Introduction

The world is looking forward to high performance organizations, which would provide high job satisfaction to their employees and would also cherish excellence and effectiveness. This could be achieved if we could develop organizational citizenship.

The people working in an organization are an integral part of the management process. To understand the critical importance of people in the organization requires recognizing that the human element and the organization are synonymous. A well-managed organization usually sees an average worker as the root source of quality and productivity gains. Such organizations do not look to capital investment, but to employees, as the fundamental source of improvement. An organization is effective to the degree to which it achieves its goals. An effective organization makes sure that there is a spirit of cooperation and sense of commitment within the sphere of its influence.

1.1 Back ground

Organizational Citizenship Behaviors (OCBs) are the unconditional behaviors engaged by individual personnel beyond the organization’s official requested responsibility, and such behaviors are not directly or specifically recognized by the organization’s official awarding system although they can foster the organization’s efficiency (Organ, 1988). As indicated by related studies, organizations with OCBs would outperform those without OCBs. In other words, OCBs are able to foster organization efficiency (Posdakoff & Mackenzie, 1994; Posdakoff, Ahearne & Mackenzie, 1997; Koys, 2001). Job motivation is a crucial element for an employee willing to act OCBs (Bateman & Organ, 1983; Smith, Organ & Near, 1983; Williams & Anderson, 1991; Bolon, 1997).

1.2 Statement of the Problem

Research of organizational citizenship behaviors has been extensive since its introduction around twenty years ago. It is strongly required to determine that what really affects organizational citizenship behavior of individuals. The organizational citizenship behaviors are salient behaviors for organizational enterprises. However, the antecedents of organizational citizenship behaviors are not well established. Therefore, this research focuses on clearly defining the relationship between motivation and OCB. This research is focused to find out the way to increase the organizational citizenship among employees by increasing the motivation level..

1.3 Objective of the study

• Identify the level of organization citizenship in an organization
• How motivation can help to improve the organization citizenship.
• To what extend the identified variables contribute in the organization citizenship and what kind of relationship among these variables will be found at the end of the study

1.4 Significance of the study

The organizational citizenship is important in organizations. Successful organizations need employees who will do more than their usual job duties and provide performance that is beyond expectations. Organizational citizenship behaviors (OCB) describe such actions in which employees are willing to go above and beyond their prescribed role requirements. Organizational citizenship can be extremely valuable to organizations and can contribute to performance and competitive advantage. This research is important for any businesses which want to create competence and organizational effectiveness through enhancing the citizenship behavior of their employees. Improving OCB is low cost and best way for businesses to reach organizational effectiveness.

Chapter: 2

Literature Review:

According to Organ (1988), OCB is defined as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization”. Although this kind of behavior makes organizational successful and effective but such behavior is not much rewarded and recognized by the top management (Organ, 1988). Shore, Barkdale & Shore (1995) and Chen, Hui & Sego (1998) described about that employees who show full willingness to be involved in the goals of the organization reflects true citizenship behavior. If employees perform their work unwillingly then it reflects negative attitude and the employees are considered to be less interested in their job.

Motivation has positive effects on organizational citizenship behaviors. Pinder (1998) provided a definition that nicely accommodates the different theoretical perspectives that have been brought to bear in the explanation of work motivation:

Work motivation is a set of energetic forces that originates both within as well as beyond an individual’s being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration.

There are two noteworthy features of this definition. First, motivation is identified as an energizing force—it is what induces action in employees. Second, this force has implications for the form, direction, intensity, and duration of behavior. That is, it explains what employees are motivated to accomplish, how they will attempt to accomplish it, how hard they will work to do so, and when they will stop.

According to self-determination theory, motivation reflects an intention to act. This intention can be self-initiated or result from external inducements. Intrinsically motivated behavior is undertaken purely for its own sake (i.e., the activity itself is enjoyable) and reflects “the inherent tendency to seek out novelty and challenges, to extend and exercise one’s capacities, to explore, and to learn” (Ryan & Deci, 2000). Extrinsically motivated behavior refers to “the performance of an activity in order to attain some separable outcome” (Ryan & Deci, 2000).

Managers and management researchers have long believe that organizational goals are unattainable without the enduring commitment of members of the organizations. Motivation is a human psychological characteristic that contributes to a person’s degree of commitment. It includes the factors that cause, channel, and sustain human behavior in a particular committed direction. Motivation is a basic psychological process. 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. (Luthans, 1998).

According to Kim (2006), in an organization science, there has been an increasing interest in the topics of perceived fairness, intrinsic motivation and organizational citizenship behavior. In his model, he analyzed the correlations between these three constructs simultaneously. This helps to clarify the role of intrinsic motivation and fairness in fostering social behavior.

Motivation is a tool with which managers can use in organizations. If managers know what drives the people working for them, they can tailor job assignments and rewards to what makes these people “tick.” Apart from that, motivation on workers part can encourage them to perform by fulfilling or appealing to their needs. To Olajide (2000), “it is goal- directed, and therefore cannot be outside the goals of any organization whether public, private, or nonprofit.

All motivated behaviors are goal-oriented, whether the goals are self-generated or assigned by others. Naturally occurring goals derive from the activation of basic human needs, personal values, personality traits, and self-efficacy perceptions shaped through experience and socialization. Individuals also set, or accept, goals in response to external incentives. The goals individuals choose can vary in difficulty and specificity, and these attributes, in combination with perceptions of self-efficacy, help determine the direction of behavior, the amount of effort exerted, the degree of persistence, and the likelihood that individuals will develop strategies to facilitate goal attainment. The latter serve as the mechanisms by which goal choices and efficacy beliefs influence behavior (Locke & Latham, 1990, 2002).

The Relationship between Motivation and OCBs

OCBs are a crucial evaluation element for executives to evaluate their subordinates’ performance. It means it is a very important indicator in performance measure (MacKenzie, Podsakoff & Fetter, 1993; Podsakoff & MacKenzie, 1994). As it is, when personnel perceive OCBs as the crucial element of performance evaluation, they will deliberately conduct such behaviors. At the time, the citizenship behaviors conducted by personnel are probably only a motivation for better performance in front of their superiors, so as to get better grade from performance evaluation. We presume motivation will influence an individual’s decision on his or her engagement in OCBs.

H0: There is no association between s motivation and organizational citizenship

H1: There is positive association between motivation and organizational citizenship

The literature on organization citizenship shows the relationship between organization citizenship and motivation, it help us to find out the direction and degree of association between identified variables and tells us how motivation is contributing to organization citizenship. We have taken the major determinant to find impact of motivation upon on organization citizenship.

Chapter: 3

3. Theoretical frame work

The variance in the dependent variable, organization citizenship can be explained by its independent variable: motivation level. We have to determine the positive or negative relationship between dependent and independent variable as well the degree of association between these two variables. From our study we wanted to know when job is enriched with motivational aspects such as, promotional opportunities, nature of the work, feed back, participation and support an employee will be more satisfied and this will promotes the organization citizen ship behavior of the employee in the organization. And we have assumed positive relation ship and as well high degree of association level between them.

The purpose of this study is to explain how to improve organizational citizenship behavior and how to develop a plan to obtain continual OCB through formal system and informal environmental setting in work place. Organizational citizenship behaviors (OCB) describe actions in which employees are willing to go above and beyond their prescribed role requirements. . It seems logical to assume that organizational motivational level should be major determinant of an employee’s organizational citizenship behavior because motivated employees would seem more likely to work more devotedly for the organization, help others and go beyond the normal expectations in their job. This study focuses on clearly defining the relationship between organizational citizenship and motivation. This study will also discuss the implications of the OCB and try to find out how to improve OCB.

Motivation

Independent variable

Organization citizenship behavior

Dependent vaiableDiagram 1.Theoretical frame work which shows the relationship between two variables

3.1 Operationalization and dimension

3.1.1 Dependent variable

The dependent variable in our study is organization citizen ship which show variance and will determine by its independent variable.

3.1.2 Conceptual definition of organization citizenship

Organizational citizenship behavior defined as “individual behavior that is optional, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization”

3.1.3 Operational definition

Organizational citizenship are extra-role behaviors performed by individual, groups and / or an organization. These are helping behaviors not formally prescribed by the organization and for which there are no direct rewards or punishments. These behaviors are the matter of personal choice & tend to support social and psychological environment.

3.1.4 Organization citizenship is divided into five dimensions:

Conscientiousness

Participation

Protecting the organization

Courtesy

Self development

3.1.5 Elements of dimensions

1. Conscientiousness