Final Thesis Feb0713

UNIVERSITY OF SANTO TOMAS
FACULTY OF ARTS AND LETTERS
THE RELATIONSHIP BETWEEN ORGANIZATION CITIZENSHIP BEHAVIOR AND
THE EMPLOYEES’ JOB SATISFACTION
A Thesis Presented to the
Faculty of Arts and Letters
University of Santo Tomas
In Partial Fulfillment
of the Requirements for the Degree of
Bachelor of Arts in Behavioral Science
Submitted by:
Joanne Zara R. Bernardo
Kathleen Gayle A. Castillo
Amery Rose B. Cenidoza
Chrismaire D. Jumagdao
March 2013
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CHAPTER I..........................................................................................................................3
INTRODUCTION................................................................................................................3
Background of the Study..............................................................................................3
Statement of the Problem............................................................................................5
Theoretical Framework.................................................................................................6
Review of Related Literature and Studies...............................................................11
Synthesis.......................................................................................................................25
Significance of the Study............................................................................................27
Conceptual Framework...............................................................................................28
Hypothesis in Conceptual Terms...............................................................................30
CHAPTER II......................................................................................................................31
Method..............................................................................................................................31
Variables Manipulated and Measured.......................................................................31
Hypotheses in Operational Terms.............................................................................32
Research Design..........................................................................................................33
Participants...................................................................................................................33
Instruments....................................................................................................................34
Procedure......................................................................................................................38
Statistical Treatment...................................................................................................38
CHAPTER III.....................................................................................................................42
RESULTS...........................................................................................................................42
Demographic Profile of the Respondents................................................................42
CHAPTER IV.....................................................................................................................52
Discussion.........................................................................................................................52
Limitation......................................................................................................................54
Recommendation of the Study..................................................................................54
CHAPTER V...................................................................................................................56
SUMMARY AND CONCLUSIONS................................................................................56
Summary.......................................................................................................................56
Conclusion....................................................................................................................57
References........................................................................................................................58
APPENDICES.....................................................................................................................61
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CHAPTER I
INTRODUCTION
Background of the Study
It is an undeniable fact that people nowadays are already living in a world
of globalization wherein there are intermingling of cultures, people and economic
activities. The Philippines is already part of it and this requires having highly
competitive businesses, companies and organizations that would not just
improve the country’s economic activity but would also improve other means of
the country’s livelihood. Moreover, having these highly competitive companies
can also contribute to the country’s progression and development. This requires
having highly competent and well-trained workers that should operate these
businesses, companies, and organizations effectively and progressively. These
workers become highly necessary. Therefore, a dynamic and effectual workforce
is indeed needed for the success of these organizations.
One factor that is crucial to the productivity of an organization is its
management. Having an effective management would enable the organization to
run smoothly. Management among the workers or employees is also essential for
the development of the organization because a good management among
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employees results to the latter’s good performances. But topics about
management are already vast. There are already numerous studies concerning it.
Therefore, researchers decided not to pursue that study.
As the researchers brainstorm about a particular topic to choose, they also
consider the course they are enrolled to, which pertains mainly on shaping them
into future human resource practitioners. They consider the reality that the
intervention of human resource practitioners is necessary for the organizations’
progress in this fast-pace action modern globalization.
The researchers’ target for choosing a specific research topic is one that
would contribute for the betterment of an organization’s competency depending
on its workforce, as mention above. With these, as mentioned earlier, they
thought of conducting a study that would show ways on improving the
effectiveness of employees. Factors that can influence their effectiveness could
be their positive behavior and their positive overall condition in their workplace.
These could be their contentment with their job or in other words, their job
satisfaction. Thus, the researchers considered job satisfaction as one variable to
be studied.
Nonetheless the researchers still think of some other variables that could
predict or relate with the job satisfaction of these company’s workers. Hence, the
researchers came up with organizational behavior as one factor that may
influence the company workers’ job satisfaction.
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The researchers then read literatures that could explain such. One article
entitled Interdisciplinary Journal of Contemporary Research in Business: Studying
the Relationship between Organizational Citizenship Behavior and Knowledge
Sharing. (Case study Knowledge-Based Organizations ) by Aliei, M. Z et al.
(2011), has caught their attention. This article includes discussing organizational
citizenship behavior as something that may contribute to the organizations’
productivity.
Upon reading this article, the researchers finalized their variable to be
studied. From organizational behavior, they specified it into organizational
citizenship behavior. Consequently, the researchers finally decide to conduct a
research study, correlating the organizational citizenship behavior to the
employees’ job satisfaction.
By studying the mentioned variables, the researchers would be able to
identify the importance and significance of organizational citizenship behavior to
the job satisfaction, vice versa, of employees.
Statement of the Problem
Main Problem: This study seeks to determine if organizational citizenship
behavior is associated with the satisfaction of the employees in their job.
Specifically, the study will answer the following questions:
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1. What is the demographic profile of the respondents in terms of the
following:
a. Age
b. Gender
c. Length of stay in the company
2. What is their level of job satisfaction?
3. What is their level of organizational citizenship behavior?
4. Is there a relationship between employees’ organizational citizenship
behavior and employees’ job satisfaction?
Theoretical Framework
The organizational citizenship behavior has caught attention for further
research as it indicates the potential benefits of a more subtlety approach. In this
theoretical framework, OCB will be explained in connection to leadership
behaviors and small organizations. Subsequent to the description of OCB of
Organ, it includes organizationally beneficial actions that contribute to
organizational performance. Organ (1988) distinguished seven types of OCB's
that contribute to the effectiveness of the organization.
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Types of citizenship behavior
There are seven common themes underlying the organizational citizenship
behavior. These are (1) Helping Behavior, (2) Sportsmanship, (3) Organizational
Loyalty, (4) Organizational Compliance, (5) Individual Initiative, (6) Civic Virtue,
and (7) Self Development.
Helping behavior
It is known as an essential form of citizenship behavior of a worker. (cf.
Borman & Motowidlo, 1993, 1997; George & Brief, 1992). This behavior
includes preventing the happenings of work related problems and
voluntarily helping others. The first definition, “helping others”, involves
altruism, cheerleading dimensions and peacemaking. The second
definition “taking steps or prevent work-related problems”, gives a notion
of courtesy among co-workers.
Sportsmanship
It is defined by Organ as “a willingness to tolerate the inevitable
inconveniences and impositions of work without complaining.” Since, his
definition seems to be a little narrow, this definition was broaden into
being a “good sport” in a way that is; the attitude only do not complain
when they are inconvenienced by others, but also maintain a positive
disposition when things do not go their way, are not offended when
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others do not follow their suggestions, and a willingness to sacrifice their
personal interest for the good of the work group and do not take the
rejection of their ideas personally (MacKenzie et al., 1999).
Organizational loyalty
This includes loyal boosterism (a highly supportive attitude) and
organizational loyalty, shows a behavior of distributing goodwill and
protecting the organization (George & Brief, 1992). It also includes the
defending, supporting, and endorsing construct of organizational
objectives. This causes to bring about the promotion of organization to
outsiders while protecting and defending it from external threats and at
the same time remaining committed to it even when face by difficult
situations. Moorman and Blakely (1995) indicates that this dimension is
distinct from the other types of OCB.
Organizational compliance
Graham (1991) defined it as generalized compliance and organizational
obedience while Borman (1993) described it as following organizational
rules and procedures. This dimension appears to explain a person’s
acceptance of the organization’s rules, regulations and procedures and
abides in these even when no one observes their compliance. It is
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considered as a dimension for OCB because even if employees are
naturally expected to obey rules, many other employees still do not.
Individual initiative
This also considered as a form of extra-role in a sense of involving in task-
related behavior which is minimally required and is take in a voluntary
way. This behavior includes; voluntary acts of creativity and innovation
designed to improve one’s task or the organization’s performance, making
efforts of extra enthusiasm to accomplish one’s job, volunteering on extra
responsibilities, and encouraging co-workers to do the same. This shows
the idea that the employees is going “above and beyond” the call of duty.
This behavior is similar to Organ’s conscientiousness and Blakely’s
personal industry. It is also similar to Motowidlo’s persisting with
enthusiasm and volunteering to carry out task activities constructs, and
Morrison and Phelps’ taking charge at work construct. (Borman &
Motowidlo, 1993, 1997).
Civic virtue
It is derives from Graham’s discussion of the responsibilities that
employees have as “citizens” of an organization (Graham, 1991). This
dimension represents employees’ interest or commitment to the whole
organization. This is also shown by; a willingness to participate actively in
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its governance (e.g., attend meetings, engage in policy debates, express
one’s opinion about what strategy the organization ought to follow, etc.),
to monitor its environment for threats and opportunities (e.g., keep up
with changes in the industry that might affect the organization), and to
look out for its best interests even at great personal cost (e.g., reporting
fire hazards or suspicious activities, locking doors, etc.). These behaviors
reflect a person’s recognition of being part of a larger whole in the same
way that citizens are members of a country and accept the responsibilities
which that entails (Organ, 1990).
Self development
Developing ones’ self is another dimension of citizenship behavior
according to the work of Katz (1964) and George and Brief (1992). This
self-development involves; voluntary behaviors employees engage in to
improve their knowledge, skills, and abilities—this might include “seeking
out and taking advanced training courses, keeping alongside of the latest
developments in one’s area and potentials, or even learning a new set of
skills so as to extend the range of one’s contributions to an organization.”
This dimension is expected to also improve the effectiveness of
organization distinctively from the other forms of citizenship behavior.
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Review of Related Literature and Studies
The following literature and studies shows definitions of the variables;
OCB and job satisfaction. The previous studies relating to it are also explain
Organizational Citizenship behavior
Organizational Citizenship Behavior (OCB) is defined as the discretionary
behavior that is not part of an employee’s formal job requirement, which causes
to promote the effective functioning of the organization. According to Bolino
(2002) organizational citizenship behavior is the employees’ willingness to exceed
their formal job requirements in order to subordinate their individual interests for
the good of the organization and to help each other. He also said that it also for
the employees to take a genuine interest in the organization’s activities and
overall mission.
According to Organ (1988), organizational citizenship behaviors (OCBs)
are employee work behaviors which includes helping others, staying up late
(overtime) or working weekends, performing at levels that exceed the standards
of compliance in their work, tolerating unrequited obligations or inconveniences
on the job, and being dynamically involved in company affairs and events
(Organ, 1988). From the year Organ (1983) officially introduced the OCB
construct; organizational scholars provided great attention and conducted further
studies about it.
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Moreover, organizational citizenship behaviors were also defined as set of
beneficial employee work behaviors that is distinct in two characteristics. First is
that its nature is discretionary—meaning, the employees are doing their not-
required pleasing behavior for the company’s productivity, out of their own will
and voluntarily. Second is that these behavior is shown even without being
rewarded by the formal reward system.
A theoretical framework definition of OCB shows that it has seven types;
Helping Behavior, Sportsmanship, Organizational Loyalty, Organizational
Compliance, Individual Initiative, Civic Virtue, and Self Development. These types
will be explained on the latter part of this paper.
Further studies show that regardless of the extensive interest in the topic
of organizational citizenship behaviors (OCBs), few empirical researches has
tested the fundamental supposition that these forms of behavior develop the
group effectiveness or organizations in which they are displayed. In the present
study, the effects of OCBs on the extent and value of the performance indicated
that helping behavior and sportsmanship had significant effects and impact on
performance quantity. On the other hand, civic virtue had no effect on either
performance measure.
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OCB’s Helping Behavior type: altruism and Job Performance
People develop feelings towards the person they work with. And if
feelings are developed, two questions are raised. First, whether the feeling
affects job performance and lastly, what causes these feelings. Basically, the
thought of having a personal liking towards a co-worker that affects job
performance is somehow appeared to be an old issue in an industrial setting.
The attraction between two people is not the same with altruism. On the other
hand, they may be related because if an individual is altruistic with other he or
she will enjoy the company of the person. The altruist gains happiness, one
reason to develop attraction. With this, employees may lead to work hard or to
work little. The result of altruism may lead to collusion between employees,
because each other may benefit from it, both employees can enhance each
other’s happiness. However, some studies show that allowing employees to
collude is bad for the company because it results to employees to exert lower
effort.
Other research on OCB at is at the individual level which is studied by
Bateman and Organ (1983) and Smith, Organ, and Near (1983). Although
authors of theoretical papers on OCB had proposed the relationship between
unit-level OCB and organizational outcomes has begun to be addressed
(Podsakoff and MacKEnzie, 1997), an additional area for new research has been
brought to light: the antecedents of OCB at unit-level.
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The conceptual development of OCB: due to criticism targeted at the
vagueness of the “discretionary” and “noncontractual rewards” components of
the definition as mentioned earlier, Organ (1997) redefined OCB as synonymous
with contextual performance and adopted Borman and Motowidlo’s (1993)
definition: behaviors that enhance and maintain the social and psychological
environment supporting task performance. Other related concepts include
prosocial organizational behavior (Brief and Motowidlo, 1986). Organizational
spontaneity (George &Brief, 1992) and extra-role behavior (Van Dyne,
Cummings, & McLean Parks, 1995). Research on OCB has addressed the role of
individual characteristics, task characteristics, organizational characteristics and
leadership behaviors as antecedents to OCB (Podsakoff, macKenzie, Paine &
Bachrach, 2000), as well as the relative impact of OCB versus task performance
in influencing managers’ performance evaluations (Borman, White, & Dorsey,
1995; MacKenzie, Podsakoff, & Fetter, 1991).
Job Satisfaction
Autonomy is well thought-out to be an important condition for job
satisfaction. An empirical study supports this idea that workers who have more
autonomy and free will in the place of work have more contentment with their
job. Esteem for the organization’s performance, regular communication with
their supervisor and perceived job autonomy were said to be best determinants
of job satisfaction according to reviewed study by Weaver and Wilhoilt in 1982-
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83. Other of satisfaction were found from reevaluating the same study, Bergen
and Weaver said that the best determinant for job satisfaction was the worker’s
view of how well his job tells the people they thought their industry was doing.
(Demers, D. 1994).
Job satisfaction as defined by Locke is a “pleasurable or positive
emotional state.” It is also defined “as a function of the perceived relationship
between what one wants from a job and what one perceives it is offering.”
Significantly, job satisfaction is an overall condition of an employee that can be
resulted from his work situation.
In measuring job satisfaction, there are two general approaches that
determine it. First factor measures the job satisfaction with different job “facets”
while the second one measures the “global” job satisfaction directly.
Furthermore, between the two mentioned factors, “research shows that in many
cases, the global approach is superior to the facet approach.”(e.g. Scarpello and
Campbell 1983). In line with this, in the research study conducted by Markus
Christen, Ganesh Iyer, and David Soberman, they used a global approach three-
item measure of job satisfaction. What they focus in their study are these three
item measure of job satisfaction which are known as store manager effort,
ability, and job performance; store performance and compensation, job factors;
and role perceptions.
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Moreover, their study mentioned that the key determinants of job
satisfaction are the job performance of the employees and their effort. Effort is
“an input to work while job performance is an output from work. (Christen, Iyer
et al., 2006)
Determinants of Job Satisfaction across the eu-15: A comparison of
self-employed and paid employees.
To understand job satisfaction, it is important to know the different aspect
of it. In this study, the researchers identified two types of job satisfaction namely
job satisfaction with the type of work and second is job satisfaction with job
security. From the two types of job satisfaction, the researchers then analyze the
difference between self-employed and paid employees. Some recent studies
disclose that job satisfaction has become a determinant of the occupational
choice between self and wage employment. The results were self-employed are
said to be more satisfied than employees with the type of work and less satisfied
in terms of job security. Based on the findings, the researchers of the study
suggested that “perceptions of the type of work may positively influence entry
into self-employment and that the reverse holds for perceptions about job
security”.
People are affected by numerous and varied motivators, satisfaction with
one’s job means different things to different people resulting in a multitude of
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definitions. (Schneider, 2002) defined job satisfaction as a personal evaluation of
conditions present in the job, or outcomes that arise as a result of having a job.
He concludes that job satisfaction is an individual’s personal assessment of
conditions prevalent in the job which they regard as important to them.
Job satisfaction has to do with an individual’s perception and evaluation of
his job, and this perception is influenced by the person’s unique circumstances
like needs, values and expectations. People will therefore evaluate their jobs on
the basis of factors, which they regard as being important to them. (Sempane,
Riegerg, Roodt, 2002).
Employees are one of the role players in the organization, and it is
through their involvement and commitment that the organization becomes
competitive. (Ellickson and Logsdon, 2002) support this view by defining job
satisfaction as the extent to which employees like their work. Work occupies
such a large part of a person’s life; satisfaction with one’s job is considered an
important part of a person’s life. Since job satisfaction involves employees’
affective and emotional feelings, it has major consequences on their lives.
Extensive research proved that job satisfaction does not happened in
isolation, as it is dependent on organizational variables such as structure, size,
pay, working conditions and leadership, which constitute organizational climate
(Schneider, 2002)
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Job Satisfaction and Organizational Citizenship Behavior
A study of faculty members at business institute investigated job
satisfaction as a predictor of organizational citizenship behavior. This study was
conducted by Farhan Mehboob and Niaz A Bhutto. Their paper investigates the
relationship between job satisfaction and organizational citizenship behavior.
They aim to examine whether job satisfaction is a strong predictor of OCB and to
all its dimensions or not. The extrinsic and intrinsic factors of Job Satisfaction
were used as the basis of the measurement. OCB on the other hand was
measured base on its main dimensions which are altruism, conscientious,
sportsmanship, courtesy and civic virtue. The HOD/Coordinator of Business
Institutes reported the OCB rating of the faculty members. The researchers
found out that the faculty members were generally satisfied as well as inducing a
moderate level of OCB at Business Institutes. However, the study came up with a
weak relationship between job satisfaction and OCB’s dimension. It was found
that job satisfaction is only related with some OCB’s dimensions which are
altruism and courtesy, while other dimensions are found to be insignificantly
related with job satisfaction. Herewith, the study’s result presented that job
satisfaction is a weak predictor of OCB and only has partial influence in some
OCB’s dimension which are Courtesy and Altruism.
The two researchers discussed the significance of job satisfaction as well.
They explained that Job satisfaction is an important factor to consider in
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performance and productivity of an employee. With this, nowadays, job
satisfaction has been an issue and intrigue in which the researchers ‘interest and
attention has caught. The job satisfaction term is a state of having positive
attitude and feelings towards his job. Employees who are satisfied with their job
are happy employees, and this attitude will be a great tendency for them to
perform more and better compared to dissatisfied employees. Employees’ job
satisfaction would result to enhance the competitiveness and effectiveness of the
organizations. The word “more” here has been used in a sense of “extra role
behavior” which has been observed by Bernard (1938). It includes; extra role
behaviors (beyond formal task contents) that contributes to the improvement of
organizational effectiveness, goodwill and helpfulness. (Organ & Bateman,
1983), and in-role behavior (technical performance required by the job). As the
global organizations become more intensely competitive, they’re now becoming
aware of the positive work behaviors and they already want their employees to
perform beyond the formal level of job description that is required to be
performed consistently (Lavelle et al, 2009). Researches on job performance in
terms of satisfaction, commitment, involvements, etc and extra-role behavior as
well has seen a significant growth in empirical studies, for the last two decades
or so.
Organ, (1983) is known to be the pioneer of this role behavior and he’s
the one who introduced the concept of OCB. According to him (1998), “OCB is
the individual behavior that is not explicitly or indirectly recognized by the formal
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reward system and that this behavior plays a vital role in the effective
functioning of the organization.” He termed this behavior as discretionary
behavior, as mentioned a while ago. If these discretionary behaviors are
important, then its impact on job performance will also be significant. This tends
to create means for determining those attributes that stimulate extra-role
behaviors.
According to Podsakoff et al.(2000) the eight reasons of OCB which might
have an influence on organizational performance and work group are, i.e
“Managerial productivity, Coworkers productivity; free resources up for more
productive purposes, resource utilization, and coordination among work groups
attracting and retaining the best people, Stability in organizational performance
and adaptation to environmental changes.”Researches and meta-analysis have
been done to understand the relationships of various OCB antecedents and their
magnitude of the impact on the OCB. As discussed by Podsakoff et al. (2009).
There are already many studies done in examining the relationship of employee
perceptions of fairness, leader behavior, employee attitude, personality traits and
job satisfaction as a predictor of OCB.
Various Studies of Job Satisfaction in relation to OCB
The dimensions, factors and different aspects of job satisfaction, have
been studied in many various contexts. Its study differs from school of thought
and scholars. According to Locke (1976) job satisfaction is “a pleasurable or
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positive emotional state resulting from the appraisal of one’s job or job
experiences”. He also added that, “Job satisfaction is an internal state with some
degree of favor or disfavor based on assessing the job and job-related
experiences.”
Various researchers carried out different empirical studies to establish the
relationship between OCB and job satisfaction but the result of it was proven to
be inconsistent. Findings about OCB-job satisfaction relationship vary from
different studies. However, in 15 independent studies of different contexts
showed to have found a significant relationship between the two variables, job
satisfaction and OCB, as discussed by Organ and Lingl (1995). Werner (2007)
affirms that only satisfied employees are more likely to show positive behaviors
which can contribute effectively to the overall functioning of the organization.
“Job satisfaction has the most robust attitudinal relationship with OCB,”
according to Organ and Ryan (1995).
It is more probable that the employee will tend to display organizational
citizenship behavior when they are satisfied with their jobs, support or benefit,
positive work experiences provided by their organization. (Bateman and Organ,
1983). As Bateman and Organ (1993) analyzed the relationship between job
satisfaction and OCB, they found a correlation of .41 between supervisory OCB
and the satisfaction of the employee.
Smith et al (1983), on the other hand, investigates job satisfaction-OCB
relationship of two large banks, and at the same time observed a positive
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correlation between job satisfaction and the two dimensions of OCB Altruism and
Compliance.
In another study, Schnake et al. (1995), they found out that leadership
and perceived equity is strongly related and henceforth a predictor of OCB
mentioned above, while job satisfaction is just found to be related with the two
dimensions of OCB mentioned above.
Organ and Ryan (1995) claimed that there is a modest relationship of job
satisfactions to the altruism dimension of OCB. They also found that the OCB
dimensions courtesy, civic virtue, and sportsmanship are sufficient predictor of
job satisfaction though civic virtue is less related to satisfaction than other OCB
measure.
Moorman et al, (1993) also explained the effects of job satisfaction,
organizational commitment, and procedural justice on OCB. They also stated that
both job satisfaction and organizational commitment would not be related to
OCB when the procedural justice-OCB relationship is controlled. With this, they
concluded that there is an insignificant relationship between job satisfaction and
OCB, when the relationship of procedural justice to OCB is controlled. Moorman,
(1991) investigates the effects of job satisfaction on OCB and it resulted to,
when perception of fairness is controlled, there is no relationship found between
job satisfaction. Moorman claimed that the employees’ perception of fairness
influences their decision to act upon OCB and thus, job satisfaction only predicts
OCB to the extent that it also reflects fairness.
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In the study of George Murphy et al, (2002), while observing the
relationship between job satisfaction and OCB among human resource
professional, they found a significant correlation between job satisfaction and
organizational citizenship and the participation behaviors.
Furthermore, in the experiment of Chibowa et al. (2011) with the
relationship between job satisfaction and OCB dimensions among administrative
employees of five selected organizations of Zimbabwe, he and his colleagues
explained that there is a weak but significantly positive relationship between job
satisfaction and all dimensions of OCB.
Therefore, Mehboob and Bhutto came up with the results indicating that
Job satisfaction is weak in terms of its connection in predicting OCB. They found
out that job satisfaction is only related with some OCB’s dimensions which are
altruism and courtesy, while other dimensions are found to be insignificantly
related with job satisfaction. The result also gave support to the study of Smith
et al. (1983) which shows that the Dimension of OCB which are altruism and
compliance, has a positive correlation with job satisfaction.
Organ et al. (1995) also showed a moderate relationship between job
satisfaction and Altruism, plus, a weak but positive relationship of job satisfaction
with Sportsmanship & Courtesy. This implicates that job satisfaction can be a
partial predictor of OCB because it can relate to some dimensions of OCB but not
the overall OCB. However, if the statement of Organ et al. (1995) is taken as,
that job satisfaction and OCB has a robust relationship, then it would be very
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difficult to support this claim with the reason that the current study only shows a
partial relationship between job satisfaction and OCB.
Schnake et al. (1995) while examining the impact of Job satisfaction,
Perceived equity and Leadership on OCB also showed that job satisfaction
explains variances in only two dimensions of OCB and also considered not a
strong predictor of Overall OCB. Moreover, the current study also partially
supports those who contradict that Job satisfaction is not a strong predictor of
OCB, as stated by Moorman et al. (1993). He explained that Perception of
fairness is a strong predictor of OCB than Job satisfaction.
Konovsky and Organ, (1996) also illustrated that Dispositional factors are
strong determinant of OCB than Job satisfaction. Despite the fact that the study
does not provide a concrete evidence of the relationship between Job satisfaction
and OCB that job satisfaction is a strong predictor of OCB, it still has a partial
impact on various dimensions of OCB as examined by (Smith et al. 1983;
Schnake et al. 1995).
With all of these results, it implies that job satisfaction as a predictor of
OCB is as important as the other antecedents like Procedural Justice,
Organizational Commitment, Dispositional factors, Fairness, Equity perceptions.
Thus, the determination of the antecedents of OCB depends more on the
circumstance and situation where it takes place. The results may vary across
different context or circumstance so as this study.
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Synthesis
To sum it all up, based from the studies above, the first section of the
study explains that organizational citizenship behavior is a pleasing and good
work behavior of the employees that has something to do with the organizations’
effectiveness and productivity. It has seven types; Helping Behavior,
Sportsmanship, Organizational Loyalty, Organizational Compliance, Individual
Initiative, Civic Virtue, and Self Development. The subsection explains one
common type of OCB which is Helping behavior particularly “altruism” which
pertains on the human relations in the workplace. More studies are conducted
about OCB. The second section which is job satisfaction thoroughly gives
definition which pertains mostly to the employees’ overall condition, pleasurable
and positive emotional state, based from their work situation. Different
determinants, aspects and factors of job satisfaction are also discussed. Some of
these which also influence job satisfaction are, autonomy in workplace,
employees’ motivation, job performance, types of work, job security, and their
perception of type of work, and organizational variables such as structure, size,
pay, working conditions and leadership—which constitute organizational climate.
The third section of the study is the comparative review of related
literature of the variables OCB and job satisfaction. In here, the past various
studies conducted by different researchers about the impact of job satisfaction
on OCB and vice versa, are discussed. Other variables that are related to job
satisfaction are also discussed. This section also gives a hint that the employees’
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job satisfaction can really be predicted by their OCB, and yet, that is still
something to be found out in this entire study.
The researchers of this paper will find out whether these two variables are
indeed significantly related to one another or not—or whether their relationship
is strong or weak. Moreover, based on the different conducted studies mentioned
in the related literature above, some found out that there is a positive and robust
relationship of OCB and job satisfaction. Some claimed that not all OCB
dimensions are strongly positively correlated with job satisfaction. On the other
hand there are some researchers, who stated that there is only some particular
dimensions of OCB that is robustly correlated with job satisfaction. And again,
the researchers of this paper will still have to find it out for themselves.
Significance of the Study
The main purpose of this study is to find the relationship of job
satisfaction and organizational citizenship behavior (OCB).This study will be a
significant venture in promoting good work environment in the workplace
specifically in a monetary or finance industry such as banking firms and
insurance company. This could lead them to improve job performance of its
employees for competency enhancement. To develop OCB, this does not require
high cost and it is one of the best ways for the Human Resource Department to
strategize to reach organizational effectiveness.
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In addition, this research will serve as a guide to the supervisors and
department heads as a recommendation on how to evaluate employees’
satisfaction in the company in accordance with their organizational citizenship
behavior.
This study can also contribute to the expanding information and learning
offered by the Behavioral Science course to the students who are taking up the
degree.
Lastly, this could help and give the graduating students of Behavioral
Science the idea on the importance of job satisfaction in choosing the kind of job
that they would be applying to. The current study therefore endeavors to extend
the existing literature by probing the link of OCB on job satisfaction of employees
in a company.
27
Conceptual Framework
Employees
Organizational Job Satisfaction

Citizenship
Behavior (OCB)
I. Helping Behavior,
II. Sportsmanship,
III. Organizational Loyalty
IV.Organizational Compliance
V. Individual Initiative
VI.Civic Virtue
VII. Self Development
Always/often Strongly
practicing all types satisfied/satisfied HIGH
HIGH
of OCB
AVERAGE Sometimes Neither satisfied AVERAGE

practicing all types or Unsatisfied
of OCB
Seldom/never Unsatisfied/
LOW
practicing all types strongly
LOW
of OCB unsatisfied
Employees
28
The figure in the previous page is the main guideline of the researchers’ study.
This also sums up the aim of the study. Interpreting the figure, two main
variables are to be studied and correlated to each other. These are the
employees’ organizational citizenship behavior and the employees’ job
satisfaction. The double-arrow line in the figure shows that the variables
connected by it are to be correlated. The employees’ OCB is to be measured
according to its seven types, which are helping behavior, sportsmanship,
organizational loyalty, organizational compliance, individual initiative, civic virtue
and self development. The figure also explains that if the employees’ OCB is
positively correlated with their job satisfaction, the employees’ having a high OCB
means that he also has a high job satisfaction and if he just have an average or
low OCB it can also be predicted that he also have an average or low job
satisfaction. Furthermore, the figure also shows how the researchers would
determine whether the employee has a high, average or low OCB; an employee
having a high OCB mean that he always or often practices all types of OCB, an
employee having just an average OCB means that he just sometimes practices all
types of OCB and lastly, an employee having a low OCB means that he seldom or
never practice all types of OCB.
29
Hypothesis in Conceptual Terms
The following includes the hypothesis presented in conceptual terms:
H0: There is no significant relationship between employees’ organizational
citizenship behavior and their job satisfaction.
H1: There is a significant relationship between employees’ organizational
citizenship behavior and their job satisfaction
30
CHAPTER II
Method
This chapter provides an outline of the research design and
methodology engaged in the study of the relationship between job
satisfaction and organizational citizenship behavior of employees
(OCB). The selection of the sample, construction of measuring
instruments, and procedure for data collection and the statistical
techniques to be use to conduct this research study are described here.
Variables Manipulated and Measured
Independent variables usually affect the dependent variables but since the
study mainly focuses on the relationship between organizational citizenship
behavior and job satisfaction, no independent variable is present in the study.
Given the two quantitative terms, there will be no independent variables that will
be measured because both are dependent variables. Since the researchers will
use a correlational research design, it will only determine if both variables are
significantly related to each other. Thus, the measurement will determine if the
variables have a positive or negative relationship to each other.
Organizational Citizenship Behavior (OCB) is defined as the individual’s
contributions in the workplace that go beyond the role requirements and agreed
31
rewarded job achievements. These are the employee work behaviors which
include helping others, staying up late (overtime) or working weekends,
performing at levels that exceed the standards of compliance in their work,
tolerating unrequited obligations or inconveniences on the job, and being
dynamically involved in company affairs and events. (Organ, 1988)
Job satisfaction refers to the overall condition of the employee that can be
resulted to his work situation. It includes the attitude, customer’s feedbacks and
organizational commitment and leader’s supportiveness, effort and job
performance of the employee that will serve as the determinants of job
satisfaction. (Christen, Iyer et al., 2006) These factors will help if these
determinants have something to do about an employee becoming altruistic and
other kinds of organizational citizenship behavior. (Koys, 2001)
Hypotheses in Operational Terms

This study attempted to test the following hypotheses that are expressed in
operational terms, tested at .01 level o fsignificance:
H0: There is no a significant relationship between the employees’
contentment and fulfillment of their desires and needs at work and the
employees’ unrequited extra-role discretionary behavior practices.
H1: There is a significant relationship between the employees’
contentment and fulfillment of their desires and needs at work and the
employees’ unrequited extra-role discretionary behavior practices.
32
Research Design
A correlational research design will be utilized by the researchers in order
to study the relationships between job satisfaction and organizational citizenship
behavior. It will be used to determine if both variables have significant
relationship to each other or not. It determines whether two variables are related
to each other positively or negatively. The motivation of the study is to extend
the current literature on OCB by examining employee’s job satisfaction as they
relate to the employees who work in the company.
Participants
In getting the respondents, the researchers will use non-proportional
quota purposive type of sampling. The researchers are not concerned in having
numbers that match the proportions in the population. They simply want to have
sufficient respondents to be certain that they will be able to talk about even
small groups in the population. The main respondents of the study are the two
hundred (200) rank-and-file employees companies of their choice. They decided
to have two hundred (200) respondents because this number would be enough
to represent the rank and file employees of their chosen companies. The
industries of the companies selected are insurance company, accounting firm
and banking—finance or monetary type of industries. They will get fifty (50)
respondents in each of the four chosen companies. The survey was conducted
utilizing the fifty (50) rank-and-file employees of Generali Pilipinas, fifty (50)
33
rank-and-file employees of Diaz Murillo Dalupan and Company, fifty (50) rank-
and-file employees of Bank of the Philippine Islands, and fifty (50) rank-and-file
employees of Asia United Bank.
Instruments
A questionnaire will be devised to gather the needed data for the study.
Since there are two variables to be studied—organizational citizenship
behavior and job satisfaction—the researchers will measure each of these two
factors. They will arrange an instrument that will measure first, the subject’s
organizational citizenship behavior and on the latter part, their job satisfaction.
First, a survey questionnaire will be arranged by the researchers. The
survey will measure the level of the respondents’ organizational citizenship
behavior. To determine the levels of each of these variables, the researchers will
choose Likert scale response style. It includes degree of responses such as
never, seldom, sometimes, often and always or strongly disagree, disagree,
neutral, agree and strongly disagree . The type of question will be close-ended
questions. The survey questionnaire will have two parts. One for measuring the
OCB and the other is for measuring job satisfaction. The first part which is for
measuring the Organizational Citizenship behavior will have twenty-eight (28)
items and the latter part which is Job Satisfaction will have 29 items. All in all,
the entire survey will, contain fifty-seven (57) items. The researcher-arranged
34
survey will be presented in tabular form. Their response to this questionnaire,
both in part one and part two is self-assessed.
Part One of the survey measures OCB types particularly the helping
behavior, sportsmanship, organizational loyalty, organizational compliance,
individual initiative, civic virtue, and self development. Hence, the test items in
this part, will determine the presence, absence or the level of the mentioned
OCB types. All of the items will be based on the definitions of OCB factors from
the related literature and the theoretical framework of the paper, and also from
the questions from an OCB questionnaire of Ehtiyar, et al in their study of the
role of organizational citizenship behavior on university student’s academic
success.
Specifically; Items from one to four measures helping behavior OCB;
items five, seven, eight and twenty-eight measures sportsmanship, items from
nine to twelve organizational loyalty, items thirteen, fourteen, fifteen and
seventeen measures organizational compliance, items sixteen, eighteen, twenty
and twenty-one measures individual initiative, items nineteen, twenty-three,
twenty-four and twenty-seven measures civic virtue, and items six, twenty-two,
twenty-five and twenty six measures self development. The results of their
scores will also determine whether they practice all types of OCB; always, often,
sometimes, seldom or never.
35
Part Two of the survey will measure the respondents’ Job Satisfaction.
This part of the survey is a standardized one. The researchers will ask permission
from the original creator of the survey. This has been used from a previous
thesis about Organizational Culture and Job Satisfaction: a case study of
academic staffs at University of Utata Malaysia (uum) which was conducted by
Anas Khaled Bashayreh from University of Utata Malaysia. This survey is also in a
form of Likert scale. The degrees of response are strongly disagree, disagree,
neutral, agree, and strongly agree. Only one item is negatively stated in this
survey, which is item number eighteen (18); “I feel stressed at work.”
The researchers used the following measure for interpretations:
Organizational Citizenship Behavior (items 1-29)
Always 4.51-5.00 Always show OCB
Often 3.51-4.50 Often show OCB
Sometimes 2.51-3.50 Sometimes show
OCB
Seldom 1.51-2.50 Seldom show OCB
Never 1-1.50 Never show OCB
36
Job Satisfaction (items 1-29)
Strongly Agree 4.51-5.00 Strongly satisfied
Agree 3.51-4.50 Satisfied
Neutral 2.51-3.50 Neither satisfied
or Unsatisfied
Disagree 1.51-2.50 Unsatisfied
Strongly Disagree 1-1.50 Strongly
unsatisfied
To ensure the reliability and validity of the instrument, the researchers will
undergo a pilot study. The survey will be answered by 30 people. Comments and
opinions from the people who answered will be considered for the improvement
of the questionnaire. Though Part II (Job Satisfaction) of the survey was not
altered since it was already a standardized one, Part I (OCB) of the survey has
gone through many revisions. The survey items of this part will be validated by
two experts. Based from the pilot study, item analysis using SPSS application,
will be used to test the reliability of the survey.
37
Procedure
The respondents of the study include the rank and file employees of the
researchers’ chosen finance industries, wherein they are to determine the
relationship of these employees’ organizational citizenship behavior and job
satisfaction. As already mentioned above, the researchers will choose these
respondents via proportional quota purposive type of sampling.
Statistical Treatment
Since the researchers’ research design is correlational, the statistical
procedure to be applied is the Pearson’s r Correlation. This statistical procedure
measures the linear relationship between two interval/ratio level variables. It will
be done after the necessary data has been gathered. The Pearson Correlation
Coefficient r is a kind of tool used to measure the degree and linear direction
relationship of two variables. The researchers will use this method in determining
the relationship of Job Satisfaction and Organizational Citizenship Behavior using
the formula:
Where:
n = total number of sample scores
x = score for Job Satisfaction
38
y = score for Organizational Citizenship Behavior
If the relationship between the two variables is proven, the researchers
will distinguish the proportion of the variability in one variable that is being
clarified by the second variable. This will be done through the statistical tool,
Coefficient of Determination, wherein the r is squared (r2) to measure the
needed proportion. The Coefficient of Alienation will also be used to determine
the proportion that is explained by other factors (i.e. chance or error) than the
second variable, by subtracting 1 from the square of r (1-r2).
Regression is also a tool that will also be used to determine if the second
variable (OCB) can be predicted if the first variable (job performance) is known.
Regression will use the following formulas:
1. Predicted Y value
Where:
39
2. Standard Error of Estimate
It provides a measure of how accurately the regression equation
predicts the actual Y values.
3. Analysis of Regression
Where:
40
Pearson's r is always between -1 and +1, where -1 means a perfect
negative, +1 a perfect positive relationship and 0 means the perfect absence of a
relationship. It is symmetric. The correlation between x and y is the same as the
correlation between y and x. This is also referred to as the "bivariate correlation
coefficient" or the "zero-order correlation coefficient."
Word of caution; the correlation coefficient assumes that the relationship is line.
The subjects’ response from the data gathering shall be tallied. The part
one of the survey will be tallied and so is the part two. After tallying, Pearson’s r
formula shall be use to correlate the results of the two variables. The end of this
statistical procedure will tell whether the employees’ organizational citizenship
behavior indeed has a relationship to their job satisfaction or not. This will
determine whether the employees who frequently or always practice extra-role
discretionary behavior will have high job satisfaction, or vice versa.
41
CHAPTER III
RESULTS
This Chapter includes the discussion and presentation of data gathered.
The gathered data are based from the responses of the rank-and-file employees
of the companies selected by the researchers. The responses were tallied and
tabulated correspondingly. The study made use of correlation between the
respondents’ Organizational Citizenship Behavior and their Job Satisfaction.
Demographic Profile of the Respondents

In this study, the respondents are the rank-and-file employees of the
companies related to the industry of finances. The companies were Diaz Murillo
Dalupan and Company which is an accounting firm, Generali Pilipinas which is an
insurance company and Bank of the Philippine Islands and Asia United Bank
which is a banking company.
42
Fig. 1 Total Number of Respondents
The researchers distributed the questionnaires for each of the selected
companies. Figure 1 shows there is a total of two hundred (200) respondents
which is acquired from four different companies namely; Diaz Murillo Dalupan
and Company, Generali Pilipinas, Bank of the Philippine Islands and Asia United
Bank. These two hundred (200) respondents are equally comprised of fifty (50)
respondents each of the four aforementioned companies.
43
Fig. 2: Gender Composition of the Respondents
Figure 2 shows the Gender composition of the Respondents. Out of two
hundred (200) respondents, 60% are Female, 39% are male while there are 1%
who didn’t indicate their gender.
44
Fig. 3: Age of the Respondents
Figure 3 shows the Age of the Respondents. Out of two hundred
employees (200) 49.5% are on the age bracket of 20-26 years old, 25.5% are on
27-32 years old, 7.5% on 33-38 years old, 8% are on 39-44 years old, 3% are
45-50% years old and the remaining 6.5% did not indicate their age.
45
Fig. 4: Respondent’s length of stay in the company
Figure 4 shows the respondent’s length of stay in the company. Out of
two hundred (200) respondents, 63% stayed in the company for zero to two
years, 16% stayed for two to four years, 4% of the respondent length of stay is
four to six years, 2% are for six to eight years and lastly, only 1% percent of the
respondents had stayed for eight to ten years.
46
Table 1. Level of Organizational Citizenship Behavior of rank-and-file employees
in the four finance industries.
LEVEL OF ORGANIZATIONAL CITIZESHIP
BEHAVIOR
Total 104.22
Weighted Mean 3.72
Standard Deviation 0.38
often Show OCB; high
Interpretation OCB
The mean of the scores of all the respondents resulted to 3.72. That
signifies that the majority of the rank and file employees often show
organizational citizenship behavior in the work place. This also means that they
have a high level of organizational citizenship behavior in accordance with the
researchers’ conceptual framework. The standard deviation of the respondents
on the other hand for OCB is .38 which means that the scores are not disperse
and therefore are close to one another.
47
Table 2. Level of Job Satisfaction of employees in the Finance Industries
LEVEL OF JOB SATISFACTION
Total 142.75
Weighted Mean 3.66
Standard Deviation 0.32
Satisfied; high
Interpretation job satisfaction
The mean of the scores of all the respondents resulted to 3.66. That
signifies that the majority of the rank and file employees are satisfied in their
work. This also means that they have a high level of job satisfaction in
accordance with the researchers’ conceptual framework. The standard deviation
of the respondents on the other hand for Job satisfaction was .32 which also
means that the scores are close to one another.
48
Table 3. Correlation of Employees’ Organizational Citizenship Behavior and their
Job Satisfaction
Descriptive Statistics
Mean Std. Deviation N
ocb 101.2700 11.86681 200
js 142.3450 20.18124 200
49
50
Table 3. Correlation of Employees’ Organizational Citizenship Behavior and
their Job Satisfaction
Correlation
Level of Decision
significance
ocb Js
ocb Pearson Correlation 1 .519**
Sig. (2-tailed) .000 0.01
Sum of Squares and 28023.420 24742.370
Cross-products
Covariance 140.821 124.334
N 200 200 Reject H0
js Pearson Correlation .519** 1
Sig. (2-tailed) .000
Sum of Squares and 24742.370 81049.195 0.01
Cross-products
Covariance 124.334 407.282
N 200 200
**. Correlation is significant at the 0.05 level (2-tailed).
51
In the previous page, the table shows a significant relationship with the
Employees’ Organizational Citizenship behavior and their Job satisfaction was
shown. The Pearson Correlation of the employees’ OCB and Job Satisfaction
is .519 which is higher than .000. This is significant at 0.01 level (2-tailed). Thus,
the researchers rejected their null hypothesis which is, “there is no significant
relationship between employees’ organizational citizenship behavior and their job
satisfaction”. And therefore, the organizational citizenship behavior of the
employees of Diaz Murillo Dalupan Company, Generali Pilipinas and the Bank of
the Philippine Islands and Asia United Bank, indeed has a significant relationship
with their job satisfaction, and vice versa. This would mean then that if an
employee of the mentioned companies, has a high level of OCB, then most of the
time it could be predicted that he is also highly satisfied with his job.
52
CHAPTER IV
Discussion
This chapter presents the analysis and interpretation of data. The data
gathered are based from the responses of the rank-and-file employees of the
monetary companies chosen by the researchers.
According to the result of the survey (value of Pearson’s r
correlation, .519), there is a relationship between employees’ job satisfaction and
organizational citizenship behavior.
The Organizational Citizenship Behavior has a connection to employees’
job satisfaction—the beneficial actions that contribute to organizational
performance that will lead them to the effectiveness of the organization. The
higher the employees’ Organizational Citizenship Behavior, the more they are
willing to do or exceed their formal job requirements in order for the organization
to be successful even without being rewarded by the formal reward system.
The researchers found out that those employees’ who are satisfied to their
work will more likely to perform better and perform extra role behavior than the
unsatisfied employee. What the researchers had proven is the statement they
included in their review of related literature, which says that “employees who are
satisfied with their job are happy employees, and this attitude has a great
tendency for them to perform more and better compared with dissatisfied
employees.” The employees’ job satisfaction would result to enhancing of the
competitiveness and effectiveness of the organizations.
53
The finding of the researchers includes that people are affected by
numerous and varied motivators, the seven (7) common themes underlying the
organizational citizenship behavior. First, the higher they are satisfied to their
work, the more they do things that are not part of their work like preventing the
happenings of work related problems and voluntarily helping others (helping
behavior). Next, (Sportsmanship behavior) the attitude only do not complain
when they are inconvenienced by others, but also maintain a positive disposition
when things do not go their way, another is Organizational loyalty behavior, it
includes the defending, supporting, and endorsing construct of organizational
objectives.
The researchers also found out that most employees accept the
organizations rules and regulations (Organizational compliance behavior).
Moreover, the individual initiative behavior includes volunteering on extra
responsibilities, and encouraging co-workers to do the same. Another is the civic
virtue behavior; this behavior represents employees’ interest or commitment to
the whole organization, like behaving as part of the organization as a person.
Lastly, the self development behavior which employees’ voluntarily shows that
they want to engage in to improving their knowledge, skills, and abilities like
seeking out and taking advanced training courses.
54
Limitation
The researchers become conscious that there are some limitations and
constraints that must be considered in the future research or explorations. To
begin with the findings are based on the use of self-assessed survey data, which
maybe responded with bias. In addition to this, the respondents were selected
using the Non Proportional Quota Purposive sampling method and is limited with
finance business industries. This nature of the sample seeks into the matter of
generalizability. Future investigation must accumulate data from diverse
industries that were not included in this study. The researchers are trying to
identify the relationship between employees’ organizational citizenship behavior
and their job satisfaction. A decision was made that all the respondents of the
survey will come from the monetary or finance business industries, as
mentioned, in Metro Manila. The following companies were Generali Pilipinas, an
insurance company, Bank of the Philippine Islands, Asia United Bank and Diaz
Murillo Dalupan and Company an accounting firm. The researchers gathered 200
respondents from these different monetary companies and the survey was
equally distributed to their rank and file employees only.
55
Recommendation of the Study

The current study deliberated to test the relationship of organizational
citizenship behaviors and job satisfaction. Although the qualifications of
organizational citizenship behaviors have been mostly explored by researchers,
there is still diminutive research in view of the results of organizational
citizenship behavior on organizational effectiveness. Moreover, in order to
support the generalizability of the results, future research are not encouraged to
use non proportional quota purposive sampling method and should collect data
from different area and not only from the finance industry since different work
environment exist in different industry. However, because of the difficulties in
gathering data, the self-assessed method was used and employees were asked
to rate themselves on organizational citizenship behavior scale. Therefore, the
ratings of this scale were high and it is complex to understand whether the
results measures what it’s suppose to measure accurately. In order to avoid this
and enhance validity and reliability, several ratings from various viewpoints, such
as supervisors, coworkers, colleagues, should be collected. Future studies that
cover other qualifications of OCB and job satisfaction should be conceded out
within different work environment in order to improve and deepen literature on
OCB and employee satisfaction.
56
CHAPTER V
SUMMARY AND CONCLUSIONS
This study attempted to investigate the correlation between organizational
citizenship behavior and job satisfaction of employees working. This chapter
shows the summary of findings and conclusion supported by the qualitative and
quantitative result of the study.
Summary
This study intended at inquiring the relationship of organizational
citizenship behavior and job satisfaction of employees working in finance
industries. Researchers believe that this study will be a significant undertaking in
promoting good work environment in the workplace that could lead to improve
job performance of its employees. It was known that organizational citizenship
behavior can be very helpful to the organizational effectiveness and to the
improvement of employee’s job performance. A survey was given and answered
by one hundred rank-and-file employees of the finance industries. As of yet, the
relationship between the dimensions that comprise OCB and Job satisfaction had
yet to be examined simultaneously. Results of the present study demonstrate
evidence to support such a contention.
57
Conclusion
With the results presented herewith this paper, the researchers conclude
that the positive disposition of employees which is by having a positive job
satisfaction is indeed important in predicting an also positive behavior,
specifically the organizational citizenship behavior. The researchers found out
that their selected employees from a monetary or finance industry have a
positive organizational citizenship behavior and a positive job satisfaction which
can be seen by the weighted mean of their answers in Chapter III. The
researchers also reject the null hypothesis, and therefore came up with an
answer that there is a significant relationship between the employees’
organizational citizenship behavior and their job satisfaction. This is showed by
the statistical results.
In addition to this, the researchers determine the levels of OCB and Job
satisfaction. These levels are high, average and low. And since there is a
significant relationship between the two studied variables, the researchers also
concluded that they will have the same level, that for instance, if the employee
has a high OCB, it means that he is also highly satisfied, or if he has low OCB
then he also has a low job satisfaction.
In relation to a previous study mentioned in the researchers’ review of related
studies, they agreed that the relationship of the two variables OCB and job
satisfaction still varies in context and circumstances.
58
References
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61
APPENDICES
APPENDIX 1
Survey Questionnaire Used in Formal Sampling
SURVEY FOR COMPANY EMPLOYEES’ ORGANIZATIONAL CITIZENSHIP
BEHAVIOR and JOB SATISFACTION
Age: _____ Gender: _______
Length of stay in the company: __________
*organizational citizenship Behavior (OCB) - the employees extra-role
behavior (not part of their job anymore.) even without receiving rewards from
it.
As an employee in your company, choose the best answer below that is
most descriptive of yourself in the workplace. Put a check under the chosen
response in the box. Answer all the questions honestly. Do NOT choose the
answer that you feel is the most appropriate response. There are no right and
wrong answers.
Part I: Organizational Citizenship Behavior
Neve Seldo Sometime Ofte Alway
r m s n s
1 I am guiding
the newcomers
or the newly
hired employees
in the
62
organization in
performing their
task.
2 I voluntarily
help my co-
workers in
solving
problems in the
organization.
3 Even when
busy, I attend
to others’ needs
immediately.
4 When I see co-
workers in
conflict, I let
them solve their
own dispute.
5 I don’t express
bitterness with
the inconsistent
policies set by
the company.
6 I don’t attend
meetings that I
know are not
mandatory.
7 I complain
when I’m
inconvenienced
by others.
8 I focus more on
the criticisms
about me,
rather than the
compliments I
received.
63
9 I offer
suggestions for
ways to improve
operations.
1 I feel proud of
the company I
0 work in and let
others know
about it.
1 I remain
dedicated to my
1 organization
even when I
encounter
difficult
situations.
1 I support every
activity in my
2 organization.
1 I comply with
every bit of
3 rules,
regulations and
procedures of
the company.
14 I believe that
it’s not
necessary to
always follow
every rule as
long as it would
lead to easier
ways.
1 I obey company
rules and
5 regulations.
64
1 I stay overtime
in work.
6
17 I make it a
point to read
announcements,
messages or
printed
materials which
are part of the
protocol of the
company.
1 I look for other
tasks to do
8 when I am
finished with my
assigned work.
19 I envision
myself as a part
of the company
I am involved
with.
20 I share my
creativity and
innovation to
improve the
company’s
performance.
21 I help newly
hired employees
though it’s not
part of my job.
22 I actively
participate in
seminars,
meetings and
trainings
65
provided by the
company.
23 I keep abreast
or updated in
the trends in
the industry.
24 I suggest
strategies that
can help our
company.
25 I look for ways
to enhance my
skills in my
work.
26 I attend
advanced
training courses
in relation to my
job.
27 I act as if I
carry along with
me the name
and image of
the company.
28 Whenever I
encounter
problems, I find
it as a fault of
the
organization.
66
Part II. Job Satisfaction
Strongl Disagre Neutra Agre Strongl

y e l e y Agree
Disagre
e
1. I feel fairly
compensated for
my work.
2. If I put extra
effort into my
work, someone
notices.
3. I work in an
environment
where there is
cooperation and
respect.
4. My supervisor
cares about my
personal needs.
5. Problems in
the workplace are
addressed quickly
67
and adequately.
6. My supervisor
praises employee
suggestions that
aid in solving
organizational
problems.
7. Supervisors are
involved in the
daily operations of
my department.
8. Senior
management is
aware of activities
in my department.
9. Job
performance
evaluations done
by my supervisor
are fair and based
on clear
performance
standards.
10. There is open
communication
throughout the
workplace.
11. I have a clear
well written job
description.
12. The
organization’s
mission and vision
is realistic, clear,
and attainable.
13. My fellow
employees know
68
how to
get the job done.
14. I am
responsible for
planning my work
activities.
15. I feel
motivated at
work.
16. I provide a
valuable service to
clients.
17. I work in a
team
environment.
18. I feel stressed
at work.
19. I deal with a
manageable
workload.
20. I use my
professional skills.
21. Work
assignments are
delegated fairly.
22. I work in a
safe and
comfortable
environment.
23. Training for
my position is
clear and helpful.
24. I have the
opportunity to do
a variety of tasks.
25. My supervisor
has an open door
69
policy and there is

always a
welcoming feeling
present.
26. I feel comfortable

talking to my supervisor
about:
A. Pay
B. Problem
C. Senior Management
D. Job Content
27. I feel comfortable
talking to senior
management about:
A. Pay
B. Problem with
supervisor
C. Company policies
D. Job Content
28. I am satisfied with:
A. My Pay
B. My Benefit Package
(Insurance etc.)
C. My Job Security
E. My Career
Advancement
F. Time Off (vacation,
sick leave)
70
APPENDIX 2
Demographic Profile of the Respondents in terms of Company
TABLE 1. Age of the Respondents
71
Age of the respondents
Valid Cumulative
Frequency Percent Percent Percent
Valid 21-26 YEARS 52 52.0 52.0 52.0
OLD
27-32 YEARS 20 20.0 20.0 72.0
OLD
33-38 YEARS 8 8.0 8.0 80.0
OLD
39-44 YEARS 9 9.0 9.0 89.0
OLD
45-50 YEARS 2 2.0 2.0 91.0
OLD
NOT INDICATED 9 9.0 9.0 100.0
Total 100 100.0 100.0
TABLE 2. Gender of the Respondents
72
Gender of respondent
Valid Cumulative
Valid male 38 38.0 38.0 38.0
female 60 60.0 60.0 98.0
not 2 2.0 2.0 100.0
indicated
Total 100 100.0 100.0
TABLE 3. Length of stay in the Company
73
Length of stay in the company
Valid Cumulative
Valid 0-2 years 63 63.0 63.0 63.0
2-4 years 16 16.0 16.0 79.0
4-6 years 4 4.0 4.0 83.0
6-8 years 2 2.0 2.0 85.0
8-10 years 1 1.0 1.0 86.0
10-12 years 1 1.0 1.0 87.0
not 13 13.0 13.0 100.0
indicated
Total 100 100.0 100.0
74
APPENDIX 3
Cover Letter
September 6, 2012
PROF. LUCIA O. BANCE, Ph. D, RGC
Head Counselor
Faculty of Arts and Letter
Dear Dr. Bance
Good day!
As graduating students of Bachelor of Arts major in Behavioral Science, one of our graduation requirements is
to complete our thesis study. Our study aims to determine the relationship of employees’ organizational citizenship
behavior to their job satisfaction and vice versa. With this, we would like to request your good office, for Ms. Christine C.
Quinto, to help us in the validation of the items of our questionnaire which will be use as an instrument for our data
gathering. Thank you.
Respectfully,
Amery Rose B. Ceñidoza
Noted by:
Dr. Maria Vida G. Caparas
Thesis Adviser
September 6, 2012
75
Ms. Christine Quita, M.A, R.G.C
Faculty of Arts and Letters
St. Raymund Building
University of Sto. Tomas
Dear Ms. Quita,
Good day Ms. Quita! We are 4th year Behavioral Science students from University of Sto. Tomas. We are doing
our thesis study entitled “The Relationship between Employees’ Organization Citizenship Behavior and their Job
Satisfaction”. We would like to ask you to help us in validating the item contents of our survey questionnaire for data
gathering.
Thank you very much for your kind attention. We are hoping for your positive response.
Sincerely yours,
76
September, 5 2012
Dear Sir/Ma’am:
Good day!
The undersigned are senior students of the University of Santo Tomas taking up Bachelor of Arts major in
Behavioral Science. Our group is doing a thesis on “The Relationship between Employees’ Organizational Citizenship
Behavior and their Job Satisfaction”. In line with this, we are doing data gathering and would like seek the help of your
good office.
We are asking permission to request the rank-and-file employees of your company to fill out the prepared
questionnaire in relation to the Employees’ Organizational Citizenship Behavior and their Job Satisfaction. The data that
will be gathered will greatly help our group to make a concrete analysis of the study. Furthermore, it is assured that all
the data that they will provide will be treated as confidential matters.
We will greatly appreciate your assistance in making this significant task that will help us hone our skills and fulfill
our dream of completing our course. Thank you very much.
Respectfully,
Prof. Vida Caparas
Thesis adviser
77
October 10, 2012
Dear Sir/Ma’am
Good day!
We are the senior students of the University of Santo Tomas, Manila, Philippines taking up Bachelor of Arts major in
Behavioral Science. Our group is doing a thesis on The Relationship between the Employees’ Organizational Citizenship
Behavior and their Job Satisfaction. In line with Mr. Anas Mahmoud Khaled Bashayreh’s study, ORGANIZATIONAL
CULTURE AND JOB SATISFACTION: A CASE OF ACADEMIC STAFFS AT UNIVERSITI UTARA MALAYSIA (UUM) . We are
asking permission to use the questionnaire used in his study which we retrieved from etd.uum.edu.my/1632/ . This
questionnaire would be a great for us to measure the job satisfaction of our selected respondents. The author agrees
that permission for copying of this thesis in any manner in whole or in part, for scholarly purposes may be granted by his
supervisor or in their absence by the Dean of the Graduate School.
We will greatly appreciate your assistance in making this significant task. The questionnaire will be absolutely
used only for the purpose of our study that will help us fulfill our dream of completing our thesis, and therefore finishing
our course. We assure you proper citations of the original author of the questionnaire which will be included in our paper.
Respectfully,
Prof. Ma. Vida Caparas Ph.D
Thesis Adviser
78
Table 1: Mean of the Respondents’ Organizational Citizenship Behavior
ORGANIZATIONAL CITIZENSHIP Weighted Descriptive
BEHAVIOR Mean Interpretation
1 I am guiding the newcomers or the newly
hired employees in the organization in
performing their task. 3.95 Often
2 I voluntarily help my co-worker in solving
problems in the organization. 3.92 Often
3 Even when busy, I attend to others needs
immediately. 3.73 Often
4 When I see co-worker in conflict, I let them
solve their own dispute. 2.78 Sometimes
5 I act as if I carry along with me the name
and image of the company. 4.13 Often
6 Whenever I encounter problems, I find it as
a fault of the organization. 3.64 Often
7 I don’t express bitterness with the
inconsistent policies set by the company. 3.29 Sometimes
8 I don’t attend meetings that I know are not
mandatory. 3.47 Sometimes
79
9 I complain when I’m inconvenienced by
others. 3.43 Sometimes
10 I focus more on the criticisms about me,
rather than the compliments I receive. 3.04 Sometimes
11 I offer suggestions for ways to improve
operations. 3.71 Often
12 I feel proud of the company I work in and
let others know about it. 4.16 Often
13 I remain dedicated to my company even
when I encounter difficult situations. 4.15 Often
14 I support every activity in my organization. 3.94 Often
15 I comply with every bit of rules, regulations
and procedures of the company. 4.12 Often
16 I believe that it’s not necessary to always
follow every rule as long as it would lead to
an easier ways. 3.1 Sometimes
17 I obey company rules and regulations. 4.35 Often
18 I stay overtime in work. 3.6 Often
19 I make it a point to read announcements,
messages or printed materials which are
part of the protocol of the company. 3.93 Often
20 I look for other tasks to do when I am 3.72 Often
80
finished with my assigned work.
21 I envision myself as a part of the company
I am involved with. 4.08 Often
22 I share my creativity and innovation to
improve the company’s performance. 3.85 Often
23 I help newly hired employees though it’s
not part of my job. 3.72 Often
24 I actively participate in seminars, meetings,
and trainings provided by the company. 3.82 Often
25 I keep (abreast) or updated in the trends in
the industry. 3.6 Often
26 I suggest strategies that can help/facilitate
our company. 3.37 Sometimes
27 I look for ways to enhance my skills in my
work. 4.19 Often
28 I attend advance training courses in
relation to my job. 3.43 Sometimes
Table 1 shows the weighted mean of each questionnaire item that
measures the level of the employees’ organizational citizenship behavior. The
highest score is 4.35 which is in number 17. This represents that most of our
respondents often obey company rules and regulations. This question falls to
81
organizational compliance type of OCB, which also shows that most of them
scored high on this. The lowest score is 2.78, item number 4, which shows that
most employees answered “sometimes” in the question, “When I see co-worker
in conflict I just let them solve their own dispute”. Furthermore, the table also
presents that the most answer that the employees responded are “often” and
“sometimes”, yet compared with “sometimes”, “often” constitute the most
number of answers. Hence, it’s clear that these employees often show
organizational citizenship behavior in their workplace.
Table 2: Mean of the Respondents’ Job Satisfaction
Descriptive
Job Satisfaction Mean Interpretation
1 I feel fairly compensated for my work. 3.14 Neutral
2 If I put extra effort into my work, someone
notices. 3.58 Agree
3 I work in an environment where there is
cooperation and respect. 3.96 Strongly Agree
4 My supervisor cares about my personal
needs. 3.75 Agree
5 Problems in the workplace are addressed
quickly and adequately. 3.50 Agree
6 My supervisor praises employee suggestions 3.79 Agree
82
that aid in solving organizational problems.
7 Supervisors are involved in the daily
operations of my department. 3.96 Agree
8 Senior management is aware of activities in
my department. 3.91 Agree
9 Job performance evaluations done by my
supervisor are fair and based on clear
performance standards. 3.77 Agree
10 There is open communication throughout the
workplace. 3.81 Agree
11 I have a clear well written job description. 3.67 Agree
12 The organization’s mission and vision is
realistic, clear, and attainable. 4.02 Agree
13 My fellow employees know how to get the
job done. 3.83 Agree
14 I am responsible for planning my work
activities. 3.99 Agree
15 I feel motivated at work. 3.67 Agree
16 I provide a valuable service to clients. 4.20 Agree
17 I work in a team environment. 3.96 Agree
18 I feel stressed at work. 3.66 Agree
19 I deal with a manageable workload. 3.65 Agree
83
20 I use my professional skills. 4.11 Agree
21 Work assignments are delegated fairly. 3.56 Agree
22 I work in a safe and comfortable
environment. 4.10 Agree
23 Training for my position is clear and helpful. 3.93 Agree
24 I have the opportunity to do a variety of
tasks. 3.96 Agree
25 My supervisor has an open door policy and
there is always a welcoming feeling present. 3.96 Agree
26 I feel comfortable talking to my supervisor
about:
2 Pay 3.28 Neutral
2 Problem 3.54 Agree
2 Senior Management 3.34 Neutral
3 Job Content 3.60 Agree
27 I feel comfortable talking to senior
management about:
Pay 2.97 Neutral
Problem with the Supervisor 3.02 Neutral
Company Policies 3.27 Neutral
84
Job Content 3.27 Neutral
28 I am satisfied with:
My Pay 3.08 Neutral
My Benefit Package (insurance etc.) 3.33 Neutral
My Job Security 3.60 Agree
My Career Advancement 3.47 Neutral
Time Off (vacation, sick leave) 3.59 Agree
29 Overall this organization is a good place to
work. 3.95 Agree
Table 2 shows the weighted mean of each of this questionnaire item
which measures the level of the employees’ job satisfaction. The highest score,
4.20, falls to item number 16. This means that most employees agree that they
give valuable service to clients. The lowest score is 2.97 of item number 27
(pay), which constitute the least number of employees who is neutral to whether
they feel comfortable talking to senior management about their pay.
Moreover, this table generally presents that the employees are overall
satisfied with their job. This is showed by the most number weighted mean of
“agree” than to “neutral” and no high score of disagreement with their job
satisfaction are shown.
85

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UNIVERSITY OF SANTO TOMAS

FACULTY OF ARTS AND LETTERS

THE RELATIONSHIP BETWEEN ORGANIZATION CITIZENSHIP BEHAVIOR AND

THE EMPLOYEES’ JOB SATISFACTION

A Thesis Presented to the

Faculty of Arts and Letters

University of Santo Tomas

of the Requirements for the Degree of

Bachelor of Arts in Behavioral Science

Joanne Zara R. Bernardo

Kathleen Gayle A. Castillo

Amery Rose B. Cenidoza

Background of the Study

It is an undeniable fact that people nowadays are already living in a world

of globalization wherein there are intermingling of cultures, people and economic

competitive businesses, companies and organizations that would not just

the country’s livelihood. Moreover, having these highly competitive companies

businesses, companies, and organizations effectively and progressively. These

workers become highly necessary. Therefore, a dynamic and effectual workforce

is indeed needed for the success of these organizations.

One factor that is crucial to the productivity of an organization is its

management. Having an effective management would enable the organization to

the development of the organization because a good management among

employees results to the latter’s good performances. But topics about

Therefore, researchers decided not to pursue that study.

As the researchers brainstorm about a particular topic to choose, they also

intervention of human resource practitioners is necessary for the organizations’

progress in this fast-pace action modern globalization.

would contribute for the betterment of an organization’s competency depending

on its workforce, as mention above. With these, as mentioned earlier, they

thought of conducting a study that would show ways on improving the

effectiveness of employees. Factors that can influence their effectiveness could

satisfaction. Thus, the researchers considered job satisfaction as one variable to

researchers came up with organizational behavior as one factor that may

influence the company workers’ job satisfaction.

entitled Interdisciplinary Journal of Contemporary Research in Business: Studying

the Relationship between Organizational Citizenship Behavior and Knowledge

Sharing. (Case study Knowledge-Based Organizations ) by Aliei, M. Z et al.

citizenship behavior as something that may contribute to the organizations’

Upon reading this article, the researchers finalized their variable to be

studied. From organizational behavior, they specified it into organizational

citizenship behavior. Consequently, the researchers finally decide to conduct a

research study, correlating the organizational citizenship behavior to the

employees’ job satisfaction.

By studying the mentioned variables, the researchers would be able to

identify the importance and significance of organizational citizenship behavior to

the job satisfaction, vice versa, of employees.

Statement of the Problem

Main Problem: This study seeks to determine if organizational citizenship

behavior is associated with the satisfaction of the employees in their job.

Specifically, the study will answer the following questions:

1. What is the demographic profile of the respondents in terms of the

c. Length of stay in the company

2. What is their level of job satisfaction?

3. What is their level of organizational citizenship behavior?

4. Is there a relationship between employees’ organizational citizenship

behavior and employees’ job satisfaction?

The organizational citizenship behavior has caught attention for further

research as it indicates the potential benefits of a more subtlety approach. In this

theoretical framework, OCB will be explained in connection to leadership

behaviors and small organizations. Subsequent to the description of OCB of

Organ, it includes organizationally beneficial actions that contribute to