1. © Farhan Mir 2012 IMS Current Issues in Management M Phil OCB - 2 Research Reading and Future Research Projects Course Lecturer: Farhan Mir

2. © Farhan Mir 2012 IMS Relationship between Counterproductive Work Behavior and Organizational Citizenship Behavior: Empirical Evidence from Pakistani Banks Dr. Gohar Zaman, Dr. Nazim Ali & Fahad Afridi

3. © Farhan Mir 2012 IMS OCB and CWB The basic objective of this study is to investigate the relationship between Organizational Citizenship Behavior and Counterproductive Work Behavior. Data were collected from 187 officers of grade I, II, III of the bank of Khyber, the bank of Punjab, national bank of Pakistan and Muslim commercial bank through Organizational citizenship behavior scale that was adapted from Motowidlo & Van Scotter (1994) and Lee & Allen (2002) and Counter Productive Behavior scale that was adapted from Bennett & Robinson (2002).

4. © Farhan Mir 2012 IMS CWB and OCB SPSS was used for data operation. Correlation indicated a significant negative relationship between Organizational Citizenship Behavior and Counterproductive Work Behavior. The results of regression showed forty six percent of the variance in Organizational Citizenship

5. © Farhan Mir 2012 IMS OCB and Counterproductive Work Behaviors Counterproductive Work Behavior can be defined as a conduct that is averse to Organizational Citizenship Behavior, as per the findings of Spector and Fox (2002) Organizational Citizenship Behavior and Counterproductive Work Behavior have opposite directions. Counter Productive Behaviors represent a class of behaviors that are discretionary. That is, individuals make conscious choices about whether to engage in behaviors such as playing mean pranks, swearing at coworkers, falsifying expense reports, and sabotaging the work of others (Mount et al, 2006)

6. © Farhan Mir 2012 IMS OCB, CWB and Organizational Justice The study of Flaherty & Moss, (2007) asserts organizational justice to be a mediator of CWB, as it suggests that individuals who perceived their own workgroup to receive more justice than other units engaged in less counterproductive work behavior

7. © Farhan Mir 2012 IMS Some more Findings… Kelloway et al, (2002) suggests Counter Productive Behaviors and Organizational Citizenship Behaviors are negatively correlated

8. © Farhan Mir 2012 IMS Temporary Employees as Good Citizens: Factors Influencing Their OCB Performance Robert H. Moorman and Lynn K. Harland

9. © Farhan Mir 2012 IMS Contractual Workers and OCB Studies by Van Dyne and Ang (1998), Stamper and Van Dyne (2001), and Kidder (1998) have all reported results suggesting that contingent employees perform fewer OCBs than regular employees. These studies conclude that contingent employees are more likely to define their relationship with the organization as economic exchange rather than social exchange, and as a result, feel less motivation for OCB performance.

10. © Farhan Mir 2012 IMS Contractual Workers and OCB The result showed that commitment to the client organization, felt obligation to the client organization, and perceptions of positive client organization actions will be positively associated with OCB performance.

11. © Farhan Mir 2012 IMS Contractual Workers and OCB Results suggest that much like permanent employees, the degree to which temporary employees hold certain attitudes about the current assignment is related to OCB performance in that assignment. Increased levels of organizational commitment, felt obligation, and perceptions of positive client organization actions were related to increased supervisor reports of OCB performance.

12. © Farhan Mir 2012 IMS Future Research Questions… Why do followers of supportive (or transformational) leaders have a higher level of OCB? Do employees of supportive organizations have a higher level of OCB Is there a role of OCB in understanding the counter-intuitive relationship? Can Better Employee Engagement enhances OCB?

13. © Farhan Mir 2012 IMS Some other Future Research Questions LMX as moderator in Transformational Leadership and Follower Performance and OCB OCB and Engagement

14. © Farhan Mir 2012 IMS Leader-Member Exchange as a Mediator of the Relationship between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior (Hui Wang, Kenneth S. Law, Rick D. Hackett, Duanxu Wang and Zhen Xiong Chen):

15. © Farhan Mir 2012 IMS Employee Engagement & OCB Employee Engagement VIGOR When I am working, I feel mentally strong I can continue for a very long time when I am working When I work at my current job, I feel like I am bursting with energy At my job, I feel strong and vigorous When I get up in the morning, I feel like going to work DEDICATON I find my work to be full of meaning and purpose My work inspires me I am enthusiastic about my job I am proud of the work that I do I find my work challenging ABSORBTION Time flies when I am working When I am working, I forget everything else around me I feel very happy when I am working intensively I can get carried away when I am working I am immersed in my work OCB Altruism Conscientiousness Courtesy Sportsmanship Civic Virtue

16. © Farhan Mir 2012 IMS © 2008 by South-Western, a division of Cengage Learning 4-16 Engagement and OCB Engagement is a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption. Rather than a momentary and specific state, engagement refers to a more persistent and pervasive affective-cognitive state that is not focused on any particular object, event, individual, or behavior. Vigor is characterized by high levels of energy and mental resilience while working, the willingness to invest effort in one’s work, and persistence even in the face of difficulties. Dedication refers to being strongly involved in one's work and experiencing a sense of significance, enthusiasm, inspiration, pride, and challenge. Absorption is characterized by being fully concentrated and happily engrossed in one’s work, whereby time passes quickly and one has difficulties with detaching oneself from work

17. © Farhan Mir 2012 IMS Gallup Q-12 Engagement – cause or effect? I know what is expected of me at work. I have the materials and equipment I need to do my work right. At work, I have the opportunity to do what I do best everyday. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person. There is someone at work who encourages my development. At work, my opinions seem to count. The mission or purpose of my company makes me feel my job is important My associates or fellow employees are committed to doing quality work. I have a best friend at work. In the last six months, someone at work has talked to me about my progress. This last year, I have had opportunities at work to learn and grow. #13: How satisfied are you with ________ as a place to work?