Organizational Citizenship Behavior

and

School Performance

Organization and Reengineering of Schools

The City SchoolThe City SchoolSouthern Region Southern Region

Group LeaderNaila Durrani – PAF Chapter

Southern Region

Zehra Tariq - Prep Boys, PECHS

Farida Karbalai - Sr. Boys, PECHS

Naheed Aamir - Jr. C, PECHS

Farrina Khan - Jr. Girls, PECHS

Sadiqa Maaz - Quetta Campus

Uzma Khalid – Jr. Branch, Quetta

Afshan Syed - TCK II, Quetta

Humaira Tabassum - Pre Jr. Quetta

Maria Mahpara - PAF Chapter

Farzana Bandukwala - PAF Chapter

Rukhsana Afroze - PAF Chapter

Sarwat Arbab - Defence Campus

Rehana Sohail - Defence Campus

Neemat Shamoon - Darakhshan Campus

Asma Zareen - Darakhshan Campus

Asma Jan Ghaznavi - TCK I, Gulshan

Group Members

Neelofar Masood - TKS, Gulshan

Gulrukh Ahmed - Jr. D, Gulshan

Asifa Durr-e-Shahwar – Gulshan Campus

Erfa Iftikhar - Gulshan Campus

Zaibi Kanwar - TCK, F.B.Area

Nuzhat Zaidi - TCK Jauhar

Tazeen Rizwan - Sr. Boys, N. Nazimabad

Farheen Shafiq - Jr. B, N. Nazimabad

Ghazala Saeed - Jr. Boys, N. Nazimabad

Mehran Region

Aliya Khalid - Jinnah Campus

Parveen Qureshi - TCK, Qasimabad

Ishrat Fatima - Jamshooro Branch

Rehana Sana - TCK Sukkur

Anjum Raza - Nawab Shah, Senior

Nabila Asghar - Pre Jr. Hyderabad

Fauzia Abbas- Liaquat Campus

Aftab Ahmed -Jinnah Campus

There is a striking similarity between a state and an organization.

A state or country works for the development of its

citizens. In addition to providing rights to them, it can

motivate its citizens to contribute to their duties.

Similarly, in an organization driven by a strong

leadership, employees can be helped to understand the

importance of their role and to go beyond the call of

duty by making them citizens of the company/school.

Basic Concept ofOrganizational Citizenship Behaviour (OCB)

Individual behaviours of employees that are

beneficial to the organization and are

discretionary, not directly recognized by

formal reward system but rather a matter

of personal choice.

Definition of OCB

Components of OCBAttitude

Job Involvement

Job S

ati

sfact

ion

Organ

izat

iona

l

Comm

itmen

t

Accountability

AttitudeAttitude

Positive or negative feelings/thoughts about objects, people or events.

Attitudes are important because they affect job behaviour.

Cognitive: Often comes from personal values

Affective: The feeling component

Fairly paid salary

Good Interpersonal relations with employer and co-workers

Motivation through appreciation or bonuses

Opportunities for promotion

Appropriate (happy and hygienic) environment

Up to date equipment/ resources

Job security

Empowerment and trust

Assigning task according to the employees’ interest and talent Clear cut working policy

Professional training and personal grooming

Job SatisfactionJob Satisfaction

Self determination

Contribution to company’s success

Supportive to co- workers

Trusting the organization

Freedom to set one’s own workplace

Job InvolvementJob Involvement

The strength of an individual’s identification with an organization.

Affective Commitment

Positive emotional attachment

Continuance Commitment

Cannot afford to leave due to economic and social costs

Nominative Commitment

Perceived obligation to remain

Organizational CommitmentOrganizational Commitment

Accountability

Acknowledgement

Job satisfactioncommitmentinvolvement

Unfair Appraisals

Job Dissatisfaction

Withdrawal/ Turnover

AttitudeThe school ethos and culture is based on positive attitude.

Job InvolvementLoyalty with the organization and performance of duty not related to the reward system but by choice.

Job SatisfactionCompetitive salaries and opportunities for professional development through in-service and on job training.

Organizational CommitmentHigh commitment with the organization creating The City School family.

AccountabilityA fair system of appraisals and promotions.

Where Do We Stand Now?Where Do We Stand Now?

High Organizational PerformanceHigh Organizational Performance in relation to Organizational Citizenship behavior has certain theoretical consideration which suggest the aligning of  People, Strategy, and Process through:

(Gravenkemper & LePla 2009)

Keeping this theoretical framework of high organizational performance in mind, specific suggestions can be made to Reengineer the existing practices in The City Schools.

Recommendations

Better communication at all levels through regular

meetings, interactive sessions and newsletters.

Provide forum for collective problem solving.

Increase delegation

Development of a more effective and comprehensive

system of staff selection.

In the grasslands,somewhere on the African continent,success can be defined in terms of life and death,Survival is a strong motivator.Here’s a short story …

When the light comes in the Eastern sky and you sense that the sun will soon steal the comfort and security of the night, the gazelle starts to stir. He knows that if, during this day, he does not run faster than the fastest cheetah, he may be caught and then he will be killed.

Not far away, the cheetah stretches out his powerful muscles and thinks of the day ahead, He knows that if he does not run faster than the slowest gazelle, he will surely starve.

The moral of this story …

It doesn’t matter whether you are a gazelle or a cheetah … …when the sun is up … … you had better be running.