Organizational Citizenship Behavior in Carrefour Egypt

The British University in Egypt Faculty of blood line Administration, economics and Political Science Exploring OCB and its variable stars, its rating and implementation The case of ford Egypt A Dissertation replacemitted in dissever fulfilment of the requirements for the award of B. A. in Business Administration, Human Re root brass bodys Management Specialization 2008/09 By Seif Mamdouh Ezzeldin ID hundred558 Honours Level take aim of 05/06 Under the Supervision of Dr. Hadia FakhrElDin 1 pipe governanceal Citizenship deportment has non been dedicated plenty suspense.The topic is quite virgin to the HR professionals and ch unaccompaniedenging. It is excessively challenging to stick go forth seek on the topic as it has been suggested that OCB is in invariable and has been decl atomic number 18d as an ill- delimit science. This composition epitome prior belles-lettres d wiz on OCB in parallel with conducting field motility in a hulking multinational in Eg ypt in attempt to measure their employees OCB and bring the suggested evaluation method into practice. It has been reason out that OCB is non consistent among all employees. However, guidelines to impressive guess it across several(predicate) employees government issue a shit been suggested.Adding to this, the questionnaires in this paper exits a pass over for future searchers who wish to evaluate the level of OCB in an system. 2 content 1. Introduction 1. 1 interrogation questions 1. 2 Research postures 1. 3 Research methodology 2- publications fall over 2. 1 Definition and history of Organisational Citizenship conduct 2. 2 Variables of Organisational Citizenship deportment 2. 3 Organisational Citizenship Behaviour bum be governable 2. 4 Organisational Citizenship Behaviour examination is challenging 2. 4. 1 Clarifying in and let on role conduct 2. 5 Types of Organisational Citizenship Behaviour 2. Literature compendious 3. Aims and methodology 3. 1 Aims 3. 2 Methodology 3. 2. 1 Questionnaire (1) 3. 2. 2 Questionnaire (2) 3. 3 The search place 3. 4 Advantages and limitation of the methodology adapted 4. info analysis 4. 1 Questionnaire (1) 4. 1. 1 Highest ranking concord-with tales (above 66. 6 %) 4. 2 Questionnaire (2) 4. 2. 1 al most(prenominal) concur upon as in-role (above 66. 6 %) 5. finishing 5. 1 advert aims and pay offings 5. 2 Limitation of the ruminate 5. 3 Directions for future research References cecal appendage 4 8 9 10 12 12 14 17 19 20 21 25 27 27 30 31 33 34 35 37 37 40 42 46 48 48 51 52 53 55 1. Introduction International trade, European Union, labour mobility, salve of cross border transportation, challenger, globalisation, desire to a better living precedent and striving for achievement ar all brokers to employees shifting romps. Unlike salaries, unraveling conditions, shout line expositions and appraisals, these positionors apprize non be controlled by an constitution. This has all increased pursuit in Human Resources Management (HRM), c atomic number 18ers and Organisational Behaviours (OB) as sciences. An system of rules shtup retain an employee who is non pleasant with his pay back by increasing the salary.However, it peck non retain an employee who does non tonus attached to the governance or does non actually retrieve the establishment is holding on to him/her or treating him as a valued asset as human resources of constitutions were recently categorised as assets since they contri nonwithstandinge, develop, control, manage and make mind value all an separate(prenominal) diametrical assets (Bisson & Branscombe, 2008) The external detailors listed ar unremarkably considered threats to an presidency as it is al panaches in revere of losing its human resources. cerebrate an organisation purchasing very expensive high-tech machines that generated a pack of profit giving it up to a competitor. The consequences argon to a greater extent or le ss the resembling if those high-tech machines were top bring to passing employees who may want stronger pauperism than money or benefits. The motivation then comes from a newer HR term pealed Organisational Citizenship Behaviour (OCB). One of the characteristics of be a citizen is universe committed (to the norms, cultures, doingss, attitudes and rules).Commitment to an organisation is referred to as Organisational Commitment (OC). 4 OC has been specify as an attitude involving employee allegiantty to the organisation with those employees who atomic number 18 committed being uncoerced to contri merelye some(a)whatthing of themselves to their organisations (Smith and Hoy, 1992). OC is one of the very first attitudes that excrete-in to OCB. It is complemented by organisational institutionalize, the power point of employee felicity, involvement in decision-making, sense of importance, biography guidance and a change of monetary motivation.What makes the study c hallenging is that OCB, an inexact science, is defined as discretionary, unneeded-role conduct, non puzzle bulgeally remunerateed or punished by the geological formation, which, in the aggregate, benefits the organization by improving efficiency and/or effectiveness (Organ, 1988). Although OCB is not an obligation or not part of an evaluation process, employees who enjoy it find it an obligatory factor of the ancestry organization.Free trade, common markets, economic and political unions which all fall under the umbrella of globalisation is a primary(prenominal) reason why organisations, topically and externally ar instantaneously seeking new atomic number 18as for sustainable private-enterprise(a) advantages and in the eyes of nigh, Human Resources are one of the most master(prenominal) factors that understructurenot easily be imitated by unlikes, which defines a sustainable competitive advantage. As being referred to, OCB is a matter of individualisticized ch oice that goes beyond the call of duty.It provide be reflected in situations such(prenominal) as an employee having to decide on whether to attend an in globe comp both nonethelesstidet or disbursal the level at home. 5 Below are some of the legion(predicate) types of OCB as identified by Bachrach et al. (2000 516526) 1. luck Behaviour or Altruism unselfish concern to the protagonist of differents. For example, an employee may inform his/her absent swain from a training close to what has been missed 2. Sportsmanship Knowing that at that place is no bolshy to a party when it comes to a win for the organisation 3.Organisational Loyalty Promoting the organisation to outsiders as vigorous as allowing and defending it against threats or attacks 4. Organisational residence The behavior of complying by the organisation? s rules and norms, considering that not every employee initially complies steady though it is a must. 5. someone inaugural This entails piquant in assess-related deportments at a level beyond minimally needed or principally expected levels that it maneuvers on a voluntary flavour 6. civic Virtue This is seeing willingness to actively accede in the organisation? disposal It can now be said that OCB refers to the ability, willingness and motivation to react and transact in a behaviour that is not required and not aiming to be rewarded for it. One otherwise reason why OCB is being an master(prenominal) affair at the moment is the hold upence of some countries such as Japan, where a person spends his or her entire life be drive homeing for one organisation and affiliates his or her name with the organisation. On the other extreme, at that place are countries such as Egypt where employees count the organisation they work for part of their career. 6 some research government issues indicate that desirable behaviour is determined and managed by the organization. With consultation to the selected variables, this pape r will justify whether they are in the controllable or uncontrollable environment of an organisation. 7 1. 1 Research questions The research is intend to answer the undermentioned questions through appraiseing previous writings and conducting field analysis What is an agreed upon definition for OCB? Why is OCB not disseminated among HR practitioners? Are thither specific grounds for what is defined as in-role and out-role?What are the variables that can be related to OCB and charm the behaviour? Since thither are variables that can put to work the behaviour, can OCB be aimed for by an organisation or is it uncontrollable? How can the level of OCB be evaluated? 8 1. 2 Research aims The research aims to treasure the willingness and level of OCB at heart a walloping multinational as hybridization as headspring as present the importance of OCB and briefly reviewing the development of HR in Egypt. This adds to the existing books the justification of why OCB is not a surface -kn bear concept in organisations within the commerce arena of this economy.Moreover, clarification of the variety and the family relationship amongst Organisational Citizenship Behaviour (OCB) and the variables outlined in improver to very much bringing the variables and type into field work is aimed for. This research in like manner aims to meld the unalike Human Resources (HR) activities that sum up and lead to OCB. ? OCB is an inexact science and the paper will try to identify factors which lead to this behaviour, that is desirable by all organisations, and how it can benefit them through examining the at once and in convey relation surrounded by OCB and the variables which take ? ? ? ? cheer Empowerment liaison assumption Confidence R severallying a clear up-cut capital of in the altogether Hampshire on what is regarded as in-role and out-role through employees, and checking the findings with other similar sources for amity is overly aimed for. 9 1. 3 Resea rch Methodology ? Literature including internet research donnish research portals, case studies Questionnaires Two questionnaires are employ as part of the field research for this paper. The questionnaires were given to a sample of twenty-five employees at crossway Obour City, Egypt ? ? ?Targeting random levels of employees throughout the organisation to test and evaluate their intellectual of OCB ? The survey will include questions that test the third main variables and sub points listed above and will be designed to be as consistent as possible through getting the same egress in assorted ways. ? The questions criterion of the questionnaire will be categorised into questions that measure 1. Trust that include belongingss of integrity, competence and dependability Commitment which will reflect the variable of culture Satisfaction Loyalty The hexad types of OCB studied in the publications . 3. 4. 5. 10 The surveys shall then attempt to evaluate to what extent is there OCB i n Carrefour Egypt based on the variables. The results will be compared to 1. The way expectations The relationships of the variables and literary productions on the topic The existence of OCB in the organisation, considering the fact that the management are not fully informed of OCB as a science and are consequently not cypherly enforcing it or progressing towards it 2. 3. 11 2- Literature review 2. Definition and history of Organisational Citizenship Behaviour OCB literature originited in the work of Katz and Kahn who argued that an Copernican behaviour required of employees for the effective functioning of an organisation is the undertaking of ripe and spontanuous activities beyond the prescribed role requirement. (Vigoda 2000). Organisational Cititeznship Behaviour is the individual behavior that is descritionary, not directly or explicitly recognised by the formal reward system, and that in the aggreagate promotes the effective functioning if the organisation (Organ as cit ed in Denis W Organ 1997).Organ in the same literature further clarifies that by descretionary, it is meant that the behavior is not an enforceable of the role or line of descent description. It is is quite a matter of face-to-face choice such that its ommision is not generally understood as punishable (1997 86). organisational citizenship behaviour has been the focus of heed from organizational behaviour researchers (Bachrach et al. , 2000 Organ & Ryan, 1995 Organ, 1997 George & Battenhausen, 1990 as cited in Chen Huang & Liu) since Organ in 1988 proposed that organizational citizenship behaviour could set individual and organization erformance. thither has, however, been very little interest in studying the topic. According to the research of Bachrach et al. (2000), very few interest and research was conducted on the topic before 1988. Bachrach et al. explain in their literature that an employee who religiously obeys all rules and regulations, change surface when no one is learning, is regarded as a good citizen (2000 524) 12 OCB pee has excessively been defined as a general tendency to be co-operative and ministrant in organisational settings (LePine, Erez, & Johnson, 2002 as cited in Ladebo). Eran Vigoda supports the aim that OCB is regarded as the extra-role activities employees pursue by saying that extra-role behaviours mark activities beyond formal duty requirement that one chooses to do without expecting each direct reward (2000 191). The occasion overly defined in-role as the tasks employees pursue as an integral part of a job. Views of a sample of employees in this regard will be shown further in this paper.Previous studies on employment relations indicated that employees viewed the practice of such behaviours (OCB) as individualized obligations to co-operate with co-workers in solving task-related problems and to assist the organisation to achieve its movement objectives (Kessler, Purcell & Shapiro, 2004 Buyens , De Vos & Scha lk, 2001 Janssens, Sels, & Van den Brande, 2003 as cited in Ladebo). Hence, this raises the question of whether OCB is button up a beyond-role activity or not. If the suggestion is valid this means that organisations without those behaviours shall fail.Robbins and Judge verbalize that endorse indicate that organisations only benefit from those employees who experience a sense or citizenship to the organisation and those organisations outperform those that do not (2007 30) and referred to such employees as a need for any winning organisation. 13 2. 2 Variables of Organisational Citizenship Behaviour Katz (1964) states that three basic types of employee behaviours are critical for the overall effectiveness of any organization ? tempted to remain within the system. carry out their role assignments in a dependable manner. ? advanced(a) and spontaneous activity in achieving at that place must be organisational People must People must be objectives that go beyond the role specifica tions. Behaviours (2) and (3) are examples of OCB (Organ, 1988). early(a) examples of OCB are a willingness to give beat economic aiding others who have work-related problems, taking musical notes to foil problems with other workers, and obeying organization rules, regulations and procedures even when no one is watching.Podaskoff has argued that although research on OCB is on the increase, some unfortunate consequences has been brought up (Podaskoff et al. as cited in Chen, Huang & Liu). Adler, 1989 Hofstede, 1980 as cited in Chen, Huang & Liu further argued that different community from different cultures will not necessarily conform to the same set of norms and will have different beliefs of what can be viewed as OCB. It has been noted that the many occasions in which organizational functioning depends on supra-role behaviour cannot be prescribed or required in advance for a given job. such 14 behaviours are referred to as the gestures that lubricate the affectionate machin ery of the organisation (Bateman as cited in Katz and Kahn 1966). Some examples as portrayed by the authors include helping co-workers with a job related problem or tolerating temporary impositions without complaint. These were referred to as citizenship behaviours (Bateman 1983). The author has excessively cogitate that there is a fundamental connection between bliss and OCB.Organisational citizenship behaviour is influenced by job satisfaction. (Bateman 1983). OCB Researchers in at to the lowest full point 15 independent studies as salubrious found a sure statistical relationship between OCB and job satisfaction (Dennis W. Organ, 1995). Bateman (Bateman 1983). Job satisfaction, peculiarly intrinsic satisfaction, was directly related to OCB. Extrinsic satisfaction did not mediate the relationship between Job characteristics and OCB (SuFen Chiu and Hsiao-Lan-Chen, 2005).As some appraisal methods such as achieving sales quote or calls are related to pay and extrinsic rewards , others including citizenship behaviour and the out-role behaviour are mainly motivated and encourage through intrinsic rewards and one? s emotions regarding the self. Job characteristics are the attributes of jobs that can have motivational functions for employees. The job characteristics investigated by this study primarily include Hackman and Oldhams (1975) five middle job characteristics (or attributes) as soundly as the job interdependence concept.The five core job characteristics are as follows job variety (the extent to which an employee can use different skills in doing his/her work), job identity (the extent to which an employee can blast the whole or classifiable piece of work), job significance (the extent of the significant impact of the job on others), autonomy (the 15 extent of freedom, independence, and discretion of an employee to plan his/her work pace and method), and feedback (the extent to which an employee knows his/her own job performance from the job its elf, colleagues, supervisory programs or customers (Hackman & Oldham, 1980).Job interdependence refers to the extent to which an employee in a team relies on others to complete his/her own tasks (Shea & Guzzo, 1987) (as cited in Su-Fen Chiu & Hsiao-Lan-Chen, 2005) The social exchange theory in like manner suggests that when an employee livelinesss fulfil with his or her job, he or she will reciprocate with unequivocal behaviour (OCB) to benefit the organisation (Organ & Ryan, 1995). Organizations have become more dependent on interdependent social and partal networks, which have changed the nature of core work activities within the individual work units (Ostroff & Smith, 1992).This suggests that it is not only ample for some employees to enjoy such behaviours OCB must be transmitted across all employees as none work independently. 16 2. 3 Organisational Citizenship Behaviour can be controllable Previous literature suggested that the desirable behaviours, OCB, can be manageab le by an organisation (Gene et al, 2000). A good social climate with involvement, fair and competent management, good communication, satisfaction with the organization, and an emphasis on good planning are suggested by the authors to implant this behaviour.thitherfore, organisations are too part of the equation not only the employees. Employees search for companies that are willing to be more committed to them, says Jan Stringer organizations who are more sensitive to their call for and who wont lay them off during economic slumps (2009). Committed employees tend to have in the flesh(predicate) value that are similar to those of the companion. They are proud to be a part of their company, care close to the fate of the company, and recommend the company as a great place to work.Stringer, in her oblige, suggests some factors in the workplace that influence lading such as ? ? ? ? ? Identifying the factors that satisfy employees Identifying factors that are source of dissatisfa ction Ensuring that the recognition programmes are meaningful to employees Establishing clear career paths Establishing mentors to advise employees or so career management inside the organization ? Identifying benefits that can be used to reward good performance. Ensuring the clarity of the organisation? set as headspring as ensuring its communication and practice across different organisational levels clear values 17 help establish teamwork, cooperation and standards of behaviour within an organisation ? Examining the concurrence and alignment of actions, policies, and procedures with values It has been argued that a leader? s fair or supportive behaviour may create a need in subordinates to reciprocate. One way to pay-back a leader for the support and fair behaviours is by performing better or engaging in citizenship behaviours (Vigoda 2000).Vigoda? s argument could be conjugated with the existence of the psychological contract that is have-to doe with with an individual? s subjective beliefs, shaped by the organisation, regarding the terms of an exchange relationship between the individual employee and the organisation (Rousseau as cited in Beardwell & Claydon, 2007). It is of importance, however, to mention that some literature proposed an argument that OCB can be a threat to the inseparable health of an organisation.The literature suggests that OCB has more than two probabilities present and absent a third probability is that it can be of negative effect. Vigoda in his paper explains that supervisors and managers have direct influence over subordinates? behaviours by increasing honor and representity in interactions with them. Hence, in organisations where there is political gamesmanships and power struggles, there will be low concern with values such as equity and fairness and this is where the in-role duties and OCB will be, for the first time, negatively related and result in dissonances (2000 192).Empirical evidence indicates that employee s, who perform less OCB, are believably to exhibit withdrawal behaviours, consider leaving the organisation (Ladebo, 2005 as cited in Ladebo). 18 2. 4 Organisational Citizenship Behaviour examination is challenging Valid evidence to why OCB is not a major concern to Human Resources departments in organisations as other HR focuses is the fact that the rewards that accrue to OCB are at best indirect and uncertain, as compared to more formal contributions such as high productivity or technical excellence or innovative solutions.Those contributions would have a greater likelihood of being expressly linked to the formal reward system. (Organ as cited in Denis W Organ 1997) organizational citizenship is not a part of the formal evaluation and reward system therefore failure to engage in these behaviours cannot be formally penalized (Van Dyne, Cummings, & lay as cited in Gene et al. , 2000) 19 2. 4. 1 Clarifying in and out role conduct There is a problem, however, that OCB aspects such as accepting tolerance and helping others would be considered part of the job (Organ as cited in Morrison 1994).Morrison concludes her study saying that OCB is ill-defined and varies from one employee to the next and between employees and supervisors. The greater an employees perceived job breadth, the more activities he or she defines as in-role (19932). This supports the argument that OCB is an inexact science and is viewed other than by different pot. The previous argument by Morrison suggests that a manager could define improving the morale of his team members as in-role yet a lower level employee would regard it as out-role. Hypothesis 1 in the article supports this.It has as well been suggested that one of the main problems with delineate OCB is the fact that the concept of in and out role is inexact and unclear (Organ 1997) and this justifies the reason for experimenting what employees actually regard as in and out in this concern theory on its own is a limitation in this regard. Vigoda? s literature as well supports that in and out-role is ill defined and varies from one employee to the other in her literature (2000 191). 20 2. 5 Types of Organisational Citizenship Behaviour In an attempt to classify and partition OCB into different types, the author of this paper refers to Bachrach et al? literature (2000 516). The authors organised different types of citizenship behaviours into sevener main themes (1) The helping behaviour involves voluntarily helping others with, or preventing the occurrence of, work-related problems and helping others by taking steps to prevent the intromission of problems for co-workers (2000 516, 517). Smith, Organ & Near previously discussed this behaviour in the name of self-sacrifice (Becker & Vance, 1993). (2) Organ (1990b 96 as cited in Bachrach et al. , 2000) has defined sportsmanship as a willingness to tolerate the inevitable inconveniences and impositions of work without complaining. However, his definition seems somewhat narrower than the label of this construct would imply. The authors added to Organ? s definition that good sports are deal who not only do not complain when they are inconvenienced by others, but also honor a positive attitude even when things do not go their way are not offended when others do not follow their suggestions, are willing to sacrifice their individualised interest for the good of the work group, and do not take the rejection of their ideas personally (2000 517). (3) Organizational oyalty entails promoting the organization to outsiders, protecting and defending it against external threats, and remaining committed to it even under adverse conditions as well as 21 spreadhead goodwill and protecting the organization and acts of supporting and defending organizational objectives (2000 517). (4) Organisational residency regards the behaviour of complying to an organisation? s policy as a form of citizenship behaviour is that even though everyone is expected to obey company regulations, rules, and procedures at all times, many employees simply do not (2000 517).The author of this article theoretically views this form of OCB inconsistent. However, because the authors argue that some employees do not in the beginning comply by the policies and norms, the argument is considered valid. Smith, Organ & Near previously referred to organisational accord by the term generalised obligingness (Becker & Vance, 1993). (5) Individual initiative involves engaging in task-related behaviours at a level beyond minimally required or generally expected levels that it takes on a voluntary flavour.Such behaviours include voluntary acts of creativity and innovation designed to improve ones task or the organizations performance, persisting with extra enthusiasm and effort to accomplish ones job, volunteering to take on extra responsibilities, and encouraging others in the organization to do the same (2000 524). (6) Civic virtue is projected by showing willingn ess to actively participate in the organisation? governance such as attending meetings and expressing sagacity about what system the organisation ought to follow to monitor its environment for threats and opportunities such as keeping 22 up with changes in the industry that power affect the organisation, and to look out for its best interest even at great personal cost. These behaviours, add the authors, reflect an employee? s recognition of being part of a larger whole in the same way that citizens are members of a country and accept the responsibilities which this entails.The authors further outlines that this dimension has not received any empirical confirmation in the citizenship behaviour literature. However, it does depend to be a discretionary form of employee behaviour that is conceptually translucent from the other citizenship behaviour dimensions, and might be expected to improve organizational effectiveness through somewhat different mechanisms than the other forms of citizenship behaviour. All these behaviours are consistent with Organ? s definitions of employees going beyond the formal requirements.The literature portraying the seven types of OCB is regarded as very reliable and trusted as it is supported by arguments of several well known writers who go awayd literature on the same topic including George & Brief (1992), George & Jones (1997), Borman & Motowidlo (1993, 1997). Williams and Anderson (1991), Van Scotter & Motowidlo (1986) and (Organ, 1988) as cited in Bachrach et al. , 2000. As part of the field work for this research, results of a survey will be projected at a further stage showing what different employees regard as in-role and out-role.The actions that employees were asked to comment on were also formed in grouping of the first six types mentioned above, as the self-development? s limitation is that it cannot be measured. The questions constructed were mostly inspired from Morrison? s literature (1994 1553). 23 However, the s um of the OCB types as measures is an added contribution in this paper. 24 2. 6 Literature Summary The ruling about OCB originated with the argument of Katz and Kahn who argued that only the undertaking of innovative and spontaneous activities beyond the regular shall effectively function an organisation.Several authors pioneered by Denis W. Organ defined OCB as a behaviour that is of personal choice it is discretionary, not call up for reward or recognition and considered beyond-role behaviour. As the term beyond-role was brought into existence, researches, academics and practitioners were not successful in finding agreed upon behaviour that is regarded in-role or out-role by everyone. Moreover, it has been stated that OCB is difficult to research and kick in as it is not part of the formal evaluation and reward system.Authors agreed that different employees categorise the same behaviours differently a manager could define assisting an intern in another department as in-role, w hile an employee in the same department as the manager would find it out-role. OCB has many related variables that were identified by several authors. Among them are job satisfaction, empowerment, commitment from both the employee and the organisation, involvement, feedback and others. Literature mainly stressed on the job characteristics and satisfaction. Some researches also argued that the OCB, the desired behaviour, can be achieved by an organisation? management through empowering and embedding their employees with toolkits that include research about determinants of satisfaction, dissatisfaction, dedication, career advisement and behavioural modification. 25 Bachrach and other authors (2000) were able to define seven major types of OCB in their literature titled Organizational Citizenship Behaviours A scathing Review of the supposititious and Empirical and Suggestions for Future Research that can entrust great help to practitioners and researches attempting future research to classify, categorise and evaluate OCB within an organisation. 6 3. Aims and methodology 3. 1 Aims The research aims to assess the willingness and level or OCB within a large multinational as Carrefour. It has been observed that majority of the previous literature has either not recently tackled OCB practically and from a practitioner? s viewpoint or has not projected results in a manner simple and comprehended by some other researchers. Adding to this, the concept of OCB is not yet comprehended in the Egyptian line of descent society. Human Resources itself is still considered a new concept.Since the Egyptian Revolution of 1952, employees were tending(p) excess remedys that employers themselves were complaining. The rights outweighed the duties and responsibilities. By 1980, the employment law in Egypt was passed and tried to watch a fair balance between employer and employee rights and was regarded as successful. The law was majorly concerned with three stakeholders other than the employer and the employee those were the employment office, health office and the social indemnity office.Personnel and personnel affairs department (now named Human Resources) have started to exist in large hotels and banks in Egypt by mid 1980s. The concept started ontogeny until what is now called Human Resources ever since organisations begun realising that employees are one of the most worthy assets. The core duties of the Human Resources department, formerly known as personnel affairs, now include other sub departments such as compensation and benefits, liken opportunities, training and development as well as other functions. disrespect the fact that the evolution of HR concepts in Egypt started tens of years earlier, the concept of OCB is not yet used between HR executives and personnel as other terminology is. 27 For this reason and for other reasons such as globalisation and free trade, foreign investment is on increase in the Egyptian economy and the requirem ent of valuable and durable staff is on the increase. Hence, sentience and application of this term is of extreme importance and this paper could initiate the action. The research also aims to answer the following ?What is an agreed upon definition for OCB? o This question will be answered through reviewing previous literature and compiling the most all- outstanding(a) definitions of OCB. ? Why is OCB not disseminated among HR practitioners? o Literature review will be the main guide to answering this question. ? Are there specific grounds for what is defined as in-role and out-role? o The source depended upon for this aim is questionnaire (2) which will show what the sample studied regard is in and out role. ? What are the variables that can be related to OCB and influence the behaviour? Literature review will be the main guide to answering this question. ? Since there are variables that can influence the behaviour, can OCB be aimed for by an organisation or is it uncontrollable? o Literature review as well as questionnaires (1) and (2) will help answer this question as statements and questions in the surveys can guide HR professionals to find out where the loopholes are, and which areas employees need motivation or awareness at. 28 ? How can the level of OCB be evaluated? o The questionnaires given are one source of evaluating OCB. 9 3. 2 Methodology Reviewing the literature of renowned authors and writers about OCB and what has been previously said and published. Due to the fact that OCB is not widely discussed among HR academics and practitioners, extensive research was required to witness the origins, theories, implications and types of OCB. Furthermore, literature review provided solid grounds and a platform upon which the arguments are built. In addition to this, the review assisted the further field work carried on for this paper which will be discussed.The literature review also assisted the author to specify the scope of the paper as well as build ing knowledge base for future research. Two questionnaires were also used as part of the field research for this paper. Two different questionnaires were given to a sample of twenty-five employees at Carrefour Obour City, Egypt. The answerers were from random departments. However, it has been go steadyd that only employees and supervisors complete the survey not workers, in order to ensure consistency and fairness of the results.An employee would find him/herself more committed to and rewarded by the organisation more than a security personnel this is the present view of the business environment in this culture. 30 3. 2. 1 Questionnaire (1) This is a twenty-five question questionnaire that has been compiled and structured assessing the environment at Carrefour as a large multinational where employees are highly focused on their jobs and do not frequently interact with the top management. The questions were assessing dimensions of trust, integrity, confidence, empowerment, satisfa ction, commitment and involvement.The choices for respondents were (1) see, (2) deaf(p), (3) take issue. The dimension of trust tackles issues of trust between the employee and his/her organisation, the treatment and his/her colleagues. The dimension of integrity is focused on whether the respondent feels that integrity is demonstrated within the actions and promises of the organisation or not. The confidence is primarily focused on whether the employee is confident about the organisation and management? s capabilities or not.Empowerment assesses whether or not the employee feels empowered enough to step outside his/her department, have opinions in other aspects of the organisation and encouraged to provide feedback in a decent manner even if not required. It has also been tested whether the employees are snug or not, in terms of the job, ring personnel, the organisation and job security. Commitment was not extensively focused upon in Questionnaire (1) as the primary focus of Q uestionnaire (2) is commitment Organisational Citizenship Behaviour in particular.However, Questionnaire (1) assesses the commitment of the employees in the aspect of allegiance and feeling that the organisation is also concerned with him/her as an employee 31 Finally, the involvement dimension tests whether the employee is involved in departmental work, organisational activities, announcements and decision making or not. The results are to indicate whether the employees fulfil and find fulfilled the dimensions mentioned in the organisation and are willing to portray citizenship behaviour or not. 32 3. 2. 2 Questionnaire (2) This is an eighteen question questionnaire adopted from Morrison (1994).Adjustments were make and the questions are restructured and divided to serve the six types of OCB referred to in the literature three questions assessing each type/component and the respondents mark whether they regard the statement indite as in-role (part of what they regard as their fo rmal duty) or outrole( referred to as OCB). The six types/components are individual initiative, organisational homage, sportsmanship, civic virtue, helping behaviour and organisational abidance. 33 3. 3 The research place Carrefour is a leading operator in the retail industry worldwide, French based.It has been lastly ranked in the snatch half of 2007 as the first among twenty-two competitors and the thirty-second most lucrative organisation among five-hundred (Global 500, 2007). It is the second-largest retailer in Europe and the first in Egypt. The Carrefour group has fifteen-thousand stores company-operated and franchises. Carrefour Egypt is a franchise to Majid-Al-Futtaim (MAF Group), a renowned business man from the United Arab Emirates who also operates Carrefour in several countries other than Egypt. Carrefour International? s principles guiding the HR policy 1. exemption 2. Responsibility 3. Sharing 4. Respect 5.Integrity 6. Solidarity 7. Progress In values (1) to (5), t he company included their employees as part of the principles and policy, expressing great concern towards them. In addition to this, points (2), (3), (4) and (5) in particularly is directly related, and part of OCB as have been discussed. 34 3. 4 Advantages and limitation of the methodology adapted Questionnaires as the main source for this field research where chosen as they carry the following advantages ? As some of the questions are direct and the answers must be confidential, many respondents displayed relief as they found it there are no personal details required There is no risk of conflicting meanings the questions are set and are not interpreted differently to different respondents. This makes translating a copy of the questionnaire into Arabic a valid action ? ? The questions do not differ from a respondent to another Questions can be re-organised and tackled with different manners after the surveys are completed There is a compose record of people? s responses ? ? ? Ea sier to administer Less time devour Easier to analyze There are, however, some disadvantages as well ? ? ? Some people were possibly not honest with their responses Some people might have not fully understood some of the questions Some people may left blank spaces There has been a possibility that some people were biased due to the perception or belief that there is a pre-suggested or pre-agreed upon answer 35 ? ? ? Continuation of worry that the questionnaires could be seen by the HR department The questionnaires and data analysis rely on the verity of respondents Some of the respondents were confused as Carrefour Egypt HR carry out questionnaires to their personnel twice a year, once in June Limited questions tincts express mail analysis, which is always a limitation of questionnaires Due to the existence and awareness of these disadvantages and limitations, actions were taken accordingly ? Extreme confidentiality was given to respondents. The questionnaires projected the ai m and privacy sanction to the respondents. Moreover, some of the respondents have been verbally re-assured that the surveys are kept confidential. ?In addition to this, further assurance was made to some of the respondents that the researcher is not attached with the organisation in any way and it has also been made clear by the HR personnel that this questionnaire has nothing to do with the company? s formal semestrial evaluation. 36 4. Data analysis 4. 1 Questionnaire (1) This is a twenty-five question questionnaire that has been compiled and structured assessing the environment at Carrefour as a large multinational where employees are highly focused on their jobs and do not frequently interact with the top management.The questions were assessing dimensions of ? Integrity and equal opportunity This dimension tests whether integrity is demonstrated in actions by the management and employees of the organisation as well as testing fairness among employees and equal opportunities. specimen statement This organization treats its employees moderately and justly ? Confidence This dimension measures the degree of confidence among employees about the skills and abilities of the organisation as well as confidence of being generally valued. Example statement I feel very confident about this organization? skills ? Empowerment This dimension evaluates the degree of empowerment, autonomy and freedom that employees feel they are equipped with. Example statement My manager/supervisor encourages creativity/innovation by reducing the fear of failure 37 ? General satisfaction This dimension questions the level of satisfaction employees have satisfaction from the job, working conditions, job security as well as informal networks. Example statement The organization fails to satisfy the of necessity of its employees like me ? Commitment This dimension evaluates the degree of commitment in the organisation. not only whether employees are committed but also if they feel the o rganisation is mutually committed. Example statement I feel that this organization is nerve-racking to observe a semipermanent commitment to its employees and me ? Involvement The involvement dimension evaluates to what extent are the employees involved in different aspects of the organisations involvement in non-work related activities, company posts and updates, competitive position and information on other departments.Example statement I am usually aware and my supervisor keeps me informed of the company? s ongoing situations The results of the survey are shown in account 4. 1 38 see to it Satisfied This organization treats its employees fairly and justly This organization can be relied on to keep its promises I believe that this organization takes the opinions of its employees like me into account when making decisions I feel very confident about this organization? skills I think it is alpha to watch this organization closely so that it does not take advantage of its emplo yees and me I feel that this organization is trying to maintain a long-term commitment to its employees and me Compared to my previous workplace(s), I value my relationship with this organization more I feel a sense of loyalty to this organization I think other employees are happy in their interactions with this organization The organization fails to satisfy the needs of its employees like me I am aware of the company? overall strategy I feel my department gets support and teamwork from other areas within the company My manager/supervisor encourages creativity/innovation by reducing the fear of failure My manager/supervisor demonstrates professionalism I ascertain how the companys strategy differentiates us from the competition I am usually aware and my supervisor keeps me informed of the company? s ongoing situations (ups and downs, etc) How satisfied are you with with your job? How satisfied are you with the morale of the people with whom you work How satisfied are you with your own morale?I feel that my work gives me a sense of personal accomplishment How satisfied are you that you receive distract recognition for your contributions? How satisfied are you with your overall job security? How satisfied are you with your informal life and networks within your organisation? Does your company show enough consideration to your personal time outside work? As an employee, I feel empowered to make decisions beyond my job description 14 13 7 23 6 18 23 21 5 2 18 16 19 23 20 15 21 12 16 20 12 14 8 12 7 Neutral 8 9 12 0 10 7 1 3 14 11 4 6 3 1 4 9 3 10 5 4 8 8 12 9 12Disagree Dissatisfied 3 3 6 2 9 0 1 1 6 12 3 3 3 1 1 1 1 3 4 1 5 3 5 4 6 Percentage % Agree Neutral Satisfied 56 52 28 92 24 72 92 84 20 8 72 64 76 92 80 60 84 48 64 80 48 56 32 48 28 12 12 24 8 36 0 4 4 24 48 12 12 12 4 4 4 4 12 16 4 20 12 20 16 24 Disagree Dissatisfied 32 36 48 0 40 28 4 12 56 44 16 24 12 4 16 36 12 40 20 16 32 32 48 36 48 Figure 4. 1 Questionnaire (1) responses 39 4. 1. 1 Highest ranki ng agreed-with statements (above 66. 6 %) The highest ranking statements have been assort into four categories Job contributors, supervisory contributors, involvement contributors and commitment contributors. 1- Job ? I feel that my work gives me a sense of personal accomplishment (80%) How satisfied are you with with your job? (84%) This shows that the majority of employees in Carrefour are both satisfied with their jobs there and feel that their jobs add to their sense of personal accomplishment. This can be attributed to the fact that Carrefour Egypt asks the employees for evaluations, said Mr. Hussein, which partially focus on weather an employee ? ? ? ? give cares the job and likes the organisation Likes the job but dislikes the organisation Dislikes the job but likes the organisation Dislikes the job and the organisation Supervisory ? ? My manager/supervisor demonstrates professionalism (92%) My manager/supervisor encourages creativity/innovation by reducing the fear of fai lure (76%) This shows that the majority of employees are satisfied with their managers and supervisors in terms of being a role-mode? within the organisation or being empowered 40 enough by them to be calculated risk-takers. This is attributed to the complex selection and enlisting at Carrefour Egypt, as well as a periodical corporate review. 3. Involvement ? ? ?I am aware of the company? s overall strategy (72%) I feel very confident about this organization? s skills (92%) I understand how the companys strategy differentiates us from the competition (80%) This shows that employees across Carrefour are aware of the company? s strategy and therefore aware of the vision and mission statements. The result shown is possibly because of communication the vision and mission across the organisation, as well as the employees initiating devotion to learn more about the organisation. 4. Commitment ? I feel a sense of loyalty to this organization (84%) Compared to my previous workplace(s), I v alue my relationship with this organization more (92%) ? I feel that this organization is trying to maintain a long-term commitment to its employees and me (72%) The majority of the employees value Carrefour more than their previous employers as well as feeling they are loyal to this organisation. This goes back to the fact that commitment is shown both from the organisation and the employees at the same time. 41 4. 2 Questionnaire (2)This is an eighteen question questionnaire adopted from Morrison (1994). Adjustments were made and the questions are restructured and divided to serve the six types of OCB referred to in the literature three questions assessing each type/component and the respondents mark whether they regard the statement written as in-role (part of what they regard as their formal duty) or out-role( referred to as OCB). The six dimensions are ? Individual initiative This dimension evaluates to what extension the employees themselves are eager to perform more duties t han their job entails.Example statement Thinking you should also think of what is best for the organisation even if not asked or involved ? Organisational loyalty This dimension examines the level of loyalty employees possess. Loyalty in this case is examined by actions employees perform that are non-work related that prove they are, for no reward, loyal to the organisation. Example statement Attending voluntary functions that help the organisation? s understand ? Sportsmanship This dimension tests to what extents could employees prioritise work requirements and exceptions even on their own expense. 2 Example statement Not taking excess time off, even if you have extra vacation days ? Civic virtue Other than fulfilling the job, some employees show willingness to participate or provide viewpoints in governing the organisations. Civic virtue tests this perspective. Example statement Attending voluntary meetings considered important ? destiny behaviour The helping behaviour is shown by employees through the willingness to help others and as well prevent problems for occurrence. Example statement Covering for co-workers who are absent or on proceed ?Organisational compliance Although organisational rules and policies should be abided by, some employees still don? t. This dimensions, therefore, tests to what extent employees comply. Example statement Not spending time on personal telephone conversations Based on questionnaire (2) and the responses, Figure 4. 2 shows the contribution of each dimension to the whole (OCB) as shown by the employees at Carrefour. Figure 4. 3 shows the results of Questionnaire (2) 43 Organisational Citizenship Behaviour The DimensionsIndividual Initiative Organisational loyalty Sportsmanship %12 Civic virtue Helping behaviour Organisational compliance %19 %19 %31 %8 %11 Figure 4. 2 OCB components 44 Action Thinking you should also think of what is best for the organisation even if not asked or involved Keeping up with changes and deve lopments in the organisation Helping people outside department when they have a problem Reading and keeping up with organizational announcements Helping fig up departmental get-togethers Attending voluntary functions that help the organisation? image sexual climax to work early if needed Having to work overtime because of a colleague? s mistake, not you Not taking excess time off, even if you have extra vacation days Attending voluntary meetings considered important Volunteering to do things without being asked Helping orient new people even when not asked Covering for co-workers who are absent or on break Helping others with work when they have been absent Giving time to help others with work-related problems Being punctual terrene regardless of weather, traffic, etc Not spending time on personal telephone conversations Not spending time in non work related issuesRegarded in-role 9 Percentage % 36 Dimension Individual Initiative 4 5 18 2 5 3 6 19 17 4 21 11 20 13 22 23 25 16 20 72 8 20 12 24 76 68 16 84 44 80 52 88 92 100 Individual Initiative Individual Initiative Organisational loyalty Organisational loyalty Organisational loyalty Sportsmanship Sportsmanship Sportsmanship Civic virtue Civic virtue Civic virtue Helping behaviour Helping behaviour Helping behaviour Organisational compliance Organisational compliance Organisational compliance Figure 4. 2 Questionnaire (2) responses Adopted from Morrison, E. W. 1994) Role definitions and organizational citizenship behaviour The importance of the employee? s perspective.? Academy of Management diary, 37, 1556 45 4. 2. 1 Most agreed upon as in-role (above 66. 6 %) 1. Organisational compliance ? ? ? Being punctual everyday regardless of weather, traffic, etc (88%) Not spending time on personal telephone conversations (92%) Not spending time in non work related issues (100%) It is understandably observed the majority of employees regard complying with rules, policies and the psychological contract as in-role be haviours.In theory, organisational compliance has to be regarded as in-role already. However, due to the suggestion that not all employees comply, it has been surveyed. This proves the opposite of Morrison? s hypothesis that it might not be regarded as in-role it is. The dimension of organisational compliance is the most agreed upon as in-role among the questioned employees and constitutes thirty-one part of the OCB in Carrefour. Like in Morrison? s research, organisational compliance is the most agreed upon dimension as being in-role 89, 80 and 68 share respectively. . Helping behaviour ? Helping others with work when they have been absent (80%) This may be attributed to the culture of Egyptian people more than for the business environment people known to be helpful and cooperative. In Morrison? s research, agreement to this behaviour as in-role was 78 percent. 3. Civic Virtue ? Attending voluntary meetings considered important (68%) 46 In comparison to the original research, the result here shows 18% higher(prenominal) agreement. This would further justify the 80% loyalty demonstrated in questionnaire (1). 4. Sportsmanship ?Not taking excess time off, even if you have extra vacation days (76%) This is backed up by the fact that 80% of the respondents in questionnaire (1) agree to the statement which says that their work gives them a sense of personal accomplishment. Moreover, it supports the result in section 4. 4. 1 as job satisfaction is one of the highest contributors to the employees? commitment. The result in this research exceeds the original work by 10 percent. 5. Organisational loyalty ? Reading and keeping up with organisational announcements (72%) The original research exceeds this result by 12 percent.However, 72 percent of employees regarding this statement as in-role is quite a satisfactory rate, especially that only 56 percent of the employees agreed to the statement that their manager/supervisor cares to keep them updated in questionnaire (1). Furthermore, loyalty has been also proved in several other statements. The general agreement between this research and the original research done by Morrison (1994) shows consistency and proof that these elements are regarded as in-role by most employees. 47 5. Conclusion 5. 1 Key aims and findingsThe research aims at defining OCB from an academic and a practical viewpoint as well as assessing the willingness and level of OCB within a large multinational as well as showing the importance of OCB and briefly reviewing the emergence of HR in Egypt. Moreover, clarification of the difference and the relationship between Organisational Citizenship Behaviour (OCB) and the variables outlined in addition to practically bringing the variables and type into field work is aimed for. This research also aims to integrate the different Human Resources (HR) activities that sum up and lead to OCB.The research questions ? What is an agreed upon definition for OCB? (Chapter 2) Organisational Cit iteznship Behaviour is the individual behavior that is descritionary, not directly or explicitly recognised by the formal reward system, and that in the aggreagate promotes the effective functioning if the organisation. It is also regarded as the extra-role activities employees pursue by saying that extra-role behaviours describe activities beyond formal job requirement that one chooses to do without expecting any direct reward. ? Why is OCB not disseminated among HR practitioners? Chapter 2) OCB is still regarded as a new term. Moreover, there has been a very limited number of literature on OCB in comparison with other HR terms. Adding to this the difficulty of defining the actions and conduct that is regarded as beyond-role. 48 ? What is defined as in-role and out-role? (Chapters 2 & 4) There has been agreed upon behaviours for what is regarded as in-role. As for out-role or beyond-responsibility conduct, it is concluded that the difference in employment level will always let indi viduals interpret in and out-role differently.Hence, it is also concluded that OCB varies proportionately with the level of employment which agrees with the common sense. Like most managers are more satisfied with their jobs (due to pay, prestige and benefits), they are also more committed and portray more citizenship behaviours. Furthermore, like a new employee is not used to the organisation and not regarded as loyal yet, his OCB is still in the introduction phase. ? What are the variables that can be related to OCB and influence the behaviour? (Chapter 2) The literature outlined many variables that are related and complements the well-off behaviour.Among these variables are job satisfaction, loyalty, commitment, sportsmanship, compliance and integrity. ? Since there are variables that can influence the behaviour, can OCB be aimed for by an organisation or is it uncontrollable? How can the level of OCB be evaluated? (Chapters 2 & 4) From the literature, it is concluded that organ isations can focus more on studying the variables and elements that lead to the saveable behaviours desired such as identifying the factors that satisfy employees, establishing clear career paths and examining the consistency and alignment of actions, policies, and procedures with values.In addition this, the field research in chapter 4 summarises and adds the 49 contributors, variables and components of OCB which, if read and analysed by organisations, will provide assistance on how to modify their employees behaviours and enable them to reach the behaviour needed for success and prosperity of any successful organisation. The surveys conducted provide valid foundation to organisations who wish to evaluate their level of OCB as the surveys successfully reached this aim with further modifications that suit every organisation. 50 5. Limitation of the study Due to the fact that OCB has not been granted enough interest from researchers and practitioners up-to-date, the quantity of li terature available was not of high assistance to the theoretical study. Moreover, direct help from the practitioners, especially in Egypt was difficult to find as they have not been informed of OCB and its implications. Adding to this, many organisations are not in favour of researchers conducting surveys in their premises, especially of critical and confidential information such as commitment, loyalty, fairness and trust.Another limitation is the small number of sample as only one branch of Carrefour (Obour) was examined. This may influence the result as not to reflect the opinions of employees in Carrefour in Egypt, but only Carrefour Obour. However, the researcher has been assured that the same managerial and leading style as well as working conditions are followed not only in Carrefour Egypt however it is internationally abided by. The topic also limits researchers due to the fact that the level of OCB differs from one employment level to another.Finally, it is concluded that a s a conduct or action is considered to be in the employment/psychological contract, it is automatically more regarded as in-role. Evidence of this is the fact that organisational compliance is the highest contributor to the OCB of the organisation while the all elements of the compliance are elements of any employment contract. 51 5. 3 Directions for future research It has been concluded in this paper that the level of OCB varies from an employment level and duration to another.As a result, the topic needs to be further expanded in future research. Future field research should assess different levels of employees as well as grouping employees that have been employed in an organisation for similar durations to maintain fairness and consistency. Furthermore, research in different types of organisations should take place. It is expected that in a service industry, the level of OCB should be higher than in others due to the fact that employees are more empowered as they interact more wi th their customers the main source of revenue and sustainability.The future research should take place in different industries and questioning whether the results could or could not be compared against each other. Adding to this, conducting the research in a non-for-profit organisation would be a very good example of OCB for reasons that include the fact that NPOs do not compensate its employees, or the compensation is not profit generating. As a result, employees have more committing reasons than monetary rewards and motivation. This research was initially intend to research this issue. However, due to the limited time and resources, this has not been feasible.A suggested NPO is AIESEC (www. aiesec. org). An international NPO considered role model to NGOs and NPOs. Members of this organisation demonstrate the highest levels of OCB that can be observed. countersignature count 9,072 52 References Bachrach, et al. (2000) Organizational Citizenship Behaviors A Critical Review of the Theoretical and Empirical and Suggestions for Future Research.? ledger of Management, 26, 51. 1-61. 1 Bateman, T (1983) Job Satisfaction and the Good Soldier The alliance between Affect and Employee Citizenship? 26(4), 587-595 Beardwell, J & Claydon, T (2007) Human Resource Management A Contemporary Approach.Essex Prentice Hall. Becker, T & Vance, R (1993) Construct validity of three types of organisational citizenship behaviour an illustration of the direct product model with refinements.? Journal of Management, 19(3), 664-682 Bisson, S & Branscombe, M (2008, February 19) Employees are our most valuable asset?. Editorial. 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Retrieved May 16, 2009, from http//EzineArticles. com/? technological=Jan_Stringer Vigoda, E (2000) Internal politics in public administration systems An empirical examination of its relationship with job congruence, organizational citizenship behaviour, and in-role performance.?Public Personnel Management, 29, 185-210 audience with Mr. Amr Hussein, Carrefour Obour H. R. Manager. Dated May 12, 2009 at Carrefour Obour offices. (2007, 23 July) Carrefour?. Fortune Global Five 500. Retrieved May 18, 2009 from http//money. cnn. com/magazines/fortune/global500/2007/snapshots/7881. html www. carrefour. com 54 Appendix Questionnaire (1) This is not a test. There are no right? or wron g? responses to the statements that follow. A response is only right? if it reflects your personal opinion, and the strength of your reaction, as accurately as possible.Please indicate the level of your agreement with the following statements. Answers are to be kept confidential and shall only be used for academic purposes no names or personal information required. It should not take more than 10 minutes to complete this questionnaire. This organization treats its employees fairly and justly Agree Disagree This organization can be relied on to keep its promises Agree Disagree Neutral Neutral I believe that this organization takes the opinions of its employees like me into account when making decisions Agree Neutral Disagree I feel very confident about this organization? skills Agree Disagree I think it is important to watch this organization closely so that it does not take advantage of its employees and me Agree Neutral Disagree I feel that this organization is trying to maintain a long-term commitment