Investigating patterns of effective variables on organizational Change-Oriented citizenship behavior through Mediating role of Reaction to Change

Document Type : Articles

Authors

• Hajar Barati ¹
• hamidreza oreyzi ¹
• behrooz dorry ²

¹ university of Isfahan

² shahid beheshti

https://doi.org/10.22067/pmt.v8i15.47671

Abstract

1- INTRODUCTION
Organizational citizenship behaviors are one kind of workplace behaviors that are performed spontaneously and are not a part of a job's formal tasks. These non-specific behaviors go beyond what is defined formally by organizations. Although these behaviors are very important for performance, efficiency, and success of the organization, they are not identified by the formal structures in the organization and there is no specific reward for them. Various types of these behaviors identified in different classifications have shown that they are really useful in the different workplaces. One of these behaviors is called change-oriented organizational citizenship behavior. It is defined as the individual spontaneous and voluntary attempts of the employees that affect the organizational change through performing professional activities and include all the organizational citizenship behaviors. Therefore, the present study aims to investigate the pattern of the variables affecting the change-oriented citizenship behaviors. Reaction to change in the employees of Bandar-e-emam petrochemical complex is the mediating variable.
2- THEORETICAL FRAMEWORK
Prior research has proved that change-oriented organizational citizenship behaviors are only possible when the employees react positively to changes. Positive reaction to change occurs when members of the organization perceive its efficiency. If there is a common perception among the employees regarding the change efficiency, they perceive the organization as “ready for the change”. It means that the reaction to change is positive. Positive reaction to change leads to change-oriented organizational citizenship behaviors. On the other hand, if the individuals feel themselves as the agents of these changes, who make the decisions about and control them, they will probably react positively to organizational changes and can play active roles in performing these kinds of behaviors. Flexible procedures and policies could increase perceived value of the change and start change-oriented organizational citizenship behaviors through making employees have positive reaction to them.
3- METHODOLOGY
The research sample consisted of 383 employees of Bandar-e-emam Petrochemical Complex who were selected using stratified random sampling method. The research instruments were a four-item questionnaire about organizational policy, a twelve-item questionnaire about agency, an eleven-item questionnaire about perceived change efficiency, a nine-item scale of commitment to change, a questionnaire with 6 questions about readiness for change, and a four-item questionnaire about change-oriented organizational citizenship behaviors. All the instruments used in this study were responded on a five-point Likert scale, and their Cronbach’s alphas were desirable (0.77

Keywords

• Reaction to change
• Perceived change efficiency
• Agency
• Organizational policy
• Change-oriented organizational citizenship behavior

References

Alas, R. (2007). The impact of employee participation on job satisfaction during change process. Problems and Perspectives in Management, 5(4), 28-33.

Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of Affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18.

Althaus, C.; Bridgman, P., & Davis, G. (2007). The Australian Policy Handbook (4th ed.). Sydney: Allen & Unwin.

Amiot, C.; Terry, D.; Jimmieson, N., & Callan, V. (2006). A longitudinal investigation of coping processes during a merger: Implications for job satisfaction and organizational identification. Journal of Management, 32, 552-574.

Arbuckle, J. L. (2005). AMOS 6, user’s guide. Chicago: SPSS. Bentler, P.M., & Bonett, D. G. (1980). Significance tests and good –ness of fit in the analysis of covariance structures. Psychological Bulletin, 88, 588- 606.

Aree, S. (2009). High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relation Perspective, Academy of Management Journal, 50(3), 558–577.

Bandura, A. (1997). Self-efficacy: the exercise of control. New York: W.H. Freeman.

Barati, H. (2013). Investigation of psychological and organizational factors affecting reactions to change and its outcomes during privatization in Bandar-e- Emam Company. Ph. D. thesis of Psychology. Faculty of Educational sciences and Psychology. University of Isfahan. (in Persian)

Barati, H.; Oreyzi, H. R., & Dorry, B. (2014). The path analysis model between individual variables, reaction to change and its outcomes on Bandare-Emam Petrochemical Company. Quarterly Journal of Management and Development Process. Article in press. (in Persian)

Barati, H., & Oreyzi, H. R. (2012). Prediction of identified, continues, and normative commitment to change of locus of control. Improving Management Quarterly, 4(18), 154-172. (in Persian)

Baron, R. M., & Kenny, D. A. (1986). The moderator- mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.

Baulfour, D. L., & Wechsler, B. (1996). Organizational commitment: Antecedents and outcomes in public organizations. Public Productivity and Management Review, 19(3), 355-368.

Bentler, P. M., & Bonett, D. G. (1980). Significance tests and goodness of fit in analysis of covariance structures. Psychological Bulletin, 88, 588-606.

Browne, M. W., & Cudeck, R. (1993). Alternative ways of assessing model fit. In K. A. Bollen & J. S. Long (Eds.), testing structural equation models (pp.136-162). Newby Park, CA: Sage.

Coetsee, L. (1999). From resistance to commitment. Public Administration Quarterly, 23, 204-222.

Conner, D. R. (1992). Managing at the speed of change: How resilient managers succeed and prosper where other fail. New York: Villard Books.

Eby, L. T.; Adams, D. M.; Russell, J. E. A., & Gaby, S. H. (2000). Perceptions of organizational readiness for change: actors related to employees' reactions to the implementation of team-based selling. Human Relations, 53(3), 419-442.

Gall, M.; Burge, W., & Gall, J. (2005). Qualitative and quantitative research methods in psychology and Educational Sciences. Translated by Ahmad Reza Nasr and colleagues. First volume. Tehran: SAMT and Shahid Beheshty University Publication.105-112. (in Persian)

Ghaffari, M., & Athari, H. (2004). Modernity and social movements, Journal of Social Sciences (Humanities), first year, 2, 57-77. (In Persian)

Gholipour. A.; Balaghi Inanloo, A.; Ghasemi. M., & Rouhi Khalili, M. (2007). Verification of women's negative stereotypes in organizations. Women in Development & Politics (Research of women), 5 (3 (Continuous 19), 141- 168. (in Persian)

Giddens, A. (1999). The third way: the reconstruction of social democracy. Translated by M. Sabouri. Tehran: publication of the Shirazeh. (in Persian)

Gist, M. E., & Mitchell, T. R. (1992). Self-Efficacy - a Theoretical-Analysis of Its Determinants and Malleability. Academy of Management Review, 17, 183-211.

Gonzalez, J. V., & Garazo, T. G. (2006). Structural relationships between organizational service orientation, contact employee job satisfaction and citizenship behavior, International Journal of Service Industry Management, 17(1), 23-50.

Graham, J. W. (1991). An essay on organizational citizenship behavior, Employee Responsibilities and Rights Journal, 4, 249-270.

Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in Organizational Behavior, 28, 3-34.

Hallgrimsson, T. (2008). Organizational change and change readiness: Employees’ attitudes during times of proposed merger. Sage Publications, Thousand Oaks, CA.

Hasani, A., & Gholipour, A. (2007). Organizational citizenship behavior: another step in improving organizational performance towards the customer. Business Journal, 12(45), 115-145.

Imberman, M. D. (2009). Organizational change and organizational justice: Assessing the impact on organizational commitment, change-oriented organizational citizenship behavior and attitude toward future change. Ph. D thesis in Philosophy. Alliant International University. Los Angeles.

Jex, S. M., & Britt, T. W. (2015). Organizational psychology: a scientist-practitioner approach. Third Edition. Wiley & Sons, Hoboken, New Jersey

Jimmieson, N. L.; Terry, D. J., & Callan V. J. (2004). A Longitudinal Study of Employee Adaptation to Organizational Change: The Role of Change-Related Information and Change-Related Self-Efficacy. Journal of Occupational Health Psychology, 9(1), 11-27.

Kidder, L. K. (2002). The influence of gender on the performance of organizational citizenship behaviors. Journal of Management, 28, 629–648.

Klein, K. J.; Conn, A. B., & Sorra, J. S. (2001). Implementing computerized technology: An organizational analysis, Journal of Applied Psychology, 86, 811–824.

Lopez-Dominguez, M.; Enache, M.; Sallan, J. M., & Simo, P. (2013). Transformational leadership as an antecedent of change-oriented organizational citizenship behavior. Journal of Business Research, 66(10), 2147-2152.

Mackenzie, S. B.; Podsakoff, P. M., & Fetter, R. (1993). The impact of organizational citizenship behavior on evaluations of salesperson performance, Journal of Marketing, 57, 70-80.

Marsh, D., & Stoker, J. (1999). Method and theory in political science, translator Amir Mohammad haji Yousefi, Tehran: Research Institute for Strategic Studies. (in Persian)

Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model, Human Resource Management Review, 11, 299–326.

Moideenkutty, U.; Blau, G.; Kumar, R., & Nalakath, A. (2005). Relationship of organizational citizenship behavior and objective productivity to managerial evaluations of performance India, International Journal of Commerce and Management, 15(3/4), 221 - 229.

Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: extrarole efforts to initiate workplace change. The Academy of Management Journal, 42(4), 403-419.

Mousa Khani, M.; Alvani, SM.; Mirzaei M., & Mohammadi, S. (2012). Investigation the relationship between organizational citizenship behavior and performance of employees. Scientific Journal of Management, 9(25), 75-90. (in Persian)

O'Brien, G. (2002). Participation as the key to successful change: a public sector case study. Leadership and Organization Development Journal, 23, 442-456.

Oikarinen, T.; Mirva Hyypiä, M., & Pihkala, T. (2007). Effects of HRM practices on employees’ OCB within networks, paper prepared for 19th nordic academy of management conference in bergen, Norway August 9-11.

Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior, Personnel Psychology, 48, 775-802.

Organ, D. W. (1988). A restatement of the satisfaction-performance hypothesis. Journal of Management, 14(4), 547-557.

Peach, M.; Jimmieson, N. L., & White, K. M. (2005). Beliefs underlying employee readiness to support a building relocation, a theory of planned behavior perspective. Organization Development Journal, 23(3), 9-22.

Podsakoff, P. M.; Mackenzie, S. B.; Beth Pain, J., & Bachrach, D. G. (2000). Organizational citizenship behaviors: a critical review of the theoretical and empirical literature and suggestions for future research, Journal of Management, 26(3), 513-521.

Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effectsin simple mediation models. Behavior Research Methods, 36, 717-731.

Rangriz, H., & Mosavi Moradi, M. (2010). OCB and ready for acceptance organizational change in the banking industry of Iran. Behavioral Sciences Journal, 3(2), 65-96. (in Persian)

Rezaeyan, A. (2008). Organization and management principles. The eleventh edition, Tehran: the organization of researching and composing university textbooks of humanities (SAMT) Publication. (in Persian)

Seppälä, T.; Lipponen, J.; Bardi, A., & Pirttilä-Backman, A-M. (2012). Change-oriented organizational citizenship behaviour: an interactive product of openness to change values, work unit identification, and sense of power, Journal of Occupational and Organizational Psychology, 85(1), 136–155.

Vigoda-Gadot, E., & Beeri, I. (2012). Change-oriented organizational citizenship behavior in public administration: the power of leadership and the cost of organizational politics, Journal of Public Administrative Research Theory, 22(3), 573-596.

Wanberg, C. R., & Banas, J. T. (2000). Predictors and Outcomes of Openness to Changes in a Reorganizing Workplace. Journal of Applied Psychology, 85(1), 132-142.

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4, 67-76.

Zhao, X.; Lynch, J. G., & Chen, Q. (2010). Reconsidering baron and kenny: myths and truths about mediation analysis. Journal of Consumer Research, 37, 197–206.