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Organisational Culture Affect Organizational Citizenship Behavior

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How Supportive Organizational Culture Affect Organizational Citizenship Behaviour Towards Organization Through Affective Commitment?

It is acknowledged that organizational culture behaviour (OCB) is important in companies. A considerable amount of previous journals examines different factors to bolster OCB. This essay would investigate whether supportive organizational culture would lead to more organizational citizenship behaviour towards organization (OCB-O) by the mediator, affective commitment.

People perform OCB in the company just like good citizens who cherish the city and act to protect it voluntarily. Abundant studies find out OCB is beneficial to the organization through enhancing the effectiveness, efficiency and productivity. …show more content…

First, I will try to link supportive organizational culture with organizational commitment together as a cause-and-effect relationship. Then I will connect affective commitment to OCB-O whereas organizational commitment is supposed to be the antecedent of OCB-O. Finally, personality will be discussed as the moderator between affective commitment and …show more content…

I think this corporation maintains excellent supportive organizational culture. The company aims at listening to the needs of employees, serving them fundamental interest, alleviating their difficulties and promote the harmonious development of the enterprise. It also encourages staffs to receive further training and upgrade themselves. Another company with strong supportive organizational culture is Guangxi Transmission & Substation Construction Company. It advocates ‘home culture’ which support adolescents to sense compassion of the family by constructing a social networking platform. People can share and communicate with one another easily. It is believed that the employees in these organizations possess strong affective commitment. Since the managers express their concern and respect towards the subordinates, the subordinates can feel strands of warmth and perceive that they are valued. The manager also acts as advisers or parents to assist the subordinates to helping them to solve problems. As Kwantes and Boglarsky (as cited in Ashkanasy, Wilderom, & Peterson, 2011) describe, the organizer is able to create a ‘family-like atmosphere’ in the company. What is more, rather than single-sided command by the authority, there is double-sided communication and even negotiation by both stakeholders. Hence a satisfactory manager-employee relationship is

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