Analysis of the relationship between organizational climate and organizational citizenship behavior in Tehran University's Faculty of Management

Dissertation for receiving Master's degree (M.A)

Trend of public management-transformation

Abstract

In this research, while stating the importance and necessity of conducting research, the general introduction of the research topic was discussed. In the second chapter, the definitions and constituent elements of each of the concepts were first mentioned, and finally, the complete introduction of the research model was discussed. In the third chapter, while introducing the statistical population and statistical sample, the data collection methods and questionnaire indicators were fully explained and the type of statistical test used was described. In the fourth chapter, research questions were tested. In the fifth chapter, the analysis of the information obtained from the data analysis is discussed according to the research hypotheses.

The present research deals with thematic analysis of the relationship between organizational climate and organizational citizenship behavior in the Faculty of Management, in this regard, two components under the title of "organizational climate" and "citizenship behavior" were examined in the form of eight hypotheses. In this study, the relationship between the independent variable "citizenship behavior" and "organizational climate" has been investigated and analyzed. "Managers' understanding and awareness of the concept of atmosphere and analysis and management performance are considered very important: Because the atmosphere of organizations affects the behavior of employees. The atmosphere of organizations has an effect on the formation of employees' self-concept, their attitude towards work and the establishment of favorable mutual relations with others" (Shirazi, 1373, 156)

Introduction

For more than a century, the dominant thinking of management has revolved and revolves around this axis that all the efforts of the organization should be in the direction of continuous improvement. The effort to improve performance has been an inviolable principle since the early days of the formation of the field of management, which enters into newer topics and conquers more fields every day.

In the early management schools, people were evaluated with behaviors that were expected from the employee in the job description and certification conditions. Today, 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.

Accordingly, today, organizational citizenship behavior has attracted special attention in the literature related to organization and management, and its definitions, determining factors, and consequences in the workplace have been investigated. Some of these behaviors include volunteering to do things that are not necessary, providing new suggestions to improve the organization, not losing the rights of colleagues, volunteering in the group's specialized committees, and so on. . The ability of managers to create favorable conditions in the organization will be able to lead the behavior of the employees in the direction of having the characteristics of the organization's citizenship behavior. Chapter 1

Generalities of the research

1 Introduction

In this chapter of the research, the researcher briefly and according to the topic of the research, states the main problem of the research, the necessity of conducting the research, the hypotheses of the research, the basic objectives of the research, the research method, and the methods of collecting information.

1-2 Main research problem

The concept of organizational citizenship behavior was first presented to the world of science by Batman and Organ in the early 1980s. The initial research that was conducted in the field of organizational citizenship behavior was mostly to identify the responsibilities or behaviors that employees had in the organization, but they were often ignored. The research results have shown that organizational citizenship behavior has been effective in improving organizational effectiveness. (Rezai Kelidbari and Baqer Salimi, 2007). These actions and behaviors that happen in the workplace are defined as follows:

"a set of voluntary and optional behaviors that are not part of the official duties of an individual, but are nevertheless performed by him and effectively improve the tasks and roles of the organization" (Islami, 2007).

There is no consensus among researchers about the dimensions of organizational citizenship behavior. In this context, dimensions such as helping behaviors, chivalry, tolerance, organizational loyalty, following orders, individual innovation, conscience, personal development, politeness and consideration, civil behavior and altruism have been mentioned in various researches.(Mustabasri and Najabi, 2017; Rezaei Kilidbari and Salimi, 2017; Eslami, 2017)

Meta-analytical studies regarding the relationship between organizational citizenship behavior and the factors affecting it have shown an emphasis on the following 4 categories of factors:

Individual characteristics of employees

Job characteristics

Organizational characteristics

Leadership behaviors

Meanwhile, organizational climate as one of the organizational characteristics can play an effective role in improving organizational citizenship behavior. Organizational climate is related to determining the measurable characteristics of the work environment that are directly or indirectly understood by those who work in this environment and it is assumed that it affects their motivation and behavior. It also acts as an effective and influential source to shape behavior. The following characteristics have been listed for the organizational atmosphere: - a collective perception of the employees about the specific characteristics of the organization such as authority, trust, cohesion, support, appreciation, innovation and justice; - the result of the interaction of the members of an organization; - a basis for interpreting the situation; on behavior (Gardner et al., 2005) Halpin and Craft in defining organizational climate say: "The internal characteristics that distinguish one organization from another and influence the behavior of its people are called organizational climate." This organizational climate is measured by employees' perceptions and their descriptions of the internal characteristics of the organization.

It seems that in most organizations, especially higher education organizations, there is no suitable organizational climate for interaction and the appropriate form of organizational behavior.

In this research, an attempt will be made to examine the role of organizational climate based on Halpin and Craft's model on the citizenship behavior of faculty members and employees of the Faculty of Management of Tehran University and explain their relationship.

1-3 The necessity of conducting research

Today, unlike in the past, researchers mostly emphasize the importance and influence of extra-role functions instead of intra-role functions on the effectiveness of the organization. These optional roles, which are not considered in the official reward system of the organization, are beyond the official roles of the organization and have a significant impact on the success and effectiveness of an organization (Organ, 1988). Organizational citizenship behaviors (OCB) are among the operational concepts related to extra-role behaviors that were first introduced by Organ and his colleagues a decade and a half ago based on concepts such as willingness to cooperate (Barnard, 1938), innovative behaviors, etc.

Given the importance of OCB in advanced countries, due to the effect of such employee behaviors on the organization's performance, organization's effectiveness, organization's success, customer satisfaction, customer loyalty and service quality. has it, it is necessary to identify organizational measures that cause such behaviors in employees.

On the other hand, organizational climate also reflects the attitude of people towards the organization towards which they feel attached and it is a set of characteristics that exist by the employees of the organization and is effective as the main force in determining the behavior of employees (Alagmand, 1376). Ecole [1] (1996) defines organizational climate as a manifestation of culture, the result of a combination of feelings, writings, behaviors that shape organizational life and an organizational reality with an objective concept. Organizational climate refers to the organization's members' perceptions of the organization's fundamental elements (Wassat and Farr[2], 1989). Since the atmosphere is based on individual perspectives, it has a rapid change, which guarantees that it also affects people's behavior (Payne and Pagh [3], 1969). Therefore, the necessity of the current research is to answer this question, what is the significant relationship between the organizational atmosphere and the productivity of the workforce.

1-4.  The main objectives of the research

The main objective of the current research is to identify the organizational climate of the Faculty of Management of Tehran University and its relationship with the citizenship behavior of employees and faculty members of this university.

Identifying the relationship between the organizational climate and organizational citizenship behavior

Helping educational and scientific centers to improve the work environment

1-5. Background of the research

Early research conducted by Organ and colleagues mainly focused on the attitudes of employees and the tendencies and supportive behavior of the leader. Padsakoff and colleagues have expanded the realm of leadership behaviors to different types of interactive and transformational leadership behaviors. The effects of occupational and organizational characteristics are mainly proposed in theories related to leadership alternatives, which have been studied by various experts.