A Study on Organisational Citizenship Behaviour in Banking Industry

Abstract

Organ (1988) defined organization citizenship behavior (OCB) as the individual’s behavior that isdiscretionary not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization. There have been numerous studies performed on organizational citizenship behavior and antecedents of this behavior, were exploredsince this behavior contributes more function in an organization. The positive contribution of OCB toorganizational performance is widely accepted by literature (Podsakoff and MacKenzie, 1994, 1997; Podsakoff et al., 2000). This behavior has been described in the service literature as being essential; for achieving superior returns. The service industry has been a major contributor to the growth and development of the Malaysian economy (Central Bank of Malaysia, 2007; Department of Statistics Malaysia, 2010; Malaysian Industrial Development Authority, 2010). According to Warrier (2010), the services sector is estimated to contribute 70 percent of GDP to Malaysia’s economy by 2020. There has been a significant correlation in the literature between the relationships of competency, quality of work life, transformational leadership) and organisational citizenship behavior. The research intends to explore on how this variable encourage the exhibition of OCB among the service personnel in the banking industry. The relevant hypotheses have been developed, and further testing on its relationship will be conducted to investigate its impact on organizational citizenship behavior.