Impact of Organizational Citizenship Behavior and Workplace

Deviant Behavior on Team Effectiveness

Khadija Zahid and Bushra Nazir
Students of Army Public College of Management & Sciences, Rawalpindi
Adnan Riaz
Faculty Member in Allama Iqbal Open University, Islamabad

Abstract
The influences of organizational citizenship behavior (OCB) and workplace deviant behavior
(WDB) on Team Effectiveness were investigated using data from public sector of Pakistan. Data
included measures of WDB and OCB obtained from staff and ratings of performance provided
by supervisors. It was found that WDB was negatively and relatively less significantly related
with Team Effectiveness whereas, OCB contribute to the prediction of Team Effectiveness
beyond the level that was achieved by WDB. However, the existence of OCB encourages and
positively contributes the business performance. It showed that the presence of deviant
employees among business units impinges upon the performance of the business unit as a whole,
whereas OCBs had relatively little effect.

KEYWORDS: Organizational Citizenship behavior (OCB), Workplace Deviant Behavior

(WDB), Team Effectiveness (TE)

Introduction
Employees are a company's livelihood. How they behave at workplace directly impact an
organization's performance. An organization with employees engaged in exhibiting negative
behaviors is completely vulnerable to both internal and external challenges because its
employees are not going the extra mile to increase the efficacy of the business. Such
organizations ultimately underperform.

A general view about public sector of any country is that it is less efficient as compared to
private sector and especially developing countries are having this acute problem. There could be
many reasons behind poor performance and inefficiency of public sector of these countries. But
this study is an attempt to find the relationship among organizational citizenship behavior,
workplace deviant behavior and team effectiveness that may be the cause of poor performance of
public sector. Despite, the widespread interest in the topic of organizational citizenship
behaviors (OCB) and workplace deviant behavior (WDB), little empirical research has tested
that these forms of behavior improve or reprove the effectiveness of work groups or
organizations. A nearly similar kind of research has been conducted by Dunlop and Lee (2004)
highlighting the effects of organizational citizenship behavior and workplace deviant behavior on
business unit performance.
In public sector, employees are more likely to exhibit deviant workplace behavior (WDB)
whereas less likely to execute organizational citizenship behavior (OCB). The impact of
workplace deviant behavior (WDB) is worst on organizational performance. The deviance
behavior equates to less work being accomplished. Productivity does not disappear; it is usually
transferred to aspects not related to the organization's work. Things like personal conversations,
Internet surfing or taking longer lunches cost the organization time and money. Reduced
productivity can be detrimental to an organization's performance and future success.
No other factor influences the work performance as badly as workplace deviant behavior does.
To measure job performance, task performance is considered most important factor, often taken
as a criteria for performance measurement, while the other aspects of measuring performance are
ignored i.e. WDB and OCB. These two types of work behaviors that do not directly contribute to
the technical core of the job figure in determining overall job performance at the individual level
(Dunlop and lee, 2004). For example, in an organization where the whole business performance
is reliant on employees and if they are engaged in negative behavior, the efficiency of the
business will be affected badly. Therefore, WDB in any business have its negative effects
resulting in drop in efficacy of business performance. On the other hand, organizational
citizenship behavior (OCB) is expected to promote work performance. Employees with OCB are
more likely to exhibit devoted performance because they are committed and loyal to their
organization/workplace. The presence of OCB in employees or within the organization and
within the teams is very supportive for creating suitable work environment. The point to
investigate is to determine the extent to which both WDB and OCB have an influence on team
effectiveness and the implications that these factors may have to social surroundings of business.

Literature Review
Extensive research has been conducted on identifying key variables impinging upon
organizational performance while no significant evidence is found in this regard with respect to
Pakistani environment especially factors affecting performance of Public Sector of Pakistan. One
of the most critical problems affecting the business performance is often related to some hidden
factors (mostly voluntary and non-job specific behaviors) which are included in this research to
identify and verify their impact on business in terms of team effectiveness. These factors are
organization citizenship behavior and workplace deviant behavior.

Team effectiveness:
Team Effectiveness can be measured with respect to effectiveness of teams' performance.
According to Somech et al., (2009) team effectiveness is defined here as the extent to which
group members are motivated and committed to their joint work. Researchers have tried to
identify the factors that influence the performance of the teams. A research suggests that teams
may have different outcomes even within the same department, often due to factors that are not
controllable by the management (Pagell and LePine, 2002). Integration and collaboration among
individuals also matters in determining team effectiveness. According to Baiden and Price
(2010) teams with different levels of integration had the same levels of teamwork effectiveness.
At the same time, integration is not the only necessity and condition for improved teamwork
within a sector but it is also desirable. Conflicts among team members also affect the efficiency
and effectiveness of teams. The methods of managing team members' conflicts can influence not
only their sense of efficacy in resolving conflicts but their overall team performance (Alper et al,
2000).

Organizational Citizenship Behavior (OCB):

Organizational Citizenship Behavior (OCB) is the behavior that employees have the liberty to
decide whether they will demonstrate or not, that goes beyond job requirements and that is
excluded from the official reward range (Konovsky & Pugh, 1994). But the literature on OCB
shows that most accepted definition of OCB was presented by Organ (1988). It showed the
individual behavior that is discretionary, not directly or explicitly recognized by the formal
reward system, and in the aggregate promotes the efficient and effective functioning of the
organization (Organ, 1988).
For the success of businesses, organizations need those employees who support their coworkers,
build a positive work environment, and care about their organization. These voluntary or
discretionary behaviors that employees execute for organization are called organizational
citizenship behaviors (OCBs) (Yoon and Suh, 2003). Examples of OCB include defending the
organization when other employees criticize it and assisting co-workers with their duties etc.
OCB promotes the ability of attracting and using the workforce of the organization, improves the
quality of service; and act as a catalyst to increases the efficiency and the performance of the
organization whereas it reduces the costs (Polat, 2009).

Many researchers have tried to determine antecedents of OCB. According to a recent research,
controllability attributions for OCB-eliciting demands (coworker lack of performance,
organizational constraints, or supervisor expectations) can lead to WDB. On the other hand,
controllability and internal attribution for one's own WDB can lead to OCB (Spector and Fox,
2010). A research conducted by Dunlop and Lee (2004) has shown that workplace deviant
behavior (WDB) was negatively and significantly linked with Team Effectiveness, however,
OCB has positive impact on the organizational performance but is relatively less significant in
contributing to the overall efficacy of business (Dunlop and Lee, 2004).
Moreover, Culture and an individual’s generalized social beliefs can help to foresee the extent to
which OCB is in-role or extra-role (Kwantes et al., 2008). Another study shows that the age,
position and gender of workers are also significant antecedents of organizational citizenship
behavior (Wanxian and Weiwu, 2007). According to Ackfeldt and Coote (2005) job attitudes
are expected to be direct predictors of OCBs while leadership support,
professional development, and empowerment are conceived as indirect
predictors of OCBs but they directly predicts the job attitudes.

A previous study has shown that employees’ job satisfaction and trust in management are
significantly related to OCB and that their active involvements in OCB have a positive effect on
organizational performance (Yoon and Suh, 2003). Moreover, those employees who have strong
working relationship with their supervisors are likely to exhibit more voluntary helping behavior
towards coworkers and vice versa (Kim et al., 2010). OCB along with organizational structure
predicts the effectiveness of departments or teams. Structure leads to OCB, which then direct
toward department effectiveness. This indicates that OCB mediate the relationship between
organizational structure and effectiveness i.e. when the influence of OCB on department
effectiveness is incorporated, the relationship between structure and department effectiveness
becomes non-significant (DeGroot and Brownlee, 2006).

Experts have consensus on three of the core facets of OCBs i.e. helping behavior, civic virtue
and sportsmanship. Helping Behavior is about to help the fellow people in performing their work
and overcoming problems within the organization while Civic Virtue expresses high level of
interest in and high level loyalty to the organization. Sportsmanship pertains to avoid any actions
which may lead to unfavorable tension at the workplace and maintaining synergistic atmosphere,
these specific OCBs are used for explaining the theoretical relationship of OCBs with Team
Effectiveness(Organ, 1988; 1990; Podsakoff et al., 2000). OCBs make organizational practices
more effective by acting as a bridge between organizational routines and balancing teamwork.

H2: “Organizational Citizenship Behavior (OCB) promotes and facilitates the business unit
performance”

Workplace deviant behavior (WDB):

Workplace deviance behavior is a voluntary behavior that violates significant organizational
norms and in so doing threatens the well being of an organization, its members, or both
(Robinson & Bennett, 1995). Kaplan described that employee deviance is voluntary in that
employees either lack the motivation to conform to normative expectations of the social context
or become motivated to violate those expectations (Kaplan, 1975)

In recent years there has been a lot of interest among researchers to investigate the workplace
deviant behavior (WDB) in organizations, such as aggression, interpersonal conflict, sabotage,
and theft etc. WDB can include active acts such as aggression, yelling at employees and theft or
more passive acts, such as purposely failing to follow instructions or avoiding work/doing work
incorrectly; and these behaviors are detrimental to the organization and its members by directly
affecting its functioning or property, or by hurting employees in a way that will reduce their
effectiveness (Fox et al., 2001). Based on a previous study, various job and workplace
conditions (constrictions on performance, job stressors, inequality, or disobedience of
psychological contract) will elicit emotional reactions. Negative emotions can cause WDB
whereas positive emotions will increase the chances of OCB (Spector and Fox, 2002).
Individuals make attributions about the reasons of the behaviors whenever they are engaged in
WDB or OCB. Certain types of attributions will make the individual to follow either WDB with
OCB or OCB with WDB (Spector and Fox, 2010). All negative behaviors including incivility,
bullying and aggressive behaviors lead towards WDB and are damaging to the effectiveness of
both individuals and organizations (Burnes and Pope, 2007).

Moderate task conflict (the perception of disagreements among group members about the content
of their decisions) in groups paves the way for high team performance whereas a relationship
conflict lowers the team performance (Peterson and Behfar, 2003). The study of Mullen and
Nadler (2008) suggests that those outcomes that violates peoples' moral standard are likely to
increase the deviant behavior.
According to a study, the introduction of internet in the organizations has opened the door to
deviant workplace internet behavior or cyber loafing and hence influences the effectiveness of
performance. This study reveals that interactional justice (a type of organizational justice that
reflects how a person is treated by an authority) acts on the cyber loafing through some degree of
fear or authority of the supervisor. (Manrique de Lara, 2006). Moreover, procedural justice (how
fairly organizational procedures are designed) affects WDB through its influence on perceived
normative conflict with the organization. This influence results in prompting workers to counter
with organizational WDB (Manrique de Lara and Verano-Tacoronte, 2007). Study of Levine
(2010) suggests that emotion, power and social influence are major determinants of relatively
discretionary behaviors including both WDB and OCB. Emotion and social influence, when
considered at individual and organizational levels, have a reciprocal causal relationship and
jointly affect organizational behavior, including organizational citizenship and workplace deviant
behavior (OCB and WDB).

Another study shows that emotional exhaustion and organizational deviance behaviors have
negative influence on business such as low productivity, decreased job satisfaction, lower
organizational commitment, and decreased performance. The effects of participative leadership
and person–job fit on organizational deviance are mediated by both emotional exhaustion and
job attitudes (Mulki et al., 2006). WDBs have significant negative impact on business
performance and it does not only affect the social and psychological environments within the
organization but also affects the task-related performance of the business unit (Dunlop and lee,
2004).

H1: “Presence of Workplace Deviant Behavior (WDB) negatively affects the business unit
performance”
METHODOLOGY
Participants/Subjects
Organizations in commission in the twin cities (Rawalpindi & Islamabad) of Pakistan were
treated as the population of this study. An effort was made to collect responses from the public
sector only for that reason, Capital Development Authority, Federal Board of Intermediate &
Secondary Education, Pakistan television, State Bank, NADRA, and Ministry of Working Labor
etc were approached for data collection. Incumbents working at the top middle and lower level of
management were targeted as they are in better position to impart about the Workplace deviant
behavior (WDB), organizational citizenship behavior (OCB) and their effects on business unit
performance.

Procedure
It was also decided to collect at least 25 questionnaires from each of the organization for equal
representation therefore, a total of 50 questionnaires were floated in each organization through
self-administered approach. All participants were guaranteed through written information
included with the questionnaires that responses would be used for research purposes only and
were all anonymous and confidential. Data collected was subsequently analyzed through SPSS
15.0.
Measures
Workplace deviant behavior (WDB):
Aquino et al., (1999) Workplace Deviant Behavior scale was used to measure WDB. The
original scale included 15 items; however, in this study 9 items are used, as they were deemed
more appropriate for the sample being studied. The questionnaire was based on a 5 point likert
scale ranging from space 1. Strongly disagree to 5. Strongly agree. The questions were direct and
positively stated e.g. my subordinates/colleagues intentionally arrive late for work, my
subordinates/ colleagues take undeserved breaks to avoid work etc.

Organizational citizenship Behavior (OCB):

A scale adapted by McCook (2002) was used to measure Organizational Citizenship Behavior.
This scale originally measures five dimensions of Organizational Citizenship Behavior, however,
three core Organizational Citizenship Behavior dimensions i.e. Civic Virtue, Helping Behavior,
Sportsmanship were investigated based on a five point likert scale ranging from 1. Strongly
Disagree to 5. Strongly Agree. All the items for civic virtue, helping behavior and sportsman
ship are included as in the original scale.

Team Effectiveness
The Team Effectiveness was measured with 6 items out of 18 were taken from the study of Alper
et al., (2000) and the participants responded to each item on a five-point likert scale ranging from
1. Strongly Disagree to 5. Strongly Agree. All the sections contained brief background
information about the purpose of the study and measures for confidentiality. Reliability values
for Cronbach’s Alpha Coefficient are given in the following table;

Reliability Statistics
Constructs Cronbach's Alpha N of Items
Work Deviant Behavior 0.87 9
Organizational Leadership Behavior 0.81 10
Team Effectiveness 0.84 6

THEORETICAL FRAMEWORK:
 Workplace deviant
behavior (WDB)

Business Unit
Performance
Organizational
Citizenship
Behavior (OCB)

Civic
Virtue
Helping
Behavior

Sportsman
ship

DATA ANALYSIS:
Data analysis was done to determine how the units covered in the research respond to the items
under investigation. Descriptive statistics, Pearson product moment correlation and multiple
regression methods were utilized to analyze the collected data. Figures obtained from MS-Excel
statistical part was interpreted to come at the conclusion and implication.
Descriptive statistics:
Descriptive statistics were used to examine Mean, Mode, Median, Standard Deviation and other
information. Since all the items were measured using five point likert scale starting from
“strongly disagree” to “strongly agree”, therefore, mean values are greater than 3.00 for all three
variables showing positive trend. Following table shows the data about central tendency and
criterion variables.

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Team Effectiveness 201 1.17 5.00 3.3265 .94960
Work Deviant Behavior 201 .89 4.67 3.2896 .77469
Organizational
Citizenship Behavior 201 .00 4.70 3.2721 .64235
 Valid N (listwise) 201

Standard deviation varies from 0.64 to 0.95 for different variables which reflects the average
distance from the mean. As standard deviation is less than 1 it shows that most of the
observations assemble around the mean for all variables.

CORRELATION ANALYSIS:
Correlation Analysis was employed to know the relationship between variables and the extent of
alliance between variables. Results of correlation analysis show that workplace deviant behavior
is significantly correlated with team effectiveness (business unit performance). Correlation value
of workplace deviant behavior (WDB) is -0.20 that means WDB is negatively and slightly less
significantly associated with ‘team effectiveness’.

Correlations

Team Work Deviant Organizational

Effectiveness Behavior Citizenship Behavior
Team Effectiveness 1 -.204(**) .242(**)
Work Deviant Behavior -.204(**) 1 .319(**)
Organizational Citizenship Behavior .242(**) .319(**) 1
** Correlation is significant at the 0.01 level (2-tailed).

Correlation value between organizational citizenship behavior (OCB) is 0.24 which means that
OCB is positively associated with team effectiveness but is less significant.

The results of correlation analysis have supported the hypothesis H1 and H2 i.e. there is a
positive relationship between OCB and team effectiveness whereas WDB affects the team
effectiveness negatively.

REGRESSION ANALYSIS:

Regression Analysis was applied to know the interdependence of two variables. Results show
that total 13.76% of the variation in team effectiveness (business unit performance) is explained
by these two variables. The values of coefficient of determinations are found as -0.3831 and
0.5054 for WDB and OCB respectively showing their individual impact on team effectiveness.

Model Summary

Adjusted R Std. Error of

Model R R Square Square the Estimate
1 .383(a) .147 .138 .88161
a Predictors: (Constant), Organizational Citizenship Behavior, Work Deviant Behavior
 Coefficients(a)

Model
Unstandardized Standardized
Coefficients Coefficients t Sig.

B Std. Error Beta B Std. Error

(Constant) 2.933 .367 7.999 .000
-.384 .085 -.313 -4.517 .000
Work Deviant Behavior

Organizational Citizenship .506 .102 .342 4.941 .000

Behavior
a Dependent Variable: Team Effectiveness

The value of t-stat for WDB is -4.51 and for OCB is 4.9327 which shows significant relatedness
of the variables to the team effectiveness. Although both of these independent variables
contribute less in team effectiveness but their impact is highly significant. Moreover, the P-value
for both the independent variables is 0.00 showing that there are no chances of error.

In nutshell, regression analysis shows that 13.76% of team effectiveness depends upon the
workplace deviant behavior and organizational citizenship behavior while the rest 86.24%
dependence is unexplained or explained by other variables that are not taken in this research
study. By analyzing the data regression equation is formed as Y = 2.9333 + (-0.3831X) +
0.5054X which can be used to predict criterion variable.

DISCUSSIONS AND FINDINGS

This study discussed Team Effectiveness with reference to organizational behavior. To convert
an organization as a high performing workplace, organizations should develop strong
organizational citizenship behavior and try to eradicate workplace deviant behavior from
employees. Relationship between independent variables and dependent variables is found
significant. The results of the investigation have supported the hypothesis i.e. H1 and H2.
Presence of deviant behavior among employees will affect the business negatively whereas
organizational citizenship behavior promotes and facilitates the business performance.
Descriptive results showed the positive trend of organizational citizenship behavior and negative
trend of workplace deviant behavior with team effectiveness. It was found that OCB did not
significantly contribute to the prediction of unit performance beyond the level that is achieved by
WDB. In public sector performance of organizations increase as the employees show their
gratitude, helping behavior toward their co workers; when employees expresses high level of
interest and high level loyalty to the organization; and avoid any action which may lead to unfavorable
tension at the workplace sportsmanship, this will lead to high team effectiveness. The productivity
of business also increase when there is less deviance from work.

A positive relationship between organizational citizenship behavior and Team Effectiveness

reveals that when employees show humble and polite attitude toward co workers and the
supervisors and other employees are helping their colleagues then the business productivity
enhances and it performs at its best possible level. The employees those attend functions and
meetings regarding company image and those who does not found fault in organization are more
committed and loyal to the business, their contribution lead to the higher business unit
performance.
Although both the independent variables contribute little to the organizational performance but
they have significant impact on it. It expresses that generally for each business and especially
those that lie in public sector, if employees show less deviance form their responsibilities; and co
workers including supervisor and colleagues are helping and committed to the organization then
it all contribute in enhancing business performance.
According to correlation and regression analysis, WDB appeared to play a relatively less
important role than OCB in determining supervisor ratings of business unit staff performance.
Relatively less correlation is observed between workplace deviant behavior and Team
Effectiveness suggesting that when employees are disloyal toward organizational goals and are
committing deviance in performing their duties it leads to inefficient and ineffective business
performance but to some extent only. Even small acts of deviant can affect the business
performance negatively e.g. if employees intentionally arrive late for work or leave the work
earlier without permission and spend the working hours engaged in unimportant activities, it will
impinge upon the team performance which in turn deteriorate the business performance.

Limitations:
The limitations to this research paper are like;

• Firstly the sampling frame was limited to public sector of twin cities (Islamabad&
Rawalpindi) therefore the result cannot be generalized to the entire public sector.
• Secondly convenience sampling method was used that's why equal representation of
every organization was not possible.

• Third limitation is that only Questionnaire method was used to get results; if focus group
Discussion, interviews and panel discussion was used the results may be more perfect and
accurate.

• Another limitation is that the focus of the research is just on public sector, the results
among private sector may totally differ because working conditions and environment in
private sector is not similar to public sector.

• Although workplace behavior was implied to cause team performance in the present
research, it is important to note that the link between workplace behavior and unit
performance may well be recursive in that poor business unit performance acts as a
precipitator of WDB
• Moreover the team effectiveness may depend upon other factors as well other then those
variables incorporated in this research.
 • Demographics study regarding OCB and WDB can be conducted because these behaviors
may differ among males and females, old and young employees etc. moreover, culture
also has important role in exhibiting OCB and WDB. These behaviors may differ from
culture to culture or country to country.

RECOMMENDATIONS
Workplace deviance is a phenomenon that occurs often in several organizations. The
relationships that employees have with their organization are crucial as they can play an
important role in the potential development of workplace deviance. Ultimately it is the managers
and the organization to uphold the norms that the organization wishes to adhere to. It is the
organization responsibility to create an ethical climate. Employees that perceive being treated
respectfully and valued are those individuals that are less likely to resort to workplace deviance.
Employees that perceive their organization or supervisor(s) as being much more caring or
supportive have shown to have a reduction of such workplace deviant behaviors Therefore,
supervisors, managers and organization should be aware of and review their own behavior and
interactions with employees so as to reduce workplace deviance and to improve the team
effectiveness.
OCBs are thought to have an important impact on the effectiveness and efficiency of
work teams and organizations, therefore contributing to the overall productivity of the
organization. Three main dimensions of OCB are mentioned in this study (1) helping behavior
(2) civic virtue and (3) sportsmanship. Existence of these three behaviors promotes
organizational commitment of employees towards the organization hence resulting in increased
overall performance. Managers and organizations should, therefore, ensure that employees are
doing a better job, making an effort above and beyond formal requirements, and filling the gap
between procedures and regulations in order to promote OCB among team members.
Organizations that want to achieve success need employees who will do more than their usual
job and duties and provide performance beyond expectations. In order to reach that goal
organization must try to fulfill employees’ job satisfaction, understand their needs and motivate
them and create suitable working environment by reducing workplace deviance.

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