organizational citizenship behavior

The transformational leadership is known as one of the most important and effective factors on organizational behaviors of the employee. Creation of the motivation and energy in the employees requires a leader with inspirational qualities. On the other hand, the organizational citizenship behavior is a factor in shaping. The current study was aimed at investigating the effects of transformational leadership on the employees’ organizational citizenship behavior. In addition, some personality traits are revealed in this study to be one of the main factors shaping the behaviors and to be moderating variables. The current study is of applied type in terms of the objective and a descriptive-correlational study in terms of data collection procedures. The data needed for the purpose of the study were collected by the use of questionnaire distributed among The 242 persons of statistical population, and these data have been analyzed by Structural Equations Modelling. The results indicated that all six hypotheses of the study were approved. In other words, the transformational leadership has positive and significant effects on both individual and organizational aspects of the organizational citizenship behavior. Also, the positive moderating role of neuroticism and extroversion in effects of transformational leadership on the individual and organizational aspects of organizational citizenship behavior was approved. The results show that the statistical community can utilize its human resources potential to create competitive advantage and develop the voluntary activities of its employees, provided that it is able to optimally implement transformational leadership style.

Purpose: the aim of the current study was to Designing Structural Equation Modeling of Organizational Citizenship Behavior Which Influences on Success of Kanoon Qlmchy as a famous Educational Institutions Method: The method of the current research descriptive and case study: Statistical population consists of all the employees of Qlmchy Kanoon of Zahedan, Tehran and Mashhad which consists of 353 persons who were selected through simple random sampling. Researchers made questionnaire was employed for data collection. Finding: The result showed that "organizational citizenship behavior on Kanoon Qlmchy Success has been significant through Mediator variables including "Leadership with vision" and "tactics coordination of activities and it has a relatively strong relationship. It was confirmed that the five dimensions of organizational citizenship behavior, including altruism, work ethic, Attention and respect, fairness and citizenship behavior has an impact on Kanoon Qlmchy Success. All variables have relatively high correlation. Discussion. Acceptable responsive and well-designed Organizational Citizenship Behavior lead to high success in Educational Institutions.

Purpose: The aim of the current study was to explain the impact of organizational citizenship behavior on organizational agility Customs staff of Zahedan city, the present study in terms of purpose is functional and in terms of collection method of data is descriptive survey based on correlation method. Materials & Methods: The statistical societies of this study are all employees of Zahedan customs surveillance area in 1395 that the number of them is 200 people. 131 people were selected as sample to determine the sample size using Morgan table, sampling method is simple random method. Padsakf Citizenship Behavior Questionnaire (2000) and organizational agility questionnaire of Sharif and Zhang (2008) was used to collect data to test hypotheses. Findings: Results of step by step regression shows that, work ethic, courtesy and chivalry as the component of organizational citizenship can significantly predict organizational agility. Work ethic explains higher prediction for organizational agility. After that Courtesy and chivalry had the higher prediction respectively. Discussion: improving organizational citizenship through work ethic of organization’s personnel can strengthen the organizations goal and agility. At the second level courtesy and chivalry can be considered on the part of managers for achieving more agility in organizations.

Purpose: The purpose of this study was to investigate the relationship between the ethical leadership with organizational citizenship behavior and the school principals’ performance (Case study: elementary schools in Tehran) in the academic year of 2017-2018. Methodology: The research method was applied in terms of purpose and descriptive-correlation in terms of the data collection. The population consisted of all 1353 elementary school principals in Tehran; 298 people (159 female principals and 139 male principals), were used as sample size using Morgan table and a stratified random sampling. The method of data collection was based on three questionnaires: Ethical Leadership Standard Questionnaire by De Hoogh & Den Hartog (2008), Organizational Citizenship Behavior Standard Questionnaire by Podsakoff et al. (1990), and Principals’ Performance Questionnaire by Patterson (1992; translated by Shekarshekan & Arsهادی, 2007). The reliability of this questionnaire was calculated more than 0.7 using Cronbach's alpha method for all dimensions of the questionnaire, which indicates the reliability of the research instrument. Content validity and construct validity were used to calculate the validity. The results indicated the validity of the research instrument. The data analysis was performed using SPSS-22 software in a significant level of 0.05 and in two descriptive and inferential parts (Pearson correlation coefficient test and single-variable and multiple-variable regression analysis). Findings: The results of data analysis showed that there was a positive and significant relationship between ethical leadership with the organizational citizenship behavior and principals’ performance; in other words, the principals’ performance increased with the increase of organizational citizenship behavior; also, the principals’ performance increased with the increase of ethical leadership. Conclusion: The predictive components of "fairness", "transparency of role" and "power sharing" have the potential to predict the organizational citizenship behavior and the principals’ performance.

Purpose: The objective of the present study was to present a model for training organizational citizenship behaviors in the Education Organization based on grounded theory. Methodology: The present study was applied in terms of objective. For a rich description of the experiences, attitudes and perception of the interviewees towards training organizational citizenship behaviors, the qualitative research method was used and in particular grounded theory (systematic approach) was used to achieve a paradigm model. The population of this study included professors, university experts and directors of education in Kermanshah Province. Sampling in the present study was purposeful, in which 14 people were selected from the mentioned ones. In this study, interviews have been used to collect their views related to the training of organizational citizenship behavior in the Education Organization. Content validity was used to evaluate the validity of the construct and Cronbach’s alpha coefficient was used to evaluate the reliability. The research tool in this section was a questionnaire and for data analysis, SMART PLS3 and SPSS23 software were used. Findings: The results showed that causal conditions (employee empowerment; decentralization; and employee awareness of organizational citizenship behavior); axial phenomena (chivalry and forgiveness, conscientiousness; organizational spirituality; respect and esteem; and civic virtue); strategic factors (organizational contexts, fair and rapid feedback; observance of justice in the organization; policy making; and increasing employee motivation); confounding variables (personality traits; and cultural, social, political and economic conditions); background conditions (organizational culture, transformational leadership, and organizational support) and consequences (effectiveness and improvement of organizational performance; employee satisfaction; organizational commitment, cooperation and participation) affect the training of organizational citizenship behavior in the Education Organization. Conclusion: The study results showed the effect of each of the different categories on the training of organizational citizenship behavior. So, to succeed in this regard, special attention should be paid to these categories. Therefore, in order to achieve higher effectiveness and proper hiring of employees with extra-role behaviors, the Education Organization should consider and implement the necessary program and preparation for training organizational citizenship behaviors.

INTRODUCTION: This research aimed to provide a dynamic model of organizational citizenship behavior (OCB) in crisis management non-governmental organizations with a social approach (experimental evidence: Red Crescent Society of the Islamic Republic of Iran). METHODS: This applied research was conducted using a mixed (quantitative-qualitative) method to analyze the data. The statistical population consisted of university professors as well as the managers and experts of the Iranian Red Crescent Society, who were selected by the snowball sampling method. The total number of experts in the Iranian Red Crescent Society and in the academic community accounted for 10 individuals (n=5 each), and the sampling continued until reaching theoretical saturation. The required information was collected through observation, in-depth and semi-in-depth interviews, review of documents, and experts' opinions; finally, by using the exploratory factor analytical statistical method, appropriate measurement tools were prepared. In this research, the Delphi technique and the Decision-Making Trial and Evaluation Laboratory-based Analytic Network Process were employed to determine and prioritize criteria and sub-criteria. For this purpose, the pairwise comparison matrix was used to determine the weight of the criteria. FINDINGS: In this study, helping behaviors, individual initiatives, organizational obedience, organizational loyalty, chivalry, civic virtue, and personal development were among the dimensions of OCB in descending order. CONCLUSION: The results of this research showed that the consequences of OCB included an increase in performance productivity and effectiveness, the promotion of positive relations between employees, more efficiency in allocating resources, reduction in maintenance costs, the provision of necessary flexibility for innovation, improvement of customer service, and effective use of scarce resources.

Purpose: Considering the importance of human resource planning for organizational citizenship behavior, the purpose of this study was identify, explain and prioritize human resource planning factors in order to occurrence organizational citizenship behavior by employees. Methodology: The present research was descriptive from type of qualitative-quantitative. The research population in the qualitative part was documents and texts related to the research and experts were familiar with the subject who tried to identify and explain the factors of human resource planning in order to occurrence organizational citizenship behavior and in the quantitative part were the experts who prioritized these factors. The research sample consisted of 20 research-related documents and 15 experts who were selected by purposive non-random sampling method. Data collection tools included taking notes of documents and texts and surveying about new effective factors and expressing the rate of importance of existing factors in Delphi. Data were analyzed by coding and factor analysis methods. Findings: Findings showed that for the human resource planning pattern in order to occurrence organizational citizenship behavior by employees in the human resource planning part were identified 67 indicators in 19 components and in the organizational citizenship behavior part were identified 28 indicators in 6 components. In human resource planning the 19 components respectively were include performance management, labor adjustment, organizational culture, strategic goals, organizational structure, human resource planning, recruitment, training and development, maintenance, external environment, supply, demand, human resource strategy, strategic planning, management style, flexibility, reward system, job analysis and individual factors and in organizational citizenship behavior the 6 components respectively were include altruism, work conscience, personal development, organizational loyalty, organizational obedience and citizenship virtue. Conclusion: According to the reported results, to develop the occurrence of organizational citizenship behavior by employees can be action through its effective human resource planning factors that was identified in the present research.

Purpose: Organizational citizenship behavior improves the organization's conditions and creates a competitive advantage, and on this basis, research on the development of organizational citizenship behavior education is very important. As a result, the current research was conducted with the aim of identifying affecting factors on the development of organizational citizenship behavior education and providing suitable managerial strategies. Methodology: In a descriptive study from type of qualitative, among the universal and organizational experts of Islamic Azad University of Fars province in the 2021-2022 academic years, number of 19 people were selected as a sample by purposive sampling method and according to the principle of theoretical saturation. The samples were subjected to a semi-structured interview, which their validity was confirmed by the triangulation method and their reliability was obtained by the agreement coefficient method between two coders 0.83. The data from semi-structured interviews were analyzed with open, axial and selective coding method in MAXQDA-2020 software. Findings: The results of the analysis showed that the affecting factors on the development of organizational citizenship behavior education had 35 indicators, 8 components and 3 dimensions. In this study, the dimensions were included individual factors with two components of citizenship knowledge and citizenship skills, organizational factors with three components of job satisfaction, organizational culture and job engagement and educational factors with three components of educational infrastructure, educational quality and employees as learners. Also, managerial strategies in the development of organizational citizenship behavior education were included 5 strategies of effective leadership, effective education, providing feedback and encouragement, applying guidelines and policies and promotion based on organizational citizenship behavior. Conclusion: According to the affecting factors on the development of organizational citizenship behavior education and the five identified strategies for it can be prepared the ground for improving and promoting the organizational citizenship behavior.

This study aimed to investigate the relationship between job satisfaction and rganizational citizenship behavior and personality traits city staff Lorestan. The research objective of the application and the method of data collection, descriptive, correlative to-be conducted in 1394. The study population of 500 municipal employees Lorestan 217 employees were selected using Cochran formula The selection of the sample, simple random sampling method was used. Datas were collected using standard questionnaires and through statistical tests t, Friedman test and Spearman correlation were analyzed. The main results showed that job satisfaction and organizational citizenship behavior and personality traits among municipal staff Lorestan 0.99 there is a significant level of confidence.