Рrosocial behavior and organizational climate in the field

Mayiana Mitevska-Encheva

SULSIT*, Sofia, Bulgaria

Рrosocial Behavior and Organizational Climate in the Field of Bulgarian

Knowledge Managers and Workers

Abstract:

The study records the impact of a number of organizational and demographic indicators on acts of prosocial behaviour and the types of organizational climate. At the same time it establishes the reasons that prompt high commitment to work and exceeding of tasks listed in the job description. In this study prosocial behaviour and organizational climate are assumed as variables, since they allow the adequate measurement and recording of the impact they have on a number of organizational factors. Quantitative research methods, as well as measurement tools consistent in terms of psychometrics are applied. The survey results make it possible for trends in the development and change of prosocial behaviour and organizational climate in the area of knowledge managers and workers to be revealed. The hypotheses check is carried out by means of dispersion and correlation analysis. The data are processed with the standard package of statistical programs SPSS-16.

Keywords: Organizational and Demographic Indicators, Prosocial Behaviour, Organizational Climate, Area of Knowledge Managers and Workers.

1. Introduction

Prosocial behaviour in an organization is established as a positive form of employee behaviour. It is seen as behaviour that does not entail its benefits to the respondent, and brings benefits only to the recipient. (Van Dyne, Graham, Dienesch, 1996) Literary sources on organizational psychology and staff management use the term organizational citizenship behaviour. Distinction between the two terms is conditional. The concept of organizational citizenship behaviour was introduced by Dennis Organ, who defines it as "hidden behaviour that cannot be recognized immediately and indefinitely from the formal system of incentives, but that helps the effective functioning of the organization" (Organ, 1998). The focus is on acts of altruistic actions and loyalty in the workplace (Ilieva, S.,2006). Organizational climate is defined as a feeling in the group members and a characteristic way of interaction between them, as well as with outsiders.

The analysis of the organizational climate is focused on the manifestations of individuals’ opinions

and their reactions for a relatively long period of time. As long as different types of relations form the basis of the climate, it can be changed quickly and dramatically – hence it is assumed to be a less resistant characteristic (Denison, 1996).

The researched variables make possible the formulation of the main purpose of the study, which is to determine the impact of prosocial behaviour on phenomena at personal level and on organizational climate. In this way the assumption that prosocial behaviour plays a certain significant role in the organization is expected to be confirmed.

INTERNATIONAL JOURNAL OF SOCIAL SCIENCES, VOL. I I , NO. 3, 2013

93

Marek Vokoun

Typewritten Text

*) Supported by Project BG051PO001- 3.3.06-0055 "Development of an information environment to motivate and stimulate young researchers SULSIT ", EUROPEAN SOCIAL FUND MINISTRY OF EDUCATION, YOUTH AND SCIENCE OP "Human Resources"2007 - 2013 scheme of grants: Investing in your future!

What is also expected is prosocial behaviour to be influenced by a number of independent variables of organizational and demographic character e.g. variables associated with particular gender, age, education, or correlated to the status in the organization and to work experience, for example, position in the hierarchy, total work experience, experience in the particular organization. Based on the impact of the above variables it is assumed that specific differences should be drawn, which will outline the profile and specific character of prosocial behaviour in the researched area of knowledge managers and workers.

It is assumed that the effect of the different forms of prosocial behaviour, on the one hand, is synchronized and unidirectional, but on the other hand affects certain variables. It is presumed that prosocial behaviour which is characterized by "initiative and voluntary engagement in the activities of the organization" (Ilieva, S.,2006) would, therefore, have a direct impact on the types of organizational climate as an indicator of the perceptions of the personality of what is happening in work environment.

In order to prove or disprove the deduced hypotheses, the following tasks are set: To identify the relationships between instances of prosocial behaviour and the types of organizational climate. To identify which signs of prosocial behaviour have a positive impact on the types of organizational climate. To investigate the influence of the independent variables of personal and organizational nature on the instances of prosocial behaviour and the types of organizational climate.

A number of statistical methods and procedures, establishing relationships and mutual influences on the variables are used in order to solve the research tasks that have been set. Also, through the above mentioned statistic programs those factors that have the greatest impact in the work environment are expected to be deduced.

For this purpose, via frequency distribution of the received data the average arithmetic and standard deviations are expected to be traced. A single factor and multifactor dispersion analysis is used, where those average arithmetic values that have statistically significant differences are deduced. Since it is assumed that these differences are more pronounced among some of the groups, a Post hoc test for multiple comparisons is used, made after the Tukey method. The Tukey method is selected when there is an imbalance in the number of measurements in the separate groups. The multiple comparisons test is applied when it is established, after the single factor dispersion analysis ANOVA, that the F-ratio is significant, "p" is the level of significance, not greater than 0.05.

A correlation analysis is carried out where *** p <0.001 corresponds to high significance, ** p <0.01 – to average * p <0.05 – to weak. The quantitative measure is the correlation coefficient - "r", and "p" is guarantee probability, which ensures the correctness of evaluation through the scholastic error. What is expected by these methods is to reveal the specifics of the researched factors in the sphere of knowledge managers and workers, as well as to deduce those parameters that have the strongest deterministic role.

Based on the valid questionnaires a sample of 623 individuals working in education for the period November 201 – February 2013 is derived. Respondents were divided into groups according to the survey demographics. It is established that women (81.0%) were approximately four times more than men (19.0%) in the researched field of activity. As far as age is concerned, 19.0% are up to 25years old; 22.0% are from 26 to 35 years old; 28.0% from 36 to 45 and 30.0%. over 45 years old. Depending on the status in the organization, the management is 11.0%, while the employees are 89.0%. In the percentage distribution of working experience in a particular organization: up to 2


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years - 24.0%, up to 4 years - 27.0%, while more than half of the employees, i.e. 48.0%, have more than 4 years of experience - According to the variable total length of service: up to 5 years - 28.1%, up to 15 years - 32.9% and more than 15 years - 39.0%. Depending on the number of the members in the group, small groups of fewer than 10 people represent two-thirds of the employees - 57.1%, and groups of more than 10 people - 42.9%. Depending on the education the number of bachelors (38.0%) is two times smaller than that of masters (62.0%).

The method used in the research is Prosocial Behaviour Questionnaire by Van Dyne, Graham, Dienesch (Van Dyne, Graham, Dienesch 1994), adapted for Bulgarian conditions by S. Ilieva (Ilieva, 2006). This methodology is set on 48 statements with five subscales characterizing the various manifestations of prosocial behaviour as multidimensional construct: loyalty, obedience

and participation, altruism, compliance.

The first two factors are interpreted as loyalty and obedience and are represented respectively by statements such as: "Most people: represent the organization in a favorable light; voluntarily agree to work extra hours", "Observe strict rules and operating instructions", "Regardless of circumstances their work is of the highest quality ", as well as with the reversed items, for example, “Wasting their time at work", "Do not meet the deadlines set by the management." The third, fourth and fifth factor therefore reflect the social participation, the innovative participation, keeping highest standards, the implementation of additional work activities. Examples of the subscale of participation are: "Encourage others and take the floor at team meetings and workshops," "Often make creative suggestions to their colleagues" as well as the reversed items: "Cooperate with others with difficulty when involved in a collaborative and project work" "Attend only mandatory and work-related team meetings." Altruism is established by items such as "Help newcomers orientate, even if it is not required of them," "Help those who were absent." General compliance is measured by means of reasonings, for example: "Always come to work on time", "Punctual". Items such as "Help those who were absent”, “Always come to work on time", as well as the reversed items, for

example “Waste their time at work", "Do not meet the deadlines set by the management" are also

included.

Statements are assessed by the five-point Likart scale, ranging from "strongly disagree" to "strongly agree." The questionnaire shows adequate psychometric properties. Subscales are free of social desirability. The reliability of the questionnaire is high ( = 0.74). Individual subscales show good reliability according to Cronbach’s factor . Reliability results for the different scales are similar to those of other researchers who have applied the questionnaire (Ilieva, S.,2006). Therefore it can be claimed that the questionnaire can be used in Bulgarian conditions for recording the different forms of prosocial behaviour. This methodology can be used to research the possible change of this type of prosocial behaviour and to identify trends in their development related to the dynamic changes in the external environment. It is suggested that personal, situational and positional factors will determine the prosocial behaviour (Van Dyne, Graham, Dienesch, 1996). The aim is to detect trends in their development in response to the future requirements of the external environment.

The following forms of prosocial behaviour are considered as variables in this study: altruism,

compliance, obedience, participation, loyalty. Altruism means unselfish concern for the welfare of others. General compliance refers to a less direct form of expressing conscientiousness and providing immediate assistance to a particular person, and it is more or less associated with helping "imperceptibly" to others. Obedience is a sociopsychological term specifying the course of action between two or more people, which is characterized by execution of the instructions set by one of


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the parties. Assistance or participation is associated with a demonstration of good social skills. Loyalty refers to stimulating the administrative functioning of the organization and to behaviour that supports the organizational development.

The approaches for researching the phenomenon of prosocial behaviour suggest that a similar profile of events is characteristic within one and the same organization or organizations in one and the same sector. When analyzing the data the differences in the perception of prosocial behaviour with knowledge managers and workers is traced.

The analysis results of the descriptive statistics for the dominant forms of prosocial behaviour (see Fig.1) display general trends, where "x" indicates the average statistics values, "sd" – the standard deviation and it is established that the values of participation (x = 30.7873; sd = 4.15426) and obedience (x = 30.6982; sd = 4.07292) are almost identical, as well as the compliance (x = 18.0029; sd = 2.88793) and altruism values (x = 18.5300; sd = 3.74960). These results are very close and indicate an analogous degree of significance of the relevant factors. Based on the displayed data it is established that there is a tendency to look for ways for the deliberate avoidance of negative or conflict behaviour at the very moment of recognizing it. Loyalty (x = 27.5800; sd = 3.13182) as a factor of prosocial behaviour has values that place it in an intermediate position with respect to other manifestations. In principle, it is associated with identification with the ideas of the leader in the organization and cooperation with others for the benefit of the entire organizational community. Prosocial behaviour is a combination of various characteristics that define the uniqueness of a certain organization with regard to another. The displayed presence of any of the manifestations suggests its interrelationship with another. Correlation analysis is used to determine the degree of interdependence and mutual influence between particular manifestations of prosocial behaviour in

the researched area of activity.

Positive and negative correlations are recorded in the researched area (see Table I). The positive interrelationship between the manifestations of compliance and altruism (r = 0.506; p <0.01) is most pronounced. Interdependence between acts of obedience and compliance is also relatively high (r = 0.429; p <0.01). Thus, if we assume that prosocial behaviour is not such a spontaneous category, provoked by the situation (Smith, Organ, Near, 1983), then, with positive correlations between manifestations of altruism and compliance, work satisfaction is at a very good level. The same can be said about leadership support in carrying out tasks.

Fig. 1 Descriptive statistics of prosocial behaviour in the sphere of кnowledge managers and

workers

On the other hand, the data displayed in the researched area indicate that connections between altruism and: obedience (r = 0,080; p <0.05), participation (r = 0,091; p <0.05) and loyalty (r =

0

5

10

15

20

25

30

35

Altruism Compliance Obedience Participation Loyalty

х

SD


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0,133; p <0.05) are not statistically significant. The same applies to loyalty and compliance (r = 0,188; p <0.05) and participation and loyalty (r = -0,033; p <0.05). These results are contrary to expectations. The reasons for this are that the psychological nature of obedience varies according to the personal qualities of the leader and the accepted values of relationship between subordinates and superiors, but is accepted as compliance with the rules at the workplace. Obedience is in a relatively high correlation with compliance, but in a very low correlation with altruism. Recorded data can be interpreted in the light of the nature of work and in that the expected goals and plans in work should be strictly followed. At the same time, when the organization's goals and good performance values are shared, the employees tend to present their work to outsiders favorably, thus protecting themselves from criticism as well.

Other results of the correlation analysis, however, show weak positive correlations between manifestations of participation and compliance (r = 0.368; p <0.05), participation and obedience (r = 0.249; p <0.05) and loyalty and obedience (r = 0.213; p <0.05 ). Accordingly, the weak correlations of loyalty with other forms of prosocial behaviour show at the same time weak identification with the organization and a desire for better realization in the future. However, the relatively high positive results of compliance and altruism make possible the demonstration of good social skills aimed at consumers of educational products. Raised hypothesis of expected differences in the interrelationships of manifestations of prosocial behaviour in the researched area of activity has been confirmed partially. Thus, prosocial behaviour in the researched areas is dictated to a lesser extent by the interdependencies between obedience and participation, and to a larger extent by the relationship between compliance and altruism.

A dispersion analysis has been made based on the notion that perceptions of manifestations of prosocial behaviour are influenced by these particular independent variables. The aim is to derive those average arithmetic values that have statistically significant differences. Statistically established significant differences outline the specifics of prosocial behaviour in the sphere of

education at gender, length of service in the particular organization and hierarchical levels (see Table II). Gender is derived as a determining factor for the manifestations of obedience (F = 3.156; p = 0.045). According to the one-factor analysis, in this case indicators are higher for women (x = 30.7363; sd = 4.18936) than for men (x = 30.5359; sd = 3.63319), with a slight difference, though.

Table I. Interrelationship between manifestations of prosocial behaviour in the field of

knowledge managers and workers

Prosocial behaviour Altruism Compliance Obedience Participation Loyalty

Altruism 1,.000 0.506**

0.080 0.091 0.133

Compliance 1.000 0.429**

0.368* 0.188

Obedience 1, 000 0.249* 0.213*

Participation 1.000 - 0.033

Loyalty 1.000

Women give higher score to such type of events. Obedience is displayed as a major factor in helping. As an independent variable sex differentiates the choice of women and men. The likelihood


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that women should give preference to stability and accuracy of the job is greater. At the same time they respond to the needs of others more than men. The nature of work should also be taken into account –it is not always possible to rapidly gain market dimensions of the results in the researched area. Therefore, men who generally seek immediate results should take it that in this respect it is possible to seek development.

A tendency is displayed to change gender and role principles according to which "women are increasingly perceived as reliable, honest, tenacious, principled, energetic, capable of solving problems, enduring pressure, ambitious, confident, adventurous, with a view how to make their way in life, skilled in business and active - qualities traditionally ascribed to men" [4]

Significant indicators are detected only during the display of loyalty (F = 2.574; p = 0.024). Highest values according to the single factor analysis are observed in individuals with relatively short total

length of service - up to 5 years (x = 29.4500; sd = 4.51632), followed by those having up to 15 years. (x = 28.3312; sd = 2.40519). Employees with experience above 15 years (x=24.1400; sd=2.60442) have the lowest display of loyalty. The results are interesting considering the expectation gap – i.e. employees with greater overall length of service are expected to be more committed to the organizational reality and goals of the organization. Respondents with a relatively lower overall length of service up to 5 and 15 years have value orientations in the displays of loyalty. The test for multiple comparisons found no differences between the groups.

Table II. Interrelationship between manifestations of prosocial behaviour in the field of

knowledge managers and workers

Prosocial

behaviour

Demographic

indicators

Altruism Compliance Obedience Participation Loyalty

Sources of

variations

F p F p F p F p F p

Gender men

0.010 0.919 1.148 0.501 3.156 0.050 1.037 0.448 2.200 0.156 women

Length

of

service

in a

particul

ar

organiz

ation

Up to 2

yrs

0.008 0.992 0.245 0.784 0.303 0.739 1.088 0.341 2.574 0.024 Up to 4

yrs.

Over 4

yrs

Hierarc

hy level

high

1.382 0.243 0.008 0.928 5.353 0.023 0.295 0.588 0.451 0.504 low

As a sole independent factor hierarchy level has a statistically significant impact on displays of obedience (F=5.353; p=0.023). Higher values for the single factor analysis of variance are


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registered with regular employees (x=31.4992; sd=4.22123) compared with those in managerial positions (x=29.6364; sd=3.64944). The results can be considered logical. Thus, it is concluded that acceptance of the need and desirability of the organizational rules and principles relating to the structure, operations and personnel management policy is realized. It can be assumed that they are highly valued by both groups as obedience characterizes the relationship between two or more people and is expected to manifest itself by respecting the instructions and procedures by all. Furthermore, the responsibility for the common good consists in recognizing legal authority, obedience to the rules and making efforts towards the success of the organization.

The method used for the study of organizational climate is the Van Muijen et al. Questionnaire [12]. It consists of two parts. The first one includes six statements that measure basic value orientations representing organizational climate. It gives an answer to the question "How many?", ranging from "none" to "almost all." The second part of the questionnaire answers the question "How often?" and the form of responses ranges from "never" to "almost always". The 40 statements are measured on a 6-point scale. Statement instances are: "Management specifies the goals to be achieved; there are precise criteria by which performance is measured; it is being worked on resolving interpersonal conflicts; the organization’s new ideas are stimulated; the work is performed according to specific procedures." The questionnaire was adapted for Bulgarian conditions by S. Ilieva [2], and indicates high psychometric properties.

Value preferences to rules climate (х=4.4147; sd=0,57268) in their dominant role against the values

of other types of organizational climate are clearly derived from the researched subjects in the кnowledge managers and workers sphere (see Figure 1).

Four types of climate are measured: support climate, innovational climate, goals climate, rules climate. Innovationa climate gives orientation for the search of new solutions, products, markets. Support climate is mainly associated with human relationships of trust and cooperation in the workplace. Rules oriented climate considers the coordination within the organization, compliance to the rules and creating stability in the workplace. Goals climate is characterized with achieving the goals set in the workplace and the existence of clear criteria for their implementation.

Organizational climate is a combination of various characteristics that define the uniqueness of an organization in relation to another. There’s a hypothesis that the four types of organizational climate have a relatively high correlation as they do not exist separately in the organization.

Fig. 2 Descriptive statistics of organizational climate in the sphere of кnowledge managers

and workers

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5

Innovationalclimate

Support climate Rules climate Goals climate

Х

SD


99

The assumption of the relationship between the types of organizational climate has been confirmed. According to the data from the correlation analysis made, an average correlation between the types of organizational climate has been reported (see Table 3).

Correlation analysis has been used to assess the degree of connectivity and synergy between different organizational climates: support-oriented climate, innovation-oriented climate, rules-oriented climate, goals-oriented climate. The lowest values are for altruism and compliance, as shown in the figure. They are probably considered to be appropriate only when they are relevant to the aspiration for exceeding the role requirements while completing a task and complete dedication to its implementation. Thus, a task-oriented behavior is valued more than a relationship-oriented behavior. Reciprocity of the competing preferences not only to the strict observance of the implementation of all details and involvement with expertise, but also to achieving a high competitive level is established. The synergy between the types of organizational climate in the knowledge managers and workers sphere (see Table IV) registers high positive values of goals climate with innovational climate (r = 0.847; p <0.01).

Table III. Synergy between the types of organizational climate in the кnowledge managers

and workers sphere

Organizational

climate

Innovational

climate


Innovational climate 1.000 0.755** 0.786** 0.847***

Support climate 1.000 0.675** 0.720**

Rules climate 1.000 0.810***

Goals climate 1.000

In this sense, it can be concluded that the core values that support the organizational reality in this area are oriented towards maintaining the reputation, success, productivity, creativity, experimentation and innovation (r = 0.786; p <0.01). Thus, according to the respondents, an external focus of positioning is predominant. The values accepted are directly linked with the trust between members of the organization and tendency towards change (r=0.755; p <0.01); at the same time a shift towards stability and control can be observed (r =0.675; p <0.01). According to the correlation analysis, there is a strong positive relationship between the goals climate and the rules climate (r=0.810; p <0.01). This result is in line with the values of the descriptive statistics where the rules-oriented climate is followed by the goals-oriented one. Accordingly, the main activities are complemented by stability and control, and concern for the excellent work performance. Based on the results found the suggested hypothesis of a positive correlation between the types of organizational climate has been confirmed. In conclusion it can be said that innovation values are more clearly defined in the service sector. Adherence to market orientation is characteristic for the researched area. A tendency is revealed for the acceptance and absorbtion of values and ways of working, oriented towards achieving results and competitive quality. In order to detect differences in the perception of the types of organizational climate a multi-factor analysis of variance depending on the type of field of activity, sex, age, length of service in the organization, total length of service, the number of members in the group, education and level of hierarchy has been made.


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The reasons for this are that the perceptions of the types of organizational climate are influenced by these variables as well. The aim is to derive those average values that are statistically significant.

Table IV. Differences in displays of prosocial behavior according to demografic indicators

Types of climate

Demographic indicators

Innovational

climate


Sources of variance F p F p F p F p

Age

up to 25 years

1.327 0.270 3.413 0.021 1.669 0.179 2.436 0.050 up to 35 years

up to 45 years.

over 45 years

Number of

members in the

group

up to 10 people

3.494 0.050 0.006 0.939 3.224 0.050 4.409 0.038

Total length of

service

up to 5 years

1.834 0.165 1.153 0.320 3.749 0.027 3.090 0.050 up to 15 years

over 15 years

Length of service in

the particular

organization

up to 2 years

0.109 0.897 0.082 0.922 0.878 0.419 2.455 0.030 up to 4 years

over 4 years

Level of hierarchy high 0.812 0.370 4.598 0.035 3.707 0.050 1.945 0.166

low

Statistically significant indexes are observed in age, number of members in the group, total length of service and experience in the particular organization, as well as according to the level of hierarchy.

The difference in age determines the differentiated value (see Table 4) in the support-oriented (F = 3.413; p = 0.021) and goals-oriented climate (F = 2.436; p = 0.050). Dispersion analysis demonstrates that the orientation towards support climate is manifested most strongly within employees between 26 and 35 years old (x = 4.0476; sd = 0,80321), between 36 and 45 years old(x = 3.8532; sd = 1.06962), followed by employees over 45 years old (x = 3.4535; sd = 1.05681). The orientation towards support climate is manifested most weakly within employees up to 25 years of age (x = 3.8532; sd = 1.06962).

It is generally accepted that innovative behavior can be built as maintaining support climate. Thus, an atmosphere built on trust and cooperation between members of the organization can manifest to a greater extent the creative temperament among employees, which in turn also affects creativity and initiative.

The multiple comparison test demonstrated low differentiation significance in the age groups up to 25 years old with the groups up to 35 years old oriented towards support climate. The lowest values for this type of climate are registered with employees up to 25 years of age, while the highest values were found with respondents up to 35 years old. Therefore, younger employees perceive the organization as a starting point in their career but not as a place for their professional growth.


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According to the single factor analysis of variance orientation towards the goals climate is predominantly supported by employees up to 45 years of age (x = 4.1339; sd = 1.00515), as well as by employees up to 35 years old (x = 4.0000; sd = 0.64952). The lowest figures were recorded in the age group over 45. The result of employees up to 25 years old (x = 3.7321; sd = 0.80542) has to be taken into account. A reason for this are the low scores of this group to values oriented towards competitiveness, achieving high performance results and reporting the dynamic changes in the external environment. In fact, these are employees that are expected to be the basis for stability in the sphere of education and to support its capacity in future. According to the multiple comparison test no differences have been registered among the age groups in the goals climate.

Hierarchy in the research field is a differentiating factor in the support organizational climate (F = 4.598, p = 0.035), with management scoring the highest results (x = 4.1913; sd = 0.0721), and in the rules oriented climate (F = 3.707, p = 0.050) where the managerial positions again score higher (x = 4.2481; sd = 0.86504). Loyalty, tradition and devotion are the supported values and norms of behavior corresponding to the goals oriented climate. At the same rules climate demonstrates an interest in following the exact rules and clear procedures, operational control as well as preservation of the status and internal stability of the organization. In this context the preferred values, according to the survey data, represent on the one hand a symbiosis of internal integration and cohesion, and flexibility and dynamism on the other, focusing on the development of human potential. These values are maintained and developed by managers. With researched people form the education sector it can be asserted that the manager is concerned about his employees and makes every endeavour to facilitate the achievement of the set tasks.

The total length of service is a differentiating factor in two of the four types of organizational climate – rules climate (F = 3.749, p = 0.027) and goals climate (F = 3.090, p = 0.050). No statistically significant indicators that depend on the length of service have been identified in the innovational and support climate. It is interesting to note that value preferences to coordination within the organization (x = 4.3630; sd = 0.73177) and for the purposes of implemention (x = 4.1167; sd = 0.73103) occur mostly with employees of up to 15 years length of service. For comparison, in the research conducted so far in the other sectors, the lowest results belong to respondents with a similar work experience. Differences have been reported here in the education sector.

There is a tendency with the increase of length of service up to 15 years the values for each type of organizational climate to grow as well. Employees with a length of service over 15 years prefer stability and turn down proposals associated with a high degree of risk. The data from the multi-factor analysis of variance led to forming a profile of the employees groups in the education sector: which group of employees place greater value on order, security at the workplace, compliance with formal procedures and which group of employees are predisposed to introducing change and innovative behavior.

Another trend has also been brought up: employees with a length of service up to 5 years are market oriented both in the rules climate (x = 4.1154; sd = .91218) and in the goals climate (x = 3.9231; sd = .83447) Therefore, they can be expected to introduce innovation and changes to their work. At the same time, these employees respect the established order and principles of work to no inconsiderable degree.

According to the multi-factor dispersion analysis the researched respondents from the education sector with a length of service over 15 years stick to well-defined methods of work and avoid risk.


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The results of the rules climate (x = 3.7929; sd = 0.97325) and goals climate (x = 3.5966; sd = 1.04404) are least prominent precisely in this group.

The multi-comparison test registers differences between the groups of up to 15 years of service and above 15 years. It has been found that the total length of service is a variable that influences market orientation and the choice of solid organizational structures as a reliable way for surviving.

Statistically significant indicators of the independent variable “length of service in the particular organization” in the researched area in a goals-oriented climate (F = 2.455; p = 0.030) have been derived; employees with a length of service of up to 4 years at the specific workplace (X = 4.3068; sd = 0.81464), followed by those with up to 2 years (X = 3.8333; sd = 0.88516) and those employees with over 4 years (X = 3.7596; sd = 0.94691) have demonstrated preference towards this type of value gradation. Length of service in the specific organization is a differentiating factor in terms of market orientation. The main value practices that are supported in the education sector are the desire for productivity, achieving high competitive levels and addressing the needs of “product

consumers" and positive feedback. Most active in meeting the expectations are the respondents with up to 4 years work experience without changing the workplace.

The multi-factor variance test does not take into account the differences between the researched groups. Reputation and success are equally important for all respondents. Employees compete with each other and strive to achieve the planned goals. Based on data from the multi-factor dispersion analysis it can be stated that the respondents in this sector are focused on external positioning and differentiation.

Statistically significant indicators according to the variable "number of members in the group" (see Table II.) for have been reported for innovational climate (F = 3.494; p = 0.050), rules climate (F = 3.224; p = 0.050), goals climate (F = 4.409; p=0.038). The results of the multi-factor dispersion analysis show that groups of more than 10 people are a differentiating factor of the listed types of organizational climate. The results of the correlation analysis of the researched respondents from the surveyed fields of activity partially confirmed the constructed hypothesis.

The identified differences highlight unity, loyalty and commitment to the implementation of the goals as a major feature of team work. The researched respondents consider educational process as the work of partners seeking to actively interact with each other through stimulating the creative capacity. At the same time emphasis is placed upon the important role of tradition, given the statistically significant results of rules climate similar to the data from innovational climate. Thus, risk-taking and the search for new ideas is based on rethinking and transformation of old ideas and rules.

2. Conclusion

Based on the methods of descriptive statistics the following trends can be derived. Overall, the expressions of prosocial behavior associated with maintaining the integrity of the organization's formal rules and standardized procedures are most highly valued.

Respondents’ preferences are oriented towards protecting the stability and predictability in the organizational context. Respondents expect management to be very stringent and punctual to the tasks and procedures at hand and to be well informed. The research data demonstrate the desire for socialization and integration in the organizational environment as well as identification with it to no inconsiderable degree. At the same time professional distancing, respecting everyone’s right to


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personal space is appreciated. The obtained results can help diagnose and initiate change in the organizational environment.

Based on the conducted correlation analyses of prosocial behavior and organizational climate positive relationships between manifestations of altruism and support have been established. The presented analyses demonstrate results in favour of the interrelationship between prosocial behavior and organizational preferences, considered typical for competing values model. The data obtained, however, show some trends in specific fields of activity concerning the relationship between prosocial behavior and organizational climate.

The results of the multi-factor dispersion analysis demonstrate that total length of service, position in the organizational hierarchy (manager - employee) and age influence statistically significantly value orientations, supporting orientation towards confidence and good interpersonal communication, stability and to a lesser degree, innovations and tendency to risk

Differentiating factors for organizational climate have most variations in the rules and goals climate and least in the innovational climate. The number of members in the group is the most pronounced determining factor for each type of climate, with the exception of support climate.Data from this analysis can be used positively in two directions: on the one hand they can help increase overall professional competency through communication, and on the other – they can identify the types of organizational climate that could increase the efficiency and effectiveness of knowledge managers and workers.

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Marek Vokoun

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Рrosocial behavior and organizational climate in the field

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