classification for OCB is Oregan’s. Oregan believes that

OCB is thoroughly a voluntary behaviour which is not identified by awarding system directly or indirectly, but

increases organizational effectiveness, and is consisted of good nature, loyalty, courtesy, tolerance and altruism.

1. Good nature indicates the individual contributions in organizational social life such as the extracurricular

activities program.

2. Loyalty includes behaviors beyond the requirements set by the working environment.

3. Altruism is helpful behaviors such as intimacy, empathy among colleagues which directly and indirectly help

solve business problems.

4. Tolerance indicates patience against adversity and inevitable difficulties as well as extortions without

individual complaints.

5. Courtesy refers to sensibility to the effect of personal and individual actions on others.

Figure 1. Dimensions of OCB

Perhaps the most important reasons why we need to understand the significance of OCB can be sought in the

following seven functions proposed by Podsakoff and colleagues (2000):

1. Increase the efficiency of management and employees

2. Release resources for more productive utilization

3. Reduce dedication of rare resources for daily, repeated maintenance

4. Assist in coordinating the activities in and between working groups

5. Strengthening the organization’s ability to attract and maintain efficient staff

6. Increase stability of the organization

7. Empower organization towards more effective compliance with environmental changes

In this study, the dimensions of OCB have been tested in the experts’ community.

The research questions are:

1. Are OCB levels of the staff of the education and research Centers of agricultural jihad in good conditions in

all 5 aspects (tolerance, loyalty, altruism, courtesy and good nature)?

2. Are there significant differences in the views of the staff of the mentioned Centers?

OCB

altruism

tolerance

, loyalty good nature

courtesy


222

3. Are there significant differences in the view of the staff of the education and research Centers of agricultural

jihad in terms of age, gender, marital status, education level and work experience?

3. Research Method

In terms of applied research objectives and data collection methods, the present study is descriptive-survey. Five OCB

variables are main research variables: (tolerance, loyalty, altruism, courtesy and good nature). The statistical

community of the survey consists of 108 people (experts) of the education and research Centers of the agricultural

jihad in Lorestan province who were all examined due to low population of the statistical community.

The main tool for data collection in this study was the standard OCB questionnaire of Podsakov and colleagues (1990)

Reliability and validity of the questionnaire was obtained considering its standards. However, a handful of professors

and experts in the field were interviewed to confirm the authenticity and validity if the questionnaire. Also, Cronbach’s

alpha and split-half method were used for test preparation and verification. Cronbach alpha and Spirman coefficients

were calculated in order 0.80 and 0.83 which confirm the high reliability of the questionnaire. In the statistical

calculations of OCB, all aspects were considered.

3-1 Analyzing Data and Research Findings

Demographic characteristics responses indicate that 87% of the community were men, 13% were women, 96%

were married, 4% were single, 38% were Bachelors, 58% were Masters, 4% were PhD graduates, 3% were between

20-30 years old, 22% were 30-40 years old, 13% were 50-60 years old, 9% had 1-10 years of experience, 52% had

10-20 years of experience and 39% had 20-30 years of experience.

The answer the first question: Are OCB levels of the staff of the education and research Centers of

agricultural jihad in good conditions in all 5 aspects (tolerance, loyalty, altruism, courtesy and good

nature)?

The results of the one sample T-test in table 1 are presented.

Table 1 .one sample T-test related to the status of OCB variables

OCB & Dimensions of

OCB

Theoretical

average

practical

average

mean SD T

tolerance, 3 2.82 -0.170 0.054 -3.12 0.002

loyalty, 3 3.80 0.850 0.051 15.78 0.000

altruism, 3 2.75 -0.245 0.062 -3.92 0.000

courtesy 3 3.51 0.511 0.053 9.48 0.000

good nature 3 3.96 0.969 0.052 18.40 0.000

OCB 3 3.37 0.375 0.041 9.11 0.000

In table 1, with regards to the fact that t in OCB variable of tolerance, loyalty, and courtesy is greater than table’s

critical value (1.645) and also at the level of p-value <0.05 there is significant difference between the practical and

theoretical average, and practical average is greater than theoretical average in all four variables. Therefore, it can be

suggested that the OCB level of experts of the education and research Centers of agricultural jihad were greater than

the moderate norm and the mentioned centers had great performance in terms of tolerance, loyalty, and courtesy,

which is greater than moderate norm. But regarding the variables of altruism and good nature, the observed t was

lower than the critical value (1.645) and at p-value < 0.05 level there is significant difference between practical and

theoretical average and practical average in both terms was lower than theoretical average, it can be suggested that the

mentioned centers had poor performance in terms of altruism and good nature which was lower than the moderate


223

norm. Also, the greatest and the lowest practical average obtained regarding OCB variables are in order related to

courtesy and good nature, which suggests that the mentioned centers have had better performance in terms of courtesy.

The answer the second question: Are there significant differences in the views of the staff of the

mentioned Centers?

The results of the Friedman test are presented in table 2.

Table 2.Friedman test results regarding the difference between employees’ perspective in terms of OCB variables.

OCB & Dimensions of

OCB

Ranking

tolerance, 4.40

loyalty, 3.94

altruism, 3.26

courtesy 1.74

good nature 1.65

As can be seen in table 2, according to the fact that the components of the OCB (tolerance, loyalty, altruism,

courtesy and good nature) Friedman ranking test have values greater than the critical value (7.587), it can be suggested

that at p-value < 0.05 level, there is a significant difference between the perspectives of the experts in education and

research Centers. In addition, the greatest and lowest average obtained for OCB variables are in order related to

courtesy and good nature.

The answer the Third question: Are there significant differences in the view of the experts of the education

and research Centers of agricultural jihad in terms of age, gender, marital status, education level and work

experience?

3. The results of the analysis of the OCB variables for the experts of the education and research Centers of agricultural jihad on the basis of age

With regards to the findings in Table 3, the “F”s observed for all OCB variables are not significant (meaningful).

Therefore, it can be suggested that at p-value < 0.05 level, there is no significant difference between the perspectives

Sig F 20-30 30-40 40-50 50-60

X

SD

Se

X

SD

Se

X

SD

Se

X

SD

Se

0.822 0.304 2.80 1.05 0.611 2.81 0.623 0.130 2.80 0.503 0.061 2.96 0.681 0.175 tolerance,

0.401 0.990 3.93 0.808 0.466 3.96 0.538 0.112 3.75 0.513 0.062 3.76 0.546 0.141 loyalty,

0.766 0.382 2.66 1.42 0.820 2.79 0.668 0.139 2.71 0.604 0.073 2.90 0.693 0.178 altruism,

0.325 1.16 3.80 0.871 0.503 3.65 0.526 0.109 3.43 0.536 0.065 3.56 0.646 0.166 courtesy

0.076 2.35 4.41 0.520 0.300 4.17 0.529 0.110 3.90 0.555 0.067 3.85 0.460 0.119 good

nature


224

of the experts in terms of OCB components on the basis of age. In other words, the age of the experts in these centers

does not have any impact on their views regarding OCB components

Table 4.The results of the analysis of the OCB variables for the experts of the education and research Centers of agricultural jihad on the basis of

education levels

With regards to the findings in Table 4, the “F”s observed are only significant for the variable of tolerance.

Therefore, it can be suggested that the difference between the views of the experts regarding OCB on the basis of

education level is significant. The results of the Tukey test are presented in Table 5 for pair comparisons of mean

scores of components in terms of tolerance on the basis of education levels.

Table 5. Paired comparison of mean scores of components in terms of tolerance on the basis of education level (Tukey test)

Sig Error Mean education level

0.030 0.103 0.265 Bachelor - Master

0.626 0.269 -0.248 Bachelor - PhD

0.132 0.264 -0.514 Master - PhD

Based on the outcomes of the Tukey test, displayed in Table 5, the average difference of scores attributed to the

tolerance of experts is significant at p-value < 0.05, suggesting that the highest average belonged to Bachelor’s holders

and the lowest to Master’s holders.

Table 6: OCB components variance analysis outcome based on work experience

Sig

F

1-10 10-20 20-30

-X SD Se X SD Se X SD Se

0.190 1.68 2.70 0.778 0.246 2.76 0.470 0.062 2.95 0.616 0.095 tolerance,

0.032 3.54 4.22 0.584 0.184 3.75 0.514 0.068 3.71 0.507 0.078 loyalty,

0.151 1.92 2.72 0.935 0.301 2.64 0.521 0.069 2.90 0.707 0.109 altruism,

0.576 0.554 3.60 0.705 0.223 3.45 0.506 0.067 3.56 0.596 0.092 courtesy

Sig

F

Bachelor Master PhD

X SD Se X SD Se X SD Se

0.158 1.87 2.96 0.672 0.105 2.74 0.491 0.061 2.85 0.100 0.050 tolerance,

0.013 4.54 3.95 0.517 0.080 3.68 0.512 0.064 4.20 0.489 0.244 loyalty,

0.075 2.65 2.92 0.742 0.115 2.63 0.579 0.073 2.87 0.250 0.125 altruism,

0.225 1.51 3.62 0.575 0.089 3.43 0.546 0.068 3.50 0.529 0.264 courtesy

0.112 2.23 4.06 0.515 0.080 3.88 0.562 0.070 4.31 0.426 0.213 good

nature


225

0.001 7.05 4.55 0.329 0.104 3.93 0.535 0.071 3.87 0.530 0.081 good

nature

According to the findings of Table 6, the observed “F”s of tolerance and courtesy attributes are significant at p-

value < 0.05 level. That is to say that there is a significant difference between the views of the experts towards OCB

components based on their in-service years and work experience. Table 7 demonstrates the comparisons of even

average differences attributed to tolerance and courtesy based on in-service years.

Table 7. Paired comparison of mean scores of components in terms of tolerance on the basis of on in-service years (Tukey test)

Based on the findings of Table 7, the average difference of scores associated with tolerance of staff with 1-10 and

10-20 years of experience, as well as those with 20-30 years of experience is significant at p-value < 0.05 in such a

way that the highest average associated with the staff who had 1-10 years of experience and the lowest average

belonged to the staff who had 10-20 years of experience.

Table 8. Paired comparison of mean scores of components in terms of tolerance on the basis of education level (Tukey test)

Based on the Tukey test results displayed in Table 8, the score average difference associated with courtesy of staff

with 1-10 and 10-20 years of experience and those with 1-10 and 20-30 years of experience is significant at p-value <

0.05 in such a way that the highest and lowest average are attributed to the staff with 1-10 and 20-30 years of

experience, respectively.

Table9: OCB components variance analysis outcome based on gender

Sig

F

woman man

X SD Se X SD Se

0.354 0.868 2.69 0.676 0.187 2.84 0.550 0.056 tolerance,

0.015 6.09 4.13 0.537 0.149 3.76 0.515 0.052 loyalty,

0.554 0.353 2.65 0.819 0.227 2.76 0.627 0.064 altruism,

0.477 0.510 3.61 0.675 0.187 3.49 0.544 0.055 courtesy

Sig Error Mean in-service years

0.027 0.177 0.466 1-10,10-20

0.044 0.182 0.443 1-10,20-30

0.975 0.105 -0.022 10-20,20-30

Sig Error Mean education level

0.002 0.178 0.612 Bachelor – Master

0.001 0.182 0.675 Bachelor – PhD

0.826 0.105 0.602 Master – PhD


226

0.007 7.39 4.434 0.427 0.188 3.91 0.543 0.055 good

nature

Based on the findings of Table 9, the observed “F”s associated with the two components of tolerance and courtesy

are significant at p-value < 0.05. Therefore it can be suggested that there is a significant difference between the views

of the staff towards OCB components based on gender. That is to say that the highest and lowest in both components

are attributed to female and male staff, respectively.

Table10: OCB components variance analysis outcome based on marital status

Based on the findings of Table 10, the observed “F”s for none of the OCB components are significant. Therefore,

it can be suggested that at p-value < 0.05, there is no significant difference between the OCB components on the

basis of marital status.

4. Conclusion and Discussion

The outcome of the present research are demonstrative that OCB levels Bachelor’s holders, averaging 3.37 is

well over the moderate norm, in such a way that they attained above-moderate averages in the three components of

tolerance, loyalty and courtesy but in altruism and good nature, their score was below-moderate; which in turn shows

the unfavorable condition of these two components in the organizations. This low might be due to the lack of staff’s

understanding of their current OCB statues and the positive benefits of these sorts of behaviors, particularly altruism

and good nature to their organization. Based on Friedman ranking test, there is significant difference between

Bachelor’s holders’ view towards OCB components in such a way that the highest and the lowest averages are

associated with courtesy and good nature, respectively.

The outcomes of the variance analysis (F test) also indicate that there is a significant difference between the views

of the Bachelor’s holders’ towards OCB components based on demographic elements of gender, education, work

experience, age and marital status which demonstrates that one cannot judge the OCB of the experts based on these

two components.

The findings of this research are compatible with that of Alen, Fatico (2004) only in terms of loyalty, with Naderi

and Hoveyda (2009) in altruism, tolerance and loyalty, but it isn’t compatible with Kim’s (2006) in terms of altruism.

Based on the obtained outcomes, the OCB level of the staff of the organizations are above average, which is in

compliance with those of Tang and Ebrahim (1998), Blogger and Sumech (2004), Yan, Kuks, and Geyor (2007).

Based on Friedman ranking test, there is significant difference between the views of the Bachelor’s holders regarding

Sig

F

single married

X SD Se X SD Se

0.801 0.064 2.90 0.886 0.443 2.82 0.556 0.054 tolerance,

0.719 0.131 3.90 0.663 0.331 3.80 0.528 0.051 loyalty,

0.708 0.141 2.87 1.23 0.616 2.75 0.628 0.061 altruism,

0.219 1.52 3.85 0.718 0.359 3.49 0.553 0.045 courtesy

0.204 1.63 4.31 0.437 0.236 3.95 0.547 0.053 good

nature


227

OCB components, in such a way that the highest and the lowest attained averages are related to courtesy and good

nature, respectively.

The findings of this analysis is compatible with that of Naderi (2007) in terms of courtesy. Variance analysis

outcomes also indicate that the two variables of age and marital status of staff did not have any effect on their opinion

regarding OCB components, which is not in compliance with Naderi and Hoveyda’s (2007) research.

Encouraging the staff and the appearance of higher OCB help organizations avoid costly mechanism to monitor

the daily and respective duties, and on the other hand, with the cooperation of the staff, the jobs would be done more

smoothly and positions would become more effective. The higher the awareness of staff of each other’s thinking,

working, and culture, the better they could help each other (altruism) either when they are absent or when there is a

heavy work-load. On the other hand, the more good-natured a staff, the better an image they display of their

organization. The more loyal the staff, the higher the organization’s inner practicality.

Considering the acquisitioned nature of a good portion of OCB capabilities, organizations of the education and

research Centers of agricultural jihad can consider a special position for empowering their staff, accordingly. Also,

these components could be used for annual assessment of an organization’s performance, leading to higher

effectiveness and practicality. Considering increasing OCB levels of staff, particularly in the two components of

courtesy and good nature (which were below-moderate), the above mentioned organizations could use the following

strategies:

a) Making staff aware of their organization’s behavior and encouraging them to try to improve it through

holding classes and using media such as pictures, posters etc. to help them get to know the positive effects of their

organization’s citizenship behaviors, including altruism and good nature, on its inner and outside practicality and

providing a better image if it.

b) Providing necessary ground to improve the potentials of experts to improve the organization’s citizenship

behavior, particularly courtesy and good nature, and to activate it. Measures like using key cultural intelligence, the

improvement of which could boost OCB.

c) Creating intrinsic and extrinsic motivations in staff such as financial rewards and promotion for those in

whose performance such behaviors are visible.

d) Doing projects and assessment using the positive effects of OCB for improving loyalty and altruism of staff

and satisfying them and also financially supporting such assessments and projects to help improve the organization

4.1. Offers

1. Building and customizing a valid and reliable tool to measure and assess OCB of staff in compliance with local

and cultural features and standards governing governmental and non-governmental organizations in Iran.

2. To examine the relationship between cultural intelligence with organizational citizenship behavior (OCB).

References

Alvani, M., & Zahedi, Sh. (2002). Special topics in public administration (eighth edition). Tehran: Payame Noor.

Amirkhani,T., & Aghaz.A. (2010). Development of social capital in the light of human capital: national petrochemical. Research in Management

in Iran, 1.

Ang,S., Van Dyne, L., Koh, C. & Ng, K.Y. (2004). The measurement of culture intelligence: paper presented at the 2004 Academy of

management Meeting Symposium on culture intelligence in the 21 st century, New Orleans, LA.

Barnard, C.I. (1938). The functions of the executive. Cambridge, MA: Harvard university press.

Bateman, T.S., & Organ, D.W. (1983). Job satisfaction and the good soldier: the relationship between affect and employee citizenship. Academy

of Management Journal, 26,587-595.

Early P.C & Mosakowfski, E. ( 2004). Cultural Intelligence, Harvard Business Review, 13-25.

Hasankakhaki, A., & Gholipour, A. (2006). Organizational citizenship behavior. Journal of Business Research,45,115-145.


228

Hossam, M.A.E. (2008). An investigation of the relationship of openness to experience and organizational citizenship behavior. Journal of

American Academy of Business,13,1,72-78.

Katz, D. (1964). the motivational basis of organizational behavior. Journal of Behavioral Science, 9,131_146.

Moghimi, M. (2004). Organizational citizenship behaviors from theory to practice. Management Culture, 11,19-48.

Organ, D.W. (1988). Organizational citizenship behavior: the good Soldier syndrome, Lexington book, Lexington, MA.

Organ, D.W. & Konovsky, M. (1989). Cognitive versus affective determinants of organizational citizenship behavior. Journal of Applied

Psychology, 74(1), 157-164.

Podsakoff, P.M., Mackenzie, S.B., Beth pain, J., & Bachrach, D.G. (2000). Organizational citizenship behaviors: a critical Review of the

theoretical and empirical literature and suggestions for Future research, Journal of Management, 6(3), 513-563.

Podsakoff, P. M., Mackenzie, S.B., Moorman, R.H., & Fetter, R. ( 1990). transformational leader behaviors and their effects on followers trust in

leader satisfaction and organizational behaviors, The Leadership Quarterly, 1,107-142.

Rezaeian, A. & Rahimi, F. (2007). Investigation on the influence of procedural justice on OCB considering the role of organizational trust. Public

Administration Perspective, 29,69-87.

Solomon, R.C. (1984). Morality and the good life. New York. McGraw-Hill.

Zeynabadi, H., Behrangi, M., Navaebrahim, A., & Farzad, V. (2007). OCB of teachers: analysis of nature, methodology of research,

predisposition, post disposition. Educational Iinnovations. 28.

Determinants of Organizational Citizenship Behavior; a Study in a Research and Educational...

Documents

Transcript of Determinants of Organizational Citizenship Behavior; a Study in a Research and Educational...