sample thesis of last year

8/11/2019 Sample Thesis of Last Year

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Factor Effecting Organizational Citizenship Behavior: A Study of OCB in Telecom Sector of Pakistan

By

MIR KHURRAM IQBAL

Thesis submitted to the Lahore School of Economics

in partial fulfillment of the requirements for the degree of

Masters of Business Administration for Professionals

2013

Supervised by: Ms. SHAMILA KHAN


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Declaration

I declare that all the work in this study is my own personal effort. Nothing has been plagiarized

from any other source and has been check by turnitin.com. Wherever any idea is taken from

some other source, proper references have been mentioned. The study has been scanned for

plagiarism, and has been found free of any sort of copied material.

_____________________

MIR KHURRAM IQBAL

Date: ________________


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Certificate of Approval

I certify that I have read Factor Effecting Organizational Citizenship Behavior: A Study of OCB in

Telecom Sector of Pakistan by MIR KHURRAM IQBAL, and that in my opinion this work meets

the criteria for approving a thesis submitted in partial fulfillment of the requirements for the

Bachelor of Business Administration Honors Degree at the Lahore School of Economics (2013).

_________________________________

Ms.Shamila Khan

Thesis Supervisor

Date: _______________________


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DEDICATION

To

My Parents


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ACKNOWLEDGEMENT

I would like to acknowledge My Wife and Sisters for their utmost support and time. They have

been very helpful in the entire work of my dissertation. They have being a source of strength and

support to me in the thick and thin of my life. I am thankful to them for their unending support.


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List of Tables

List of Figures

LIST OF APPENDIXES

Contents

I. Introduction ........................................................................................................................... 13

1-1 Statement of Problem ..................................................................................................... 15

1-2 Significance of the Problem ........................................................................................... 15

1-3 Objective of the Study .................................................................................................... 16

1-4 Scope of the Study.......................................................................................................... 16

1-5 Delimitation of the Study ............................................................................................... 17

1-6 Assumptions of the Study .............................................................................................. 17

1-7 Definitions of Independent Variables Impacting the OCB ............................................ 17

1-8 Organization of the Study .............................................................................................. 19

II. Literature Review............................................................................................................... 20

2-1 Organizational Citizenship Behavior ............................................................................. 20

Historical Development of Organization Cultural .................................................................... 21

Measurement theories in OCB .................................................................................................. 22

2-2 Present Study .................................................................................................................. 25

Theoretical Framework ............................................................................................................. 25

Factors Affecting the Current OCB .......................................................................................... 25

Research Studies in Pakistan .................................................................................................... 30

III. Methods and Procedures .................................................................................................... 31

3-1 Schematic Presentation of Variables under Study ......................................................... 31

3-2 Research Hypothesis ...................................................................................................... 32

Socio-Demo Graphics ............................................................................................................... 32

Factors effecting Organization Cultural Behavior .................................................................... 32

3-3 Sample Size Determination ............................................................................................ 343-4 Questionnaire: development and Description ................................................................ 34

3-5 Scoring Procedure and cutoff Point: .............................................................................. 37

IV. ANALYSIS OF DATA...................................................................................................... 38

4-1 Section I: Description of Statistical Data ....................................................................... 38

4-2 Section II: Testing of the Hypothesis ............................................................................. 51

4-3 Section III: According to New Model ............................................................................ 65

V. SUMMARY, FINDINGS, CONCLUSIONS, DISCUSSION ANDRECOMMENDATIONS .............................................................................................................. 70

5-1 Finding of the Study ....................................................................................................... 705-2 Conclusions .................................................................................................................... 74

5-3 Discussion and Implications........................................................................................... 75

5-4 Recommendations for Future Research ......................................................................... 76

VI. References .......................................................................................................................... 77

VII. Appendices ......................................................................................................................... 79


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List of Tables

Table 1: Instrument Description........................................................................................25

Table 2: Constructive and operative definitions of variables....26

Table 3: Scoring Procedure of variables...........................................................................27

Table 4: Scoring statement of variables............................................................................28

Table 5: Number of Respondents by Gender....................................................................29

Table 6: Number of Respondents by Age Classification.. ..................... ..........................29

Table 7: Number of Respondents by Marital Status......... ..................... .........................30

Table 8: Number of Respondents by Nationality............... ..................... ........................30

Table 9: Number of Respondents bifurcated by Education........ ..................... ...............31

Table 10: Number of Respondents by Experience........... ..................... .........................32

Table 11: Number of Respondents by Salary Division.......... ..................... ...................32

Table 12: Number of Respondents by Department........... ..................... ........................33

Table 13: Number of Respondents by Sector in Telecom Industry.. ..................... ........34

Table 14: Number of Respondents by Organization......... ..................... ........................34

Table 15: Descriptive Statistics for OCB.................. ..................... ...............................35

Table 16: OCB Statistics................................. ..................... .........................................36

Table 17: Correlation of OCB Components.................. ..................... ...........................37

Table 18a: CMIN..................................... ..................... ..................... ...........................40

Table 18b: RMSEA............................................ ..................... ..................... .................40

Table 18c: Baseline Comparisons........................ ..................... ..................... ...............40

Table 18d: FMIN...................................... ..................... ..................... ...........................40


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Table 19a: Hypothesis-1 Correlations........................... ..................... .....................42

Table 19b: Hypothesis-1 Coefficients.......................... ..................... ......................42

Table 20a: Hypothesis-2 Correlations.......................... ..................... ......................43

Table 20b: Hypothesis-2 Coefficients........................... ..................... .....................44




Table 22b: Hypothesis-4 Coefficients.......................... ..................... .....................46




Table 24b: Hypothesis-6 Coefficients................... ..................... .............................49

Table 25a: Hypothesis-7 Correlations..................... ..................... ...........................50

Table 25b: Hypothesis-7 Coefficients..................... ..................... ...........................50

Table 26a: Hypothesis-8 Correlations................... ..................... .............................52

Table 26b: Hypothesis-8 Coefficients.................. ..................... ..............................52

Table 27a: Hypothesis-9 Correlations..................... ..................... ...........................53

Table 27b: Hypothesis-9 Coefficients....................... ..................... .........................53

Table 28: New Model Correlations...................... ..................... ..............................55

Table 29a: CMIN......................................... ..................... ......................................57

Table 29b: Baseline Comparisons............. ..................... ........................................57

Table 29c: FMIN...................................... ..................... ..........................................57


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Table 29d: RMSEA................................ ................................. ....................................57

Table 30: Comparison between Models.............. ..................... ...................................57


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List of Figures

Figure 1: OCB Components Path Diagram.. ................................. . ................................................ ..38

Figure 2: New Model Path diagram...................... ................................. . ................................. ..........56


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LIST OF APPENDIXES

APPENDIX-1-Base Article........................................................................................................38

APPENDIX-2-Palagarism File...................................................................................................38

APPENDIX-3-Questionaire.......................................................................................................38

APPENDIX-4-Path Diagram-1..................................................................................................38

APPENDIX-5-Path Diagram-2..................................................................................................38

APPENDIX-6-SEM....................................................................................................................38


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ABSTRACT

Many studies have been conducted in the general reference to the OCB; but in connection to theTelecom Sector of Pakistan it was not conducted earlier. Thus, the dynamic operation of the

organization and the industry is very different compared to other services provided in the

turnover of this particular field of study is recommended for more and detailed information The

objective of the research was achieved by choosing variables such as variables such as Fairness

Perception, Transformational Leadership, Employee Turnover, Job Satisfaction, Age,

Motivational factor, Foreign Citizen Employee to check the impact on the OCB. Since

employees were found in all categories of Hierarchy and various structures of organizations. Not

a Significant relationship was found to be observed from Job Satisfaction with respect to the

employee turnover. This might be due to case that currently Telecom Industry is going through

Saturation Era. There are very few job Opportunities available in Telecom Industry, so the

Employee turnover has decreased naturally in the industry. Most people are stagnant on the

position and are reluctant to take any adventure, creating less opportunity for other sub-ordinates

and people in the Industry.


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I. Introduction

During the industrial era, the main problem management is the most productive workers ,

was to find a way to make money. This means that the system of Taylor scientific managementhas been very popular in the 20th century . The core of this system (Warner, 1994 Carl Bridge,

2007) , the schedule for each task one way hierarchy and strict priority under the strict separation

of work , respectively . However, in 1980 hierarchy and organizational structure of the logic of

mass production for the needs of the knowledge economy has not been established. 21st century

information age based on the age of the pool with a big change in the industrial age ( Theo ,

Lakhani , end, and Brown, 2008) , was Drucker (1994 ) as follows : the difference between our

century and 20th century is a summary :

"Management of the 20th century , the most important , even unique contribution of fifty

-fold increase in productivity of manufacturing workers were the most important contribution

management must take into the 21st century , as well as knowledge to work and can increase the

productivity of knowledge workers . " 20th century the companys most important asset was its

production. "The agency is the most valuable of the 21st century, which will productivity of

knowledge workers.

The knowledge of economy and knowledge of the players today play an important role in

the highest level of quality and the fastest growing companies to make more profits. Knowledge

workers ( Davenport , extract meaning from it , learn and create solutions to solve complex

problems , and as a result, since the organization of existing knowledge workers rely on growth

prospects means 2005) . Therefore, in terms of labor relations, factors that affect sexuality

knowledge of workers are important to understand.

Organizational citizenship behavior within an organizational behavior is considered a

relatively new concept. Researches in the field of early childhood are relatively major research

primarily in 1990 and continued steady speed there. The study is covering three aspects of the

OCB ( usually known in the literature alongside OCB ); which is focused on building

relationships . By Selecting field as a reason for OCB; it helps in measuring to increase the

efficiency of our units to get a step that the drive performance and a positive attitude. Regarding


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the relationship between OCB and performance of existing empirical research rather than

medical part ( Borman and Motowidlo , 1993 ) , than is the theory . Most of these OCB

organizational management and education for all employees is recommended. OCB found their

way to interpret because there are a lot of consistency which is interesting that scientists in the

background, different situations, and to define OCB. (Jacqueline, 2004) , refers as OCB , it is

that does not require formal organizational behavior , and can serve as a means extra practice,

however , will only result in an organizational environment depends on the employee's consent .

OCB impact on the efficiency of the organization create OCB social structure of the working

environment (Todd , 2003) , as well as to the overall efficiency of the organization , will mainly

affect .

The behaviors of citizens in the wider perspective are of at least four advantages in an

organization. First, OCB covers about the history of the civil action, we understand the history of

OCB dynamic, integrated to understand the complexity of the social environment you think you

need employees to engage in OCB. Second, OCB covers the most previous studies of leadership

orientation citizenship (Organ, 1997) refers to the results of the efficiency and effectiveness of

ignoring the results of OCB. Personality and Social Psychology, Third, it covers recent research

actions to perform these actions for people to show a positive effect. Eseongs view of

citizenship for the integration of research results more comprehensive understanding of OCB can

help every citizen for a long time and a high level of support elements. Fourth, it covers the

literature review and OCB update these emerging areas for the next decade for the actions of

citizens that can be added to the research program, which can help structure.

The promotion and achievement of the organization (Allen & Rush , 1998 ) is to improve

the performance of the organization , with the passage of time human resource becomes an

important Asset to an Organization. According to the results of empirical studies it benefits

Organizationsproduct or service,in various aspects such as customer satisfaction , quality and

quantity in different ways, sales performance , customer complaints and revenue generation of

the Organization.

Identifying the variables according to their performance for today organizations which

have been made into successful enterprise primarily due to knowledge workers, which is


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believed that the value of the largest producers of knowledge workers are those whose

OrganizationsOCB is the direction of the triggering Positive events.

1-1 Statement of Problem

The position of the individual and the organization is influenced by many factors. Self-

organization factors (eg, job design) and organization specific attribute configuration tasks (eg,

working conditions, wages, seniority, working groups and leading support). It is a Series of

interrelated research that focuses on the explanatory variables. Other issues and problems like

Job characteristics, job satisfaction, organizational commitment are other variables affecting

OCB can , these factors might contribute in the Research but to which extent does it relates is yet

to be known by the factors which have been chosen.

1-2 Significance of the Problem

Contribution to this study is being carried out , keeping in industrial vision of Pakistan larger and

several other variables to determine the Organizational Expansion and Structure changing withpassage of time in growing Organizations and in existing Organizations decision is to determine

the relationship.

My research will be revolving into the factors that contribute to the strengthening of civil action

to determine what to do with the application for environmental Pakistan will help It will help in

analyzing the other factors which usually High Management cannot foresee at the lower ground.

Variables which are intended to play an important part are the Leadership, Employee Age,

Motivational Factors, Fairness Perception, Employee Turnover, and Foreign Employees.

This thing should also be kept in mind that Currently Telecom Sector is going through a tough

and Critical Phase as Telecom Sector is experiencing Maturity. After 3-G Auction it is expected

that Things will start to get better.


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1-3 Objective of the Study

The purpose of this study is the history of the telecommunications sector in Pakistan was to

determine the relationship between the OCB. As dependent variables there are many antecedents

but primarily in this research the antecedents which are being focused are Altruism,

consciousness and Civic Virtue. Furthermore, the impact and relationship with the other factors

affecting these variables will be studied. The factors affecting these Variables in accordance are:

the Impact of Employee Age; The Effect of motivational factor; The Impact of Leadership; The

Effect of Fairness Perception; The Employee Turnover; Foreign Citizenship

1-4 Scope of the Study

The proposed research questions for this study are as follows:

1- Relationship between the Organizational Culture with respect to the Employee Turnover

in Telecom Sector

2- Relationship between the Organizational Cultural Behavior with respect to the age of an

employee in Telecom Sector

3- Relationship with Organization as perceived by the foreign Citizens and observation by

the Local Employee with the Foreign Employee in an Organization

4- Relationship with Leadership quality with the Employee in an Organization

5- Relationship with the motivational Factors with employees towards the Organizational

Behavior

6- Relationship between the Fairness Perception among the Employees towards the

Organizational Behavior

Along with these Relationships, intermediate relationship will also be focused as Relationship

with Fairness Perception with respect to the Leadership. It will be also focused that the

Employee turnover is either related to the Leadership. Moreover emphasizes will also be given

on the relationship on the Employee turnover and fairness Perception in an Organization.


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1-5 Delimitation of the Study

1- Only organizations whose respondents were being operated in Lahore were included in

the study sample of employees, though they belong to different areas of the country

2- The data was collected in October - November of 2013.

3- Research work related to the perception of employees and their feelings were separated.

Self-assessment of respondents researchers through their skills, knowledge and belief

reflects positively on what you want or think, but to follow these comments paper

research to find out what pitfalls can be derived.

4- For this study, respondents were approached through Contacts for questionnaire and were

asked to return filled questionnaire. This is also due to the fact that, for a limited period,

and to achieve a higher response

1-6 Assumptions of the Study

1- It's the best of the knowledge the respondents fill out the questionnaire, which is being

assumed.

2- It was assumed that the respondents fully understand the concepts in the questionnaire.3- It was presumed that questionnaire was filled by complete neutrality and honestly.

1-7 Definitions of Independent Variables Impacting the OCB

Employee Age:

Wagner and Rush (2000) at the beginning (20-34) years of evolution explained, settled afteryears (35-55), a strong sense of themselves and their position in relation to the life and work

colleagues. Children settled accordance with the needs of the organization and employees tend to

be more flexible. On the other hand, the organization's goals and needs of older workers and to

adapt to their needs tend to be stricter


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Motivational Factors:

Penner et al. (1997) Personality and five internal motivation, instrumental actual process of self-

concept external, internal, and goal internalization motivation predicted impact was studied.

Barbuto (2001) theory of motivation states that it can be used as a basis for the OCB, but

scientists source of personal motivation advice, positive actions that can affect the level of

warning.

Fairness Perception:

Greenberg (1987), the organization acknowledged the findings of Justice distributive justice , as

well as influenced show, are used to achieve these results is the fairness of the process (process

definition) affected.

Leadership:

The management and staff relations leading a strong predictor of citizenship behavior shows a

meta-analysis that conclusion. With the support of leadership, transformational leadership,

including the potential rewards (Podsakoff et al, 2000)

Employee Turnover:

OCB level as their organization would like to participate in the employee constitutes a real

desire, or to remove them from the organization (Chen et al., 1998)

Foreign Citizenship Employee:

Temporary work visas to hire foreign workers, especially their lack of skilled workers in the

local labor market (Rogler, 1994) are the trend of world trade in the country. Trend can be found

in the Europe , East-Asia, Middle East, Central America and South America (West & Bogumil,

2000) 100,000 annually recruit skilled foreign workers.


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1-8 Organization of the Study

The need and importance of establishing, problem statement, research purpose and scope of the

research are presented in Chapter I along with the terms used in this study contains definitions of

key terms.

In Chapter 2, the relationship between organizational culture and behavior in future can be

useful to identify factors that influence other factors, including historical development.

Detailed research plan sheet, methods, procedures, data collection, research houses, sample size,

measurement and pilot testing, reliability and finally testing of hypotheses are being covered in

Chapter 3.

Chapter 4 will deliver data descriptive statistics, statistical analysis and that the results of the

testing of each hypothesis.

Chapter 5 summarizes the results and conclusions of this study, discussion of the results of

organizational behavior, for future research HR / training is designed for managers and

recommendations.


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II. Literature Review

2-1 Organizational Citizenship Behavior

Organizational citizenship behavior ( OCB ) of the employee is the job description ( Bateman

and Organ , 1983 ) apart from the standard functions provided additional employment-related

actions are defined .In 1964 by Katz first time another term for role behavior in OCB was

introduced . Bateman and Organ (1983 ) OCB and develop an understanding of the concept of

"good soldier syndrome " (Organ , 1988 ) . Organizational citizenship behavior, affect the

efficiency of the working group found that in times of crisis (Organ, 1998). Conflict between

groups and different results according to the will of his consciousness, and administrators to

focus on issues that increase the level of motivation of employees urgent and important

organizations (McKenzie, 1999) and Organ (1990).OCB has direct impact on employee

performance and organization , as well as the proposed additional manpower , along with the

managers assess how to handle the changing situation . On the other hand, studies regarding the

development of OCB ( Bateman and Organ , 1983 ), was very wide. OCB in the organization (

1988) for organization survival and well-being is considered an important factor. The

organization defines OCB positive results ( Walz and Niehoff , 1996 ) describes the relationship

desirable and diverse set of organizational behavior . In this study, each study supported OCB

new decision. Each type of problem is arbitrary and results in favor of organizations that go

beyond existing role expectations and success of the organization listed in the OCB ( Van Dyne ,

etc. , 1995 ) is very important . The increasing number of OCB relatively short ( Joireman others

, 2006). Longer-term production OCB maintain a relationship with proven affinity and

commitment of employees of all the action was deemed promote the success of colleagues and

the organization ( Van Dyne , etc. , 1995 ) that contribute to the organization.

The rapid growth of theory and research undoubtedly OCB compensation for those who are

interested, but also produces some dire consequences. For example, as an anti- Dyn . (1995 )

illustrated that most empirical research emphasized on organizational citizenship behavior and

pay attention to the organization of pro-social behavior and organization related to the notion of

spontaneity Schwab ( 1980) , that effective focus to identify , rather than the bottom . In other


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words, literature , civic organizations and other civil structure itself , rather carefully defining the

characteristics to understand the relationship between focus more on . A Sue (1980 ) , Van Dyne

and more. (1995 ) and more interested in building the most comprehensive theoretical

explanation for their behavior , it is focused to value in the literature on the flow warned that the

risk of long-term . Connecting other research journals on different types of OCB and spread

some of the similarities and differences between the two buildings is a result of lack of

information . The concept of OCB (Organ,1988) , is organizational behavior (Brief and

Motowidlo,1986), organizational citizenship behavior (Graham,1991), organizational

spontaneity (George and overview,1992 ;George & Jones,1997) and contextual performance

(Borman and Motowidlo,1993) .It suggests that , the light is not unusual to see the difference, if

it is not completely ignored. These structures do not recognize the difference between the risk to

other people with the same configuration concept means that you can fall. On the other hand, the

same idea or concept literature by other researchers were given a different label indicates the

number of cases of default. This exercise literature that exists on the general trend is that it is

hard to see.

Historical Development of Organization Cultural

A recent study in the relationship between macro-level and micro-level, such as the history of

social networks, as well as considering the situation and the history of the organization extend its

vision for prediction of OCB, while previous studies mainly focused on the attitudes and

mentality. This altruism, conscience, civic virtue, fairness, civility, are including in

organizational citizenship behavior (OCB), many factors that can contribute to the decision, but

the factors studied organizational citizenship behavior, which may have a significant

relationship. As according to (Borman,2001) are altruism, conscience and civic virtue. Which are

one of the important dimensions of OCB.


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Measurement theories in OCB

Altruism

Todd ( 2003) , altruism , for example, generally to help a fellow employee motivation sentence isinterpreted to reflect and explain the organization of workers called selfishness . In addition

(Redman and Snape, 2005) , " altruism " in accordance with the contact person that you are

working to help others beyond what is required resources. Divided Tremblay (2000), as

described altruism as history of organizational citizenship behavior (OCB). It has been

recognized as one of the reasons - such as absence from work , such as helping a colleague who

has to work to help others that their behavior affects the work of other people know how heavy

workload , new staff , support staff , and support for environmental protection in order to ensure

clear signs of labor . A problem of individuals based on group values in favor of the company

with an emphasis on the group is likely to encourage altruistic behavior. Altruism and

compassion, harmony (AMOROK, 2006) as a natural consequence of the experience can be .

The more urgent task workers ( Neihoff & Yen, 2004) , to help each other , because his playing

time is available for system as Altruism and helping colleagues to work more efficiently.

(Redman and Snape, 2005) said, altruism People, especially with regard to business organization

is to help. From Altruistic person other tools (open-mindedness of their compelling personal

appearance) (Wu, 2001) can be obtained. Rich socio- psychological research on helping behavior

and altruism show that the differences between the sexes (Rush Allen, 2001) argues. Authorized

to operate independently of the participants (employees) (for example, recognize boundaries of

the group), altruism and (Yorges, 1999 ) found that the operation will cause a lot more to engage

in. As a measure altruistic (Skarlicki & Brennan, 2004 ) established peers (due to delivery

organizations) and instructions may be associated with civil action. The body of knowledge

workers and altruism (Neihoff & Yen, 2004) increase making encouragement in teamwork and

cooperation.


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Conscientiousness

Consciousness in accordance with the regulations, operation and job performance ( Redman and

Snape , 2005) , regarding the work beyond the basic requirements of any act says . In other

words, even when no one is reporting, rituals, rules and procedures for compliance with the

organization stands for. The system (organization ) states that the memorable is the idea that is If

you need flexibility and openness conscious decision-making performance decisions of previous

results to better predict unexpected changes ( Colquitt back . 2000). Konovsky Organ (1996 )

recognizes five types of OCB significantly associated with the results in their studies. It is often

perceived needs and civic virtue (Part of organizational citizenship behavior) was on .

Conscientious employees updated knowledge about the product or service ( Neihoff & Yen,

2004) and to keep up. People with high consciousness, however, they are ( as Morgan,1999 ) .

Emphasize the sense of responsibility and commitment , the organization is engaged in action for

the initiative based on personal help is probably the first pattern - consciousness , as well as in

terms of job performance and how various organizations (King, 2005) is represented as it can. A

wide range of recognition tasks (Goldberg et al , 2005 ) , the effect on the results. It is the goal

behavior ( King , 2005 ) needed for the production , providing organizational and management

theory , consciousness , an important predictor of behavior in the workplace can be. The

combination of higher consciousness ( Yorges , 1999 ) , is connected and recognized as an

organization that is unique to the citizens of the target distribution , Henry Radford (2000 ) study

consisted of . Lower and Krilowicz (1996 ) , performance monitoring, evaluation altruism and

conscience, were found to be determining job performance.


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Civic Virtue

Civic virtue is the image of the organization. It is responsible for clarifying the problem (

Redman and Snape , 2005 ) refers to the welfare of events. Civic virtue of participating

employees responsible manner, and society (represented by voluntary participation in meetings) (

Todd , 2003) , suggesting that concerns about behavior. Baker (2005 ) civic virtues of

responsibility in the political process organization , to constructive engagement is described . As

already mentioned, relatively broad consensus and civic virtue ( Konovsky and Organ , 1996 )

combined. Bacharach & Jex (2000) reported that there was only single form of OCB and that

was Civic Virtue. Ajax (2000 ) pointed out in the form of OCB (civic virtue) was a shock to the

stake. Redman and Snape (2005 ) , civic virtues of a global effort by actual evidence of partial

mediation commitment to customers and co-workers (and therefore the results of the activities

are beneficial to the body ) is estimated. Neihoff and Yen ( 2004) directed as to improve

operational efficiency , directly affect or some other cost-saving ideas , offer suggestions for

resources, including personnel, who will work as a civic virtue. Cold ( 2003) reported the virtue

of citizens and the relationship between the effectiveness of the organization was more limited

requirements , an organization that is much more efficient that the conditions of this law is likely

to develop . For extraversion altruistic behavior , civic virtue and recognition (Baker , 2005 ) ,

the relationship between heavy drinking . Help behavior and civic virtues , such as certain types

of OCB in their own way, the impact on the organization's efficiency , it seems that no action

should be noted that Todd ( 2003) pointed out. The various dimensions of civic virtue in relation

to a particular employee contributions ( OCB ) ( Shapiro et al , 2004 ) should contain. Employee

organization (ie high civic virtue) If you identify strongly, one improves the efficiency,

productivity, further efforts to improve the expected ( Neihoff & Yen, 2004).


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2-2 Present Study

Theoretical Framework

Factors Affecting the Current OCB

Leadership

The management and staff relations may lead in a strong predictor of civic engagement, which

shows the results of a meta-analysis (having macro and micro anlaysis). With the support of

leadership, transformational leadership, the potential rewards (Podsakoff et al, 2000) are

included. It is interesting that the dyadic relationship between leaders and followers more closely

and transactional leadership in this transformation (Ryan Organ, 1995. Podsakoff et al., 2000)

Organizational

Citizenship Behavior

FOREIGN CITIZEN

EMPLOYEE

EMPLOYEE TURNOVER

MOTIVATIONAL FACTORS

EMPLOYEE AGEFAIRNESS PERCEPTION

LEADERSHIP


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and universal leadership behaviors related to OCB. In fact, a leading member exchange (LMX)

POE is one of the strongest predictor previous studies on OCB, Podsakoff and colleagues (2000)

OCB between LMX Leadership not only find the best prediction, but considering all the

variables of personal characteristics, job characteristics, organizational characteristics, leadership

behaviors, such as analysis. Iiesu and colleagues (2007), reported that recent meta-analysis by

citizenship, especially between LMX and strong interpersonal relationships. In addition, studies

show staff head (Kamdar and Van Dyne, 2007) specifically for OCB-I and the same high-quality

LMX relationships. Cost and quality of the relationship between leader behavior, often called

leadership. Keeping engage in OCB clearly indicates a strong influence on the will of employees.

Fairness Perception

The feelings and dependent on formal performance evaluation, the firm's knowledge of the

existence of a system to represent and manage employee performance appraisal as to the

possibility of a fair assessment of the performance of cognitive behavioral deficiencies, intends

to increase the frequency (Bretz, Milkov & Read, 1992) to evaluate the performance of the

organization, the most important issue facing equitable system of performance evaluation shows

that awareness. Greenberg (1987), recognized result suggests justice (distributive justice), as well

as influenced show, but also in the following results (process definition) is used to achieve a fair

process is affected. (Fullford, 2005) notions of organization are defined role within the

organization in a multi-dimensional concept that describes argued. Kremer (2005)emphasized on

procedure and the possibility of interaction between distributive justice Adobe employees show a

strong sense of belonging to the organization designed to observe. Murphy and Cleveland (1991)

processes, performance evaluations that use this procedure, it is likely that realize the impact of

the entitlements. Skarlicki and Folger (1997) reports that, employees feel that the system is

biased, if the evaluation process is not political for them can be a source of extreme anger argue.

Therefore, the fair treatment of employees and their attitudes to work, when you do not feel

(Note all 2000), changing the answer. The importance of fairness in performance evaluation, and


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finally, organizational commitment, organizational citizenship behavior, improve the efficiency

of the organization and the relationship is very important for understanding the organization.

Employee Age

Age is the Next Hot Topic in near future (Kooij et sent., 2010) for best HR. So thoroughly HR

and organizational psychology (Kanfer & Ackerman, 2004), are the two field of research which

have been investigated to find the effect of age. Thus, it is to consider the specific needs ofpractice, as well as aging (Kooij Sent, 2010), the potential benefits, it is important to focus on. In

fact, many prejudices are still old (Hershey, Jacobs-Lawson tissue with age (for example, lack of

flexibility and reduce the open learning), suggesting that the processing load and maintaining a

Neukam, 2002), mature potential employees in the organization can be very useful. Research and

practice shows that if the Mature employees are effectively used, it can be managed better

because of their greater synergy between experience and knowledge (Kanfer & Ackerman,

2004), the effect will be an important contribution that can be recommended. In addition, older

workers are often considered reliable production, loyalty and organizations (Harper, Kan., and

listen Saxena, 2006; Ng & Feldman, 2008) undertook and socialize with peers may be better

(Harper et al, 2006). Due to the above advantages of older workers, and other positive outcome it

has become an interesting topic of object to study for better organizational behavior.

Employee Turnover

The relationship between OCB and turnover relationship (Chen, 1998; Chen, 2005; Mossholder,

2005) have recently begun to attract attention. Withdrawal of the application in the field of sales

or revenues OCB (Griffeth, 2000) to predict the significance of the new history. The mission of

the non-specific variables predict OCB results it is important to increase the value . Chen and his

colleagues (1998, 2005) , the history of behavior intentions and actual turnover appear to be a

significant predictor of sales. It predicts sales OCB is reasonable to use , but that tardiness and


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absenteeism, and other withdrawal behaviors. In particular, the addition of low levels of OCB

role or OCB is discretionary behavior on the welfare of employees or direct cash benefits are not

affected. High turnover and organizational weaknesses of the organizational structure will occur.

If we take a booming economy, employees can get the other options. But if a country is

experiencing recession or a particular country is found in fluctuations the scenario can get worse

for the Organization experiencing Employee Turnover. Staff turnover is high during the

recession, but the problem is compounded. Further analysis is necessary to enter fundamental

problem. Previous literature , the level of OCB would like to contribute to their organization

representing employees on how to claim that real or tissue (Chen et al , 1998 ) , how to remove

them . The main argument is that low levels of OCB , organization, and why employees leave the

organization to join the more likely reluctance to display more employees. Therefore, we intend

to know that OCB has negative relationship with turnover. Negative correlation between OCB

and turnover has also been tested and verified by other Sources of data. Similarly, Sun , Arye

and Law ( 2007) , as amended OCB is - turnover of individuals in the organization to reflect the

quality of interpersonal relationships used to describe a relational perspective. Therefore, OCB

relationships are involved in meeting the needs of individuals, and if the employee leave the

organization , the psychological cost increases of the Company.

Foreign Citizenship

Temporary work visas to hire foreign workers, especially their lack of skilled workers in the

local labor market ( Rogler , 1994 ) is the trend of world trade in the country. Trend can be found

in the Europe , East-Asia, Middle East, Central America and South America ( West & Bogumil ,

2000) 100,000 annually recruit skilled foreign workers. So hire foreign workers, employers in

the host country is a big challenge for organizations. Employment of foreign workers will

continue in millions of temporary work visa and then define their use is limited. Many countries

in order to reduce dependency on foreign workers permanent" because the suppression of a few

exceptional cases, the organization is a foreign worker can apply for a certificate of extension

updates, but does not normally provide foreign workers ( Sowell , then 1996). As a result , the

company should for local staff to build partnerships with other foreign workers is limited

depending on the operation of foreign workers , employers' organizations ( Kalleberg , 2000 ),


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making a wide range of alternative staffing strategies , and on the same day , an interesting

contrast with local workers to do the same , but the will and lasting business relationship or

(Pfeffer and Baron , 1988 ) , in the long run to hire people . Ongoing working relationship (eg

sending a temporary, contract , on -call and part-time ) have an alternative strategy , according to

human workers replaced previous research shows power strategy (Marler , Barringer and

Milkov 2002) ( Pierce , 1993) ( Van Dyne and mid, 1998) employee attitudes and behavior

relevant to the social and psychological effects ( see, eg, Ellingson , Gruys and Sackett , 1998).

This means that the state of our foreign operations (temporary work visas, continued

employment, no guarantee) job attitudes and assumptions that affect the perception of the

behavior expected.

Motivational Factors

On the social rewards (recognition or are the motivational Factors) consist of financial compensation

(Increase salaries ) and a unique compensation (weekdays boast) . Phase two matches Employee

perception. Colleagues, managers and leaders of the lack of information Inefficiency employees feel (

Cordova was found that support devaluation task A Doherty , 1993, Maslach et al , 1996). Staff People

had the same idea using the time and effort towards the rewards, as well as Reporting fatigue.

Inadequate compensation is associated with feeling Poverty and disconnection ( Lieter & Masalch ,

1999) found predictions. When Employees do their job, an important aspect in life, if not , it becomes

Burnout ( Maslach and Lieter , 2011).The staff work hard to expect that the work was Thank However

was ignored when he created stress and employee interviews To estimate the development of

combustion technology and the negative ( Maslach and Lieter ,1997). Compensation of employees

increased vulnerability several studies have shown that there Exhaustion. Writer and inadequate

compensation Maslach reported increased exhaustion (2004) and SCHAUFEL Enzmann (1998). 2009 was

a study of low compensation Due to the high cynicism ( Lasalvia others , 2009). According to several

studies refunds Irregularities in the three dimensions of burnout high score ( Maslach and writer , lead

2004 , 2009).


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Research Studies in Pakistan

Most researches which have been done related to Organizational Cultural Behavior pertain to

Banking Sector and Telecom Sector. Of those Researchers who had conducted the Research haveemphasized more on the three basic factors of the Organizational Behavior i.e. Altruism, Civic

Virtue and Conscientiousness. Organizational Cultural Behavior have been studied in other

countries, it will be beneficial to study the same impact through the Pakistan Culture. Different

Factors associated with OCB have been taken so that future research could be beneficial for

others. Some New factors such as Foreign Citizenship Employee have been taken into account,

which will help in opening the new dimension of the field. Since many Foreign companies are

interested in investing in Pakistan and along with the multi-national Companies Multi-culture

Environment comes into place.


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III. Methods and Procedures

3-1 Schematic Presentation of Variables under Study

Schematic presentations of the various variables involved in the study are mentioned in below

mentioned figure:

This theoretical framework shows that research is done on relationship between the six

dimensions of Organizational Cultural Behavior with the socio-demographics such as gender,

Organizational

Citizenship Behavior

FOREIGN CITIZEN

EMPLOYEE

EMPLOYEE TURNOVER

MOTIVATIONAL FACTORS

EMPLOYEE AGEFAIRNESS PERCEPTION

LEADERSHIP

Socio- Demographics:Gender, Age, Marital Status, Education, Ethnicity, Experience at the current position, Department,Type of organization, Salary


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age, marital status, education, ethnicity, experience in the organization, Salary, experience at the

present position, department, type of organization.

The Six Variables mentioned above in the Diagram pertains to as independent Variables.

Relationship between OCB and Six Independent Variables were studied.

3-2 Research Hypothesis

Socio-Demo Graphics

Hypothesis-1:

H1: There is a Negative Relationship between the Age of an Employee and Organization cultural

Behavior

Factors effecting Organization Cultural Behavior

Hypothesis-2:

H2: There is a Positive Relationship between the Employee turnover and fairness Perception in

an Organizational Cultural Behavior.

Hypothesis-3:

H3: There is a Negative Relationship between the Organizational Culture with respect to the

Employee Turnover in Telecom Sector.

Hypothesis-4:

H4: There is a Negative Relationship between the Organization as perceived by the foreign

Citizens and observation by the Local Employee with the Foreign Employee in an Organization.


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Hypothesis-5:

H5: There is a positive Relationship between the Leadership quality with the Employee in an

Organization.

Hypothesis-6:

H6: There is a Positive Relationship between the motivational Factors with employees towards

the Organizational Behavior.

Hypothesis-7:

H7: There is a Positive Relationship between the Fairness Perception among the Employees

towards the Organizational Behavior.

Hypothesis-8:

H8: There is a Positive Relationship between the Fairness Perception with respect to the

Leadership in an Organizational Cultural Behavior.

Hypothesis-9:

H9: There is a Negative Relationship between the Employee turnover and Leadership in an

Organizational Cultural Behavior.


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3-3 Sample Size Determination

Study of organizational citizenship behavior and decision making (altruism, conscience and civic

virtue) is to find the relationship between the impact factor target. This study will be conducted

in the telecom sector of Pakistan. Current license granted by Pakistan Telecommunication

Authority, to cellular operators are:, five carriers , 17 companies are being operated in WLL

(wireless Local Loop) and 3 companies are being operating in Wi-max division. 200 to 250

employees will be selected as samples for the study. Operating companies, contractors and sub-

conscious will be included in this study. It is primarily targeted that businesses and contractors

sub-cons doing business are associated with the survey, It will assumed that it is conducted as

random survey which is not reporting any discrimination and biasness. All respondents are

required to give the correct answer, to be honest, their understanding of the survey are expected

to understand. Furthermore, Different segments within Telecom Sector is also planned to be

targeted, as it will further help in exploring the new horizons in future for the National Interest of

the country. Other Departments which are planned to become a part of the Research Proposal

will be Marketing Dept, HR Dept, Security Dept, Sales Dept, Corporate Sales Dept, Engineering

Dept, and Call Center Dept. Thus the Variation in all these Departments will help in minimizing

the variation of the results received.

3-4 Questionnaire: development and Description

Research conducted to survey for data collection and combination of instruments. The dependent

variable and independent arbitration of respondents for each survey were combined with a

detailed survey. Variables determine the validity of the content of the most compared to previous

studies was adopted. The Items which we measured in the study are Leadership, Fairness

Perception, Employee turnover, Employee age, Foreign Citizen employee and Motivational

Factors.

OCB is measured through Nine items adopted from Motowidlo & Van Scotter (1994) and Lee &

Allen (2002). Job satisfaction is measured through Five Items adopted from Brayfield & Rothe,

(1951). Fairness Perception is measured through Seven Items from Price and Mueller (1986) &

Niehoff and Moorman (1993). Employee Turnover is measured through three items adopted

from Brayfield & Rothe, (1951). Motivational Factors is measured through eight items adopted


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from R.Eisenberger, J. Cummings, S. Armeli and P.Lynch (1997). Leadership is measured

through eight items adopted from Bass & Avolio (1989). Foreign Citizen employee is measured

through five items adopted from SOON ANG, LINN VAN DYNE AND THOMAS M.

BEGLEY (2003), and two items are self-entered to know the inside of the respondent.

To measure the responses of the respondent, 5-point likert scales ranging from 1 (strongly

Agreed) to 5 (Strongly Disagreed) was used.. The description of questionnaire used in the study

is presented below:

Table1: Instrument Description

Instrument Creator Year Number of Items

OCB Motowidlo & Van

Scotter and Lee &

Allen

1994 and 2002 9

Job Satisfaction Brayfield & Rothe, 1951 6

Fairness Perception Price and Mueller &

Niehoff and Moorman

1986 and 1993 7

Employee Turnover Brayfield & Rothe, 1951 3Motivational Factors R.Eisenberger, J.

Cummings, S. Armeli

and P.Lynch

1997 8

Leadership Bass & Avolio 1989 8

Foreign Citizen

Employee

SOON ANG, LINN

VAN DYNE AND

THOMAS M.

BEGLEY

2003 7


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Table2: Constructive and operative definitions of variables

Variable Constructive Definitions Operative Definitions

OCB OCB is focused on building

relationships within

Organizations

The Items 1-9 measured on 5

point scale of 1=Strongly Agreed

and 5=Strongly Disagreed

Job Satisfaction It is the confidence an

Employee has on its Job.




Fairness Perception Perceived fairness that

the supervisor practices

in allocating resources

and positions




Employee Turnover Employee constitutes a real

desire, or to remove them

from the organization.




Motivational Factors The monetary, social

and intrinsic rewards the

employee deserves




Leadership It is the ability which helps the

subordinate to look for

support; It helps in building

the team.




Foreign Citizen Employee Temporary work visas to hire

foreign workers.





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3-5 Scoring Procedure and cutoff Point:

The Scoring procedure used in the study is as follow:

Table 3: Scoring Procedure of variables

Variables Scoring

OCB Average ( Items: 1 ,2,3,4,5,6,7,8,9)

Job Satisfaction Average ( Items:10,11,12R,13,14R)

Fairness Perception Average ( Items: 15,16,17,18,19,20,21)

Employee Turnover Average ( Items:22R, 23R,24,25)

Motivational Factors Average ( Items: 26,27,28,29,30,31,32)

Leadership Average ( Items: 33,34,35,36,37,38,39,40)

Foreign Citizen Employee Average ( Items: 41,42,42,44,45,46,47)

All Items in the questionnaire consisted of likert Scale. Negative Statements have reversed scoring. For

all Positive and negative statements, the scoring was assigned as follow:

Table 4: Scoring statement of variables

Category Positive Statement Negative Statement

Scoring Reverse scoring

Strongly Agreed 1 5

Agreed 2 4

Neutral 3 3

Disagreed 4 2

Strongly Disagreed 5 1


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IV. ANALYSIS OF DATA

Statistical analysis is presented in this chapter. Data Analysis for this Research were generated

using SPSS version 20, later the file was being utilized in AMOS 18 for Path diagram andverification of the estimations. The Analysis is presented in two sections. The first part pertains

to the Demographics data enlisted in the questionnaire. The second part deals with the hypothesis

and include the results of correlation coefficient, ANOVA and regression tested at p-value < 5%

Significance Level.

4-1 Section I: Description of Statistical Data

Out of 240 Questionnaire 227 respondents data was entered into SPSS. The questionnaire had

reverse questions as well which catered the wrong answers given by the respondents on one go.

Invalid Responses were discarded before entering the record into SPSS.

The description is given in two parts differentiated into categorical variables and continuous

variables. The frequency data distribution is used for categorical variables whereas for

continuous Variables; Mean and Standard Deviation were used.

Description of Categorical Variables

For each of the independent variables, extra information in terms of Demographics were also

taken from the user. The extra information are labeled as Categorical Variables, which includes

Employee information (gender, age, marital status, nationality, education) and company

Information (experience, salary, department, and type of organization).

Frequency distribution of variables have been defined which further helps investigating future

relationships.


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Employee Information

Gender

The table below describes the number and percentage of males and females who participated in

this study.

Table 5: Number of Respondents by Gender

Frequency Percent Valid Percent Cumulative

Percent

Valid

Male 168 74.0 74.0 74.0

Female 59 26.0 26.0 100.0

Total 227 100.0 100.0

The total number of observations for gender are n= 227. Data from the frequency table

demonstrates 74% of the surveyed populations were males and 26% were females. The data

indicates that the majority of employees taking survey were males.

Age

The table shows the age category of the respondents:

Table 6: Number of Respondents by Age Classification


Percent

Valid

20-25 74 32.6 32.6 32.6

26-30 107 47.1 47.1 79.7

31-40 39 17.2 17.2 96.9

41-45 7 3.1 3.1 100.0

Total 227 100.0 100.0

The total respondents were 227. Data Table demonstrates that the 32.6% of the respondent

belong to Age Group of 20-25, 47.1% of the respondent belong to the Age Group 26-30, 17.2%


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of the respondent belong to the Age Group 31-40, while only 3.1% of the survey takers belong to

the Age Group 41-50. Highest Respondents were in the Age Group 26-30 accounting for 47.1%;

and the smallest portion was contributed by the Age Group 41-45. No data was available for the

Age Group 45-60.

Marital Status

The Bifurcation of respondents which participated in the survey was enlisted as:

Table 7: Number of Respondents by Marital Status

Frequency Percent Valid Percent CumulativePercent

Valid

Married 77 33.9 33.9 33.9

Single 150 66.1 66.1 100.0

Total 227 100.0 100.0

As shown above 33.9% of the Respondents were married and 66.1% of the remaining was

Single. Higher Percentage belongs to the group Unmarried Persons.

Nationality

The table below shows the percentage difference in Nationality.

Table 8: Number of Respondents by Nationality


Percent

Valid

Pakistani 223 98.2 98.2 98.2

Non-Pakistani 4 1.8 1.8 100.0

Total 227 100.0 100.0

As shown above 98.2% of the Respondents were Pakistani and 1.8% of the remaining belonged

to Other Nationality. Higher Percentage belongs to Pakistani Group.


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Years of education

The table below shows the percentage difference in Years of Education an employee have.

Table 9: Number of Respondents bifurcated by Education


Percent

Valid

Matriculation 4 1.8 1.8 1.8

Intermediate 16 7.0 7.0 8.8

Graduation 162 71.4 71.4 80.2

Master 45 19.8 19.8 100.0

Total 227 100.0 100.0

The Data illustrates that out of all the Respondents 1.8% belong to Matriculation Group, 7%

belong to Intermediate Group, 71.4% belong to Graduation, and 19.8% belong to Master Group.

Highest Percentage of Respondents belongs to Graduation Group having 71.4% and lowest

contribution was made by Respondents lying in Matriculation Group bearing 1.8%.


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Company Related Information

Experience

The following table shows the Experience an employee bears who have participated in the

survey:

Table 10: Number of Respondents by Experience


Percent

Valid

Less than 2 years 88 38.8 38.8 38.8

More than 2 but less than 5

years63 27.8 27.8 66.5

More than 5 years 76 33.5 33.5 100.0

Total 227 100.0 100.0

As per the table it can be deduce that 38.8% of the correspondents had Professional Experience

less than 2 years, 27.8% of the correspondents had Professional experience between 2 and 5

Years while 33.5% of the Correspondents had Professional Experience more than 5 Years.

Salary

The following table shows the Salary an employee bears who have participated in the survey:

Table 11: Number of Respondents by Salary Division


Percent

Valid

Less than 20K 66 29.1 29.1 29.1

20K to 50K 97 42.7 42.7 71.8

51K to 80K 38 16.7 16.7 88.5

More than 80K 26 11.5 11.5 100.0

Total 227 100.0 100.0


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Sector

The following table shows the Sector an employee works who have participated in the survey:

Table 13: Number of Respondents by Sector in Telecom Industry


Percent

Valid

Operator 97 42.7 42.7 42.7

Vendor 64 28.2 28.2 70.9

Sub-con 66 29.1 29.1 100.0

Total 227 100.0 100.0

The Above data Illustrates that 42.7% surveyors belong to Operator, 28.2% belong to Vendor,and 29.1% surveyors belong to Sub-Con. Highest Contribution was made by Operator with

42.7% and lowest Contribution was made by the Sub-con.

Organization

The following table shows the Organization an employee works who have participated in the

survey:

Table 14: Number of Respondents by Organization


Percent

Valid

ZonG 63 27.8 27.8 27.8

Huawei 24 10.6 10.6 38.3

NetKom 15 6.6 6.6 44.9

NTDC 15 6.6 6.6 51.5

Myson 28 12.3 12.3 63.9

Warid 11 4.8 4.8 68.7

Ufone 15 6.6 6.6 75.3

Ericson 9 4.0 4.0 79.3

KK 23 10.1 10.1 89.4

ZTE 24 10.6 10.6 100.0

Total 227 100.0 100.0


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As per the table it can be deduce that Survey which was concluded involved numerous

Organization. 27.8% contribution was done by ZONG, 10.6% contribution was done by Huawei,

6.6% by NetKom, 6.6% by NTDC, 12.3% by Myson, 4.8% by WARID, 6.6% by UFONE, 4.0%

by Ericson, 10.1% by KK, 10.6% by ZTE. It can also be seen that major contribution was made

by ZonG bearing 27.8% and Lowest Contribution was made by WARID with 4.8%.

Description of Continuous Variables

For each of the independent variables, Descriptive statistics were obtained .Variables included:

Age (Commenced from Demographics), Job satisfaction, Fairness Perception, Motivational

Factor, Leadership, Employee Turnover and Foreign Citizen Employee.

For description of continuous variables Mean and Standard Deviation was used through SPSS,

Correlation was calculated to explore the relationship of Independent Variables with Each other

and with Dependent Variables.

The table below shows the mean and standard deviation for the respondents of this study. The

rating scale used is 0 (Strongly Disagree) to 5 (Strongly Agree).

Table 15: Descriptive Statistics for OCB

N Mean Std. Deviation

Age 227 1.9075 .78441

Employee TO 227 2.4860 .99898

Foreign CE 227 3.5322 .74678

Fair Perception 227 3.2505 .80129

Job Satisfaction 227 3.3621 .78288

Leadership 227 3.7417 .67088

Motivational F 227 3.1680 .68350

OCB 227 3.7450 .70386

Valid N (listwise) 227


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Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

OCB_I 227 1.00 5.00 3.7658 .74294

OCB_O 227 1.00 5.00 3.7034 .86794OCB 227 1.11 5.00 3.7450 .70386

ET 227 1.00 5.00 2.4860 .99898

JS 227 1.40 5.00 3.3621 .78288

FCE 227 1.00 5.00 3.5322 .74678

FP 227 1.29 5.00 3.2505 .80129

MF 227 1.13 5.00 3.1680 .68350

L 227 1.38 5.00 3.7417 .67088


The Mean of OCB is 3.74 indicating a Strong level of OCB in the surveyed population. The

highest Mean belong to Factor Leadership (3.74), followed by Mean of Foreign Citizen

Employee (3.53), followed by Mean of Job Satisfaction (3.36), followed by Mean of Fairness

Perception (3.25), followed by Mean of Motivational Factor (3.16), followed by Mean of

Employee TO (2.48) and at the last Contributor factor was Mean of Age (1.90). RespondentsAgree to Foreign Citizenship Behavior, Leadership and Job satisfaction, however the surveyors

usually got almost neutral towards Motivational Factor and Fairness Perception. Whereas

Respondents were seen to Disagree with OCB according to Age and Employee TO.


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Dependent Variable- Organizational Cultural Behavior

Table 16: OCB Statistics

N Mean Std. Deviation

OCB 227 3.7450 .70386


Mean of the OCB variable is 3.745. Mean shows that the most of the respondents agreed to the

satisfaction scale.

Table 17: Correlation of OCB Components

OCB FP MF L ET JS FCE Age

OCB Pearson Correlation 1 .295** .392

** .441

** -.175

** .289

** .199

** -.14

FP Pearson Correlation 1 .382** .162

* .062 .261

** .023 -.0

MF Pearson Correlation 1 .391** -.043 .298

** .085 .0

L Pearson Correlation 1 -.147* .251

** .304

** -.0

ET Pearson Correlation 1 .053 -.042 .0

JS Pearson Correlation 1 -.089 -.14

FCE Pearson Correlation 1 .0

Age Pearson Correlation

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

Fairness Perception, Motivational Factor, Leadership, Job satisfaction, and Foreign Citizenship

Behavior (0.295, 0.392, 0.441, 0.289, 0.199) are strongly Correlated whereas Employee TO and

Age (-0.175, -0.144) are inversely Strongly related to OCB.


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Figure 1: Correlation of OCB Components through Path Diagram


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The Above Diagram from AMOS can be seen as the relationship has been illustrated. The

framework drawn above can be seen as the correlation between the various variables. Age was

not being related with any other variable other than Dependent Variable, i.e. OCB.

Other Independent Variables have been correlated with each other to see if any Relations exist

between them.

As from the Above Path Diagram it can be seen that the Seven Independent Factors total consists

of 32% of Variance in OCB. All Factors are significant Predictors of OCB, Leadership being the

most Positive Predictor and Employee Turnover being the most inverse predictor from the

Model.

Correlations between the Independent Variables with OCB are the following:

Diagram illustrated earlier we can see that all independent Factors are Correlating with OCB.

Factors relating positively are Fairness Perception (0.152), Motivational Factors (0.182),

Leadership (0.253), Job Satisfaction (0.135), and Foreign Citizenship Behavior (0.111). Factors

which are negatively related are Age (-0.105) and Employee turnover (-0.141). Leadership

being the most positive correlated and Employee turnover being the most negatively

correlated.

Correlations between the Independent Variables with OCB are the following:

From the above Diagram we can see the correlations between the Independent Variables, the

most Positively Correlated Independent Variables being the Fairness Perception and

Motivational Factor. The most Negatively Correlated Independent Variables being the

Leadership and Employee turnover.

Observations from AMOS

Results from Default model are:

Minimum was achieved

Chi-Square = 6.036

Degrees of Freedom = 6


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Probability of Level = 0.419

From the above Result from Default model is that Chi-Square Test is significant.

Table 18a: CMIN

Model NPAR CMIN DF P CMIN/DF

Default model 38 6.036 6 .419 1.006

Table 18b: RMSEA

Model RMSEA

Default model .005

Value of the RMSEA of about 0.05 or less would indicate a close fit of the model in relation to

the degrees of freedom

Table 18c: Baseline Comparisons

ModelNFI

Delta1

RFI

rho1

IFI

Delta2

TLI

rho2CFI

Default model .975 .882 1.000 .999 1.000

NFI values above .95 are good. RFI, IFI, TLI, and CFI values close to 1 indicate a very good fit.

Table 18d: FMIN

Model FMIN F0 LO 90 HI 90

Default model .027 .000 .000 .045


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4-2 Section II: Testing of the Hypothesis

Data Analysis is divided into two sections; analysis of demographic data of the respondents and

statistical analysis of the data. This section deals with the Statistical analysis gathered through

SPSS. The variables of this study were analyzedby applying parametric techniques the Pearsons

correlation, ANOVA and Regression analysis. All hypotheses were tested at 0.05 level of

significance. Pearsons correlation is used for the analysis of continuous variables. ANOVA was

used to understand the level of Organization Cultural Behavior prevailing in Variables.

Further in order to verify the data AMOS was also used in order to confirm the relationship

between the various variables. Multiple regression was used for the analysis of variable such as

Job satisfaction, Fairness Perception, Motivational Factor, Leadership, Employee Turnover and

Foreign Citizen Employee.In order to explore the relationship between OCB Components, earlier Hypotheses were

formulated. These formulated hypotheses have been cited in this chapter again, and the

information in the form of data received from two hundred and twenty seven respondents was

used to test these hypotheses.


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Hypothesis-1

H1:There is a Negative Relationship between the Age of an Employee and Organization

cultural Behavior

Controlling for other variables Age Factor is negatively related to the Organization Cultural

Behavior (= -0.129), OCB was found significant at p


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Correlations

OCB Age

OCB

Pearson Correlation 1 -.144*

Sig. (2-tailed) .031

N 227 227

Age

Pearson Correlation -.144* 1


N 227 227


With the passage of increase in age OCB Gets to positively correlated.

Hypothesis-2

H2:There is a Positive Relationship between the Employee turnover and fairness

Perception in an Organizational Cultural Behavior.

Controlling for other variables Employee turnover is not significantly related to the Fairness

Perception (= 0.049) . Employee Turnover was not found significant even at p


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Table 20b: Coefficients

Model Unstandardized Coefficients Standardized

Coefficients

t Sig.

B Std. Error Beta

1(Constant) 3.128 .143 21.880 .000

ET .049 .053 .062 .924 .356

a. Dependent Variable: FP

According to Pearson correlation it can be seen that Average Fairness Perception is not

significantly related with Average Employee turnover of 0.062. It has nullified our hypotheses

i.e. No relationship between Fairness Perception and Employee turnover exists.

Correlations

FP ET

FP

Pearson Correlation 1 .062


N 227 227

ET

Pearson Correlation .062 1


N 227 227

Hypothesis-3

H3:There is a Negative Relationship between the Organizational Culture with respect to

the Employee Turnover in Telecom Sector

Controlling for other variables Employee turnover is negatively related to the OCB (= -0.123).

Employee Turnover was not found at p


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R2for Employee turnover on OCB was 3.0%, meaning the 3.0% of variance in employee

turnover was explained by the OCB. In other words, 3% of variations in employee turnover were

affected by variations in OCB.

Table 21a: Correlations: (Group number 1 - Default model)

Model Sum of Squares Df Mean Square F Sig. R Square

1

Regression 3.410 1 3.410 7.068 .008b 0.030

Residual 108.555 225 .482

Total 111.966 226

a. Dependent Variable: OCB

b. Predictors: (Constant), ET

Table 21b: Coefficients


Coefficients

t Sig.

B Std. Error Beta

1(Constant) 4.051 .124 32.698 .000

ET -.123 .046 -.175 -2.659 .008


According to Pearson correlation it can be seen that Average OCB is negatively related with

Average Employee turnover of 0175. It has verified our hypotheses i.e. Negative relationshipbetween OCB and Employee turnover exists.

Correlations

OCB ET

OCB

Pearson Correlation 1 -.175**


N 227 227

ET

Pearson Correlation -.175** 1


N 227 227



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Correlations

OCB FCE

OCB

Pearson Correlation 1 .199**


N 227 227

FCE

Pearson Correlation .199** 1


N 227 227


Hypothesis-5

H5:There is a Positive Relationship between the Leadership qualities with the Employee

in an Organization

Controlling for other variables Leadership is positively related to the OCB (= 0.463).

Leadership was found significant at p


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Table 23b:Coefficientsa


Coefficients

t Sig.

B Std. Error Beta

1(Constant) 2.014 .239 8.439 .000

L .463 .063 .441 7.370 .000


According to Pearson correlation it can be seen that Average OCB is positively related with

Average Leadership of 0.441. It has verified our hypotheses i.e. Positive relationship between

OCB and Leadership.

Correlations

OCB L

OCB



N 227 227

L



N 227 227


Hypothesis-6

H6:There is a positive Relationship between the motivational Factors with employees

towards the Organizational Behavior

Controlling for other variables Motivational factor is positively related to the OCB (= 0.403).

Motivational factor was found significant at p


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R2 for Motivational factor on OCB was 15.3%, meaning the 15.3% of variance in OCB was

explained by the Motivational factor. In other words, 15.3% of variations in OCB were affected

by variations in Motivational factor.

Table 24a: Correlationsa

Model Sum of Squares df Mean Square F Sig. R square

1

Regression 17.186 1 17.186 40.799 .000b 0.153

Residual 94.779 225 .421

Total 111.966 226


b. Predictors: (Constant), MF



Coefficients

t Sig.

B Std. Error Beta

1(Constant) 2.467 .205 12.052 .000

MF .403 .063 .392 6.387 .000


According to Pearson correlation it can be seen that Average OCB is Positively related withAverage Motivational factor of 0.392. It has verified our hypotheses i.e. Positive relationship

between OCB and Motivational factor.

Correlations

OCB MF

OCB



N 227 227

MF



N 227 227



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Hypothesis-7

H7:There is a positive Relationship between the Fairness Perception among the

Employees towards the Organizational Behavior

Controlling for other variables Fairness Perception is positively related to the OCB (= 0.259) .

Fairness Perception was found significant at p


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According to Pearson correlation it can be seen that Average OCB is positively related with

Average Fairness Perception of 0.295. It has verified our hypotheses i.e. Positive relationship

between OCB and Fairness Perception.

Correlations

OCB FP

OCB



N 227 227

FP



N 227 227


Hypothesis-8

H8:There is a positive Relationship between the Fairness Perception with respect to the

Leadership in an Organizational Cultural Behavior

Controlling for other variables Fairness Perception is positively related to the LEADERSHIP (=

0.135). Fairness Perception was found significant at p


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Table 26a: Correlations: (Group number 1 - Default model)

Model Sum of Squares df Mean Square F Sig. R Square

1

Regression 2.660 1 2.660 6.043 .015b 0.026

Residual 99.058 225 .440

Total 101.719 226

a. Dependent Variable: L

b. Predictors: (Constant), FP



Coefficients

t Sig.

B Std. Error Beta

1

(Constant) 3.302 .184 17.907 .000

FP .135 .055 .162 2.458 .015

a. Dependent Variable: L

According to Pearson correlation it can be seen that Average LEADERSHIP is positively related

with Average Fairness Perception of 0.162. It has verified our hypotheses i.e. Positive

relationship between LEADERSHIP and Fairness Perception.

Correlations

L FP

L

Pearson Correlation 1 .162*


N 227 227

FP

Pearson Correlation .162* 1


N 227 227



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Hypothesis-9

H9:There is a Negative Relationship between the Employee turnover and Leadership in

an Organizational Cultural Behavior

Controlling for other variables Employee Turnover is negatively related to the LEADERSHIP

(= -0.147). Employee Turnover was found significant at p


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According to Pearson correlation it can be seen that Average LEADERSHIP is negatively related

with Average Employee Turnover of 0.147. It has verified our hypotheses i.e. Negative

relationship between LEADERSHIP and Employee Turnover.

Correlations

L ET

L

Pearson Correlation 1 -.147*


N 227 227

ET

Pearson Correlation -.147* 1

sample thesis of last year

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