A Study To Improve Organizational Citizenship

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IMPROVEMENT OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN

CITY GOVERNMENT OF CALAPAN
A Research Presented
to the Faculty of Graduate School
University of Batangas
Batangas City
In Partial Fulfillment
of the Requirements for the Degree
Master of Public Administration
By
JEROME M. ARTEZA
October 2014

CHAPTER 1
THE RESEARCH PROBLEM
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
More than ever before, managers would agree that employees make a critical
difference
when
it
comes
to
innovation,
organizational
performance,
competitiveness, and thus ultimately business success. What can organizations do

to attract and keep creative, dedicated, and thriving employees who make
organizations flourish? Which working conditions inspire employees to be engaged,
give their best, go the extra mile, and persist in the face of difficulties? Instead of
traditional organizational structures that heavily rely on management control and
economic principles of cost reduction, efficiency, and cash flow, the focus in modern
organizations is on the management of human capital. Currently, organizations
expect their employees to be proactive and show initiative, collaborate smoothly with
others, take responsibility for their own professional development, and to be
committed to high quality performance standards. Thus employees are needed who
feel energetic and dedicated, and who are absorbed by their work. In other words,
organizations need engaged workers.

This is illustrated by Ulrich (1997), who writes in his seminal book Human
Resources Champions: Employee contribution becomes a critical business issue
because in trying to produce more output with less employee input, companies have
no choice but to try to engage not only the body but the mind and soul of every
employee. Obviously, this objective is not achieved with the prevailing four Ds
approach (damage, disease, disorder, and dysfunction) that focuses on preventing
poor performance, low motivation, unwell-being, ill-health, and disengagement.
Something more is neededa radical shift, away from the four Ds, and this is where
positive organizational behavior (POB) comes in. This special issue includes five
POB articles that focus on a wide range of positive behaviors of engaged employees
in flourishing organizations.
The field of POB has emerged from the recently proposed positive
psychology approach. Psychology has been criticized as primarily dedicated to
addressing mental illness rather than mental wellnessthe four Ds approach.
This prevailing negative bias of psychology is illustrated by the fact that the amount
of publications on negative states outnumbers that on positive states by a ratio of
14:1 (Myers, 2000). The purpose of Positive Psychology is to begin to catalyze a
change in the focus of psychology from pre-occupation only with repairing the worst
things in life to also building positive qualities (Seligman & Csikszentmihalyi, 2000,
p. 5). Thus, positive psychology studies the strengths and virtues that enable
individuals and communities to thrive.

Like positive psychology, POB does not proclaim to represent some new
discovery of the importance of positivity, but rather emphasizes the need for more
focused theory building, research, and effective application of positive traits, states,
and behaviors of employees in organizations (Luthans & Youssef, 2007). That a
more positive approach is needed not only in psychology, but also in management
and business is illustrated by Walsh, Weber, and Margolis (2003) who reported that
in the business press over the last 17years, compared to positive terms (e.g.,
compassion, virtue) negatively biased words (e.g., beat, win) have increased fourfold during the same period.
According to Luthans (2002), POB is interested in the study and application
of positively oriented human resource strengths and psychological capacities that
can
be
measured,
developed,
and
effectively
managed
for
performance
improvement in todays workplace (p. 59). Luthans has argued that inclusion criteria
for POB are being theory and research based, measurable, developmental, and
manageable
for
performance
impact
in
the
workplace.
Wright
(2003)
counterbalanced this utilitarian and management-driven view by arguing that the

mission of POB must also include the pursuit of employee happiness and health as
viable goals in themselves. We would like to add that, as argued by Zwetsloot and
Pot (2004), employee health and well-being is becoming a business value of
strategic importance. For instance, instead of costs, occupational health and wellbeing measures are increasingly considered sound investments in employees who
yield direct economic benefits to the company. Seen from this perspective, the

organization-centered view of Luthans (2002) and the employee-centered view of

Wright (2003) can be integrated into a positive business value model of employee
health and well-being. An approach that has been labeled Integral Health
Management (Zwetsloot & Pot, 2004) that constitutes a winwin situation for both
the organization and its employees.
Typically, POB studies individual positive psychological conditions and human
resource strengths that arein one way or the otherrelated to employee wellbeing or performance improvement. This may involve, for instance, the predictive
validity of general mental ability and emotional intelligence for sales performance.
Research may also focus on the cognitive capacities of creativity and wisdom, and
the affective capacities of work engagement and humor. POB studies also examine
the role of states like self-efficacy, optimism, hope, resilience, and other personal
resources in coping with organizational demands or in fostering performance.
Further, POB-researchers are interested in peak performance in organizations and
examine the conditions under which employees thrive.
Researchers
who
simultaneously
started
the
positive
organizational
scholarship (POS) movements have provided a conceptual framework for organizing

and integrating their research on positive organizations (Cameron, Dutton, & Quinn,
2003). POS is defined as the study of that which is positive, flourishing, and lifegiving in organizations. Positive refers to the elevating processes and outcomes in
organizations. Organizational refers to the interpersonal and structural dynamics
activated in and through organizations, specifically taking into account the context in

which positive phenomena occur. Scholarship refers to the scientific, theoretically

derived, and rigorous investigation of that which is positive in organizational
settings (Cameron & Caza, 2004, p. 731). Similar to POB, but different from
positive psychology, the primary emphasis of POS is on the workplace and on the
accomplishment of work-related outcomes. Although partly overlapping, POB is
primarily concerned with individual psychological states and human strengths that
influence employee performance (Luthans, 2002), whereas POS is primarily
concerned with the positive aspects of the organizational context that influence
employees thriving (Cameron, 2005). In a way, this special issue builds a bridge
between POB and POS because in most of its contributions a positive individual
perspective (POB) is combined with a positive organization perspective (POS).
Before introducing the five articles that are included in this special issue, two
illustrations are provided of the viability of a positive approach to organizational
behavior: the added value of POB and processes over and above negative
behaviors and processes, and the emergence of employee engagement.
Performance monitoring is increasingly important to project risk management
and can significantly reduce project risk exposure. And effective collection system
will warn of performance that differs from expected performance in time for
corrective action to be taken, or provide warnings of impending behavior that
threatens life and/or property in time for protective measures to be taken to reduce
the consequences from that behavior. In this role, performance monitoring must
served correctly and reliable performance must be evaluated and acted on quickly.

These conditions create the need strong determination of performance behavior as

much of the performance monitoring effort as possible.
Conceptual Framework
In emphasizing organizational behavior, the present study supports the idea
of team building for specific purpose. In this case, the specific purpose is to know
more about different employee in City Government of Calapan.
Individuals with a strong personal identity orientation will show more job task
citizenship performance behavior than individuals with a strong relational or
collective identity orientation.
A person with a strong relational identity orientation defines himself in terms
of a role in relation to a significant other (Brewer & Gardner, 1996; Brickson, 2000).
In focusing on the relationship with the other, the primary motivation is to enhance
his partners wellbeing and maintain a good relationship (Brewer & Gardner, 1996).
In research on the role of identity orientation on pro-social behavior, Vosand Van der
Zee (2009) found that an individuals focus on relationships promotes two forms of
pro-social behavior towards workgroup members from a different social group;
cooperating and helping behavior. In Coleman and Borman's (2000) model of
citizenship performance, both cooperating and helping behavior are sub dimensions
of interpersonal citizenship performance. Within the organizational setting, it is
expected that individuals with a strong relational identity orientation will show
behavior that is beneficial to other organizational members. In terms of citizenship

performance behavior, a relational oriented person will demonstrate more

interpersonal citizenship performance: behaviors that assist, support and develop
organizational members trough cooperative and facilitative efforts that go beyond
expectation (Coleman & Borman,2000).
The thrust of this study is shown in Figure 1. Using the model, the input
component includes individual identity orientation. The input component also delves
into the Citizens Performance behavior being observed by the Human Resource
Management and also the problem met by the City Government of Calapan
As input component are laid out, the pursuit of throughput began by means of
questionnaire, interview and documentary analysis. Ultimately, emphasizing to
improve Organizational Citizenship in City Government of Calapan effectively would
be the contribution to educational research of this study.
Figure 1: Research Paradigm
Relational
organizational
identity orientation
Individual identity
orientation
Citizenship
performance
behavior
Questionnaire
Interview
Documentary
Analysis

Improvement of
Organizational
Citizenship
Behavior in City
Government of
Calapan
Statement of the Problem

This study sought to analyze the organizational citizenship behavior of employee
in City Government of Calapan. It also sought for the loopholes on how to improve
human behavior of each personnel in the City Government. The study answered the
following questions.
1. What is the status of relational organizational identity orientation of employee
in City Government of Calapan?
2. What are the status of individual identity orientation of employee in City
Government of Calapan in terms of:
2.1. Personal
2.2. Relational
2.3. Collective
3. What are the status of citizenship performance behavior of City Government
employee in terms of:
3.1. Job/task
3.2. Interpersonal
3.3. Organizational
Scope and Delimitation of the Study
This study focuses on the review and analysis of the effectiveness in the
improvement of improvement of organizational citizenship behavior in City
Government of Calapan being implemented by the present administration. This will

10
also evaluate the degree of satisfaction of the customer in terms of services derived
from the program.
This study includes the following variables: The relational organizational
identity orientation, the individual identity orientation in terms of personal, relational
and collective. It also includes citizenship performance behavior in terms of: job/task,
interpersonal and organizational.
Significance of the study

The significance of this study is to describe how organizational behavior
success or failure depends on its goal setting, such as group cohesiveness and
productivity. I would argue that this study has become a standard component of
business school programs because managing and running a business is not just
about economics and marketing. It is also about making sure that the internal
workings of your firm are as efficient and effective as they can possibly be. In
studying organizational behavior, managers can get to be better at understanding
how to get the most out of their employees. This is important today because
businesses are so much more about people today. The days of time and motion
study are somewhat past since you cannot promote creativity and high-quality brain
work through the use of such studies. Therefore, organizational behavior is more
important as a way of getting people to work well together.
This study would benefit the entire City Government of Calapan particularly
the mayor, the Human Resource Management, employees and the constituents. The

11
incoming City Mayor and his administration will find out employees good behavior in
communicating to different persons particularly with the employee of City
Government. If they find them successful, inspiration results, which will serve as
driving forces to attain a much higher, level of services.
The CGC employees will be benefited by this study in terms of effective
strategy system and more meaningful programs designed to make them excel in the
field of human behavior and achieve the optimal level of satisfaction that will lead to
efficient performance.
Lastly, the people of the City of Calapan also benefited by the study in terms
of high quality service that the CGC can offer as influenced by the study.
Definition of Terms
To facilitate better understanding of the study, the following terms are
operationally defined.
Anthropology. This refers to the study of societies to learn about human
beings and their activities. Work on this field has helped understanding differences in
fundamental values, attitudes and behavior between people in different countries
and within different organizations.
Citizenship. Refers to the relationship between the citizen and the state and
the need for citizens to understand the political and economic processes,
institutions, laws, rights and responsibilities of our democratic system.

12
Collective Behavior. This refers to the type of social behavior that occurs in
crowds or masses. Riots, mobs, mass hysteria, fads, fashions, rumor, and public
opinion are all examples of collective behavior. It is argued that people tend to
surrender their individuality and moral judgment in crowds and give in to the hypnotic
powers of leaders who shape crowd behavior as they like.
Human Resource. This refers to the people who work for the organization;
human resource management is really employee management with an emphasis on
those employees as assets of the business. In this context, employees are
sometimes referred to as human capital. As with other business assets, the goal is
to make effective use of employees, reducing risk and maximizing return on
investment (ROI).
Human Resource Management. This refers to the area of administrative focus
dealing with an organizations employees. HRM is sometimes referred to simply as
human resources (HR)
Interpersonal Behavior. Refers to the behavior and actions that are present in
human relationships. The way in which people communicate, and all that this entails,
is considered interpersonal behavior. This may include both verbal communication
and nonverbal cues, such as body language or facial expressions.
Organizational Behavior. This refers to the study of both group and individual
performance and activity within an organization. Internal and external perspectives
are two theories of how organizational behavior can be viewed by companies.

13
Positive Organization Behavior. Refers to the study and application of

positively oriented human resource strengths and psychological capacities that can
be measured, developed, and effectively managed for performance improvement in
today's workplace
Positive Organizational Scholarship. This focuses on companies creating
positive work life and performance
Positive Psychology. This refers to the scientific study of the strengths and
virtues that enable individuals and communities to thrive. The field is founded on the
belief that people want to lead meaningful and fulfilling lives, to cultivate what is best
within themselves, and to enhance their experiences of love, work, and play.
Relational Behavior. This refers to the decision-making process that is based
on making choices that result in the most optimal level of benefit or utility for the
individual. Most conventional economic theories are created and used under the
assumption that all individuals taking part in an action/activity are behaving
rationally.

14
CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter presents the review of literature and studies, which are related to
the present investigation. The concepts and findings of the previous works
presented in this chapter provided the researcher valuable insights which reinforced
his deeper understanding of the research problem.
Related Literature
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 actions in which
employees are willing to go above and beyond their prescribed role requirements.
Prior theory suggests and some research supports the belief that these behaviors
are correlated with indicators of organizational effectiveness.
Organ (1988) suggested that high levels of OCB should lead to a more
efficient organization and help bring new resources into the organization. In Organs
explanation, securing needed resources refers not only to the attraction of new
members or raw materials, but also to such intangible factors as company good will,
or the external image and reputation of the organization. Thus, customer perceptions
of the organizations products or services could be an external assessment of
effectiveness that is influenced by OCB.

15
The present study examined relationships between OCB and organizational

effectiveness. A few studies have shown that OCB are positively related to indicators
of individual, unit, and organizational performance (Werner, 1994; Podsakoff &
MacKenzie, 1994; Podsakoff, Ahearne, & MacKenzie, 1997;Walz & Niehoff, 2000;
).Like most behaviors, OCB are probably multi-determined. That is, there is no one
single cause of OCB. Theoretical frameworks for all other classes of organizational
behavior, from job performance to turnover to absenteeism, include multiple sources
of causation. It makes sense to apply the same rationale to OCB. Relaxing the
"single cause" parameter will keep the search for determinants of OCB from
becoming narrow in focus and exclusionary in conceptualization.
Smith (1999) and Bateman and Organ (1999) conducted the first research on
the antecedents of Organizational Citizenship Behavior, finding job satisfaction to be
the best predictor. After 17 years of research, job satisfaction is still the leading
predictor of OCB (Organ & Ryan, 1995). This is problematic because, descriptively,
job satisfaction is in and of itself a challenging outcome sought by organizational
managers. The resulting implications are restricted to suffice that OCB is likely when
workers are satisfied. There are just as many questions regarding the antecedents
of job satisfaction as there are questions about the antecedents of organizational
citizenship behaviors. But according to Penner, Midili & Kegelmeyer, (1997) the job
satisfaction is not only one reason for the accurate prediction of OCB.
Muse, Harris, Giles, and Feild (2008) use two organizations to investigate
whether employees use and perceived value of a work-life benefit package is

16
associated with their positive attitudes and organizational behaviors. Grounded in

social exchange theory and the norm of reciprocity, they develop and test a model
identifying differential relationships of benefit use and perceived benefit value with
employee attitudinal and performance outcomes. Results support the hypothesis
that providing work-life benefits employees use and/or value is part of a positive
exchange between the employee and employer. This exchange is positively related
to employees feelings of perceived organizational support and affective commitment
to the organization and reciprocation in the form of higher levels of task and
contextual performance behaviors. This study demonstrates the fruitfulness of
changing perspectives by not focusing on the negative aspects of work-life
balancesuch as workhome interferencebut by studying work-life benefits and
flourishing in both work and family domains (Greenhaus & Powell, 2006).
Lilius,Worline, Maitlits, Kanov, Dutton, and Frost (2008) explore the contours
and consequences of compassion at work. Findings from a pilot survey indicate that
compassion occurs with relative high frequency among a wide variety of individuals,
suggesting a relationship between experienced compassion, positive emotion, and
affective commitment. A complementary narrative study reveals a wide range of
compassion triggers and illuminates the ways in which work colleagues respond to
suffering. This narrative analysis demonstrates that experienced compassion
provides important sense making occasions where employees who receive, witness,
or participate in the delivery of compassion reshape understandings of their coworkers, themselves, and their organizations. This study demonstrates the

17
usefulness of a newly introduced positive conceptcompassion at workfor sense

making of employees in organizations.
Luthans, Norman, Avolio, and Avey (2008) investigate whether the recently
emerging core construct of positive psychological capital (consisting of hope,
resilience, optimism, and efficacy) plays a role in mediating the effects of a
supportive organizational climate with employee outcomes. Utilizing three diverse
samples, results show that employees psychological capital is positively related to
their performance, satisfaction, and commitment and that a supportive climate is
related to employees satisfaction and commitment. The studys major hypothesis
that employees psychological capital mediates the relationship between supportive
climate and their performance is also supported. This study demonstrates that
integrating various existing constructs into a new higher-order construct might
advance our knowledge on POB. A similar synthesizing approach was used by Bono
and Judge (2003), who integrated neuroticism, self-esteem and locus of control into
a higher-order construct the so-called core self-evaluation. More recently,
Harrison, Newman, and Roth (2006) demonstrated that overall job attitude (job
satisfaction
and
organizational
commitment)
provides increasingly powerful
prediction of more integrative behavioral criteria (focal performance, contextual

performance, lateness, absence, and turnover combined).
Finally, in their theoretical article, Walter and Bruch (2008) develop a dynamic
model of the emergence of positive affective similarity in work groups. It is
suggested that positive group affective similarity and within-group relationship quality

18
are reciprocally related in the form of a self-reinforcing spiral, which is driven by

mechanisms of affective sharing and affective similarity-attraction between group
members. This positive group effect spiral is proposed to continuously strengthen
both the similarity of group members positive effect and the quality of their
interpersonal relationships in a dynamic process. Further, Walter and Bruch embed
the positive group effect spiral into a framework of contextual factors that may
diminish or strengthen its functioning. This article demonstrates that, rather than
assuming simple causeeffect relationships, POB research would benefit from
investigating dynamic, reciprocal relationships that might unfold into upward
spirals (Fredrickson, 2003). We hope that this special issue will inspire and
encourage researchers to expand their research horizon to investigate engaged
employees in flourishing organizations.
Related Studies
McShane and Travaglione 2007 defined Organizational Behavior as the study
of what people think, feel and do in and around Organizations. This study is done by
taking a systematic approach when viewing the relationships between employees
and management or Organization. It tends to study individuals, teams or the
Organization as a whole and its characteristics and try to influence them and shape
them in terms of Organizational settings. The study of OB helps both Organizations
and people to improve relationships, working towards common objectives.
In this studies review, closer looks will be taken at specific behaviors people
in an Organization tend to adopt, such as counterproductive behaviors,

19
Organizational citizenship, and the reasons why people adopt those behaviors, and
how to influence or shape negative behaviors in a way that meets Organizational
objectives. Also, the role of communications between employees and managers will
be discussed as a way to avoid such negative work behaviors.
Counterproductive work behaviors can be viewed as a form of protest in
which Organizational members express dissatisfaction with or attempt to resolve
injustice within the Organization (Kelloway, Francis, Prosser & Cameron 2009)
Common forms of counterproductive behaviors may include ineffective job
performance, absenteeism, turnover, unsafe behaviors and it may even include
criminal activity and sexual harassment, which clearly have very negative
consequences and can be very destructive and costly to the Organization.
For example, Organizations set goals and objectives that they (with help of
employees) want to achieve, whether in the short or the long term. These objectives
may include, profitability, safe workplace, the reputation of being socially
responsible, and so on. According to Jexs definition of counterproductive behavior,
any employee who hinders the achievement of Organizational objectives is being
counterproductive. Counterproductive behavior is also a result of the inner motive of
the employee. For instance, a retail employee who steals merchandise from his/her
employer is obviously doing it intentionally and most likely, for a personal gain. On
the other hand, it is entirely possible for an employee to engage in counterproductive
behavior without intending to. For example, an employee who is poorly trained or

20
lacking in ability may want very badly to perform well, but may not accomplish that
goal (Jex 2002).
Based on the definition provided by Kelloway, Francis, Prosser and Cameron,
counterproductive behavior (whether it was intentionally or unintentionally done)
occurs with no doubt, in most (if not all) Organizations, and in many forms.
Poor job performance is a common example of counterproductive work
behaviors. It is often difficult for an Organization to recognize poor performance and
in which level of the Organization it is actually occurring. It simply consumes a lot of
time to detect it, and difficult to measure. And sometimes, managers of an
Organization take poor performance as an intentional action, while in some cases, it
is not.
The level of training and the technologies adopted highly influence the level of
productivity of an employee. If an employee does not receive adequate training, he/
she will not be able to be productive enough.
It can also be caused by low self-esteem or negative psychological effects.
For example, a teacher, regularly getting negative comments about his/her teaching
performance or capabilities. Eventually, this teacher will lose motivation to perform
well (Jex 2002).
Causes of counterproductive behaviors may not be clear for some
Organizations.
Therefore, managers should try to closely examine employee behaviors, to collect
more information about the actual atmosphere of the work, and the consistency of a

21
particular behavior, because often, managers do not have a clear vision of the dayto-day work, and the day-to-day communications or relationships between
employees, until, they come to realize the existence of counterproductive behaviors
or actions.
Communications between employees and their employers can prevent all
forms of counterproductive behaviors. In general terms, communication can be
described as a process which conveys information between people (Rollinson 1993).
In some Organizations, employees do not get to hear about even minor matters
which affect them until they are overtaken by events. This can result in employees,
developing extremely poor opinion of management, and they sometimes, impute a
negative motive for them, being kept in the dark. Ineffective or inadequate
communications or flow of information can quickly lead to speculations and rumors.
It is better to regard effective communication as a process which allows the
differences between employees and managers to surface and be dealt with. More
optimistically, it will perhaps go further by helping employees and managers to better
understand each others viewpoint and find mutually accepted solutions to their
differences ( Rollinson 1993).
Organizational Citizenship Behavior (OCB) is one other common positive
behavior adopted by employees who are happy about their work. It is defined as the
individual behavior that is discretionary, not directly or explicitly recognized by the
formal reward system, and that in the aggregate promotes the effective functioning

22
of the organization (Maharaj & Schelcheter 2007). That is, the employee voluntarily
adopts this behavior and not required or compulsory as part of their job.
Research generally agrees that satisfied employees deliver satisfied
customers. The main two reasons for this is that if employees are happy and
satisfied about their job, they will display friendliness to customers, which in turn,
encourages customers to be loyal to that specific Organization. The second reason
is that if the Organization succeeded in keeping its employees satisfied, employees
are less likely to quit their jobs, eventually, employees gain better knowledge and
skills and better serve customers. This also means that theres a consistent service,
because customers are served by the same employees. (McShane and Travaglione
2007)
Happy employees are more likely to develop a sense of meaning and
belonging to the Organization, and more likely to do volunteer things altruistically. For
example, helping other employees, performing extra duties, and so on.
Job characteristics (that is, the attributes of a particular job) may affect OCB
through employees' perceptions, for example, the sense of responsibility,
commitment of completing a task, etc regarding the motivating potential inherent
in job characteristics (Chen and Chiu 2009). An employee whos more committed to
completing his/her tasks, is more likely to value and understand the workplace
environment and the relationships among other members of the Organization,
creating a sense of meaningfulness of the job, and as a result, enhancing OCB.

23
Chen and Chiu suggest that employees with motivation and commitment to their
Organization, are more likely to display higher job involvement (that is, the extent in
which an employee is committed and involved with his/her job), and are more willing
to put more effort to fulfill their duties and might as well, fulfill extra duties.
Employees who demonstrate a sense of identity towards their Organization are more
likely to perform well, considering their work as the center of their self-concept.
Based on a research, adopted by Maharaj and Schechter (2007)
management should focus more on OCB to gain a competitive advantage, and
promote the display of OCB. Job satisfaction can be defined as one's feelings or
state-of-mind regarding the nature of their work. Job satisfaction can be influenced
by a variety of factors, for example, the quality of one's relationship with their
supervisor, the quality of the physical environment in which they work, degree of
fulfillment in their work, etc. (Free Management Library 2008). If an employee is
satisfied with his/her job and the environment of the workplace, he/she will be
motivated to increase their productivity and the willingness to perform better.
Dawis (1992) points out that it is important to know that there are different
kinds of job satisfaction. Intrinsic job satisfaction is when employees consider only
the kind of work they do (that is, the tasks they perform). Extrinsic job satisfaction is
when employees consider the conditions of work such as their pay, fellow workers,
supervisors, etc
These two types of satisfaction are different, and it helps to look at jobs from
both points of view. For example, if an employee is dissatisfied with their job, it is

24
important to think of which extent they are actually dissatisfied, and ask themselves
whether they are dissatisfied with the conditions of work or the actual tasks they do.
Knowing the reason of dissatisfaction delivers a more relevant solution for this
problem.
The second important thing to is that job satisfaction is a result of the
fulfillment of job expectations (that is, what employees look for in a job). Job
expectations can include, the kind of work that makes the best use of one's abilities
and gives a feeling of accomplishment, having a secure job that provides a steady
employment, working for an Organization that has a good reputation that one can be
proud of working for, being able to progress in the job or career, working with coworkers who are competent and congenial, being paid at least enough to meet one's
needs and being paid fairly in comparison to others, having an immediate supervisor
who is competent, considerate and fair, having working hours that allow one to
compromise between work and family or to pursue other interests and live the
preferred lifestyle, having benefits that meet one's needs and compare well with
those of others, having physical working conditions that are safe, not injurious to
health, not stressful. And the list goes on
If most or all of employee expectations are fulfilled, it is more likely that
employees will become more involved with their job, put extra effort to get the job
done, and eventually, their psychological needs are satisfied.
From the different opinions used in this literature review, it can be clearly
seen that all the different authors have agreed upon the different types of

25
Organizational behaviors and their causes. Kelloway, Francis, Prosser and Cameron
have agreed with Jex on the definition of counterproductive behavior and the forms it
can take, whether it is done intentionally or unintentionally. While Rollinson stated
that the causes of such behaviors are unclear unless communications between
supervision and employees take place to minimize conflicts, achieve convergence of
views and keep employees updated about what happens in the Organization.
Maharaj and Scheltcher defined Organizational Citizenship Behavior (OCB) as the
individuals discretionary behavior towards the Organization that is not recognized by
the Organizations reward system. They pointed out that such behaviors are
beneficial to the Organization as employees are more willing to help other
employees, might as well get extra work done, and so on. They also claimed that
management should focus more on OCB to gain a competitive advantage.
Chen and Chiu suggested that employees who show commitment and job
involvement are more likely to better understand the environment of the
Organization and the relationships among other employees and with their
supervisors.
Job satisfaction is one other indicator of employees OCB. According to the
Free Management Library, job satisfaction is one's feelings or state-of-mind
regarding the nature of their work. Chen and Chui suggested that the fulfillment of
job characteristics and employee perceptions creates an inner motivation to put
more effort into their work, have more commitment towards the Organization,
become more satisfied and eventually more involved with their job, creating OCB.

26
Dawis pointed out the importance of distinguishing between the two different
types of job satisfaction (Intrinsic and Extrinsic satisfaction). He also suggested that
the fulfillment of job characteristics and employee perceptions creates an inner
motivation to put more effort into their work, have more commitment towards the
Organization and eventually become more involved with their job, creating OCB.
When two experienced figures have different views and ideas about the same
point (i.e. the Organizational behaviors in an Organization), they are actually putting
these ideas and views out of their experience and feedback individually, and each
one of them has definitely different reaction and perception according to firstly their
satisfactions and secondly to the different environments where they gained these
views. Even if they agree about a certain point in this regard, they may differ in the
means or methods used to achieve same results, because there might be different
methodologies leading to same outcomes, and each one of these figures may
suggest different methodology but both agree to achieve same outcomes.
Ultimately, having these differences between the two will impact positively on the
overall knowledge and will rise further discussions of how and what is the best way
to meet the goals.
In any Organization, whether employers or employees all need to have a
reasonable exposure to Organizational behaviors to achieve the planned objectives
of their Organization. The behaviors of the employees are based on their
perceptions, hence, it is important that management of an Organization understands
these perceptions by discussions, listening and communications. This will reduce

27
conflict between managers and their employees be holding circular meetings

together, and having mutual feedbacks. It is ideal to hold these meetings in order to
reinforce the certain behaviors desired to see increase. Furthermore, improving
social relationships between employees would enhance the team work which is
crucial in supporting and implementing the planned Organizational objectives.
Synthesis
The topics covered in the related literature of the current study established
the emergence of the importance of interpersonal behavior of workers in the
organization particularly the employee of the City Government of Calapan. Though
many other popular system strategy are getting more and more attention all over the
world, the fact remains that now and for still many years ahead, human behavior
shall remain the global updates for all organization around the world. The flow of
information has changed the way we live in todays world. Information is the
backbone of every system. Every morning when we read newspaper, having out so
much information we came to know the latest happening in the world.
Ultimately, an effective strategy to improve Organizational citizenship is the
output of this study. The preceding information on strategic improvement dictates
that certain rules have to be followed in order to create new strategy that can
guarantee the delivery of the necessary skills and competence to personnel who
play specific roles in whatever line of work.
Organizational citizenship is discretionary behavior that is not part of an
employees formal job requirements, but that nevertheless promotes the effective

28
functioning of the organization. Successful organizations need employees who will

do more than their usual job duties and provide performance that is beyond
expectations. In short, in order to reach that goal, fill full employees job satisfaction,
understand they motivation and create suitable work environments are most
important thing in management reality.
An important dimension of the progress of different organizational behavior is
the emergence of standards. Standards may emerge from professional societies or
organizations, or they may result from a more focused collaboration between
customer and supplier. Where there is substantial common ground among suppliers,
standards often emerge which become industry platforms for products of different
suppliers working together
The preceding research and dissertations have clearly defined the role of
governments to undertake an effective Organizational Citizenship; it would be
prudent to look into the policy and administrative environment upon which
governments are currently operating.
The reviewed literature and studies provided the researcher valuable insights
in the direction the present study took as ultimately a study to improve organizational
Citizenship among employee of City Government of Calapan. The foregoing were all
necessary in defining the content of the system development. For one, the
significance of the effectiveness in the improvement of Organizational Citizenship
Program is established in the numerous books on the subject matter. For another, its

29
importance in the different fields of specialization specifically in revenue tax

collection was also highlighted in this chapter.
Numerous writers provided the researcher with views that were vital in
establishing the significance of this study to its intended beneficiaries, the City
Government of Calapan. For instance, many researchers have expressed the fact
that for behavior is more important in a modern world, it has to be composed of a
workforce who illustrates effective collection system.
All in all, the researcher humbly claims the relative novelty of this research
undertaking.

30
CHAPTER 3
RESEARCH METHODOLOGY
This chapter presents the research design of the study, the research participants,
and the data-gathering instruments, the data gathering procedure observed, and the
statistical treatment of responses
Research Design
The study made use of descriptive method of research as it aimed to come up
with A Study To Improve Organizational Citizenship in City Government of Calapan.
More specifically, the study assessed the status of Organizational Citizenship under
Systematic Strategic Program of City Human Resource Department.
To substantiate the interpretation of data gathered from the survey, the study
made use of unstructured interviews with questions grounded on the survey
instrument devised by the researcher.
The study was conducted in Calapan City. The researcher of the study asked
the permission of the City Human Resource Officer to conduct surveys and interview
to the staff that perform related task. The respondents were then asked to answer a
questionnaire. The researcher was able to gather 20 employees from One Stop Shop, 10 employees from Local Civil Registry Department division and 20 person
outside City Government of Calapan. The questionnaire had a cover letter informing
the respondents of the research and its parameters. The questions contained in the

31
questionnaire had been read and verified by the adviser of the researcher and other
experts in the field for validation.
All respondents were asked to respond to the questionnaire objectively and
their responses were guaranteed confidentiality. In order to further validate the
responses of the respondents, the research also asked them pertinent questions.
Questionnaires with missing responses were eliminated for statistical analyses in
order to avoid confounding variables.
Research Participants
The study involved individuals who work in City Government of Calapan. The
said individuals were chosen by random sampling. All the respondents were
regarded as employee for as long as they function as such, regardless of where they
had been assigned. In the One stop - Shop had the number of performed employee
which is 20; Local Civil Registry Department came next with 10 performed
employee; 20 were client of City Government of Calapan. The total number of
respondent tour guides was 50. All these are reflected in Table 1.
TABLE 1
DISTRIBUTION OF RESPONDENTS
Staff that Perform Collection
and Report Management
One Stop shop
Local Civil Registry
CGC Clients

Number of Respondents
20
10
20
32
Research Instruments
Questionnaire. The main instrument used by the researchers to gather data
from City Government of Calapan, Calapan City. The questionnaire comprised of
three major parts. Each one of the parts is a representation of the individual variable
describe as follows:
Part I is the descriptive survey questionnaire on the status of employees
behavior in City Government of Calapan.
This contains the respondents the demographic characteristics such as job
satisfaction, learning, motivation, performance, personality and perception.
Part II is the descriptive survey questionnaire on the status of CGC
employees behavior in terms of organizational structure.
It has significant discussion on the behavioral structure in an organization of
City of Calapan.
Part III is the descriptive questionnaire of the status of CGC employee in
terms of behavior in a professional leadership role.
Document Analysis. Other data were acquired by means of delving unto the
documents related to the organizational behavior. List of book titles, journals,
publications, and related researches and internet sites were gathered, browsed and
analyzed. They were tabulated and presented according to Psychology Experts and
Consultant to show the fit strategy of organizational citizenship for the City
Government of Calapan. The improvement of organizational behavior also describe

33
in terms of: motivation, perception and personality, and the ability to quickly process
good decision making. The effects on employee performance are threefold. Firstly,
workers who engage in OCB tend to receive better performance ratings by their
manager. This could be because employees who engage in OCB are simply liked
more and perceived more favorably or may be due to more work related reasons
such as the managers belief that OCB plays a significant role in the organizations
overall success, or perception of OCB as a form of employee commitment due to its
voluntary nature. Regardless of the reason, the second effect is that a better
performance rating is linked to gaining rewards such as pay increments, bonuses,
promotions or work related benefits. Thirdly, because these employees have better
performance ratings and receive greater rewards, when the company is downsizing
e.g. during an economic recession, these employees will have a lower chance of
being made redundant
Unstructured Interview. To clarify the responses of the Organizational Citizenship

respondents, the researcher subjected them to an unstructured interview. The same
respondents were asked to give the author 10 to 15 minutes of their time in which
the interview was conducted. The questions in the unstructured interviews were
grounded on the actual questions in the survey instrument.

34

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Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Telephone Numbers: +63 43 723 1446 | 980 0041

IMPROVEMENT OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

competitiveness, and thus ultimately business success. What can organizations do

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

counterbalanced this utilitarian and management-driven view by arguing that the

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

organization-centered view of Luthans (2002) and the employee-centered view of

scholarship (POS) movements have provided a conceptual framework for organizing

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

which positive phenomena occur. Scholarship refers to the scientific, theoretically

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

These conditions create the need strong determination of performance behavior as

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

performance behavior, a relational oriented person will demonstrate more

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Statement of the Problem

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Significance of the study

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Positive Organization Behavior. Refers to the study and application of

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

The present study examined relationships between OCB and organizational

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

associated with their positive attitudes and organizational behaviors. Grounded in

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

usefulness of a newly introduced positive conceptcompassion at workfor sense

provides increasingly powerful

prediction of more integrative behavioral criteria (focal performance, contextual

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

are reciprocally related in the form of a self-reinforcing spiral, which is driven by

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

conflict between managers and their employees be holding circular meetings

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

functioning of the organization. Successful organizations need employees who will

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

importance in the different fields of specialization specifically in revenue tax

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

Unstructured Interview. To clarify the responses of the Organizational Citizenship

Campuses: Hilltop | MH del Pilar | Pallocan East | Pallocan West | Lipa

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