Академический Документы
Профессиональный Документы
Культура Документы
Olga Piedra
Thesis Committee:
Chair: Dr. Claire Henry, Director MSOL Program NYC
Co-Chair: Dr. Anita Underwood, Dean School of Business Leadership
Co-Chair: Prof. Cynthia Dorsey, MSOL, Thesis Advisor
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 2
Table of Contents
Acknowledgements............................................................................................................................ 7
Abstract......................................................................................................................................8
Chapter I: Introduction...........................................................................................................9
Purpose Statement.........................................................................................................9
Social Relevance..........................................................................................................10
Theoretical Framework................................................................................................11
Significance of the Study.............................................................................................14
Definition of Variables.................................................................................................15
Inpendent Variable: Employee Trust...................................................................15
Dependent Variable: Organizational Citizenship Behavior................................15
Research Question.......................................................................................................15
Hypotheses Statement..................................................................................................15
Chapter II: Literature Review..............................................................................................16
Purpose Statement.......................................................................................................16
Organiztional Citizenship Behavior.............................................................................16
The Five Dimensions of OCB...............................................................................18
Altruism.......................................................................................................................18
Conscientiousness.................................................................................................18
Sportsmanship.......................................................................................................19
Courtesy................................................................................................................19
Civic Virtue...........................................................................................................19
Employee Trust............................................................................................................20
Ability..................................................................................................................21
Benevolence.........................................................................................................21
Integrity................................................................................................................21
Relationship between Employee Trust and Organizational Citizenship Behavior......22
Ethical Leadership and Organizational Citizenship Behavior.....................................25
Summary and Conclusion............................................................................................26
Purpose Statement.......................................................................................................28
Research Setting and Sample.......................................................................................28
Selection of Organization............................................................................................28
Data Collection Strategies...........................................................................................29
Sample Characteristics.................................................................................................30
Instruments and Measures.....................................................................................31
Instrument for the Dependent Variable – Organizational Citizenship
Behavior.............................................................................................................31
Instrument for the Independent Variable – Employee Trust..............................32
Demographics....................................................................................................32
Data Analysis Plan.............................................................................................35
Chapter IV: Results............................................................................................................36
Purpose Statement.......................................................................................................36
Demographics and Organization Citizenship Behavior...............................................36
Relationship between Employee Trust and Organizational Citizeship Behavior........37
Relationship between Employee Trust, OCB and Demographics...............................40
Other Studies Conducted On the Variable Employee Trust and OCB.........................41
Summary and Conclusion............................................................................................41
Chapter V: Discussion and Conclusion.............................................................................43
Purpose Statement.......................................................................................................43
Interpretation of Findings............................................................................................43
Hypothesis of the Study...............................................................................................43
Research Question.......................................................................................................45
Discussion....................................................................................................................45
Summary of the Literature Review..............................................................................46
Summary of the Results...............................................................................................47
Limitation of the Study................................................................................................48
Data Surprises and Statistical Significance.................................................................48
Recommendations for Future Research.......................................................................48
Conclusion of Study....................................................................................................49
References.............................................................................................................................51
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 4
LIST OF TABLES
LIST OF APPENDICES
Acknowledgements
represents my academic success at Nyack College. I would like to take this opportunity to
thank my Thesis Advisor, Prof. Cynthia Dorsey, for the many hours she has spent making
sure that my thesis met Nyack College’s requirements and standards and guided me to
ensure that I succeeded at accomplishing it. I also would like to give thanks to the Dean of
Students, Dr. Anita Underwood, who was always available to solve any academic concerns
and matters. I also would like to give thanks to Prof. Millicent Waterman, the Director of
the Writing Lab, for her many hours of review and assistance she provided me with and
Secondly, I also want to give thanks to my family for being there for me through the
entire year of my Master’s degree work, research study and thesis. My family was all there
after this.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 6
Lastly, I would like to give thanks to God for giving me the strength I needed to get
through this and let me be as successful academically as I have been with the preparation of
this Thesis.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 7
Abstract
The purpose of this study was to explore the relationship between employee trust and
organizational citizenship behavior. The demographics data requested gender, age, ethnic
background and years in the workforce. The organizational citizenship behavior scale
measured the participant’s assistance within the organization, and communication with co-
workers and supervisors and dedication to the organization (Organ, 1988). The Pearson
Product Moment Correlation calculated the extent to which there is a positive relationship
between employee trust and organizational citizenship behavior. The R-squared was used
to calculate the relationship between the demographics and the variables. The results
showed that there tends to be a relationship between employee trust and organizational
citizenship behavior. The Pearson Correlation = 0.158, SE of r = 0.138, Calc t = 1.146, Crit
Chapter I: Introduction
Purpose Statement
The purpose of this study is to understand the type of characteristics that are
citizenship behaviors are thought of as discretionary behaviors, which are said not to be
part of the job description, and are performed by an employee as a result of their personal
beyond that which is an enforceable requirement of the job description. Finally it is noted
effectiveness of an organization” (Organ, 1988, p. 4). The reason for this is that employees’
satisfaction, commitment and attitude towards an organization are the direct indicators of
recognized by the formal reward system” (Lambert, 2006, p. 504). According to Burrows
OCB comes about as a result of job satisfaction. This then leads employees to be
more willing to help out doing extra hours voluntarily, volunteering for extra job
from normal working behavior in the sense that the employee goes out of his normal
working behavior to get involved into helping others and go beyond the normal
“As a normal working behavior would be doing the tasks being asked of you and
forced upon you as it is in your job description, but OCB differs from normal working
behaviors as OCB are employee behaviors that, although not critical to the task or job,
“OCB is a behavior that goes beyond the basic requirement of a job. It is, to a
large extent, discretionary and it is of benefit to the organization” (Lambert, 2006, p. 520).
OCB has been known to have a positive impact on employee performance and well being,
and the positive impact in turn has noticeable effects such as satisfaction, commitment and
typically spend 40 hours a week in a workplace for over 30 years. Researchers have given
a label to the superior efforts that employees make on behalf of their organizations -
The earlier studies about OCB show that it is a key factor for achieving productivity
and performance in any organization. OCB is defined as those extra-role behaviors which
go above and beyond the routine duties prescribed by job descriptions. Employees who go
above and beyond the requirements of their job description have a more effective job
performance and the result is enhanced workgroup efficiency (Turnipseed & Rassuli,
2005). OCB is actually a desired behavior by the employee of the organization and this
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 10
behavior is helpful for the organization to meet its objectives and goals (Turnipseed &
Murkison, 1996).
“An organization’s ability to elicit employee behaviors that goes above and beyond
the call of duty can be a key asset and one that is difficult for competitors to imitate”
organizations involved in this study to learn how and what makes employees go the extra
Theoretical Framework
individual activity at work. The OCB concept was first introduced in the mid 1980s by
Dennis Organ. It is stated that “citizenship behaviors must be monitored and properly
managed in order for such behaviors to enhance rather than have deleterious effects on
organizational and employee performance” (Bolino, 2003, p. 60). It is clearly noted that
In researching the theory of OCB, the following behaviors are shown to be part of
refers to behaviors that are voluntary. For example, being cooperative, helpful and other
instances of extra-role behavior, which helps a specific individual with a given work related
In addition, courtesy refers to behaviors that are directed to the prevention of future
problems, which is different from altruism because altruism is helping someone who
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 11
Sportsmanship describes those individuals who tolerate the annoyances that are
inevitable in the workplace a set of behaviors that demonstrate tolerance of less than
those behaviors that are concerned with the political life of the organization.
All of these previously mentioned special behaviors have become a lively research field
(Vigoda, 1995).
In researching the theory of OCB, the researcher found that sociologists say that
on-the-job, work related behavior(s), not related to the formal organizational reward system,
and promotes the effective functioning of the organization” (Turnipseed, 2002 p. 3). In
comparison, psychologists say that “More recent empirical research demonstrates that values
(Locke, 1976, p. 1298). Management researchers say that “By discretionary, it is stressed that
the behavior is not an enforceable requirement of the job description that is the clearly
specifiable terms of the person’s employment contract with the organization” (Isbasi, 2000, p.
370). The researcher has found, in researching the theory of OCB, psychologists feel that
performance analysis but it represents a very old human conduct of voluntary action and
mutual aid with no request for pay or formal rewards in return” (Bolino, 2003, p. 72).
Organ and Ryan (1995) are widely credited with introducing OCB in academic
literature. In the last three decades, it has grown to become a prominent stream of research.
Various behavioral scientists have got their own way of defining organizational citizenship
behavior. Organ (1988) also noted that defining organizational citizenship behavior as
behaviors that are not formally rewarded is actually too broad, as few "in-role" behavior(s)
which is not a part of his defined duty. The researcher states that the definition of OCB is
linked to the theory as Organ (1988) proposed that “OCB is the broader construct of extra-
role behavior; he further, defined extra-role behavior as behavior which benefits the
which goes beyond existing role expectations” (Organ, 1988, p. 4). Thus, “organizational
This research study expands upon the current literature by examining employee trust
and its relationship to organizational citizenship behavior. The reason for this is that
employees’ satisfaction, commitment and attitude towards an organization are the direct
showing that some employees are able to demonstrate OCB and other employees do not.
This is so, because organizations will be able to use this research study as guidance on how
employees use OCB in their own organizations and will be able to better identify the use of
OCB. This study will contribute to organizational learning by showing that the significance
of OCB in an organization will result in positive outcomes for the organization (Organ,
1988). Even though there have been a lot of studies around the field of OCB, this area of
This research study should further benefit the manner employees’ understand and
identify the attributes of OCB which will allow the organization to see that the employee
has emotions which connect them to the workplace. This will be valuable to both the
employee and the organization (Lambert, 2006). “Demonstrating OCB towards the
organization can actually directly benefit the individual by strengthening feelings of self-
worth which will essentially cause the employee to give back to the organization in a
It is important that the organization meets the needs of employees so that the
employees give back to the organization resulting in positive outcomes for the
organization. Both employees and managers of an organization will benefit greatly from
this study. Employees that trust the organization they work for are more likely to perform
their job duties to include organizational citizenship behavior (Organ, 1990). The
Definition of Variables
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 14
“OCB is defined as a behavior that goes beyond the basic requirement of the job, and
to a large extent requires discretionary attitude on the part of the employee as well as
the organization. The result in turn will promote OCB behavior “which serves to
Research Question
Why are some employees able to demonstrate organizational citizenship behavior and
others do not?
Hypothesis Statement
behavior.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 15
Purpose Statement
The purpose of this study is to understand the types of characteristics that are
associated with organizational citizenship behavior (OCB). In this chapter, the researcher
will review the literature that underlies the present study. Organizational citizenship
behavior has rapidly become one of the most extensively studied areas of applied
psychology and organizational behavior (Podsakoff, 2000). Within the last 44 years, it has
been found that organizations could not succeed by relying strictly on the performance of
discusses Organ (1988) suggestion of OCB which is composed of five dimensions, namely:
also discusses the connection between employee trust and organizational citizenship
behavior. One of the connecting theories discussed is the connection between ethical
discretionary, not directly or explicitly recognized by the formal reward system, and that in
the aggregate promotes the effective functioning of the organization” (Organ, 1988 p. 3).
OCB provides a means of managing the interdependencies among members of a work unit,
which increases the collective outcomes achieved; reduces the need for an organization to
devote scarce resources to simple maintenance functions, which frees up resources for
productivity; and improves the ability of others to perform their jobs by freeing up time for
Organizational citizenship behaviors are a special type of work behavior that are
defined as individual behaviors that are beneficial to the organization and are discretionary,
not directly or explicitly recognized by the formal reward system. “These behaviors are
rather a matter of personal choice, such that their omissions are not generally understood as
on the effectiveness and efficiency of work teams and organizations, therefore contributing
not directly or explicitly recognized by the formal reward system, and that in the aggregate,
promotes the effective functioning of the organization” (p. 3). Organ (1988) also noted
that:
rewarded is actually too broad, as few “in-role” behaviors actually guarantee a formal
Van Dyne (1995) proposed the broader construct of “extra-role behavior”, defined as
“behavior which benefits the organization and/or is intended to benefit the organization,
which is discretionary and which goes beyond existing role expectations.” (p. 216).
behaviors not formally prescribed by the organization for which there are no direct rewards
citizenship behavior which are known as the five dimensions of organizational citizenship
behavior.
Altruism
referred to organizationally beneficial behavior and gestures that can neither be enforced on
the basis of formal employee’s role obligations nor elicited by a contractual guarantee of
employee which is not required as part of the job. OCB is a kind of job behavior which is
Conscientiousness
OCB can be divided into two groups “role” and “extra role”. Extra role behaviors are
(Organ, 1997). Since these behaviors leave positive effect on organizations, organizations
put strong emphasis on OCB (Yoon, 2008). Paying attention to OCB helps to support,
sustain and enrich social and psychological context, developing task performance (Organ,
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 18
1997). Chen, (1998) wrote that OCB reflects real trends of employee to deal with different
issues in organizations.
Sportsmanship
inconveniences and impositions of work without complaining, such as not wasting time
complaining about trivial matters. These kinds of employees focus on the positive side of
Courtesy
Courtesy consists of actions such as consulting with other employees before making
decisions, giving other employees advance notice, passing along information to other
employees and issuing reminders to other employees. A courteous employee takes that
extra step to try to prevent problems with other workers. This kind of an employee does
Civic Virtue
Civic virtue is concerned with keeping up with matters that affect the organization
organizational activities in order to assist and improve the organization. Civic virtue also
refers to the responsible participation in the political life of the organization (Graham,
1987).
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 19
A civic virtue kind of an employee attends meetings that are not mandatory to be
attended but are considered important to the organization. This kind of employee keeps
All these dimensions might not emerge simultaneously. Some of these dimensions
employees try to have effect on manager’s decisions for promotion and rewarding,
observing these dimensions. These employees tend to be “good actors” rather than
Employee Trust
“Over three decades ago, Argyris (1964) proposed that employee trust in management
organizational relationships has grown rapidly in recent years, evidenced by a large number
of publications on the topic addressing both academic and practitioner audiences” (Argyris,
1964 p. 51).
Although there has been some research to investigate how trust affects group
been done relating to employee trust within organizations. The examination of the process
that trust affected the performance of employee within organizations was beyond the scope
trust, Mayer, Davis, and Schoorman (1995) proposed that trust be defined as the
monitored. It is said that a key component of trust is its relationship with risk
(Deutsch, 1958; Giffin, 1967; Riker, 1974). This definition explicitly recognizes the
Ability
Ability is the perception that the trustee has skills and competencies in the domain of
interest. It is said that ability related to trust as the word trustability wherein reliance
on the integrity, strength, ability and surety of a person or thing provides confidence.
Benevolence
Benevolence is the trustor’s perception that the trustee cares about the trustor’s well
employees was such that she actually let one live in her home temporarily.
Integrity
Integrity is the perception that the trustee adheres to a set of principles that the trustor
matters of principle.
“In related research, Currall (1992) found that semantic differential measures of
While the Davis (2000) study suggests that” trust in management contributes to
higher levels of organizational performance, it did not delve into the mechanisms by which
it does so” (p. 574). Davis (2000) suggested that “trust might lead employees to engage in
a higher level of organizational citizenship behaviors (OCB)” (p. 575). They suggested that
when employees engage in more helping behaviors, customers' needs are met more
effectively. Thus, the purpose of said study was for the researcher to examine the
relationship between employee trust and OCB which relates to management and employee
citizenship behavior. Dirks and Ferrin (2000) found the relationship between trust and the
behavioral
outcomes which consist of organizational citizenship behavior (Dirks & Ferrin, 2000).
The concept of trust has been defined, throughout the literature, in different ways.
written statement of another individual or group can be relied upon. Underlying this
definition, to be trustworthy, trustee must follow through and keep their word and/or
promise.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 22
Other authors such as (Carnevale, 1992; Matthai, 1989; and Nyhan, 1999) extend the
definition of Rotter by defining “trust as feeling of confidence and expectation that the
person or organization will continue to act in an ethical, fair, and non-threatening way”
improves the information sharing process. Trust enhances the relationship between the
supervisor and the subordinate (Zand, 1972). For the last ten years, a boost has been
observed in the research on employee trust. This has enabled the researchers to examine
the mediating role of employee trust. Supervisory trust mediates the relationship between
employee trust and OCB. According to Burke 2007, “the key three components of trust
are, willingness to be vulnerable, positive expectations that interests will be protected and
promoted when monitoring is not possible; and assessment of others, intention, sincerity,
(2011) states:
the present study defines trust as employees’ confidence and expectation in the
intention and actions of a supervisor or organization that will always act in an ethical,
Several trust researchers, such as Dirks (2002), have shown a direct relationship between
employee trust and organizational citizenship behaviors (OCBs). They also suggest that
OCBs tend to be associated with trust in supervisor rather than trust in organization because
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 23
of the distinction in the role of the supervisor and top management. Supervisors tend to
perform actions such as managing performance and day-to-day activities on the job.
In contrast, top management perform more strategic functions such as setting strategic
and so on and so forth. According to social exchange relationship, they believe that
increasing in-role performance or engaging in OCBs. For OCBs, Dirks (2002) suggested
that if employees feel that their supervisor demonstrates care, trust is established and these
employees are willing to go above or beyond their job role. (Dirks, 2002).
Prior research revealed mixed results with regard to this association. It was found by
both (Aryee, 2002; and Wong, 2006) that OCBs is strongly related to trust in supervisors
rather than to trust in organizations which support the previous argument. The study of
(Wong, 2006) shows that the organizational citizenship behaviors of employees is affected
by their trust in organization, in both joint ventures and state-owned enterprises sample.
behaviors and OCBs. While “trust in organization tends to mediate the relationship
between distributive and the organization-referenced work outcomes” (Aryee, 2002 p. 272)
Many studies found trust in organizations was positively related to OCB (Aryee,
2002). As Tan and Lim (2009) reported trust in co-workers led to trust in organization, it is
expected that trust in co-workers may also affect employee’s OCB directed in the
OCB is about giving more than the everyday expectation which affects the overall
functioning of the organization and its members emphatically (Joireman, 2006). Where,
recognized by the formal reward system” (Organ, 1988 p. 295). As said by researchers,
OCB is one of the outcomes of social exchange relationship. “OCB has a positive impact
stability, attracts new employees and retains the old ones, and helps coordinate activities”
Culture plays a vital role in developing OCB (Gautam, 2006) as OCB may have
“The organizational crises and ethical scandals in business, government, sports, non-
profits and even religious organizations have increased the motivation for research in ethics
and ethical leadership” (Brown, 2006 p. 596). In an attempt to define ethical leadership,
conduct through personal actions and interpersonal relationships and the promotion of such
ethical leaders focus on moral values and fairness in all their decisions, consider the
the employees how their actions at work contribute to the overall goals of the
organization.
Ethical leadership is about properly and morally influencing people in the right
direction towards attaining organizational objectives. This “such kind of leadership forms
35). Past research results reveal significant negative relationship between unethical
attitudes and pro-social behavior (Adebayo, 2005). More recently, Piccolo (2010) found
that “employees in jobs rated high in task significance who perceives their leaders to be
ethical, put more efforts in their jobs and engage more in organizational citizenship
organizational citizenship behavior. The research was supported by the literature with
documented references that fully explained the meaning of trust and organizational
organizational citizenship behavior were discussed and presented so the reader could see
the connection between the two variables. The literature spoke on the importance of
job description.
performance stability, attracts new employees and retains the old ones, and helps
relationships has grown rapidly in recent years. It was also said that the examination of
trust affected the performance of employee(s) within organizations and that it was beyond
Additionally, the research discussed how ethical leaders focus on moral values and
In the following section, the researcher presents the methodology of the study.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 27
Purpose Statement
The purpose of this chapter is to describe the methodology used to explain the
relationship between employee trust and organizational citizenship behavior (OCB). This
section is divided into six sections: Research Setting and Sample, Selection of
northeastern section of the United States. This organization serves approximately 200 +
Selection of Organization
On Saturday, June 30, 2012, the researcher contacted the Branch Manager of the
library via email requesting permission to administer a survey. On Monday, July 2, 2012,
the researcher spoke directly with the Branch Manager of the organization and discussed
the research study and administering the survey on OCB. The researcher was advised, at
that time, by the Branch Manager of the organization, that the Branch Manager needed to
get approval from her supervisor and get back to the researcher within a week as to whether
The researcher discussed with the Branch Manager the fact that the research study
was for academic study and that both the participants and the organization would remain
anonymous. The researcher also advised the Branch Manager of the organization that the
of the organization. The researcher advised the Branch Manager that the research study
would be announced with a flyer (See Appendix F) which would be posted on the library’s
bulletin board. Having the flyer posted on the bulletin board allowed all prospective
participants to learn about the research study prior to the study being administered with the
surveys.
On Friday, July 6, 2012, the Branch Manager contacted the researcher by telephone
and advised that the research study was approved and could be administered by the
researcher. The researcher requested that the Branch Manager of the library provide an
Approval Letter via email advising that the research study had been approved and the
survey could be administered once approval from the college’s IRB was received. The
Approval Letter was received in the form of an email on July 6, 2012. On October 3, 2012,
the researcher was able to obtain the required signature from the Branch Manager of the
On the day of the study, the researcher was present, in the assigned room, waiting to
administer the survey to the public. The researcher introduced herself to the participants
and informed them about the survey being administered. As each participant entered the
room, the researcher gave the survey to the participant of the study along with a copy of the
The participants were advised that they had approximately 30 minutes to complete
the survey. There was a Consent Letter that stated the age requirement of the participants
as 18 years old or older. The Consent Letter also stated that this study was being used for
academic purposes. The confidentiality of each participant was protected. Moreover, the
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 29
participants did not need to include their names on the survey. The participants were
Once the participants completed the survey, participants were instructed to put the
completed survey in an envelope and seal the envelope. Once participant inserted the
completed survey in the envelope and sealed the envelope, the participant then inserted the
sealed envelope into a large manila envelope which was also located at the front desk.
Thereafter, the large manila envelope was be collected by the researcher for the statistical
data processing and analysis and it was kept in a safe located in the researcher’s home.
Sample Characteristics
The sample for this study consists of 50 participants, male and female, from various
Table 1 reveals 93% of the participants were males and 7% of the participants were
females. 80% of the participants were Black, 10% were Hispanic, 5% were White, 3% were
Indian and 2% were Asian. 80% of the participants were between the ages of 36 – 55, 10%
between the ages of 18 – 35 and 10% between the ages of 56 and older.
The questionnaire is divided into three (3) sections for a total of thirty-five (35) items.
Section one assesses Organizational Citizenship Behavior consisting of twenty (20) items
and Section two measurers employee trust consisting of eleven (11) items. The
Citizenship Behavior is defined by the instrument which has twenty (20) items measuring
altruism, courtesy, sportsmanship and civic virtue which are present when measuring
The OCB instrument was scored using a scale as follows: (1) is for “extremely
meaningful” (2) is for “very meaningful” (3) is for “moderately meaningful” (4) is for
“slightly meaningful” and (5) is for “not at all meaningful”. The lower the number used,
the higher the level of agreement. For example, the number (1) meant the participant feels
the question is extremely meaningful. The higher the number used, the lower the level of
agreement. For example, the number (5) meant the participant finds the question not at all
On September 15, 2012, the researcher was granted permission to use the
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 31
instrument.
The instrument “Employee Trust and Organizational Loyalty Poll Findings” measures
employee trust. The operational definition of employee trust is defined by the instrument
which has fourteen (14) items measuring respondent’s leadership, trust, loyalty, value and
The employee trust instrument (SHRM) was scored using a scale as follows: (1) is for
“strongly agree” (2) is for “agree” (3) is for “disagree” and (4) is for “strongly disagree”.
The lower the number used, the higher the level of agreement with the question regarding
respondents’ perception of trust, value and loyalty. For example, the number (1) meant the
participant strongly agreed. The higher the number used, the lower the level of agreement
with the question, relating to leadership, trust, loyalty, value and ethics. For example, the
number (4) meant the participant strongly disagreed. A sample question in this survey is as
On August 28, 2012, the researcher was granted permission to use the instrument. The
Demographics
The demographics section consists of four (4) items regarding adults 18 years of age
and older: age range, gender, ethnic background and years in the workforce. The result of
the data collected also revealed that 50% of the participants worked outside of the home
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 32
and the average amount of years the participants were employed in the workplace was 10
years.
Table 2 reveals that 93% of the participants were males and 7% of the participants
were females.
Table 2 - GENDER
Table 3 reveals 80% of the participants were between the ages of 36 – 55, 10%
between the ages of 18 – 35 and 10% between the ages of 56 and older.
Table 4 reveals that 80% of the participants were Black, 10% were Hispanic, 5% were
Table 4 - RACE
Table 5 reveals that 50% of the participants were employed and 50% of the
The data was analyzed by using the Pearson Product Moment Correlation to test the extent
citizenship behavior. The confidence level used was <.05. The R-Squared was used to
measure the impact of the demographics, the independent variable – employee trust, and
Chapter IV – Results
Purpose Statement
The purpose of this chapter is to describe the results of this study. The researcher
discusses the statistical analysis used to answer the research question “Why some
employees are able to demonstrate organizational citizenship behavior and others do not?”
and the relationship between the variables, employee trust and organizational citizenship
behavior. This chapter proved there is a relationship between employee trust and
The areas of analyses outlined within this chapter are as follows: 1) Relationship
The conclusion and summary of this chapter discuss the results of the hypothesis for
The demographics data collected by the researcher revealed that the questions relating
not? In reviewing the data collected, the researcher was able to see that over 80% of the
responses given by the participants was “extremely meaningful” response to the questions
posed. This means that 80% of the participants felt “extremely meaningful” about doing
duties that were not part of their job description and means that they would do the “extra-
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 36
Table 6 reveals that 80% of the participants used OCB and 20% of the participants
The surveys taken by the participants included questions related to OCB. Table 6
above shows that 80% of the participants performed duties that were not part of their job
description and 20% of the participants did not. It is evident that the majority of the
The data collected shows that there exists a positive relationship between employee
trust and organizational citizenship behavior. Listed below is the statistical calculation.
Table 7 reveals that the sample size is N=50, Mean = 25.50, the Median = 25.50, the
Standard Deviation = 14.577, the Range = 49, the Minimum sample size N= 1 and the
N Valid 5
Missing 0
0
Mean 25.5
0
Median 25.50
The hypothesis for the study stated there is a positive relationship between employee
trust and organizational citizenship behavior. In order to test this hypothesis the Pearson
Correlation was performed to understand the strength in the relationship between employee
trust and organizational citizenship behavior. Table 8 demonstrates the analysis resulted in
relationship between the two variables, employee trust and organizational citizenship
behavior.
Note: The null hypothesis is not rejected because the Calc t is not greater than the Crit t.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 38
Table 9 reveals that the linear regression between employee trust and OCB showed a
straight line at 58.36. This quantifies the strength of the relationship between the two
The analyzed results revealed conclusive that the hypothesis was proven and that
behavior.
Table 10 listed above was calculated by using the sums of each participants’ total
points for questions listed related to employee trust and questions listed related to
on the two variables, employee trust and organizational citizenship behavior which shows
demographics.
The relationship between the variables, employee trust and organizational citizenship
behavior, and the demographics was scored by the researcher using the Pearson Product
Moment Correlation which was tested to see the extent there is a relationship between
employee trust and organizational citizenship behavior. The confidence level used was < .
05. The score showed 0.158 as the Pearson Correlation. The Rsquare was used to measure
the impact of the demographics and the participants taking the employee trust and
Table 11 reveals that the correlation = 0.158, SE of r = 0.138, Calc t = 1.146, Crit t =
organizations had results that were similar to the study conducted by the researcher.
Additionally, from a practical perspective trust is found to be a factor that positively affects
the work-related behaviors that are included in behaviors associated with employee trust
and OCB.
In comparing the research study conducted by the researcher on employee trust and
organizational citizenship behavior, it can be seen that the statistical figures that are shown
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 41
in both statistical charts herein show a stronger relationship between employee trust and
The results of this study as presented through statistical charts clearly support the
hypothesis of this research study. There is a positive relationship between employee trust
and organizational citizenship behavior. The researcher was able to compare relationships
between the variables, employee trust and organizational citizenship behavior and the
demographics to find that there is a positive relationship amongst them. The linear
regression was used and the relationship between the two variables, employee trust and
comparing the linear regression results to the correlation results and found that there were
no inconsistencies.
This research is able to support its findings with statistics from other researchers
relating to the same variables, employee trust and organizational citizenship behavior. This
gives the researcher greater support to its research study. After the researcher scored the
data collected, it was found that the results clearly show a positive relationship between
Purpose Statement
The purpose of this chapter is to discuss the hypothesis and research question,
observations in Chapter IV. Furthermore, strengths and limitations will be discussed and
Interpretation of Findings
The results of the study were analyzed by the researcher and adopted because
employee which is not required as part of the job. Research writer, Organ (1988) confirms
that assessing organizational citizenship behavior requires looking at all five dimensions
used within the organization. The interpretations of the findings were viewed within the
The hypothesis for the study states there is a positive relationship between employee
trust and organizational citizenship behavior. In order to test this hypothesis the Pearson
Correlation was performed to understand the strength in the relationship between employee
trust and organizational citizenship behavior. These results indicate an acceptable strength
in the relationship between the two variables, employee trust and organizational citizenship
behavior. Additionally, “from a practical perspective, the findings support the notions of
trust as the factor that positively affects the work-related outcome including employee trust
The findings of the study confirmed a relationship between employee trust and
organizational citizenship behavior. The study showed a significant difference between the
demographics of the study and OCB. The male to female ratio that participated in the
research study, differed greatly. There was also a significant difference in the age group
that participated in the research study. A study conducted by researchers in 2011, showed
that employee trust in organizations “all three indicator had factors looking” (Pratoom,
2011 p. 7155).
There has been further prior research to investigate how trust affects group
been done relating to employee trust within organizations. The examination of the process
that trust affected the performance of employee within organizations was beyond the scope
organizational citizenship behavior was used by the majority of the participants as most of
within the research study measured how participants assisted within their organization,
communicate with co-workers and supervisor and the participant’s dedication to the
organization. The results of these survey questions allowed the researcher to gain a better
assessment of the use of organizational citizenship behavior within each participant which
in turn provided a measurable study of the research conducted in the scoring of the data
collected.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 44
The second area of significance discussed in the research study was the relationship
between employee trust and organizational citizenship behavior. The study showed an
acceptable strength in the relationship between the two variables, employee trust and
organizational citizenship behavior. The research study proved that the hypothesis was
proven and that there is a positive relationship between employee trust and organizational
citizenship behavior.
Research Question
The research question is: Why some employees are able to demonstrate
behaviors are a special type of work behaviors that individuals perform that are beneficial
to the organization and are discretionary, not directly or explicitly recognized by the reward
system within organizations. These behaviors are rather a matter of personal choice.
The researcher was able to see that the research question posed was true by doing the
linear regression on the data collection. In the linear regression, the researcher compared
the two variables and the results showed that many of the participants demonstrated
organizational citizenship behavior and some of the participants did not demonstrate much
Discussion
This research study revealed demographic findings relating the two variables
employee trust and OCB. The results of the relationship between the variables, employee
trust and organizational citizenship behavior, and the demographics was scored by the
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 45
researcher using the Pearson Product Moment Correlation which was tested to see the
extent there of the relationship between employee trust and organizational citizenship
behavior. The Pearson correlation revealed there was a correlation between the two
variables, employee trust and OCB. The linear regression was performed and causation
existed. The table on linear regression of employee trust and OCB shows that the linear
regression on these two variables is a strong relationship between the two variables. The
linear regression was calculated to determine where the straight line between the two
variables, employee trust and organizational citizenship behavior was visible. The results
of the survey scores was calculated by using the sums of each participants’ total points for
questions listed related to employee trust and questions listed related to organizational
citizenship behavior. The R² was used to measure the impact of the demographics and the
participants taking the employee trust and organizational citizenship behavior surveys.
In this research study, the statistical charts show a strong relationship between
employee trust and organizational citizenship behavior. This supports the researcher’s
findings. In comparing the study of (Wong, 2006) it shows that the organizational
ventures and state-owned enterprises sample. Whereas, trust in supervisors show there is
The strengths of the literature review, which the researcher was able to reveal, is that prior
performance stability, attracts new employees and retains the old ones, and helps
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 46
coordinate activities within an organization. This all contributes to employee trust and
OCB.
The weaknesses of the literature review was seen when it was also said in prior
research study on these variables, employee trust and OCB, that the examination of trust
affected the performance of employee(s) within organizations and that it was beyond the
scope of some of the research conducted. This indicates that there is a weakness between
these two variables which is far more difficult than researchers are able to detect.
The results the researcher was able to present through statistical charts clearly
support the hypothesis of this research study. There is a positive relationship between
employee trust and organizational citizenship behavior. The researcher was able to
compare relationships between the variables, employee trust and organizational citizenship
behavior and the demographics to find that there is a positive relationship amongst them. In
order to test this hypothesis, the Pearson Correlation was performed to understand the
strength in the relationship between employee trust and organizational citizenship behavior.
These results indicate an acceptable strength in the relationship between the two variables,
The researcher was also able to support its findings with statistics from other
researchers relating to the same variables, employee trust and organizational citizenship
behavior. This gave greater support to the research study. After the researcher scored the
data collected, it was found that the results clearly show a positive relationship between
An area that needed future attention was the work status questions. Participants were
asked whether they worked outside of the home which implies to the researcher that those
that were not employed outside of the home were unemployed. Yet, some participants may
have jobs within the confines of their own homes such as a babysitter or another home-
based business. The researcher may have obtained a better assessment by posing a more
way, the results of the work status question could be even more accurate.
The research study shows that even though there was a relationship between
employee trust and organization citizenship behavior, surprisingly the scores were not as
high as other research conducted on these same two variables, employee trust and
2011, showed that employee trust in organizations “all three indicator had factors looking”
(Pratoom, 2011 p. 7155). The design of this research study does not contribute to hindering
to the study. The organization should use the results presented from this research study to
gain a greater understanding of the kinds of people that come to the organization and what
the people’s needs are which relate to employee trust and organizational citizenship
behavior.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 48
Attention needs to be given to the low rate in female participants as found from the
research study. The organization may want to promote more activities involving children
which may bring a greater amount of females to the organization. The female participants
may be home caring for their children wherein male participant may be free to come to the
The results of the current study have shown that there was a relationship between
employee trust and organizational citizenship behavior. Recommendations from the study
dimensions of the organization. The need for a next step was confirmed in the literature
support, sustain and enrich social and psychological contents, developing task
performance” (Organ, 1997 p. 89). This research study has assisted the organization’s
future.
Conclusion of Study
The conclusion section examines the literature study, findings and interpretation of
findings which draw the conclusion for the study. Research on organizational citizenship
behavior confirmed that there is a relationship between the variables, employee trust and
organizational citizenship behavior. The results were positive in that 80% of the responses
workplace. The researcher agreed that organizational citizenship behavior is the behavior
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 49
performance stability, attracts new employees and retains the old ones, and helps
relationships has grown rapidly in recent years. It was also said that the examination of
trust affected the performance of employee(s) within organizations and that it was beyond
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Appendix A
I have the prior approval of the Director of the organization allowing me to conduct
this research and administer the survey to you, as the participant. In any event, I am using
this opportunity to seek your consent in participating in the research. My research advisor
is Prof. Cynthia Dorsey of Nyack College School of Business and Leadership. There will
be no anticipated risk or costs to you. The participants must be at least 18 yrs of age. This
survey is being used for an academic study. The confidentiality of this survey will protect
each participant and you are not required to put your name anywhere in the survey.
Your individual response will not be disclosed to anyone or in anyway. The attached
survey will take approximately 30 minutes to be completed. You will have as much time as
you need to complete it. This research is voluntary and you do not have to participate in it
if you choose not to. Even though we ask for demographic information about each
participant who chooses to take this survey, none of the demographic information will be
personally applied to you. The completed survey form should be returned to the front desk
in the envelope provided. Please make sure that the envelope is sealed, by you, before you
place it in the yellow manila envelope located on the front desk.
Sincerely yours,
Appendix B
Survey Instructions
1. Make sure you read the cover letter before you start your survey.
2. You will have as much time as you need to complete the 35 Question Survey.
3. Once you complete the survey, please put your completed survey in the attached
white envelope and seal the envelope.
4. Put your sealed envelope inside the large yellow manila envelope located on the
front desk.
5. The Researcher administering the survey will let you know when you can begin
answering the survey questions.
6. Once the Researcher starts the survey, you will have as much time as you need
to complete the survey.
9. I make constructive suggestions that can improve the operations of the institution.
__ 1. strongly agree
__2. moderately agree
__3. neutral
__4. strongly disagree
__5. slightly disagree
11. I comply with the institution rules and procedures even when nobody watches and
no evidence can be traced.
__ 1. strongly agree
__ 2. moderately agree
__ 3. neutral
__ 4. strongly disagree
__ 5. slightly disagree
15. I avoid hurting other people’s right to common/shared resources (including clerical
help, material etc.)
__ 1. strongly agree
__ 2. moderately agree
__ 3. neutral
__ 4. strongly disagree
__ 5. slightly disagree
ORGANIZATIONAL CITIZENSHIP BEHAVIOR 63
17. I do not initiate actions before consulting with others that might be affected.
__ 1. strongly agree
__ 2. moderately agree
__ 3.neutral
__ 4. strongly disagree
__ 5. slightly disagree
19. I try hard to self – study to increase the quality of work outputs.
__ 1. strongly agree
__ 2. moderately agree
__ 3. neutral
__ 4. strongly disagree
__ 5. slightly disagree
2. In general, how would you rate the trustworthiness of your organization’s leadership?
❑ 1. Extremely trustworthy
❑ 2. Moderately trustworthy
❑ 3. Mildly trustworthy
❑ 4. Not at all trustworthy
3. How would you rate your level of loyalty toward your current organization?
❑ 1. Extremely loyal
❑ 2. Moderately loyal
❑ 3. Mildly loyal
❑ 4. Not at all loyal
❑ 1. Strongly agree
❑ 2. Agree
❑ 3. Disagree
❑ 4. Strongly disagree
9. In your opinion, how do you believe the employees at your organization would rate
their perceptions of the trustworthiness of your organization’s leadership?
❑ 1. Extremely trustworthy
❑ 2. Moderately trustworthy
❑ 3. Mildly trustworthy
❑ 4. Not at all trustworthy
10. In your opinion, how do you believe the employees at your organization would rate
their level of loyalty toward your organization?
❑ 1. Extremely loyal
❑ 2. Moderately loyal
❑ 3. Mildly loyal
❑ 4. Not at all loyal
Demographic Questions
12. What is your gender?
❑ 1. Male
❑ 2. Female
14. For approximately how many years have you been employed in the workforce?
(round up to the nearest year) ___________
Appendix E
SAMPLE FLYER
BRANCH!
ANONYMOUS!!