Ob Final Project

Organizational behavior, Final project.
Contents
Executive summary.................................................................................................... 2
Abstract..................................................................................................................... 2
Introduction:................................................................................................................ 2
Study objective:........................................................................................................... 3
Literature review:......................................................................................................... 3
Job satisfaction:............................................................................................................ 3
Organizational Justice:................................................................................................... 3
Organizational Citizenship Behavior:................................................................................. 4
Gap in research............................................................................................................ 4
Methodology............................................................................................................... 5
Findings..................................................................................................................... 5
Correlation:............................................................................................................... 10
Discussion................................................................................................................ 12
Conclusion............................................................................................................. 13
REFERENCES......................................................................................................... 13
Executive summary
The following document is a research on the relationship between job satisfaction,
organizational justice and organizational citizen ship behavior In PAKISTAN. We the
students at University of management and technology performed research on the
topic. The findings tell us that there is a relation ship between the job satisfaction,
organizational justice and organizational citizenship behavior.
Abstract
Every organization needs to maintain its effectiveness through the positive perceptions, attitudes,
and behaviors of its members. Organizational justice, job satisfaction, and Organization
Citizenship Behavior (OCB) are the important aspects that very useful to the organizational
effectiveness. The main goal of this research is to test the co relationship of organizational
justice, job satisfaction, and OCB. Survey methods using questionnaire adopted for getting
primary data from the respondents of public or private organization in Pakistan. Who are the
employee of Punjab provincial corporate bank and Pace college . Result showed that the co
relationship among organizational justice, job satisfaction, and OCB has the positive
relationship.
Key Words: Organizational Justice; Job Satisfaction; Organizational Citizenship Behavior
Introduction:
Organizational citizenship behavior (OCB) is one of the extra-role behaviors that served as
importance aspect of the organizational effectiveness. In the long-term, OCB would affect the
sustainability of organizations, particularly in the turbulent environment (Konovsky and Pugh,
1994).Organizational citizenship behavior (OCB) has been a major construct in the fields of
psychology and management; thus, it has received a great deal of attention in the literature
(Bateman & Organ, 1983; Niehoff & Moorman, 1993; Organ & Ryan, 1995; Podsakoff,
MacKenzie, Paine, & Bacharach, 2000). According to Organ (1988), OCB is an important factor
that can contribute to the survival of an organization. It is commonly accepted that job
satisfaction is a contributing factor to the physical and mental well-being of the employees;
therefore, it has significant influence on job-related behaviors such as productivity, absenteeism,
turnover rates and employee relations (Becker, 2004). It also plays an important role in
improving the financial standing of organizations (Aronson, Laurenceau, Sieveking, & Bellet,
2005). Thus, understanding job satisfaction of employees is an important organizational goal
(Aronson et al., 2005). Justice aspects have a very important role in the organizational life,
because of some negative impacts, if it is absence. For instance, if the organization perceived
unjust (unfair) by it members, the employees commitment and OCB tend to be low, as well as
the increasing of crimes and intention to protest (Skitka and Bravo, 2005).
Study objective:
The objective of this study is to investigate the relationship of job satisfaction, organizational
justice and organizational citizenship behavior. The rest of the paper is organized as follows:
first, literatures review, second is the undertaken methodology and its findings are presented; last,
the discussion, conclusion and future research directions are provided.
Literature review:
In this section we provide a brief literature review of the concepts used in our research, we begin
with job satisfaction, organizational justice and organizational citizenship behavior.
Job satisfaction:
Job satisfaction refers to an individuals positive emotional reactions to a particular job. It is an
affective reaction to a job that resulted from the persons comparison of actual outcomes with
those that are desired, anticipated, or deserved (Oshagbemi, 1999). Job satisfaction resulted from
so many factors, such as personality traits (Chang and Lee, 2006; Okpara, 2006); job
characteristics (Chang and Lee, 2006); organizational orientation and priorities (Beam, 2006);
recognition, team orientation, innovation, and stability (McKinnon et al., 2003); autonomy and
participatory leadership (Cohrs et al., 2006); organizational culture (Kirkman and Shapiro,
2001); gender (Zgheib et al., 2006). Empirical evident also stated that job satisfaction would
affect turnover, absenteeism, and performance (Castle, 2007); OCB (Gonzalez and Garazo,
2006); organizational commitment (Cetin, 2006). According to Podsakoff et al. (2000), employee
satisfaction is the important determinant of extra-role behaviors, including OCB. Employees who
have satisfaction from their job tend to value their task and assignment, responsibly and
dedicatedly. Therefore, almost no doubt about the relationship between job satisfaction on OCB.
Parnell and Crandall (2003) found that employee who participated in managerial decision
making process would have high job satisfaction and frequently show OCB. Therefore job
satisfaction affects organizational behavior.
Organizational Justice:
Justice aspects have a very important role in the organizational life, because of some negative
impacts, if it is absence. For instance, if the organization perceived unjust (unfair) by it members,
the employees commitment and OCB tend to be low, as well as the increasing of crimes and
intention to protest (Skitka and Bravo, 2005). Organizational justice may be defined as the study
of fairness at work (Byrne and Cropanzano, 2001). Furthermore, Greenberg (1990) explains that
the term organizational justice implies that fairness is being considered in the organization. It is
important to mention that interactional justice focuses on how formal agents of the organization
treat those who are subject to their authority, decision and action (cob et al, 1995). Previous
researches provided empirical evident about the effect of organizational dimensions (distributive
and procedural justice) on employees job satisfaction (Fields et al., 2000; Lam et al., 2002).
Pareke (2005) found that distributive and procedural justice affected employees satisfaction.
Samad (2006) concluded that procedural and distributive justice affected job satisfaction. While
Martinez-tur et al. (2006) concluded that distributive justice is the main determinant to predict
customer satisfaction, followed by procedural, and interactional justice, respectively. Therefore,
there is no serious debate among researchers and academicians about effect of organizational
justice on job satisfaction. Even in the cross-cultural study, Pillai et al. (2001) concluded that
USA samples, as well as Germany, India, and Hong Kong reported higher job satisfaction when
respondents perceived justice presence in their organization. Therefore organizational justice
affects job satisfaction.
Another explanation provided by Skitka dan Bravo (2005) about the important of justice
perception in the organization. If the organization, or who are representing them, perceived being
injustice, the employees would have low commitment and low OCB, as well the increasing of
crimes, and intention to complain (Skitka dan Bravo, 2005). Employee intention to show OCB
would increase by some situations, fairness treatments from supervisor (Williams, et al.,
2002).therefore organizational justice affects organizational citizenship behavior.
Organizational Citizenship Behavior:

OCB include those behaviors exhibited by employee that are characterized by extra-role, or
discretionary in nature, and thus, not formally defined or rewarded by organization (Kuehn and
Al-Busaidi, 2002). OCB represents behavior above and beyond those formally
prescribed by an organizational role, is discretionary in nature, is not directly or explicitly
rewarded within the context of the organizations formal reward structure, and is important for
the effective and successful functioning of an organization (Kim, 2006).
Theoretically, the relationship between OCB and satisfaction has received good explanation. The
satisfied employee would show OCB more frequently than unsatisfied one (Kuehn and AlBusaidi, 2002). After more than 20 years research in the fields of OCB, the evident still the same,
job satisfaction is the good predictor of OCB (Chien, 2004). According to Chiaburu and Lim
(2008), when deciding to be good organizational citizens or not, employees engage in more
complex sense making processes, where fairness might be only one of the factors considered.
Farh et al. (1997) concluded that job satisfaction and organizational justice were predicted OCB,
and the effect of job satisfaction is stronger than organizational justice. Based on equity theory,
Williams et al. (2002) also prove that distributive justice affect citizenship behavior.
Gap in research
The research on the relationship between job satisfaction, organizational justice and organizational
citizenship behavior has been carried in the rest of world except PAKISTAN. So we the students at
university of management and technology have been given the opportunity to conduct a research on this
topic. So that we can give our suggestions and solutions to the organizations.
Methodology
We the students of university of management and technology took a sample of 40 employees all together
that solved a given questionnaire, 20 from public/govt. sector and 20 from private sector. The employees
who took part in research are working on different positions such as top managers, middle managers,
frontline managers and non managers.
The first 3 questions of the questionnaire were the part of Job satisfaction, then next 20 questions were
from organizational justice, and next 14 questions were from organizational citizenship behavior. The
results are calculated on the most appropriate software used for the research that is SPSS.
Findings
We were interested in the following findings from our research project.
1. Job satisfaction
2. Organizational justice
3. Organizational citizenship behavior
Further more we were able to find that, in which type of organization employees are more
satisfied and where they face justice and they possess citizenship behavior.
The organization we visited was Punjab provincial cooperative bank limited and Pace College. We
found that employees working in both the organizations have more or less similar responses but we found
that people 2.5% of the people are strongly dissatisfied with their job,2.5% are slightly dissatisfied with
their job,7.5% are neutral with the opinion.37.5% are slightly satisfied with their job, 42.5% are satisfied
and 7.5% are strongly satisfied with their job.
Findings about job satisfaction in both organizations
your company * All I n all, I am satisfied with my job Cross tabulation

Count
All i n all, i am satisfied with my job
your
public/go
company
vt.
private
Total
strongly
slightly
disagree
disagree
Total
slightly
neutral
strongly
agree
agree
agree
10
20
20
15
17
40
your company * in genral,i dont like my job Cross tabulation

Count
in genral,i dont like my job
slightly dis
disagree
your
public/gov
company
t.
private
Total
Total
slightly
agree
neutral
strongly
agree
agree
agree
19
10
20
18
39
your company * in general, i like working here Cross tabulation

Count
in general, i like working here
neutral
your company
Total
slightly agree
agree
strongly agree
Total
public/govt.
19
private
11
19
10
20
38
Some of the above findings tell us that satisfaction is almost same in both organizations but level of
dissatisfaction is bit higher in private organization.
Findings about organizational justice in both organizations
my work schedule is fair

Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
strongly disagree
5.0
5.0
5.0
disagree
5.0
5.0
10.0
slightly disagree
7.5
7.5
17.5
neutral
12.5
12.5
30.0
slightly agree
14
35.0
35.0
65.0
agree
14
35.0
35.0
100.0
Total
40
100.0
100.0
i think that my level of pay/salary is fair

Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
strongly disagree
15.0
15.0
15.0
disagree
12.5
12.5
27.5
slightly disagree
10.0
10.0
37.5
neutral
10.0
10.0
47.5
slightly agree
17.5
17.5
65.0
agree
14
35.0
35.0
100.0
Total
40
100.0
100.0
In organizational justice we found that 5% strongly disagree, 5% slightly disagree, and 12.5% are
neutral, 35% slightly agree and 35% agree with their work schedule.
Where as 15% strongly disagree, 12.5% disagree,10% slightly disagree,10% neutral,17.5%
slightly agree and 35% agree with their level of salary
position in company * my work schedule is fair Cross tabulation

Count
my work schedule is fair
Total
strongly
disagree
position in company
disagree slightly disagree
neutral
slightly agree
agree
non-manager
front line manager
14
middle manager
15
top manager
14
14
40
Total
position in company * i think that my level of pay/salary is fair Cross tabulation

Count
i think that my level of pay/salary is fair
strongly
slightly
disagree
position in company non-manager
Total
Total
disagree
disagree
neutral
slightly agree
agree
front line manager
14
middle manager
15
top manager
14
40
Note: Due to limitation of pages we are not giving complete findings of all the questions asked
in question paper. The SPSS findings can be provided on the demand of resource person
Some of the findings of Organizational Citizenship behavior
your company * i go out to help co-workers with work related problems Cross tabulation
Count
i go out to help co-workers with work related problems
neutral
your company
slightly agree
agree
strongly agree
Total
public/govt.
11
20
private
10
20
10
21
40
Total
your company * I frequently adjust my work schedule accommodate other employees request for time off Cross
tabulation
Count
i frequently adjust my work schedule accommodate other employees request for
time off
slightly
disagree
your company
neutral
slightly agree
agree
strongly agree
public/govt.
10
20
private
20
16
40
Total
i go out to help co-workers with work related problems

Cumulative
Frequency
Valid
neutral
Percent
Valid Percent
Percent
5.0
5.0
5.0
slightly agree
10
25.0
25.0
30.0
agree
21
52.5
52.5
82.5
17.5
17.5
100.0
40
100.0
100.0
strongly agree
Total
Total
i frequently adjust my work schedule accommodate other employees request for time off
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
slightly disagree
7.5
7.5
7.5
neutral
12.5
12.5
20.0
slightly agree
22.5
22.5
42.5
16
40.0
40.0
82.5
17.5
17.5
100.0
40
100.0
100.0
agree
strongly agree
Total
In this part of research we found that citizen ship behavior is high in both the organizations,
people accommodate other employees,
52.5% slightly agrees and 17.5% strongly agree in helping their co-workers.
Correlation:
Correlation between job satisfaction and organizational justice
Correlations
organizational
job satisfaction
job satisfaction
Pearson Correlation
justice
1
Sig. (2-tailed)
N
organizational justice
.182
.261
40
40
Pearson Correlation
.182
Sig. (2-tailed)
.261
40
40
10
If value of p is less than alpha the we reject Ho.

Alpha =0.05
In above table the value of P is equal to 0.182 which is greater than value of alpha so we dont
reject Ho. Hence there is significant (positive) relationship between job satisfaction and
organization justice.
Correlation between job satisfaction and organization citizenship behavior
Correlations
organizational
citizenship
job satisfaction
job satisfaction
Pearson Correlation
Sig. (2-tailed)
N
organizational citizenship
behavior
.179
.268
40
40
Pearson Correlation
.179
Sig. (2-tailed)
.268
behavior
40
40
In above table the value of P is equal to 0.179 which is greater than value of alpha so dont reject
Ho. Hence there is significant (positive) relationship between job satisfaction and organization
citizenship behavior.
11
Correlation between Organization citizenship behavior and organization justice

Correlations
organizational
organizational citizenship
Pearson Correlation
citizenship
organizational
behaviour
justice
1
.127
behavior
Sig. (2-tailed)
N
organizational justice
.434
40
40
Pearson Correlation
.127
Sig. (2-tailed)
.434
40
40
In above table the value of P is equal to 0.127 which is greater than value of alpha so we dont
reject Ho. Hence there is significant (positive) relationship between organizational justice and
organization citizenship behavior.
Discussion
In order to sustain the organizations effectiveness in twenty first century, employees need to do
positive individual behavior and attitudes. As stated by Yilmaz and Tasdan (2009), organizations
need employees cooperation, benevolence, self-sacrifice and, at times, extra effort. Thus,
voluntary work by employees is important for organizations. Podsakoff et al. (2000) noted, the
employees OCB might play the important role for organizations to be functioned. To promote
the OCB spirit in the organizations, two main concerns should be placed, creating the good
perception from the employees about justice or fairness within the organizations, and also to help
the employees to be more satisfied with their job.
12
The research resulted in the present study provides clear justification about previous finding on
the relationship among organizational justice, job satisfaction, and OCB. Kuehn and Al-Busaidi
(2002) for instance, concluded that satisfy employees tend to be show OCB compare to
unsatisfied employees. Farh et al. (1997) clearly stated that job satisfaction and organizational
justice can be used to predict OCB.
The organizational justice on job satisfaction drawn from the result is consistent with previous
finding (Fields et al., 2000; Lam et al., 2002; Samad, 2006). Employee who perceived the
presence of justice in his/her organizational life would have high job satisfaction. Besides,
present study also in line with the evident from others studies, the organizational justice on
employees satisfaction with performance.
The organizational justice on OCB implies that good employee attitude resulted from
organizational justice. If employee perceives there is justice within his/her organization, she/he
would show positive reactions such as satisfaction, commitment, and involvement. The finding
provide support work, employees OCB would increase when they receive justice treatment from
their supervisor.
This research also strengthen the evident about the relationship of job satisfaction on OCB. Job
satisfaction is the important determinant of OCB, because employees who feel satisfy with their
job, would value their tasks and assignment responsibly and dedicatedly. There is no doubt about
the relationship of job satisfaction on OCB (Podsakoff et al., 2000).
Conclusion
In conclusion, the relationship among organizational justice, job satisfaction, and OCB fits to the
data in Pakistan context, especially for private and public organization. Employees OCBs
derived by the perception of justice and satisfaction with the job. Being complicated, the two
determinant of OCB were also found have causal relationship each other.
The present study replicates previous researches on the relationship of organizational justice on
OCB, organizational justice on job satisfaction, job satisfaction on OCB as well, by providing
additional evidence that the organizational justice, job satisfaction, and OCB, all as multidimensional constructs.
REFERENCES
Bacharch, D.G., Bendoly, E., & Podsakoff, P.M. (2001). Attribution of the causes of group
performance as an alternative explanation of the relationship between organizational citizenship
behavior and organizational performance. Journal of Applied Psychology, 8 (): 128-1293
13
Ball, K. T. (2006). LMX-citizenship behavior relationship: Justice as a mediator. Leadership &

Organization Development Journal, 27 (2): 106-117
Beam, R. A. (2006). Organizational goals and priorities and the job satisfaction of U.S.
Journalists. Journalism and Mass Communication Quarterly, 83 (1): 169-185
Belanger, I., McNally, J., & Flint, D. (2006). Models of the effects of monitoring perception of
trust, organizational justice and organizational outcomes. The Business Review, 6 (1): 51-55
Bettencourt, L.A., Gwinner, K. P., & Meuter, M.L., (2001). A comparison of attitude, personality,
and knowledge of service oriented organizational citizenship behavior. Journal of Applied
Psychology, 8 (1): 29-41
Castle, N. G. (2007). Assessing job satisfaction of nurse aides in nursing homes: The nursing
home nurse aide job satisfaction questionnaire. Journal of Geontological Nursing, 33 (5): 41-47
Paille, P. (2009). Assessing Organizational Citizenship Behavior in the French Context: Evidence
for the Four-Dimensional Model. The Journal of Psychology, 143(2): 133146
Pareke, F. Js. (2005). Employee perception of justice in the performance appraisal process:
evidence from small business in DI Jogjakarta Province, Indonesia. Prasetya Mulya Management
Journal, 10 (2): 68-84
Parnell, J. A., & Crandall, W. (2003). Propensity for participative decision-making, job
satisfaction, organizational commitment, organizational citizenship behavior, and intention to
leave among Egyptian managers. Multinational Business Review, 11 (1): 45
Pillai, R., Williams, E. S., & Tan, J. J. (2001). Are the scales tipped in favour of procedural or
distributive justice? An investigation of the U.S., India, Germany, and Hong Kong (China). The
International Journal of Conflict Management, 12 (4): 312-332
14
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational
citizenship behavior: A critical review of the theoretical and empirical literature and suggestions
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Organizational behavior, Final project.

Organizational behavior, Final project.

Organizational behavior, Final project.

Organizational behavior, Final project.

Organizational Citizenship Behavior:

Organizational behavior, Final project.

Findings about job satisfaction in both organizations

your company * All I n all, I am satisfied with my job Cross tabulation

Organizational behavior, Final project.

your company * in genral,i dont like my job Cross tabulation

your company * in general, i like working here Cross tabulation

Organizational behavior, Final project.

my work schedule is fair

i think that my level of pay/salary is fair

Organizational behavior, Final project.

position in company * my work schedule is fair Cross tabulation

disagree slightly disagree

front line manager

position in company * i think that my level of pay/salary is fair Cross tabulation

front line manager

Organizational behavior, Final project.

Some of the findings of Organizational Citizenship behavior

i go out to help co-workers with work related problems

Organizational behavior, Final project.

Organizational behavior, Final project.

If value of p is less than alpha the we reject Ho.

Organizational behavior, Final project.

Correlation between Organization citizenship behavior and organization justice

Organizational behavior, Final project.

Organizational behavior, Final project.

Ball, K. T. (2006). LMX-citizenship behavior relationship: Justice as a mediator. Leadership &

Organizational behavior, Final project.

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