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Procedia - Social and Behavioral Sciences 150 (2014) 1095 – 1100

10th International Strategic Management Conference

The Impact of Organizational Communication on

Organizational Citizenship Behavior: Research Findings
Osman YILDIRIM
Istanbul Arel University, Istanbul, 34537, Turkey

Abstract

In this research the relationship between organizational commitment and organizational citizenship behavior is
examined. To this end, correlation and mean and standart values have been done to reveal the effects of
organizational communication on organizational citizenship behavior. In this study, among the organizational
communication dimensions, only the dimension of communication with managers is significantly correlated with
alturism and civic virtue dimensions of organizational citizenship behavior.

© 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/3.0/).
Peer-review under responsibility of the International Strategic Management Conference.

Keywords: Organizational Communication, Organizational Citizenship Behavior, Statistical Analysis

1877-0428 © 2014 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/3.0/).
Peer-review under responsibility of the International Strategic Management Conference.
doi:10.1016/j.sbspro.2014.09.124
1096 Osman Yildirim / Procedia - Social and Behavioral Sciences 150 (2014) 1095 – 1100

1. Introduction

As it is well-known, employee behaviors in the workplace have important consequences on the overall
organizational effectiveness. Organizational behavior has been linked to overall organizational
effectiveness. Organizational citizenship behavior (OCB) contributes positively to overall organizational
effectiveness.

In this research the relationship between organizational commitment and organizational citizenship
behavior is examined. To this end, correlation and mean and standard values have been done to reveal
the effects of organizational communication on organizational citizenship behavior.

2. Literature Review

2.1. Organizational Citizenship Behavior

OCB consists of behaviors to perform the job and require that these behaviors contribute to the overall
success of the organization. Since 1970, OCB has been studied and a huge literature is available.
Researchers have developed a variety of measures for OCB. Empirical research regarding the
consequences of OCBs has focused on organizational performance. Smith, Organ, and Near (1983)
proposed a research model that includes altruism and compliance linked to organizational effectiveness.
Bateman and Organ’s (1983) research was one of the first measurement of OCB. Bateman and Organ
(1983) constructed a 30-item OCB scale that measured cooperation, altruism, compliance, punctuality,
housecleaning, protecting company property, conscientiously following company rules, and
dependability. Organ (1988) deconstructed a five-factor model consisting of altruism, courtesy,
conscientiousness, civic virtue, and sportsmanship. In 1990, Podsakoff, MacKenzie, Moorman, and Fetter
conducted an important study using the five dimensions of OCB: altruism, conscientiousness,
sportsmanship, courtesy, and civic virtue. These researchers developed a 24-item scale. Organ and Ryan
(1995) proposed the correlation between perceived fairness, organizational commitment and leader
supportiveness with OCB. Organ and Ryan (1995) conducted a meta-analysis of 28 studies and found a
modest relationship between job satisfaction and OCB. Podsakoff, MacKenzie, Paine, and Bachrach
(2000) searched the effect of personality characteristics, conscientiousness, and agreeableness as
antecedents of OCB and indicated the relation between leader-member exchange and altruism.
LePine, Erez, and Johnson (2002) found that these five dimensions are very highly correlated and do
not have much differentiation among antecedents, indicating some overlap in the dimensions.
Rotundo and Sackett (2002) showed the contribution of OCB on overall managerial performance.
Conscientiousness consists of behaviors that go well beyond the minimum role requirements of the
organization (Law, Wong, and Chen, 2005). Courtesy has been defined as discretionary behaviors that
aim at preventing work-related conflicts with others (Law et al., 2005). Civic virtue is characterized by
behaviors that indicate the employee’s deep concerns and active interest in the life of the organization
(Law et al., 2005). Sportsmanship has been defined as willingness on the part of the employee that
signifies the employee’s tolerance of less-than-ideal organizational circumstances without complaining
and blowing problems out of proportion (Organ et al. 2006).
Nielsen, Hrivnak, and Shaw (2009) found that similar patterns of relationships existed for each
dimension of OCB: civic virtue, sportsmanship, altruism, conscientiousness, and courtesy.
 Osman Yildirim / Procedia - Social and Behavioral Sciences 150 (2014) 1095 – 1100 1097

Podsakoff, Blume, Whiting, and Podsakoff (2009) pointed out that OCB is positively related to unit-
level performance and customer satisfaction. Podsakoff, Whiting, Podsakoff, and Mishra (2010)
examined the effects of job candidates’ tendency on OCB.

2.2. Organizational Communication

Organizational communication is studied in the literature in detail by considering all aspects. In

general, organizational communication is divide into three main dimensions; (1) communication with
coworkers, (2) communication with managers and (3) organizational communication policy. There has
been a huge literature about organizational communication. Researchers have developed a variety of
measures for organizational communication. Fulk and Boyd (1991) pointed out the availability of
communication Technologies and effective usage of these Technologies in organization.
Some researches tried to determine factors which have influences on effectiveness of organizational
communication (Rice and Case, 1983; Moch, 1990; Allen, 1995). On the other hand, communication
competences are also very big issues to be determined (Reinsch, Steele, Lewis, Stano ve Beswick, 1990;
Monge, 1990). The determination of communication priorities (Stine ve Skarzenski, 1979) and needs of
effective communication should be defined to increase the overall organizational performance (Bennett,
1971). In this research, we will focus on three main dimension of the organizational communication.

3. Methodology

This research aims to identify the crucial impact of organizational communication on organizational
citizenship behavior. Data obtained from questionnaires will be analyzed through the SPSS statistical
packet program and possible relations will be tested through correlation analysis.

3.1. Statistical Analysis

In this research, SPSS 13.0 version is used in analysis.

3.2. Participants

The search was conducted on employees in textile sector. The questionnaire was given to 200 people,
chosen randomly, from five different textile firms and the final number of valid questionnaires were 120
(the percentage % 60). The %72 of the workers was men, % 71 was between 22 and 39 and % 58 was
graduates of high school. The % 11.2 of the employees were in management positions ( Manager,
Assistant Manager), for approximately 3.9 years and their total professional experience were
approximately 6.2 years.

3.3. Measurement Tools

To measure organizational citizenship behavior, the scale proposed by Podsakoff, P. M., MacKenzie,
S. B., Moorman, R. H. and Fetter, R. (1990) is used.
1098 Osman Yildirim / Procedia - Social and Behavioral Sciences 150 (2014) 1095 – 1100

3.4. Organizational Citizenship Behavior Scale

The scale used in the research, consists of 18 expressions .It was proposed by Podsakoff, P. M.,
MacKenzie, S. B., Moorman, R. H. and Fetter, R. (1990) to measure the OCBs. The scale consists of five
dimensions.
Altruism: It is formed by the voluntary behavior of the employee to help his colleagues in an
organizational responsibility or with a problem. Altruism consists of principals based on voluntary
behavior like assisting an absent colleague with his duties or another one with highly demanding
responsibilities.
Courtesy: It is formed by an employee’s asking other colleagues' advice on a decision in case they might
be affected and inform them in advance.
Sportsmanship: This dimension consists of principals like employees not complaining about
organizational problems. Employees who are not complaining about unimportant problems at work make
the organization's management easier.
Conscientiousness: It is formed by employees' fulfilling the organizations expectations with an excessive
manner for some role behaviors. Having short breaks is an example of being fair.
Civic Virtue: It is formed by voluntary behaviors like following the changes and improvements in the
organization and taking an active part for the acceptance of the changes and contributing with a positive
manner to the organizations image.

3.5. Organizational Communication Scale

In general, organizational communication is dividing into three main dimensions; (1) communication
with coworkers, (2) communication with managers and (3) organizational communication policy. In this
research, the employees' evaluation on the organizational communication's efficiency was gained by a
scale checked via focus group method. Cronbach alpha values were calculated for dimensions of the scale
(respectively 0.77, 0.76 and 0.79) however shows that the scale has an internal consistency.
Statements in the scale are prepared in 5 point Likert scale and the choice “always” is designated as
giving 5 and the choice “never” is designated as giving 1 points. Accordingly, a high point taken in any
size figures that the worker finds communication effective in respect of the related dimension and a low
point figures an opposite situation.

3.6. Findings

As shown in Table 1, participants voted positively all dimensions of organizational communication.

According to the findings, communication with managers is leading the others.

Table 1. Standard Deviation and Mean values for Variables

Mean Standard
Deviation
Organizational Communation
Communication with coworkers 3,58 0,71
Communication with managers 3,78 0,79
Organizational communication policy 3,56 0,84
Organizational Citizenship Behavior
 Osman Yildirim / Procedia - Social and Behavioral Sciences 150 (2014) 1095 – 1100 1099

Altruism 4,33 0,57

Conscientiousness 4,37 0,62
Courtesy 3,65 1,01
Civic Virtue 4,01 0,53
Sportsmanship 4,17 0,64

According to the participants, the highest value for “conscientiousness” and the smallest value for
“Courtesy”.
Table 2 indicates correlation analysis. Few dimensions of organizational citizenship behavior are
significantly related with the dimensions of organizational communication. Organizational
communication policy dimension is significantly correlated with civic virtue. On the other hand, there is a
significant correlation between communication with co-workers and altruism. In short, there is a positive
correlation among all dimensions, but slightly low (r<0,40).

Table 2. The Correlation between organizational communication and organizational citizenship behavior
Communication Communication with Organizational
with coworkers managers communication policy
Organizational Citizenship Behavior r p r p r p
Altruism 0,22 0,02* 0,12 0,18 0,12 0,21
Conscientiousness 0,15 0,09 0,06 0,49 0,18 0,06
Courtesy 0,10 0,27 0,06 0,51 0,20 0,83
Civic Virtue 0,11 0,23 0,09 0,32 0,28 0,00**
Sportsmanship 0,13 0,15 0,02 0,84 0,08 0,42
*p<0,05 **p<0,01

4. Conclusion

In this research, it is noted that there is a correlation between the organizational communication and
the organizational citizenship behavior of employees. In other words, the effective communication is not
only necessary to build up proper channels between managers and employees, but also necessary to
contribute implicitly the overall performance of organization. According to the findings, organizational
communication has to be considered as an important issue to foster employees’ organizational citizenship
behavior. To make clear the correlation between communication and OCB in detail, it is noted that the
number of participants will be very important key factor of a new search.
1100 Osman Yildirim / Procedia - Social and Behavioral Sciences 150 (2014) 1095 – 1100

References

Bateman, T. S. and Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee
"citizenship." Academy of Management Journal, 26(4), 587-595.
Law, S. K., Wong, C. and Chen, X. Z. (2005). The construct of organizational citizenship behavior: Should we analyze after we
have conceptualized? In D. L. Turnipseed (Ed.), Handbook of organizational citizenship behavior (pp. 47–65). New York:
Nova Science Publishers.
LePine, J. A., Erez, A. And Johnson, D. E. (2002). The nature and dimensionality of organizational citizenship behavior: A critical
review and meta-analysis. Journal of Applied Psychology, 87(1), 52-65.
Nielsen, T. M., Hrivnak, G. A. and Shaw, M. (2009). Organizational citizenship behavior and performance: A meta-analysis of
group-level research. Small Group Research, 40(5), 555-577.
Organ, D. W. (1988). Organizational Citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.
Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship
behavior. Personnel Psychology, 48(4), 775-802.
Organ, D. W., Podsakoff, P. M. and MacKenzie S. P. (2006). Organizational citizenship behavior: Its nature, antecedents, and
consequences. London: Sage Publications.
Podsakoff, N. P., Blume, B. D., Whiting, S. W. and Podsakoff, P. M. (2009). Individual- and organizational-level consequences of
organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141.
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M. and Mishra, P. (2010). Effects of organizational citizenship behaviors on
selection decisions in employment interviews. Journal of Applied Psychology. Advance online publication.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. and Fetter, R. (1990). Transformational leader behaviors and their effects on
followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107-142.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B. And Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical
review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.
Rotundo, M. and Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global
ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80.
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NAMA : CAHYADI J MALIA (21910130)

KELAS : IV D MANAJEMEN

MATA KULIAH : TEORI & PRILAKU ORGANISASI

DOSEN PENGAMPUH : SELVI DILIYANTI RIZKI, S.E.,M.M

Tugas MID Review Jurnal

Judul Dampak Komunikasi Organisasi pada Perilaku Kewarganegaraan Organisasi:

Temuan Penelitian
Jurnal Jurnal Ilmu Sosyal dan Prilaku
Volume dan Halaman -
Penulis Osman YILDIRIM
Tahun 2014
Reviewer Cahyadi J Malia
Tanggal 10 juni 2021

Abstrak Dalam penelitian ini akan diteliti hubungan antara komitmen organisasional dan
perilaku kewargaan organisasional. Untuk tujuan ini, korelasi dan nilai rata-rata
dan standar telah dilakukan untuk mengungkapkan efek komunikasi organisasi
pada perilaku kewargaan organisasi. Dalam penelitian ini, di antara dimensi
komunikasi organisasi, hanya dimensi komunikasi dengan manajer yang secara
signifikan berkorelasi dengan dimensi alturisme dan kewargaan sipil dari
perilaku kewargaan organisasi.
Pendahuluan Seperti diketahui, perilaku karyawan di tempat kerja memiliki konsekuensi
penting pada organisasi secara keseluruhan efektivitas. Perilaku organisasi telah
dikaitkan dengan efektivitas organisasi secara keseluruhan. Perilaku warga
organisasi (OCB) memberikan kontribusi positif terhadap efektivitas organisasi
secara keseluruhan.
Dalam penelitian ini hubungan antara komitmen organisasi dan perilaku
kewargaan organisasi diperiksa. Untuk tujuan ini, korelasi dan nilai rata-rata dan
standar telah dilakukan untuk mengungkapkan efek dari komunikasi organisasi
pada perilaku kewargaan organisasi.
Tinjauan Pustaka 1. Perilaku Kewarganegaraan Organisasi
OCB terdiri dari perilaku untuk melakukan pekerjaan dan mengharuskan
perilaku ini berkontribusi pada keberhasilan organisasi secara keseluruhan.
Sejak 1970, OCB telah dipelajari dan banyak literatur tersedia. Para peneliti
telah mengembangkan berbagai ukuran untuk OCB. Penelitian empiris
mengenai konsekuensi OCB telah difokuskan pada kinerja organisasi. Smith,
Organ, dan Near (1983) mengusulkan model penelitian yang mencakup
altruisme dan kepatuhan terkait dengan efektivitas organisasi. Para peneliti
ini mengembangkan skala 24 item. Organ dan Ryan (1995) mengusulkan
korelasi antara persepsi keadilan, komitmen organisasi dan dukungan
pemimpin dengan OCB. Organ dan Ryan (1995) melakukan meta-analisis
dari 28 studi dan menemukan hubungan sederhana antara kepuasan kerja dan
OCB. Podsakoff, MacKenzie, Paine, dan Bachrach (2000) mencari pengaruh
 karakteristik kepribadian, kesadaran, dan keramahan sebagai anteseden OCB
dan menunjukkan hubungan antara pertukaran pemimpin-anggota dan
altruisme.
Kesopanan telah didefinisikan sebagai perilaku diskresioner yang bertujuan
untuk mencegah konflik terkait pekerjaan dengan orang lain (Law et al.,
2005). Kebajikan sipil dicirikan oleh perilaku yang menunjukkan perhatian
mendalam dan minat aktif karyawan dalam kehidupan organisasi (Law et al.,
2005). Sportmanship telah didefinisikan sebagai kemauan di pihak karyawan
yang menandakan toleransi karyawan terhadap keadaan organisasi yang
kurang ideal tanpa mengeluh dan memecahkan masalah di luar proporsi
(Organ et al. 2006).
2. Komunikasi Organisasi
organisasi dipelajari dalam literatur secara rinci dengan mempertimbangkan
semua aspek. Secara umum, komunikasi organisasi terbagi menjadi tiga
dimensi utama; (1) komunikasi dengan rekan kerja, (2) komunikasi dengan
manajer dan (3) kebijakan komunikasi organisasi. Para peneliti telah
mengembangkan berbagai ukuran untuk komunikasi organisasi. Fulk dan
Boyd (1991) menunjukkan ketersediaan Teknologi komunikasi dan
penggunaan yang efektif dari Teknologi ini dalam organisasi.
Beberapa penelitian mencoba untuk menentukan faktor-faktor yang
mempengaruhi efektivitas komunikasi organisasi (Rice dan Case, 1983;
Moch, 1990; Allen, 1995). Di sisi lain, kompetensi komunikasi juga
merupakan isu yang sangat besar untuk ditentukan (Reinsch, Steele, Lewis,
Stano ve Beswick, 1990; Monge, 1990). Penentuan prioritas komunikasi
(Stine ve Skarzenski, 1979) dan kebutuhan komunikasi yang efektif harus
didefinisikan untuk meningkatkan kinerja organisasi secara keseluruhan
(Bennett, 1971). Dalam penelitian ini, kita akan fokus pada tiga dimensi
utama dari komunikasi organisasi.
Metodologi 1. Analisis Statistik
Dalam penelitian ini digunakan SPSS versi 13.0 dalam analisisnya.
2. Partisipan
Pencarian dilakukan terhadap karyawan di bidang tekstil. Kuesioner
diberikan kepada 200 orang, dipilih secara acak, dari lima perusahaan tekstil
yang berbeda dan jumlah akhir kuesioner yang valid adalah 120 (persentase
% 60). %72 pekerja adalah laki-laki, %71 antara 22 dan 39, dan %58 adalah
lulusan sekolah menengah. % 11,2 karyawan berada di posisi manajemen (
Manajer, Asisten Manajer), selama kurang lebih 3,9 tahun dan total
pengalaman profesional mereka sekitar 6,2 tahun.
3. Alat Pengukuran
Untuk mengukur perilaku kewargaan organisasi, digunakan skala yang
diusulkan oleh Podsakoff, PM, MacKenzie, SB, Moorman, RH dan Fetter,
R. (1990).
4. Skala Perilaku Kewarganegaraan Organisasi Skala yang
digunakan dalam penelitian ini terdiri dari 18 ekspresi. Diusulkan oleh
Podsakoff, PM, MacKenzie, SB, Moorman, RH dan Fetter, R. (1990) untuk
mengukur OCB. Skala terdiri dari lima dimensi.
a Altruisme
b Kesopanan
c Sportmanship
d Conscientiousness
e Civic Virtue
 5. Skala Komunikasi Organisasi
Secara umum, komunikasi organisasi terbagi menjadi tiga dimensi utama;
(1) komunikasi dengan rekan kerja, (2) komunikasi dengan manajer dan (3)
kebijakan komunikasi organisasi. Dalam penelitian ini, evaluasi karyawan
terhadap efisiensi komunikasi organisasi diperoleh dengan skala yang
diperiksa melalui metode focus group. Nilai alpha cronbach dihitung untuk
dimensi skala (masing-masing 0,77, 0,76 dan 0,79) namun menunjukkan
bahwa skala memiliki konsistensi internal.
Kesimpulan Dalam penelitian ini diketahui bahwa ada korelasi antara komunikasi organisasi
dan perilaku kewargaan organisasional karyawan. Dengan kata lain, komunikasi
yang efektif tidak hanya diperlukan untuk membangun saluran yang tepat antara
manajer dan karyawan, tetapi juga diperlukan untuk berkontribusi secara
implisit terhadap kinerja organisasi secara keseluruhan. Menurut temuan,
komunikasi organisasi harus dianggap sebagai isu penting untuk mendorong
perilaku kewarganegaraan organisasi karyawan. Untuk memperjelas korelasi
antara komunikasi dan OCB secara rinci, perlu dicatat bahwa jumlah peserta
akan menjadi faktor kunci yang sangat penting dari pencarian baru.