The effect of cultural intelligence on citizenship behavior of Bank Mellat Iran employees

Academic Thesis for Master's Degree (M.A) Field: Business Management, Transformational Orientation

Abstract

The purpose of this research is to investigate the impact of cultural intelligence components on the citizenship behavior of Bank Mellat managers in 2013. The research method is applied, descriptive, survey and correlation research. The time period of the research was about a one-year period that lasted from the beginning of September 1991 to the end of August 1992. The statistical population of this research consists of all Bank Mellat branch managers. The sampling method is simple random sampling. The statistical sample size was calculated using Morgan's formula, according to 560 statistical population, 226 questionnaires were ready for analysis. To determine the reliability of the questionnaire, Cronbach's alpha was used once for 30 questionnaires and once for 384 questionnaires, and the reliability was 0.76 for 30 questionnaires and 0.79 for 226 questionnaires, and to determine the validity of the questionnaire, the content validity of the research instrument was confirmed by the Schlausche method. Descriptive statistics were also used to describe the characteristics of the variables and inferential statistics were used to test the hypotheses and structural equation modeling method was used to determine the path coefficient and path analysis. The software used in this research is SPSS and Lisrel. And finally, a decision has been made regarding the significance of the model and each of the independent variables. Based on the analysis, all the hypotheses were confirmed.

Key words: cultural intelligence, components of cultural intelligence, citizenship behavior

Chapter 1

Generalities

1-1- Introduction

According to today's turbulent and competitive environment, many 21st century organizations have become multicultural. Today's work environment needs people who are familiar with different cultures and can communicate with other cultures, for this purpose cultural intelligence is needed. Cultural intelligence is a new field of intelligence that has a lot to do with diverse work environments. Cultural intelligence allows people to recognize how others think and how they respond to behavioral patterns, thereby reducing communication barriers and empowering people to manage cultural diversity. People with high cultural intelligence are able to have a significant effect on product development. These people are among the valuable assets of the organization and show themselves more especially in times of crisis. In today's world, most managers want employees who do more than their job description. They are looking for employees who go beyond expectations, engage in behaviors that are not part of their official job duties. In general, those job behaviors of employees that have a great impact on the effectiveness of the organization's operations have attracted the attention of many researchers and managers. Organizational citizenship behavior includes optional behaviors of employees that are not part of their official duties and are not directly considered by the official reward system and increase the effectiveness of the entire organization. This is while a product may be designed in one country, produced in 10 countries and sold in more than 100 countries. This fact has caused the abundance of dynamics of relationships in multicultural environments, in such a way that differences in language, ethnicity, values, norms and in an expression of different cultures can emerge as sources of potential conflict and, in the absence of proper understanding, make it difficult to develop appropriate working relationships (Triandis [1], 2006).  These perceptual difficulties have led to the presentation of a new concept in cognitive issues, which is known as cultural intelligence. In the current working conditions where diversity and globalization have grown increasingly, this intelligence is considered an important ability for managers, employees and organizations. Due to the increasing growth of international interactions and exchanges and the heterogeneity of the workforce, many management experts have turned their attention to identifying and strengthening the capabilities that lead to effective presence in very complex and dynamic environments. Among these capabilities, cultural intelligence is the most important capability that can be used to properly face multicultural situations.Cultural intelligence helps to quickly and correctly understand different cultural components, to show a behavior appropriate to each of them (Abbasalizadeh, 2017). Today, organizations are looking for managers who can have the ability to continuously adapt to people from different cultures and the ability to manage intercultural communication. Today's work environment needs people who are familiar with different cultures and can communicate properly with people from other cultures. For this purpose, people need cultural intelligence. A person's ability to adapt to values, traditions and customs different from what he is used to and working in a different cultural environment is an indicator of cultural intelligence (Hadizadeh Moghadam and Hosseini, 2016, p. 138).

Organizations, without the voluntary willingness of individuals to cooperate, are not able to develop the effectiveness of their collective wisdom, the difference between voluntary and forced cooperation is of great importance. In mandatory mode, a person performs his duties in accordance with the regulations and rules and acceptable standards of an organization and only to the extent of meeting the requirements. But in voluntary cooperation, this category is beyond duty and people express their efforts, energy and insight to flourish their abilities for the benefit of the organization. In this case, people usually ignore their personal interests and prioritize being responsible for the interests of others (Schap [2], 2008). The study of people's behavior in work environments has long been the focus of management science thinkers, and with the emergence of organizational behavior in the first years of the 1960s, this became more serious. Many studies have tried to classify behaviors and their causes. Discussions such as perception, motivation, job attitudes, etc. are among those that examine the root of many human behaviors in the workplace. But the debate that has been raised in the last two decades and has attracted the attention of psychologists and sociologists in addition to behaviorists, is called organizational citizenship behavior. Organizational citizenship behavior is an optional and extra-task behavior that is effective in increasing the effective performance of the organization and is not directly or indirectly organized by the official reward system of the organization. Given that increasing effectiveness is always one of the issues and concerns of managers, understanding organizational citizenship behavior and its establishment grounds can be considered an effective and useful step in this direction (same source, 281). to examine the citizenship behavior as a factor that creates organizational citizenship behavior and on the other hand measure the relationship between cultural intelligence and organizational citizenship behavior, therefore considering the importance of management in Bank Mellat Iran branches and the impact of this on the citizenship behavior of branch managers, conducting this research considering that it is being conducted for the first time in Iran, especially in Iran, seems necessary in advance. In fact, by conducting this research, the effect of cultural intelligence on the citizenship behavior of Bank Mellat Iran branch managers can be evaluated and positive steps can be taken to strengthen this issue. 1-3- Necessity and importance of research Today's world is witnessing an unprecedented movement towards a kind of convergence and portraying the role of humans to participate in global joint management. Meanwhile, the presence of managers with the characteristics of cultural intelligence influencing the process of globalization is very necessary.  In addition to conventional rational intelligence and emotional intelligence, which have always been emphasized by management and leadership experts, leaders of the third millennium need another intelligence to guide the new complexities of the global environment, which is interpreted as cultural intelligence. Since globalization is an accelerated and rapidly developing process, and on the other hand, it is the field of travel of all the nations of the world with their own cultural and social characteristics, so the future leaders of the world should have the ability to recognize and respect the values ??and cultures of the participants in the journey of globalization. In other words, having a good level of cultural intelligence is a necessity for leadership in the globalization arena, and increasing its skills in leaders will result in greater effectiveness in global environments. to give