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  3. Investigating the relationship between organizational culture and organizational citizenship behavior with the mediating role of organizational climate in Kabul University

Investigating the relationship between organizational culture and organizational citizenship behavior with the mediating role of organizational climate in Kabul University

Number of pages: 177 File Format: word File Code: 29885
Year: 2014 University Degree: Master's degree Category: Educational Sciences
Tags/Keywords: Citizenship behavior - organization - Organizational citizenship behavior - Organizational culture
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  • Summary of Investigating the relationship between organizational culture and organizational citizenship behavior with the mediating role of organizational climate in Kabul University

    Master's thesis

    in the field of educational management

    Abstract

    Investigation of the relationship between organizational culture and organizational citizenship behavior with the mediating role of organizational climate in Kabul University

    by Ahmad Shah Bina

    The purpose of this research is to investigate the relationship between organizational culture and behavior Organizational citizenship with the mediating role of organizational climate in Kabul University. The research method is descriptive-correlation and based on the structural equation model. Using systematic random sampling, a sample of 248 people was selected from among the faculty members of Kabul University. The tools used in this research were organizational culture scale, organizational citizenship behavior scale and organizational climate scale, the validity and reliability of which were also measured and each of the scales had good validity and reliability. The results of the data analysis showed that: 1) Faculty members of Kabul University have evaluated their citizenship behavior above the average level of adequacy (Q2). 2) The dominant dimension of organizational culture in Kabul University from the point of view of faculty members is the dimension of dominant characteristics. 3) Organizational culture has a positive and significant relationship with organizational citizenship behavior. 4) A positive and significant relationship was observed between organizational culture and organizational climate. 5) There is a positive and meaningful relationship between organizational climate and organizational citizenship behavior, organizational climate plays the role of mediator between organizational culture and organizational citizenship behavior. The obtained findings have important applications for higher and general education planners, the most important of which is to pay attention to the role of organizational climate as an influential and mediating variable between organizational culture and organizational citizenship behavior and, as a result, better performance of faculty members.

    Key words: organizational culture, organizational climate, organizational citizenship behavior.

    Introduction

     

     

    1-1-           General

     

    Organization is an inseparable part of human life, and people spend most of their lives in organizations or in relation to organizations, and this shows the importance and position of organizations in today's world. In addition, the current era is a period of accelerated and unpredictable changes. The current situation in the society shows the imbalance, the increasing complexity of organizations and the inability of these organizations to predict and deal with these developments and complexities. In order to deal with environmental threats and take advantage of possible opportunities, organizations have to recognize their internal capacities and capabilities, repair weaknesses and strengthen strengths. Issues and problems in organizations are so complex and intertwined that it is not easy to diagnose the problem.

    Higher education organizations are one of these organizations that are facing new and serious challenges in the new era. Because working in complex and competitive conditions is a fundamental feature of educational organizations, especially higher education organizations (Miller[1] quoted by Vigoda et al., 2007), among which we can say that; The main operator of these organizations is humans and it is humans who give life and identity to the bodies of organizations and distinguish one organization from another and enable the realization of goals. Without people, the organization is meaningless, and the human nature of organizations and the complexity of employees' behaviors have doubled this complexity. With such characteristics, organizations should not wait for transformation, but should become the source of wave and transformation and strive to improve themselves so that they can respond to the new needs of today's civilization (Moradi Chalontari et al., 2017). One of the main goals of any organization is to achieve success and fulfill its goals and philosophy. In order to achieve these goals, and to maintain their meaningful survival in today's dynamic and changing environment, they have to show proper performance. The remarkable successes of the last decade of organizations with minimal facilities on the one hand and the failure of organizations with the best material capabilities on the other hand have shown the significant role of non-material factors in their success, among which organizational culture is considered as an effective factor in the performance of organizations (Nasirpour et al., 2018).

    Organizational culture[2] is a system consisting of values ??and beliefs that interact with human resources, organizational structure, organizational climate, organizational citizenship behavior and control system, and as a result forms behavioral norms in the organization. since; Organizational culture gives an identity to the organization (Zohir et al.[3], 2011) and helps coordinate the behavior of members (Macintosh and Doherty[4], 2010). By developing a strong and effective organizational culture, organizations can achieve effective performance (Jacobs[5] et al., 2013). Considering that organizational culture affects the performance of people (Henry[6], 2006), it is generally said that organizational culture is the perception that people have of their organization and it is something that is neither in the organization nor in the individual, and certain characteristics that exist in an organization represent common and constant characteristics that It differentiates organizations from each other (Meshbaki, 2010). Organizational culture is an interconnected platform that binds the elements of the organization together (Quinn, 1999). (Hofstede[7], 1991), organizational culture is defined as the collective planning of the mind that distinguishes the people of an organization from other organizations (Mortazavi, 2019). Organizational cultures have a historical foundation, which means that the relationship between organizational culture and history cannot be separated, and organizational culture does not emerge suddenly and by chance (Tris and Bear[8], 1993). Many experts are of the opinion that organizational culture is a system of common inferences that members have towards an organization, and this characteristic separates two organizations from each other (Robbins, 1998).

    Knowing organizational culture is an important necessity in the activities of managers of organizations, because with accurate and correct knowledge of organizational culture and familiarity with its characteristics, managers can make short-term plans, organize itself in the mid-term and long-term (Fayaz, 2019).

    Therefore, knowing the organizational culture is vital for managers and leaders of higher education organizations and directing human resources and realizing organizational goals, because the culture that governs the organization indicates the survival and growth of the organization. Understanding organizational culture becomes tangible when you know that if you don't guide the culture, the culture of the organization will guide you. In other words, the success of the organization is directly related to the employees and managers of the organization. The relationship between managers and employees forms the complex process of organizational culture. Therefore, organizations should govern a culture in which people have the necessary motivation and ability to work, and with a sense of belonging to their organization, they can provide the effectiveness of the organization and guarantee the health and survival of the organization. Organizational culture is a set of basic assumptions that the people of the organization discover and create when facing problems, to adapt to the environment and achieve internal unity and coherence, and it is proven to be useful and valuable, and as a result, it is transferred to new members as the correct way of perception, thinking and feeling (Shain[9], 2010).

    On the other hand, every organization has its own culture, customs, values ??and norms, and relatively stable methods of action, which can predict their behavior based on these characteristics. This culture or characteristics that allow us to distinguish one organization from another is called organizational climate. Considering that the organizational climate flows in all dimensions and places of the organization and besides influencing the behavior and state of the members, it also affects the organizational behavior, including their organizational citizenship behavior, these effects can cause motivation or weakness, which in any case, has a determining role in the performance of human resources (Alavi, 2018).

  • Contents & References of Investigating the relationship between organizational culture and organizational citizenship behavior with the mediating role of organizational climate in Kabul University

    List:

    List of Content

    Page Title

    Chapter One: Introduction

    1-1- Generality. 2

    1-2- Statement of the problem. 8

    1-3-The importance and necessity of the issue. 14

    1-4- Research objectives. 18

    1-4-1- General objective: 18

    1-4-2- Research sub-objectives: 18

    1-5- Research questions. 19

    1-6- Theoretical and operational definitions of variables 19

    1-6-1- Theoretical definitions. 19

    1-6-1-1- Organizational culture: 19

    1-6-1-2- Organizational climate: 20

    1-6-1-3- Organizational citizenship behavior: 20

    1-6-2- Operational definitions of variables 21

    1-6-2-1- Organizational culture: 21

    1-6-2-2- Organizational climate: 21

    1-6-2-3- Organizational citizenship behavior: 21

    Chapter two: Research background

    2-1- Theoretical background. 23

    2-1-1- Organizational culture: 23

    2-1-1-1-Definitions of organizational culture. 24

    2-1-1-2-levels of organizational culture: 26

    2-1-1-3-organizational culture models. 27

    1) Cultivated organizational culture: 35

    2) Obsessive organizational culture: 35

    3) Avoidant organizational culture: 35

    4) Politicized organizational culture: 35

    5) Bureaucratic organizational culture: 35

    2-1-1-4- Dimensions of organizational culture. 37

    2-1-1-5- Characteristics of organizational culture. 38

    2-1-1-6- Factors affecting the formation of organizational culture. 38

    10-1-1-7- Functions of organizational culture. 39

    2-1-2- Organizational atmosphere. 41

    2-1-2-1- Definitions of organizational climate: 42

    2-1-2-2- Types of organizational climate. 44

    2-1-2-3- Organizational climate dimensions. 45

    2-1-2-4- Organizational climate approaches and models. 46

    2-1-3- Organizational citizenship behavior. 50

    2-1-3-1- Evolution of the concept of organizational citizenship behavior. 50

    2-1-3-2- Definitions of organizational citizenship behavior: 52

    2-1-3-3- Characteristics of organizational citizenship behavior: 55

    2-1-3-4- Dimensions of organizational citizenship behavior. 56

    2-1-3-5- Factors affecting organizational citizenship behavior. 59

    2-1-3-6- Consequences of organizational citizenship behavior: 61

    2-2- Research background. 62

    2-2-1- Organizational culture. 62

    2-2-1-1- Foreign researches. 62

    2-2-1-2- Internal research: 63

    2-2-2- Organizational environment. 66

    2-2-2-1- Foreign researches. 66

    2-2-2-2- Internal research. 67

    2-2-3- Organizational citizenship behavior: 69

    2-2-3-1- External researches: 69

    2-2-3-2- Internal researches: 73

    2-3- Higher education in Afghanistan. 75

    3-1-2- Kabul University. 78

    4-2- Summary. 80

    Chapter Three: Methodology

    Introduction. 85

    3-1- Research method. 85

    3-2- Statistical population, sample size and sampling method: 85

    3-3- Research tools: 86

    3-3-1- Organizational culture measurement scale: 86

    3-3-2- Organizational climate scale: 87

    3-3-3- Organizational citizenship behavior scale: 87

    3-5- Validity and reliability of research tools: 88

    3-5-1- Validity and reliability of organizational culture measurement scale. 89

    3-5-2- Validity and reliability of the organizational climate scale. 89

    Table No. (3-3) Validity and Reliability of Delta Plus Organizational Climate Measurement Scale (2011). 89

    3-5-3- Validity and reliability of organizational citizenship behavior scale. 90

    3-6- Information collection method: 91

    3-7- Data analysis method: 92

    Chapter four: Analysis of findings

    Introduction. 95

    4-1- Descriptive findings. 95

    4-1-1- Descriptive analysis of the characteristics of the people under investigation. 95

    4-1-1-1- Frequency distribution and gender percentage of sample people compared to the whole society. 95

    4-1-1-2- Distribution of the frequency and percentage of education level of sample people compared to the whole society. 96

    4-1-2- Descriptive statistics indicators of research variables. 97

    4-1-3- correlation matrix. 98

    4-2- Inferential findings. 103

    4-2-1- Structural equations model. 103

    4-2-1-1- Is there a significant relationship between organizational culture and organizational citizenship behavior of faculty members of Kabul University? 104

    4-2-1-2- Is there a significant relationship between organizational culture and organizational climate of Kabul University? 106

    4-2-1-3- Is there a relationship between organizational climate and citizenship behavior?103

    4-2-1-1- Is there a significant relationship between organizational culture and organizational citizenship behavior of faculty members of Kabul University? 104

    4-2-1-2- Is there a significant relationship between organizational culture and organizational climate of Kabul University? 106

    4-2-1-3- Is there a significant relationship between organizational climate and organizational citizenship behavior with the control of organizational culture variable? 108

    4-2-1-4- Does organizational climate play a mediating role in the relationship between organizational culture and organizational citizenship behavior? 110

    4-2-1-5- Contribution of mediation. 112

    4-2-2- Sub questions. 113

    4-2-2-1- What is the dominant dimension of organizational culture in Kabul University? 113

    4-2-2-2- What is the organizational citizenship behavior of faculty members of Kabul University? 115

    4-2-2-3- What is the dominant dimension of organizational climate in Kabul University? 117

    4-5- Summary. 120

    Chapter Five: Summary and Conclusion

    Introduction. 122

    1-5- According to the results obtained from the current research, there is a positive and significant relationship between organizational culture variable and organizational citizenship behavior of faculty members of Kabul University. 122

    2-5- The results obtained from the research indicate that there is a positive and significant relationship between the organizational culture and the organizational atmosphere of the university. 125

    3-5 - There is a positive and significant relationship between organizational climate and organizational citizenship behavior of faculty members of Kabul University. 127

    4-5 - Does organizational climate play a mediating role in the relationship between organizational culture and organizational citizenship behavior? 130

    5-5 - Determining the level of organizational citizenship behavior of faculty members of Kabul University. 133

    6-5 - The dominant dimension of organizational culture in Kabul University is the dimension of dominant characteristics. 134

    5-7- The final conclusion. 135

    8-5- Limitations 138

    1-8-5- Executive limitations. 138

    2-8-5- research limitations. 138

    9-5- Proposals 139

    1-9-5- Research proposals. 139

    2-9-5- Practical suggestions: 140

    List of sources

    Persian sources. 141

    English sources. 147

    Appendices

    Appendix 1: Organizational culture measurement scale. 156

    Appendix 2: Organizational citizenship behavior measurement scale. 159

    Appendix 3: Delta Plus Organizational Climate Scale (2011) 161

     

     

     

     

     

     

     

     

     

     

     

    Table List

    Page Title

    Table Number (2-1) External stability steps and organizational survival. 38

    Table No. (2-2) Internal stability steps of organizations. 39

    Table No. (3-1) breakdown of the statistical population by faculty and the number of faculty members.   86

    Table No. (2-3) Validity and reliability of culture organization scale. 89

    Table No. (3-3) validity and reliability of the organizational climate scale. 89

    Table No. (3-4) validity and reliability of organizational citizenship behavior scale. 90

    Table No. (4-1) frequency and percentage of demographic characteristics of the statistical sample. 96

    Table No. (4-2) frequency distribution of the sample size of faculty members according to

    education. 97

    Table No. (3-4) Descriptive statistics indicators of research variables. 98

    Table No. (4-4) Pearson correlation coefficient matrix. 99

    Table No. (4-5) the contribution of organizational climate mediation in the relationship between organizational culture and organizational citizenship behavior 112

    Table No. (4-6) the results of the fit indices of the final model. 113

    Table No. (4-7) of the results of repeated measurements analysis of variance to determine the dominant dimension of organizational culture in Kabul University. 114

    Table No. (4-8) of Bonferroni post hoc test results. 115

    Table No. (4-9) comparing the average dimensions of organizational citizenship behavior of faculty members of Kabul University with acceptable and desirable levels of competence. 117

    Table No. (4-10) of the results of the analysis of variance of repeated measurements to determine the dominant dimension of the organizational climate 118

    Table No. (4-11) of the results of the Bonferroni post hoc test to investigate the type of organizational climate in Kabul University 119

    List of figures

    Title

    Figure No. (2-1) theoretical model of the research. 83

    Figure No. (4-1) frequency distribution of respondents according to gender. 96

    Figure No. (4-2) frequency distribution of respondents according to the level of education.

Investigating the relationship between organizational culture and organizational citizenship behavior with the mediating role of organizational climate in Kabul University
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