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Thesis Proposal
Organizational Citizenship behavior in Pakistan Telecommunication Company Limited

By

Allah Rakha Sandhu

(arsandhu100@yahoo.com)

MS (HRM) Riphah International University Islamabad Supervised By Dr. Moeen Aizaz Zafar
Document Information
Document Name Version Number State Date Submission Date

2 Thesis Proposal 1.0

Domain: Human Resource management Area: Organizational citizenship behavior in Pakistan Telecommunication Company Limited.

Result: In final the Independent variables have positive result on the Organizational citizenship behavior.

1. Introduction. The proposal is related to the topic Organizational citizenship behavior in Pakistan telecommunication limited. Pakistan Telecommunication Company Limited (PTCL) is the

3 largest telecommunication company in Pakistan. The company provides telephony services nation-wide and is the backbone for country's telecommunication infrastructure despite arrival of a dozen other telecommunication companies, including giants like Telenor and China Mobile. The company operates around 2000 telephone exchanges across the country, providing the largest fixed line network. Data and backbone services such as GSM, CDMA, Broadband Internet, and IPTV, wholesale are an increasing part of its business. Originally fully owned by the Government of Pakistan, this holding has since 2006 been reduced to 62%, when 26% of shares and control was sold to Etisalat - and the remaining 12% to the general public. For a country that is very strategically placed on the world map and which is trying to break the chains of third world, has great importance of economic growth. In the complex and ever growing world of communication, cellular technology is of great importance. It surely shrinks the world as it is in true sense global. And PTCL is fulfilling this need of our country. PTCL provide its users with worldwide access. Its subscribers make up a very large and a mix as they belong to all the classes of society. Telecom Companys main aim is to provide grade A quality to all its users belonging to different social classes. PTCL often provide new schemes and packages to its customers who all have different need. Pakistan Telecommunication Authority (PTA) Chairman Dr Mohammad Yasin has said that Pakistan telecommunication limited has been growing faster than that of India with over 62 percent teledensity, encouraging the foreign direct investment (FDI), during an interview with Business Recorder. Dr. Yasin said that India lagged far behind Pakistan with 37 percent teledensity as compared to 62 percent in Pakistan.

The current study is based on the research on OCB and its antecedents in PTCL sector of Rawalpindi/Islamabad. OCB is defined as the type of behavior by employees that support the interests of their organization even though they may not directly lead to individual benefits. This job behavior is considered of crucial importance to employers. Managers often find it difficult to reward good citizenship directly, just as it is difficult to punish the absence of such behavior directly. (Chen, 2009). As telecom industry is a service industry and OCB is an extremely important issue within the service and hospitality industry, Morrison's (1996) research showed

that OCB is an indication of high service quality. Recent studies have shown abundant proof that OCB is positively related to service quality. Conscientious employees would go beyond customer expectations. Altruistic workers would help internal and external customers. Those exhibiting civic virtue would make suggestions to improve quality and customer satisfaction. Sportsmanship and courtesy would create a positive climate among employees that spills over to customers. In another cross-sectional study, civic virtue, sportsmanship, and altruism were positively correlated with financial results and customer satisfaction (Walz & Niehoff, 1996).

2. Thesis Motivation
The study focuses on the following topics 2.1 Job commitment and OCB Job satisfaction correlated positively with OCB. This supports previous findings suggesting Organ and Ryan (1995) found in their meta-analytic review of 55 studies that job satisfaction and organizational commitment were the two robust correlates of OCBs. 2.2 Job satisfaction with OCB Results yielded a significant and very strong positive relationship between Job satisfaction and OCB in the present study. It supported previous findings that says a meta-analysis showed that citizenship behaviors correlated with job satisfaction, perceived fairness, organizational commitment, and leader supportiveness (Organ & Ryan, 1995).

2.3 Work place value with OCB This significant value of this independent variable means that if employees believe that their organization values quality products or services, they will be more likely to become attached to it and engage in behaviors that will contribute to high quality. 2.4 Job Characteristics with OCB

5 To the extent that a job is structured to provide regular feedback and autonomy as well as a sense of task completion, employees can monitor their own behavior and gain an increased sense of personal control. 2.5 Job level with OCB Studies of civic citizenship have consistently found socioeconomic status to be the single strongest predictor of the active citizenship syndrome because high status tends to increase both the motivation and the ability to be actively involved (Campbell, Converse, Miller, & Stokes, 1966; Milbrath & Goel, 1977.).

3. Research Questions.
More recently, Podsakoff, Blume, Whiting, and Podsakoff (2009) found that OCBs were positively related to unit-level performance and customer satisfaction. Nielsen, Hrivnak, and Shaw (2009), in their meta-analytic review of the existing group literature, examined the relationship between OCBs and performance at the group level. These researchers found a positive and significant relationship between overall OCB and performance at the group level. In addition, Nielsen et al (2009) found that similar patterns of relationships existed for each dimension of OCB: civic virtue, sportsmanship, altruism, conscientiousness and courtesy. There are some research questions on which the research work is based: 1. How much organizational citizenship behavior is fruitful in the Pakistan telecommunication limited? 2. How much resistance rate is there to follow the organizational citizenship behavior with respect to internal and external factors? 3. What is the effect of organizational citizenship behavior on the development of the ptcl sector? 4. How scholars define the concept of organizational citizenship behavior and recommend implementing it on any organization. 5. What is the total percentage of OCB in PTCL?

4. Thesis Objectives.

This thesis aims to discuss on the following issues and aim to achieve objectives by OCB implementation in PTCL. 1. What is the future road map after adopting organizational citizenship behavior in PTCL sector? 2. What should be the top management strategy for the motivation and creating a positive perception of the working employees in PTCL? 3. Hoe the Government policies are implemented on OCB and their effect on the Organization? 4. Hoe much OCB helps the PTCL decision makers to make the organizational decisions? 5. To study the relationship of OCB with the factors that are job attitudes, job characteristics, tenure, work place values, and job level of PTCL sector. 6. Examine other antecedents of OCB such as cynicism, rewards, trust, TQM, leadership as well as economic conditions, to determine the extra role behavior. 7. Examine other demographic factors such as salary range, educational qualifications, and job performance ratings.

5. Literature Review
As a result of literature review it has been reveal that Organizational citizenship behavior is being studied since 1970s. Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization (Organ,1988). More recently, however, Organ (1997) refined this definition, conceptualizing organizational citizenship behavior as any form of performance that supports the social or psychological environment in which the work tasks are embedded-a definition that more closely corresponds to contextual performance, as defined by Borman and Motowidlo (1993, 1997). Since this time, many related concepts have emerged, such as extra-role behavior (Van Dyne, Cummings, & Parks, 1995), organizational citizenship performance (Borman, 2004), organizational spontaneity (George & Brief, 1992; George & Jones, 1997). These terms are related, but

7 often emphasize different features. . In several studies the relationship between satisfaction, commitment, and OCBs has been found to create underlying positive attitudes about the job and the organization that encourage people to exhibit citizenship behaviors (Allen & Meyer, 1996). Nevertheless, as job satisfaction and organizational commitment have been found to be strongly related to each other,some scholars indicate that they should be examined together to determine their influence on OCBs (Alotaibi, 2001). Organizational commitment (OC) has for many years been identified as a central construct in understanding the relationship between the employee and the employer (cf. Allen & Meyer, 1996). Definitions of the construct indicate its significance in binding the individual both to the organization and to courses of action which are relevant to the target of the commitment (Meyer & Herscovitch, 2001). With regard to the former, analyses consistently indicate significant correlations between OC and turnover intention (cf. Randall, 1990). Organizational citizenship behavior is positively related to job satisfaction. Nevertheless, the precise relationship differs between affective and cognitive job satisfaction. In particular, researchers sometimes distinguish affective and cognitive job satisfaction. Questions about the feelings their job evokes, such as "I enjoy my work", represent affective job satisfaction. Questions that invite more deliberate appraisals, such as "My job fulfills my expectations", represent cognitive job satisfaction. In the study conducted by Moorman and Blakely (1995), participants completed a series of scales, some of which assessed affective job satisfaction, cognitive job satisfaction, and organizational citizenship behavior. Their analyses showed that organizational citizenship behavior was more strongly related to cognitive, rather than affective, job satisfaction. In general, organizational citizenship behavior is indeed related to measures of workplace effectiveness (Dunlop & Lee, 2004; Koys, 2001; Podsakoff & MacKenzie, 1994; Walz & Niehoff, 2000). That is, these behaviors coincide with reductions in costs but improvements in efficiency, profitability, and production quantity. Several mechanisms might underpin the associations between organizational citizenship behavior and workplace effectiveness (see Borman & Motowidlo, 1993; Organ, 1988; Podsakoff & MacKenzie, 1997). First, when experienced employees exhibit organizational citizenship behavior, they might impart their knowledge and skills to novice employees-whose productivity might thus improve exponentially. Second, some facets of exhibit organizational citizenship

8 behavior, particularly civic virtue and voice behavior, might facilitate the identification of insightful and innovative solutions to improve the organization. Third, organizational citizenship behaviors might promote positive emotions and feelings, including morale and cohesion. The job characteristic model helps to explain why employees may respond some what differently to an increase in some of the core characteristics of their jobs. The model identifies three types of individual difference that affect the relationship between the core dimensions and the psychological states and the relationship between the psychological states and outcomes. (McShane and Glinow, 2000). A job that allows a high degree of autonomy and the absence of close supervision or supervisory monitoring suggests a situation characterized by trust. Recent results of a study by Niehoff and Moorman (1993) support this view and demonstrate that monitoring negatively influences citizenship. Thus, the freedom associated with autonomy and low monitoring is balanced by the reciprocal response of responsibility and constructive behavior. Studies of civic citizenship have consistently found socioeconomic status to be the single strongest predictor of the active citizenship syndrome because high status tends to in- crease both the motivation and the ability to be actively involved (Campbell, Converse, Miller, & Stokes, 1966;). Those in high-level jobs may feel social pressure to report attachment to their organizations and may feel subject to expectations from both peers and subordinates that they will "go the extra mile."

6. Research Model

Job commitment Job satisfaction Work place value

9 Organizational citizenship behavior Job Characteristics Job level

7. Hypothesis
H1: Employees Job commitment will positively affect the Organizational citizenship behavior. H2: Employees job satisfaction positively affects on Organizational citizenship behavior. H3: Employees Perceptions of socially desirable work place values will positively affects Organizational citizenship behavior. H4: Highly motivating job characteristics will positively affect the Organizational citizenship behavior. H5: High employees job level positively affects Organizational citizenship behavior.

8. Research Methodology
As there is selected some independent variable with organizational citizenship behavior as dependent one. The variables are fully supported by the theories in the research work. There is used both the primary and secondary data to support the research questions. For first hand data there is used samples of 100 questionnaires. The Likert scale range from 1 5 will be used indicating 1 for completely disagree, to 5 completely agree.

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9. Time Frame
S/NO 1 Activity Search and collection of research material Later Time Required Mostly Already done Running Time

2 3 4 5

Literature Review Data Collection Data analysis Compilation, review and Finalization of Thesis

Two weeks 1 Months 1 Weeks 2 Weeks

-do-do-do-do-

Final Presentation

1 Week notice

-do-

10. References
1. Allen, and Meyer (1996), Ratings of organizational citizenship behavior: Does the source make a difference? Human Resource Management Review, 10, 97-114. 2. Alotaibi, A. G., (2001). Antecedents of Organizational Citizenship Behavior: A Study of Public Personnel in Kuwait. Public Personnel Management. Retrieved from www.entrepreneur.com/tradejournals. And Applications. Sage Publications.

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3. Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel selection in organizations (pp. 7198). San-Francisco: Jossey-Bass. Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of Management Review, 11, 710-725. 4. Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel selection in organizations (pp. 71-98). San Francisco Jossey-Bass. 5. Borman, (2004). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personality selection (pp. 71-98). San Francisco: Jossey-Bass. 6. Campbell, A., Converse, P. E., Miller, W. E., & Stokes, D. E. (1966). The American voter. New york : Wiley 7. Cf. Randall (1990). Relationship between job characteristics and organizational

citizenship behavior: the Mediational role of Job satisfaction. Social Behavior and Personality: an international journal, Vol. 33, No. 6, p. 523-540. 8. Chen, Niu. L., Wang. H., Yang. Y., & Hshiung. S. (2009). Does job standardization increase organizational citizenship behavior? Public personnel management. 9. Dunlop, P.D., & Lee, K. (2003). Workplace deviance, organizational citizenship

behavior, and business unit performance: the bad apples do spoil the whole barrel Journal of organizational behavior. Vol. 25, No. 1, p. 67 80. 10. George and brief (1992), the new work order: behind the language of the new capitalism, Allen & Unwin, Sydney.

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11. Greorge and jones. (1997). An essay on organizational citizenship behavior. Employee Rights and Responsibilities Journal, 4, 249270. 12. Koys, D.J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. Personnel Psychology, 54,101114. 13. McShane & Glinow, (2000). Organizational Behavior. Irwin and Mc Graw Hill, New York. 14. Meyer, J.P. and Herscovitch. (2001) Commitment in the Work place: Theory, Re search Milbrath, L. W., & Goel, M. L. (1977). Political participation: How and why do people get involved in politics? (2d ed.). Lanham, MD: University Press of America. 15. Milbrath, L. W., & Goel, M. L. (1977). Political participation: How and why do people get involved in politics? (2d ed.). Lanham, MD: University Press of America. 16. Moorman, R. H., & Blakely, G. L. (1995). Individualism-collectivism as an individual difference predictor of organizational citizenship behavior. Journal of Organizational Behavior, 16, 127 -142. 17. Nielsen, T. M., Hrivnak, G. A., & Shaw, M. (2009). Organizational citizenship

behavior and performance: A meta-analysis of group-level research. Small Group Research, 40(5), 555-577 18. Organ, D. W. (1988). Organizational Citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books. 19. Organ, D. W. (1997). Organizational citizenship behavior: Its construct cleanup time. Human Performance, 10(2), 85-97.

13 20. Organ, D. W. & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship.

21.

Podsakoff, N. P., Blume, B. D., Whiting, S. W., & Podsakoff, P. M. (2009).

Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122-141. 22. Podsakoff, P. M., MacKenzie, S. B, Moorman, R. H., & Fetter, R (1994). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and orga nizational citizenship behaviors. Leadership Quarterly, 1, 107-142. 23. Van Dyne L, Cummings LL, McLean Parks J. (1995). Extra-role behaviors: in pursuit of construct and definitional clarity (A bridge over muddied waters). Research in Organizational Behavior. Cummings LL, Staw BM (eds) 17: 215-285. 24. Walz, S. M., & Niehoff, B. P. (2000). Organizational citizenship behaviors: Their relationship to organizational effectiveness. Journal of Hospitality & Tourism Research, 24, 301-319.