Predicting anti-productive behaviors based on the five big factors of personality and organizational citizenship behaviors in the employees of Islamic Azad University, Khomeinishahr branch.

Dissertation for Master's Degree (M.A.) Orientation: Industrial and Organizational

Prediction of anti-productive behaviors based on five major personality factors and organizational citizenship behaviors in employees of Islamic Azad University, Khomeinishahr branch

Abstract

The purpose of this research is to predict counterproductive behaviors based on five major personality factors and organizational citizenship behaviors in university employees. Azad Islami was a branch of Khomeinishahr. The statistical population of this research consists of all official and contractual employees of all organizational levels of Islamic Azad University, Khomeinishahr branch in 2012, which included 145 people. The number of samples studied in this research was 105 people based on Morgan's sample size table. Considering that the significance level obtained for neuroticism, flexibility and adaptability is higher than the 0.05 level. These dimensions do not have a significant effect in predicting counterproductive behavior towards colleagues. Other dimensions can also be used for prediction.

Key words: counterproductive behaviors, big five personality factors, organizational citizenship behaviors

Violence and other forms of counterproductive behavior, such as sabotage, disruption and theft, cause great problems for various organizations (Spector [1], 2003). In all large organizations every day, some employees go to work later than the scheduled time, some of them are absent for a whole working day, and some of them leave their jobs forever (Spector, 2017). In addition, one of the problems of today's organizations is the existence of behaviors such as theft, misbehavior, vandalism, violence in the workplace, doing things wrongly. These behaviors affect both the performance of organizations and interpersonal relationships and the spirit of cooperation of employees. The emergence of such behaviors as anti-productive behaviors, unlike organizational citizenship behaviors that promote organizational performance, organizational effectiveness, customer satisfaction and loyalty, social capital, and the like (Bolino [2] 2002, Yoon Vasuh [3] 2003), anti-productive behaviors include a wide range of employee behaviors that are harmful to organizations. Theft and absenteeism are two common and common examples in this area (Muchinsky[4] 2006). As described by Cullen and Sacket [5] (2003) citing Mehdad [6] (2009), other anti-productive behaviors include: destruction of organization property, misuse of organization information, misuse of working time, poor quality work, use of alcohol and drugs in the workplace, inappropriate verbal and physical behaviors such as arguing and hitting. The basic point is that counterproductive behaviors will reduce organizational effectiveness by directly affecting how the organization functions or equipment. Therefore, it is necessary to find the roots of anti-productive behaviors in order to provide the grounds for strengthening the organization and increasing organizational efficiency and effectiveness by controlling the influencing factors.

According to psychologists, the basis of personality is established in the early years of life, which often takes place in the family. Character determines the way a person will walk in society in the future. Personality fields cover all aspects of a person's life, including social, economic, artistic, cultural, sports, etc. determines Nowadays, many psychologists believe that human personality can be described in five major areas, which they call "five major factors" and also counterproductive behaviors can be predicted based on these five factors (extroversion, flexibility, adaptability, neuroticism, responsibility) (Salgado[7], 2002).

Also, one of the most important areas of active research among organizational scientists is the concept of behavior. It is organizational citizenship (Chen Wepeng [8], 2009, p. 55). The meaning of organizational citizenship behavior is the embodiment of constructive and collaborative actions that are not required based on the official job description, nor that they are directly rewarded through official compensation systems in the organization (Bolino Veturnelli [9], 2003). Organizational citizenship behavior has been defined as the organization's ability to extract behavior from employees that is known beyond their official duties and has two common characteristics: first, they are not directly applicable (that is, they are not part of the technical requirements of a part of the job). Secondly, they express the special or additional efforts of employees that the organization needs for success (Korkmaz and Arpasi [10], 2009, p. 2432).

Therefore, in this research, an attempt is made to examine the prediction of anti-productive behaviors through the five big factors of personality and organizational citizenship behaviors among the employees of Islamic Azad University, Khomeinishahr Branch. In other words, the purpose of this research is to examine the question of whether there is a relationship between the big five personality factors, organizational citizenship behaviors, and counterproductive behaviors; And is it possible to predict counterproductive behaviors based on these five factors (extroversion, flexibility, adaptability, neuroticism, responsibility) and reduce counterproductive behaviors in the organization by increasing organizational citizenship behaviors? It has also been an important social goal. Apparently, the occurrence of such behaviors has existed from ancient times to the present day, so that on papyri written in Egyptian temples 2000 years ago, it is described that the workers who worked in noble temples engaged in deviant behaviors due to the lack of sufficient wages (McLean, Walmsley[11], 2009); But today, the consequences of anti-productive behaviors every year in the world cost organizations and societies billions of dollars (Ones [12], 2008). Counterproductive behaviors are a set of distinct and clear actions that have common characteristics, they are intentional and harmful, or they intend to harm organizations or organization members such as colleagues, customers, and supervisors (Spector, 2006). Grays and Sackett (2003) identified 87 types of counterproductive behaviors that can be presented in eleven categories (McLean, Walmsley, 2009). Among the most significant anti-productive behaviors are things like theft and related behaviors of property destruction, misuse of time, misuse of information, low-quality work, vandalism, absenteeism and late arrival, abuse of alcohol and drugs, disciplinary problems, inappropriate physical and verbal behaviors, sexual harassment, violence, conflicts, and risky behaviors (Ones, 2008).

It seems that the moderating role Personality characteristics for counterproductive behaviors in interaction with attitudinal and perceptual variables have attracted more attention. (Colbert, Monte, Harter, Witt and Barrick[13], 2004)

In addition, some researchers have suggested that personality traits are important for predicting other job criteria such as job satisfaction, organizational commitment, job attachment, organizational citizenship behaviors and perceived counterproductive behaviors (Goodstein and Lanyon[14], 1999).

Primary research which was done in the field of organizational citizenship behaviors, was mostly to identify the responsibilities or behaviors that employees had in the organization, but it was often ignored. Although these behaviors were incompletely measured in traditional evaluations of job performance or even sometimes neglected, they were effective in improving organizational effectiveness (Binstock, Demoranville and Smith [15], 2003).

Organizational citizenship behaviors are defined as voluntary behaviors of employees, which are voluntary and usually not rewarded, but can improve performance. Improve organizations. (Oregan and Ran[16], 1998).

Organizational researchers have shown that some employees contribute to the health and effectiveness of their organization by performing tasks beyond their role (Muchinsky, 2006). This means that such employees make an extraordinary contribution that is neither necessary nor expected of them (Podsakoff, McKenzie, Boomer [17] 1996).

These behaviors are so important and desirable for an organization that they lead to achieving results such as very effective communication that such a relationship causes cooperation between work groups and also lays the foundation for the desired division of work among employees.

Organizational citizenship behaviors refer to being a good organizational citizen, helping to improve the organization through work beyond job duties. More specific factors are conscientiousness, responsibility, maintaining personal discipline, coping with job stress, helping others and being committed to the organization. This dimension of performance is clearly beyond the job duties of a person and refers to the effectiveness of participation in the health and improvement of the organization (Yosefzadeh, 2010).