1. Factor Effecting Organizational Citizenship Behavior
Telecom Sector of Pakistan
Factor Effecting Organizational Citizenship Behavior

2. Thesis Presentation
Presented to:
Ma’am SHAMILA KHAN
Mir Khurram Iqbal

3. Significance
My research will be revolving into the factors that contribute to the strengthening of civil action
It will help in analyzing the other factors which usually High Management cannot foresee at the lower ground.
Telecom Sector is experiencing Maturity Stage

4. Variables
Variables which are intended to play an important part are the:
Leadership,
Employee Age,
Motivational Factors,
Fairness Perception,
Employee Turnover,
Foreign Employees,
Job Satisfaction

5. Objective
The purpose of this study is to determine the relationship between the OCB and various Variables in Telecom Industry of Pakistan.

6. Scope of Study OCB Leadership Impact Fairness Perception Employee T/O
Motivational Factor
Foreign Employee
Employee Age

7. Splitting
OCB_I
OCB_O
OCB
Individual Directed
Organization Directed

8. Delimitation Only Telecom Employees in Lahore
Data collected in November-2013
Respondents were approached through Direct and Indirect Contacts

9. Assumption Respondent have knowledge about the Questionnaire
Respondent understood the Questions
Questionnaire was filled with honesty and neutrality was observed.

10. Questionaire
OCB is measured through Nine items adopted from Motowidlo & Van Scotter (1994) and Lee & Allen (2002).
Job satisfaction is measured through Five Items adopted from Brayfield & Rothe, (1951).
Fairness Perception is measured through Seven Items from Price and Mueller (1986) & Niehoff and Moorman (1993).
Employee Turnover is measured through Three items adopted from Brayfield & Rothe, (1951).

11. Cont’d
Motivational Factors is measured through Eight items adopted from R.Eisenberger, J. Cummings, S. Armeli and P.Lynch (1997).
Leadership is measured through Eight items adopted from Bass & Avolio (1989).
Foreign Citizen employee is measured through Five items adopted from Soonang, Linn Van Dyne and Thomas M. Begley (2003), and two items are self-entered to know the inside of the respondent.

12. Cont’d
5-point likert scales ranging from 1 (strongly Agreed) to 5 (Strongly Disagreed) was used.
Negative Statements were corrected for reverse scoring
Various Items were averaged to make Variables

13. Description of Statistical Data
Out of 240, 227 respondent correctly.
Relationships were measured through Correlation, regression Analysis; Powered by AMOS and SPSS.
Data was split into Categorical Variables (Employee and Company Info) and Continuous Variables (Different Items).

14. Categorical Variables

15. Cont’d

16. Cont’d

17. Cont’d

18. Descriptive Statistics
Continuous Variables
Descriptive Statistics N
Mean
Std. Deviation
OCB_I
227
3.7658
.74294
OCB_O
3.7034
.86794
OCB
3.7450
.70386 ET
2.4860
.99898 JS
3.3621
.78288
FCE
3.5322
.74678 FP
3.2505
.80129 MF
3.1680
.68350 L
3.7417
.67088
Valid N (listwise)

19. Correlations of components
OCB FP MF L ET JS
FCE
Age
Pearson Correlation 1
.295**
.392**
.441**
-.175**
.289**
.199**
-.144*
.382**
.162*
.062
.261**
.023
-.041
.391**
-.043
.298**
.085
.012
-.147*
.251**
.304**
-.057
.053
-.042
.009
-.089
-.143*
.003
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

20. Theoretical Framework
Initial Draft
FOREIGN CITIZEN EMPLOYEE
LEADERSHIP
EMPLOYEE TURNOVER
Organizational Citizenship Behavior
FAIRNESS PERCEPTION
EMPLOYEE AGE
MOTIVATIONAL FACTORS

21. Theoretical Framework-I

22. Cont’d
As from the Above Path Diagram it can be seen that the Seven Independent Factors total consists of 32% of Variance in OCB.
The most Negatively Correlated Independent Variables being the Leadership and Employee turnover compared with OCB.

23. Hypothesis
H1: There is a Negative Relationship between the Age of an Employee and Organization cultural Behavior
H2: There is a Positive Relationship between the Employee turnover and fairness Perception in an Organizational Cultural Behavior.

24. Cont’d
H3: There is a Negative Relationship between the Organizational Culture with respect to the Employee Turnover in Telecom Sector
H4: There is a Negative Relationship between the Organization as perceived by the foreign Citizens and observation by the Local Employee with the Foreign Employee in an Organization.

25. Cont’d
H5: There is a Positive Relationship between the Leadership qualities with the Employee in an Organization
H6: There is a positive Relationship between the motivational Factors with employees towards the Organizational Behavior

26. Cont’d
H7: There is a positive Relationship between the Fairness Perception among the Employees towards the Organizational Behavior
H8: There is a positive Relationship between the Fairness Perception with respect to the Leadership in an Organizational Cultural Behavior

27. Cont’d
H9: There is a Negative Relationship between the Employee turnover and Leadership in an Organizational Cultural Behavior

28. New Model

29. Tabulating Values
CMIN/DF should be around 1~3,P value in CMIN should be insignificant in Default Model.
FMIN Default model value should be less than 0.9.
Good Value of RMSEA in default model should be less than 0.1 which will indicate a close fit of the model in relation to the degrees of freedom.
NFI values above .95 are good. RFI, IFI, TLI, and CFI values close to 1 indicate a very good fit.

30. Acceptable value Old Model New Model CMIN/DF 1~3 1.006 2.52 P value
Acceptable value
Old Model
New Model
CMIN/DF
1~3
1.006
2.52
P value
Insignificant
0.419
NFI
>0.8
0.975
0.86
FMIN
<0.9
0.027
0.222
RMSEA
<0.1
0.005
0.082
P-value is a measure of how much evidence we have against the null hypothesis. Since our hypothesis is not Null so P Value has no value to be measured.

31. SEM

32. Cont’d Model NPAR CMIN DF P CMIN/D F Default model 163 2483.56 9 917
.000
2.708
Model
RMSEA
Default model
.087

33. Cont’d
Paste Correlations Table into A1 and Standardized Regression Weights Table into F1, then click me. CR
AVE
Foreign Employee
OCB_Orga
OCB_Ind
Job satisfaction
E TO
Fair Perception
Motivational Factor
Leadership
0.584
0.289
0.538
0.768
0.527
0.327
0.726
0.774
0.376
0.453
0.784
0.613
0.660
0.345
0.242
0.353
0.620
0.587
0.183
0.100
-0.013
0.379
0.544
0.855
0.316
0.757
0.311
0.148
0.350
0.331
0.629
0.707
0.557
0.759
0.324
0.108
0.346
0.403
0.590
1.131
0.718
0.569
0.820
0.365
0.555
0.367
0.573
0.465
0.217
0.374
0.604

34. Findings
OCB was found to have been positively correlated with Leadership
All variables Strongly Correlated with Transformational leadership
People Working in Sub-cons were found to have less Job satisfaction

35. Cont’d
In various other studies it was found that Job Satisfaction leads to Employee turnover, but in this case study this was not found true. However Organizational Culture Indirect and Direct Organizational Culture was found positively correlated with the Job Satisfaction.
Market Saturation in Telecom Industry.

36. Future Recommendation
The results of several independent variables, needs further studies to confirm or refute the need still exists after certain Time Period.
SEM Model Retuning for filtering out items

37. Other Variables to be tested such as:
Transactional leadership
Employee retention appointments
Burnout
Job Opportunities