Original article
Organizational climate, organizational support and citizenship behavior in the army
Andrzej Piotrowski1* , Ole Boe2 , Samir Rawat3 , Abhijit P. Deshpande4 1 FacultyofSocialSciences,InstituteofPsychology,UniversityofGdansk,Poland,
e-mail:[email protected]
2 DepartmentofBusiness,StrategyandPoliticalSciences, UniversityofSouth-EasternNorway,Notodden,Norway;
DepartmentofPsychology,BjørknesUniversityCollege,Oslo,Norway, e-mail:[email protected]
3 FacultyofManagement,SymbiosisInternational(DeemedUniversity),Pune,Maharashtra,India, e-mail:[email protected]
4 BoardofUniversityDevelopmentandSymbiosisSchoolofSportsSciences,
FacultyofHealthSciences,ManagementDomain,SymbiosisInternational(DeemedUniversity), Pune,Maharashtra,India,
e-mail:[email protected]
INFORMATION ABSTRACT
Article history:
Submited:30March2019 Accepted:15January2020 Published:15September2020
Themainaimofthisstudyistodeterminehowcitizenshipbehaviorsmaybe shapedintheArmedForces.Thepresentedstudyisbyfarthefirstthatthor- oughlyexaminesconnectionsbetweenallaspectsoforganizationalclimate (OC),perceivedorganizationalsupport(POS),andorganizationalcitizenship behavior(OCB)inthePolishArmy.Researchhypotheseswereexaminedus- ingdatacollectedfromasampleof139militaryofficersfromthePolishLand Forces.ResultsshowedthatsomeoftheOCparametersandPOS,especially thosecomingfromothersoldierswerepositivelyconnectedwithOCB.Impli- cationsofOCBsandpracticalmanagementarediscussed,anddirectionsfor futureresearcharesuggested.
KEYWORDS
*Correspondingauthor
organizationalcitizenshipbehavior,goodsoldiersyndrome, organizationalsupport,organizationalclimate
©2020byAuthor(s).ThisisanopenaccessarticleundertheCreativeCommonsAttribution InternationalLicense(CCBY).http://creativecommons.org/licenses/by/4.0/
Introduction
Thetermorganizational citizenship behavior wasintroducedintopsychologyandmanage- mentattheendofthe1970s.Itisalsooftenknownasthe good soldier syndrome[1].Orga- nizationalcitizenshipbehaviorisoftendefinedas“individualbehaviorthatisdiscretionary, notdirectlyorexplicitlyrecognizedbytheformalrewardsystem,andthatistheaggregate
ISSN:2544-7122(print),2545-0719(online) 2020,Volume52,Number3(197),Pages698-713 DOI:10.5604/01.3001.0014.3964
promotestheeffectivefunctioningoftheorganization”[1,p.4].Citizenshipbehaviorisnot onlylimitedtoformaltasksthatarecarriedoutatanextraordinarylevel.Organizationalciti- zenshipbehaviorisvoluntaryandhasapositiveimpactonboththeworkofotheremployees andofanorganizationingeneral [2].Afteranalyzingthepublicationsoncitizenshipbehavior, Podsakoffetal.[2]wereabletolistseveraltypesofbehaviorsthatdefineit:helpfulness, perseverance,organizationalcommitment,organizationalobedience,initiative,civicvirtue andself-development.
1. Types of Citizenship Behaviors
Itisimpossibletopointoutjustonetypeofcitizenshipbehaviorasthereisafullspectrum ofactivitiesthatcontributetoimprovingtheorganization’sefficiency:conscientiousnessin performingtasks,spontaneoushelp,andinitiativetoimproveworkprocesses.Theessence ofcitizenshipbehaviorsisperformingtasksforthesakeoftheorganization,evenifthose tasksarenotformallyrequiredanddirectlyrewarded.Ofcourse,employerswhonotice suchextraordinaryinvolvementoftheiremployeesmayrewardthembyofferingbonuses andpromotions[3].Inmanagementpractice,oneofthecriteriaemployedbyasupervisor duringanemployeeevaluationisthatemployee’scitizenshipbehavior.Accordingtothe meta-analysisofstudiesperformedbyPodsakoffetal.[2]citizenshipbehaviorsserveas anexplanationforapproximately40%ofcasesofsubjectiveevaluationsperformedbythe managerontheemployee.
AccordingtoOrganandhiscoworkers[1],thereareseveralfundamentalcategoriesofcitizen- shipbehaviors:supporting behaviors, sportsmanship, organizational commitment, individual initiative, civic virtue and self-development.WilliamsandAnderson[4]presentedtwotypes ofcitizenshipbehavior:focusedonotherpeopleandfocusedontheorganization.Citizen- shipbehavior,theyargue,ismadeofaltruismdefinedashelpingothersspontaneouslyand readily,kindness thatpreventsinterpersonalconflicts,andconscientiousnessdefinedasthe above-standardcommitmentincarryingouttasks.Studiesperformedamongtheelitesecuri- tyformationsshowedthattheirmembersarecharacterizedbyhigh-levelconscientiousness, onethatissignificantlyhigherthantheorganizationaverage[5].
2. Determinants of Citizenship Behaviors
Fourtypesofmechanismsweredefinedasabasisforcitizenshipbehavior[6]:reciprocityand exchangeprocessesdescribedwithinthesocialexchangetheory,identificationmechanisms, actionsconnectedtoimagemanagement,andcreationofpositiverelationswithsupervisors andcoworkers.Organizationalsupportfunctionswithinasocialexchangetheoryandwas validatedbyseveralrecentstudies[7].Organizationalsupport,especiallythatcomingfrom supervisors,contributestothegenerationofpositivecitizenshipbehaviors[8].Forexample, anemployeetendstodemonstratemorecitizenshipbehaviors,ifheorsheismoreclosely attachedtotheorganization[9].Transformationalleadership,partofwhichisagoodemploy- ee-employerrelationship,isalsoimportanttocitizenshipbehaviors[10].Anorganization’s goodimageattractsthebestcandidateswhotendtoshowabove-averagecommitmentin carryingouttheirtasks[11].
Whilemanagementpractitionerstakeinterestinthenotionsofcitizenshipbehaviorinterms ofinorganizationaldeterminants,thereasonsforcitizenshipbehaviorscanalsobefoundin
one’spersonalitymake-up.Conscientiousness,agreeableness,andpositiveaffectsupport andprecedecitizenshipbehaviors[2].
3. Consequences of Citizenship Behaviors
Consequencesofcitizenshipbehaviorscanbebothpositiveandnegative.Amongthepos- itiveeffectswecanlist:beingevaluatedbytheemployerisamorepositiveway,better interpersonalrelations,andaprospectofexchangingmutualfavorsamongthecoworkers.
Thepossibilityofreceivingrewardsandbonusesfromtheemployerisalsoanimportant factor.Citizenshipbehaviorsthatarenotrecognizedbytheemployermayleadtostressand disappointment[12].
Theneedtobeflexible,toworkafterhours,andtakeonadditionalresponsibilitiescreates strongorganizationalpressurethatisfarfrombeingharmlesstotheemployee’swell-being, especiallyifitunderminesthework-lifebalance[13].
Highorganizationalpressureisnowputonteamworkandpersonalinvolvement,whichmay resultinhigherpsychologicalandphysicalcostsofcarryingoutone’stasks.AsBolimopoint- edoutattheendof1990s[14]–theorganizationalpressuremayleadtoacting-outarole ofa“goodsoldier”;thesameviewwasrecentlyendorsedbyDonia,JohnsandRaja[15].
Fromtheotheremployees’pointofview,theaforementionedcitizenshipbehaviorsnotonly contributetomoreeffectivework,butalsocreateacertaintypeofrolemodel[16].Wecan, however,pictureasituationwhenanemployeewho“stepsout”insteadofkeepinginline setshigherworkingstandards,thusmakingothercolleagueslooklessinvolvedorworsein comparison.Nonetheless,citizenshipbehaviorshaveanoverallpositiveeffectandcontribute totheincreasedeffectivenessoftheentireorganization.
Citizenshipbehaviorsareconnectedtoorganizationalinvolvementandjobsatisfaction[1].
Employeesthatshowahighlevelofcitizenshipbehaviorsareproudofbelongingtotheor- ganization,createitspositiveimage,andthereforeattractthebestcandidates[11].
Citizenshipbehaviorsinanorganizationareconnectedtohighereffectivenessofthatorgani- zation[17],higherlevelofworkinvolvement[18],moreefficientgoal-orientationandhigher leveloftaskfulfillment[19],lowlevelofcounterproductivebehaviors[20],lowerabsence, [21],lowerworkcosts[22],higherjobsatisfaction[23],higherclientsatisfaction[24],orga- nizationalcommitment[25],andhigherlevelofethicalbehaviorsamongthepersonnel[26].
4. Organizational Citizenship Behaviors in Military Units
Managingamodernarmyshouldtakeintoaccountallcurrentscientificstudiesonpersonnel management.Tillthebeginningofthe20thcentury,themilitaryartofpersonnelmanage- mentwasaninspirationfororganizationalmanagementasawholeasmanysolutionsused inorganizationalmanagementwereinspiredbymilitarypractices.Hierarchicalorganizational structure,selectionandtrainingsystems,andtheauthority-drivenleadershipareexamplesof soldiermanagementsystemusedinancientRome[27].Evennowadaysmanyofmanagement termsareofmilitaryorigin:tactic,strategy,supervisor,subordinate,recruitment,promotion, ordiscipline.ThefirstpsychologicaltestsincandidateselectionwereemployedbytheUSArmy duringWorldWar2.ProgramEvaluationandReviewTechnique,amethodenhancingproject
management,isofmilitaryorigin,too.Itwasdevelopedinthe1950sbytheUnitedStates MinistryofDefensewhenthePolarisrocketsystemprojectwasimplemented [28].Nowadays, everymodernarmybenefitsfromaccomplishmentsinpsychologyandmanagement.
Over2000articlesconcerningorganizationalcitizenshipbehavior(OCB)havebeenpublished todate[29].Althoughorganizationalcitizenshipbehaviorisalsocalledthe good soldier syn- drome,therearenotmanypublicationsconcerningsoldiersperse.Therearesinglecasesof publicationsconcerningpoliceofficers[30]andprisonofficers[31].
OneofthefirstpublicationsconcerningOCBinthearmywasastudyperformedbyLeboeuf [32].Leboeufpointedoutthatcitizenshipbehaviorsaresignificantlyandpositivelyrelatedto organizationalcommitment.Inthesameyear,Deluga[33]pointedoutthatthereisastrong relationbetweentrustingone’ssupervisorandOCBs.Afterstudying140soldiersfromanavi- ationunit,Turnipseed[34]pointedoutthatcitizenshipbehaviorsinthearmycanbefostered bycommanders.Organizationalclimate,goodcommunication,dutysatisfaction,competent commanders,andgoodworkorganizationarethefactorsnecessaryforcitizenshipbehaviors tooccur.Zellarsetal.[35]studiedtherelationbetweenabusivesupervisionandOCBsamong theUSAirNationalGuardmembers.Theirfindingsonceagainshowedthatsupervisorshave agreatroleincreatingOCBs.Finally,TepperandTaylor[36]pointedoutthatsupervisorswho respectproceduraljusticehaveastrongertendencytoengageinOCBs.
Tiedemann[37]notesthatOCBsareofgreatsignificanceinrecruitselection,aswellassoldier evaluationandtraining.Citizenshipbehaviorsgobeyondthecallofdutyandarestronglytied witheffectiveleadershipandthesupportgiventoothersoldiersintheirdailyduties[38].
StudiesbyJordanetal.[39]showthatamongMilitaryOfficers,OCBsstronglycorrelatewith fulfillingthepsychologicalcontractandwithlackofcynicismtowardsthearmy.Accordingto Gurbuz[25],OCBsintheTurkishLandForcesarerelatedtojobsatisfaction,organizational commitment,organizationaljustice,andtrustingone’ssupervisor.Topaetal.[40]addthat citizenshipbehaviorsinthearmyarestronglyrelatedtosocialidentityandfulfillingtheas- pectsofpsychologicalcontractregardingwagesandjobsecurity.DuetothestudiesonOCBs, wecanconductabetterpersonnelselectionprocessandpredictasoldier’scareerpath[41].
AnintriguingandimportantpointwasmadebyHungandTsai[42].Theyfoundthatethical workclimatesinmilitaryunitsarevitaltoOCBs.
Thephenomenonofthegood soldier syndrome bearscloseresemblancetoesprit de corps –thespiritoftheregiment,whichmanifestsitselfindiscipline,responsibility,havingfaithin theorganization,andtrustingone’ssupervisor[43].Thatparticulartermcanbeattachedto bothmilitaryandcommercialorganizations.Theclassicfigureofmanagement,HenriFayol, listsesprit de corps amongthefourteenbasicsofmanagementandclaimsthatitcreates asenseofidentitywiththeteamandunitesthewholeorganization [44].Esprit de corps resultsinteamintegration,engagesallemployeesinattainingacommongoal,fostersdis- cipline,obeyingrulesandorders,perseveranceinenduringhardships,andrespecttowards theorganization’scultureandtradition[43].
Whendiscussingesprit de corps,weshouldnotforgetaboutanotherimportanttermusedin thearmy–morale.Someoftheresearchersconnectmoralewithtermssuchasunitcohesion andespritdecorps[45].Indeed,BrittandDickinsondefinemoraleinthemilitarycontextas
“aservicemember’slevelofmotivationandenthusiasmforachievingmissionsuccess”[46, p.162].Highmoralehelpssoldierstoachievetheirgoals,evenwhenunderheavycombat stress[47].
6. Organizational Climate
Determinantsandconsequencesoforganizationalclimatehavebeenscientificallystudied sincethe1950s[48].Organizationalclimatehasbeendefinedas“thesharedperceptionof thewaythingsaredonearoundhere”[49,p.22].Rulesoforganizationalclimatecanberelat- edtothecultureofthewholeorganization.Deninson[50]pointsoutthatcultureisrelatedto thecoreoftheorganizationandmanifestsitselfinbeliefs,premises,andvaluesthatarenot fullycomprehendedbutadheredtobythemembers.Theclimate,ontheotherhand,relates tosomewell-definedenvironmentalaspectsandistreatedasanexternalmanifestationof theorganization’sculture–thatiswhysomehumanresourcemanagementexpertsmake adistinctionbetweentheactualsituation(culture)andthewayitisperceived(climate)[51].
Thebodyofliteratureonorganizationalclimateisvast;atthispointitisworthnotingthat organizationalclimateisconnectedwithvariousorganizationalbehaviors,including:work engagement[52], organizationalcommitment[53],andOCBs[54].Thepositiverelationbe- tweenOCandOCBiswelldocumentedintheliterature[55,56].
7. Organizational Support
Organizationalsupporttheory[57]holdsthatorganizationalreadinesstorewardforinten- siveworkandcertainbehavioralpatternsdevelopsabeliefamongitsemployeesthatthe organizationappreciatestheirinvolvementandcaresabouttheirwell-being.Perceivedor- ganizationalsupport(POS)isvaluablesinceitprovidesreassurancethattheorganizationis readytoofferitssupportwhenitisneeded:inordertodoone’sjobefficientlyandtodeal withpotentialsetbacks[58].AccordingtoJob Demand-Control-Support(JDCS),organizational supportisvitaltocopingwithstress[59].Whenhighexpectations,lowlevelofcontrol,and lowsocialsupportcoincide,anindividualwillexperiencethemostseveretension.These situationsnegativelyaffectemployees’health.Organizationalsupporthasmanyadvantages thatarenotdirectlyrelatedtohighdemandsatwork.Apositiverelationhasbeenestablished betweenorganizationalsupportandemployeeengagement,jobsatisfaction,organizational commitmentandturnoverintentions[60].Organizationalsupportalsohasapositiveimpact onorganizationalcitizenshipbehaviors[61].
Thearmy,justlikeanyotherorganization,hastoemploymodernmanagementmethodsto operatewell.Promotingcitizenshipbehaviorsbecomesapartofpositivepsychology,aim- ingtostrengthentheorganization’spotential[62].Despitetheconfirmedpositiveimpact ofcitizenshipbehaviorsontheorganization’seffectiveness,thisparticularsubjecthasnot yetattractedtheinterestofPolishresearchers.Onepossiblereasonwhythisisthecaseis thatorganizationalcultureinPolandonlybegantodevelopafterthecountryjoinedNATOin 1999[63].However,sincethereisagrowingtrendtoincorporatetheaccomplishmentsof managementintomilitaryorganizations,citizenshipbehaviorsmaystillfindtheirplacewithin organizationalcultureoftheArmedForcesintheyearstocome.Themainaimofthisstudy, therefore,istodeterminehowcitizenshipbehaviorsmaybeshapedintheArmedForces.
ThereviewedstudiesshowthatOCBwithinanorganizationmaydependonvariousfactors, bothorganizationalandpersonal.Thepresentstudyexaminedtherelationshipsbetween OCBanditspredictors(socialsupportandorganizationalclimate).
Consideringthebodyofempiricalevidencediscussedabove,thefollowinghypotheseswere tested.
Hypothesis 1: Support given by supervisors is positively associated with OCB in military units.
Hypothesis 2: Support given by other soldiers is positively associated with OCB in military units.
Hypothesis 3: Support given by other soldiers correlates stronger with OCB than support provided by supervisors.
Hypothesis 4: A good superior-subordinate relationship, risk and conflict tolerance, good access to information, team identity, competitiveness, and a general positive attitude are positively associated with OCB in military units.
Hypothesis 5: The sense of abandonment is negatively associated with OCB in military units.
Hypothesis 6: Organizational support has a greater effect on OCB than organizational climate.
8. Method (Participants and procedure)
8.1. Participants
Theparticipants(n=139)weremalesoldiersaged25-50(M=30.83,SD=5.16)with3-15 yearsofservice(M=8.36,SD=2.64),9,1%ofwhomwerePrivatesE-2,78.8%PrivatesE-1 and21.1%Privates1stClass.AlloftherespondentsweresoldiersoftheLandForcesstationed inthePomeranianProvince.
8.2. Measures
ThelevelofcitizenshipbehaviorsinorganizationwasmeasuredwiththeOrganizational BehaviorsQuestionnaire[64].Thebasisforthisquestionnairecomesfromthestudiesby Podsakoffetal.[2].Thequestionnaireconsistsof33questionsanditsresultistheaverage ofallgivenanswers.Thetoolisalistofstatementsandrespondentsmarktheiranswerson a6-pointLikertscalerangingfrom0=very unusualto5=very typical.Thereliabilityofthe COBSis.96(Cronbach’sα).
Inordertomeasureorganizationalclimate,The Questionnaire of Organizational Climateby Paluchowskiwasused[65].Thequestionnaireismadeupofthefollowingscales:a[direct]
positive superior-subordinate relationship, a sense of abandonment, good access to informa- tion, team identity, competitiveness, and a general attitude towards the organization.The itemsonthescalewereself-reportedandtheparticipantsratedthemselvesona5-pointscale from1=certainly notto5=definitely yes.Thequestionnairehasbeenproventobereliable –Cronbach’sαforeachofthescalesisbetween.69and.83.Thisparticularquestionnaireis verypopularinPolandwhenorganizationalclimateneedstobemeasured.
Theleveloforganizationalsupportwasmeasuredwiththefollowingscales:support given by superiors and support given by coworkers,bothfoundinthePsychosocial Working Environ- ment questionnairebyCieslakandWiderszal-Bazyl[66].Respondentsuseda5-pointscale toindicatethelevelofreceivedsupport,where1meantvery littleand5meantvery much.
Thehigherthescoreoneachofthescalesthemoreorganizationalsupportisgiventothe employee.Thereliabilityofbothscalesisbetween.93and.94.
8.3. Procedure
Afterobtainingallthenecessarypermissions,thequestionnairesweregiventothesoldiers.
Inordertokeepahighlevelofanonymity,eachparticipantreceivedanenvelopeandcould latersubmithisresponsessealed.Allparticipantswereexaminedduringtheirperiodictrain- ingactivities.
8.4. Statistical analysis
AllstatisticalanalyseswereconductedusingIBMSPSS,version24.BivariaterPearson’scor- relationanalyseswereconductedamongallvariablesofinterest.Totestthemainhypothe- sis(No6),weconductedalinearenterregressionanalysisthatincludedOCBscoresasthe dependentvariable,andsupportgivenbysuperiors;supportgivenbycoworkers;positive superior-subordinaterelationship;riskandconflicttolerance;senseofabandonment;good accesstoinformation;teamidentity;competitiveness;generalattitudetowardsorganizations astheindependentvariables.
9. Results
9.1. Correlation Analysis
Table1showsdescriptivestatisticsandcorrelationsbetweenthemeasuredvariables.
Table 1. Means,standarddeviationsandcorrelationsamongstudyvariables
Variables M SD 1 2 3 4 5 6 7 8 9
1.Citizenshipbehaviors 3.40 0.62 – 2.Supportgiven
bysuperiors 3.31 0.64 .18* – 3.Supportgiven
bycoworkers 3.45 0.58 .40** .60** – 4.Positivesuperior-subor-
dinaterelationship 3.30 0.59 .22** .38** .35** – 5.Riskandconflict
tolerance 3.48 2.16 .10 .14 17* .33** –
6.Senseofabandonment 3.08 0.44 –.20* –.04 –.01 –.08 –.03 – 7.Goodaccess
toinformation 3.38 0.56 .28** .31** .33** .40** –.03 –.14 – 8.Teamidentity 3.50 0.50 .31** .28** .40** .44** .01 –.05 .44** – 9.Competitiveness 3.59 0.79 .14 .07 .18* –.01 –.11 .14 .16 .42** – 10.Generalattitude
towardsorganization 3.11 0.46 .02 .29** .29** .58** .28** .09 .26** .42** –.10
*p<0.05;**p<0.01 Source: Own study.
TheresultofOCBintheexaminedgroupofsoldiersfallswithintheaveragerange(M=3.40).
AcloseranalysisoftherelationshipbetweenOCBandPOSlevelsshowsthatthisconnec- tionisstrongerincaseofsupportgivenbyothersoldiers(r=.40)comparedwithsupport givenbysuperiors(r=.18).Thus,H1,H2,andH3weresupported.Incaseoforganizational climate,apositivesuperior-subordinaterelationship(r=.22),goodaccesstoinformation (r=.28),teamidentity(r=.31),andasenseofabandonment(r=–.20)arevitallyrelatedto citizenshipbehaviorsintheArmedForces.Goodaccesstoinformationisrelatedtobetter teamidentityandthuscreates“goodsoldiers”.Alowsenseofabandonmenttranslatesinto ahighernumberofcitizenshipbehaviors.
Riskandconflicttolerance(r=.10),competitiveness(r=.14),andageneralpositiveattitude towardstheorganization(r=.02)arenotstatisticallysignificantrelatedtoOCB.Therefore, H4waspartiallysupported,andH5wassupported.
9.2. Regression Analysis
Theresultsofregressionanalysis(Table2)showthattheonlypredictorsthatmatterin caseofOCBare:support given by the coworkers(β=.41)andrisk and conflict tolerance (β=–.33).Thisparticularmodelfitsthevariableswell,andorganizationalsupportcoupled withorganizationalclimateaccountfor23%ofvariabilityofallcitizenshipbehaviorsfound inthearmy(R2 =.233).
10. Discussion and Implications
Citizenship behaviors in any given organization contribute to its success through the above-standardbehaviorsofitsemployees.Severalmeta-analysesexistthatsuggestthat thereisapositiverelationshipbetween,forinstance,self-efficacyandperformance[67-71].
Table 2. Standardizedregressioncoefficientsforallvariables inthecompleteregressionequation
Predictors β t
Supportgivenbysuperiors .15 .92
Supportgivenbycoworkers .41 2.70**
Positivesuperior-subordinaterelationship .10 .53
Riskandconflicttolerance –.33 –1.98*
Senseofabandonment –.06 –.50
Goodaccesstoinformation .23 1.56
Teamidentity .01 –.03
Competitiveness .02 .15
Generalattitudetowardsorganization –.13 .69
*p<0.05;**p<0.01 Source: Own study.
Jobsatisfaction,organizationalcommitment,andtrustinsupervisorshasbeenfoundtobe importantfactorsinexplainingtheOCBofTurkishmilitarypersonnel[25].Sørlieetal.[72]
foundthatperson-organizationfityieldedincrementalpredictivevalidityinrelationtoboth taskperformanceandworkengagementintheNorwegianarmedforces.Asaconsequence, selectingpersonswithahighlevelofcitizenshipbehaviormaybeagoodstrategyformilitary organizationsinordertoenhancecitizenshipbehaviorandtoattractthe“goodsoldiers”.
TheArmedForces,justlikeanyotherorganization,aresubjecttothesamerulesthatgovern organizationalbehaviors.Tabarsaetal.[73]statethatorganizationalsupportinmilitaryorga- nizationsshouldbedeliveredasorganizationaljusticeandorganizationaltrust.Akeyfactor inordertoachievesuccessisthepromotionofOCBtowardsindividuals[74].
Althoughasoldierisultimatelyresponsibleforhisorherbehavior,otherexternalfactorsmay beimportantinfluencers,beittheleader,instructor,peersupport,buddyororganizational climate;supportforwell-beingbyleadershipmayleadtoamoreengaged,healthy,fitand efficientmilitaryworkforce[75,76].
BystudyingtheparticipantsfromtheArmedForces,ithasbeenfoundthatorganizational supportmaybeagoodpredictorofcitizenshipbehaviorsinthearmy.
AccordingtoRawat[77-79],soldierswithanattitudepredisposedtowardsmilitarywayof lifeidentifythemselvesaspartofthiseliteorganizationandarewillingtoexerthighlevels ofeffortsinperformanceoftasksthatevenputstheminharm’swayasdemandedbythe professionofarms.Thesesoldiershaveadefinitebeliefinandacceptanceofthemilitary values,andgoalsoftheunit/subunitthattheyarepartof;theyexpresscommitment,loyalty andintegritybeyondthecallofdutytotheorganizationthatsupportsthemunflinchingly.
Mostresearchersagreethatorganizationalcommitmentisabetterpredictorofdesirable outcomevariableinthemilitarythanisjobsatisfactionandhencedeservesgreaterattention ofmilitaryleaders[76,78,80].
Bolinoetal.[81]pointoutthatthereisarelationbetweenorganizationalsupportandcit- izenshipbehaviors.Greaterorganizationalsupportequalsahighernumberofcitizenship behaviors.Organizationalsupportinthecontextofcitizenshipbehaviorsisespeciallyimport- antwhenthereisariskofworkoverload[61]–whichisusuallythecasewithsoldiers.Itis worthnotingthatsoldiersreceivemoresupportfromtheircolleaguesthanfromtheirsupe- riors.Bowlesetal.[75]reportedwell-beinginthemilitaryasanessentialaspectofmilitary operationsthataidhealthandfitnessofsoldiersinenvironmentsthatdistinctivelydemand physicalandemotionalcapacitiesinwaysthatnootherorganizationsdo.Researchershave includedaspectsofpositiveworkenvironmentandpositiveleadersupport,peersupport, trustintheleaderandintheorganizationthatenrichorganizationalcommitment[76,77,82].
Commanderswhopromoteteamworkandsetupgoodexamplescontributetoanincreased numberof“goodsoldiers”.Citizenshipbehaviorsarerelatedtogoodaccesstoinformation.
Opencommunication,directtransmissionofimportantinformationbysuperiors,andavoid- ing“clandestinecirculation”areallpositivelyrelatedtocitizenshipbehaviors.Fosteringcit- izenshipbehaviorslargelydependsoncommanders,astheyareresponsibleforthelevelof organizationalculturefoundinmilitaryunits.Promotingcooperation,mutualsupportand comradeshipcontributestocreating“goodsoldiers”withintheArmedForces[79,80].
Regressionanalysisshowsthatsupportgivenbyothersoldiersisstronglyrelatedtocitizen- shipbehaviorsinthearmy,thereforesoldierswhoreceivesupportfromcolleaguesengagein
morecitizenshipbehaviors.Thesignificanceofothersoldiers’supportshowstheimportance ofinterpersonalrelationsforcitizenshipbehaviors.Lowlevelsofriskandconflicttolerance fosterOCBamongsoldiers.Conflictsareunavoidablethusgoodconflictmanagementin- creasesOCBlevelsamongemployees[83].
Thisstudyshowshowimportantorganizationalsupportandclimateareforcitizenshipbe- haviorsinthearmy.Drawingcommanders’andsuperiors’attentiontotheseaspectsofthe armyfunctioningmayhelpthemtoshapeandpromotecitizenshipbehaviorsinabetterway.
Thearmy,justlikeanyotherorganization,reliesondevelopedprinciplesofconduct.Itisvital toexaminehowcitizenshipbehaviorsarerelatedtodifferentorganizationalfactorsinorder tolearnhow“goodsoldiers”couldbe“formed”.Citizenshipbehaviorinthearmyisstillan openfieldforexploration,sofuturestudiescouldfocusonotherdeterminantsofcitizenship behaviorssuchasorganizationaljusticeandmanagementstyle.
11. Limitations and Future Research
Themostimportantstudylimitationwasthefactthatvariablesweremeasuredthrough self-reports,andfuturestudiesshouldincludeseveraldifferentdatasources.
Anotherlimitationwasthestudiedgroupitself,asitwasmadeupofthelower-rankLand Forcespersonnelonly,therefore,thestudyresultscannotbegeneralizedtotheArmedForc- esasawhole.Unfortunately,studieswererestrictedduetoformallimitationsimposedon researchersnotemployedbytheSocial Studies Department of Armed Forces,consequently makingthestudiesnotfullyrepresentativeandlimitedonlytoselectedmilitaryunitsthat wereavailableatthetimeofresearch.
StudiesincludeseveralantecedentsofOCB,butotherfactorsthatpredictOCBmaystillexist, suchasorganizationaljustice,organizationalcommitment,andtrustingone’ssupervisors [25].FuturestudiesshouldinvestigateotherfactorsofOCB.
Acknowledgement
Noacknowledgementandpotentialfoundingwasreportedbytheauthors.
Conflict of interests
Allauthorsdeclarednoconflictofinterests.
Author contributions
Allauthorscontributedtotheinterpretationofresultsandwritingofthepaper.Allauthors readandapprovedthefinalmanuscript.
Ethical statement
Theresearchcomplieswithallnationalandinternationalethicalrequirements.
ORCID
AndrzejPiotrowski https://orcid.org/0000-0003-1192-2695 OleBoe https://orcid.org/0000-0003-3583-207X
SamirRawat https://orcid.org/0000-0002-9626-075X AbhijitP.Deshpande https://orcid.org/0000-0001-5926-202X
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Biographical note
Andrzej Piotrowski –Ph.D.,assistanceprofessorattheInstituteofPsychologyattheUniver- sityofGdańsk.MemberofPolskieTowarzystwoPenitencjarne(thePolishPenitentiarySoci- ety),EuropeanAssociationforSecurityandEuropeanAssociationofWorkandOrganizational Psychology,AmericanCorrectionalAssociation.MemberoftheeditorialboardofCurrent IssuesinPersonalityPsychology.Majorareasofinterestincludethepsychosocialfunctioning ofpeopleemployedinthesecurityservices(ArmedForces,Police,PrisonService).
Ole Boe –Ph.D.,isprofessoroforganizationandleadershipattheSchoolofBusiness,De- partmentofBusiness,Strategy,andPoliticalSciences,UniversityofSouth-EasternNorway.
HeisalsoaprofessoroforganizationalpsychologyatBjørknesUniversityCollegeinOslo, Norway.Healsoservesasapart-timeprofessorinleadershipandleadershipdevelopment fortheNorwegianMilitaryAcademyandinmilitaryleadershipfortheNorwegianDefence UniversityCollege.OleBoeservedasanoperationalofficerinaNorwegianmilitaryspecial unitconductingVIPprotection,hostagerescue,andclosecombat.Hetaughtclosecombat andcombatmindsettrainingforspecialpoliceunits,militaryspecialforces,andsimilarunits inmultiplecountries,fromCongotoCambodia.HeretiredwiththerankofCaptain.From 2003to2016,OleservedasanassociateprofessorattheNorwegianMilitaryAcademy,where hetaughtleadershiptoarmyofficers.In2017and2018,heservedasanassociateprofessor ofmilitaryleadershipattheNorwegianDefenceUniversityCollege.Heisagraduateofthe NorwegianDefenseCommandandStaffCollege,andholdsaPhDincognitivepsychology.He hasbeenresponsiblefortheNorwegianMilitaryAcademy’sconceptofstressmanagement, andforpreparingofficersmentallyforcombatandotherstressfulandchallengingsituations.
Olehaspublishedover285scientificarticlesandresearchreportsonlearningunderstress, stressmanagement,decision-making,leadership,andleaderperformanceunderdangerous andunpredictablesituations.Hehasbeenresponsibleforseveralresearchprojects,publica- tionsandanthologies,includingMilitært Lederskap[Military Leadership](2019)andrecently releasedtheco-authoredbookKrav Maga Combat Mindset & Fighting Stress(2020).
Samir Rawat –LtColDr,isacombatveteranandacognitive-behavioralpsychologistfrom India,heisadecoratedsoldierwithprovenleadershipskillsinSiachenGlacier,which,at 21000ftisthehighestbattlefieldintheworldwherehecommandedanInfantryriflecompa- nyasavolunteerOfficer.HewasalsoconferredaPresident’sgallantryawardforrecapturing enemyheldpositionsduringKargiloperationsin1999.WithaPhD.inPsychology,Masters inManagementandaM.PhilinDefence&StrategicStudies,DrSamirbringswithhimover threedecadesofexperienceintrainingandhumanresourceoptimization.Besides,DrSamir Rawathaswritten,published,aswellaspresentedpsychologyandmilitarypapersinNa- tional,aswellasInternationalconferencesinIndiaandabroad;heorganizesWARMCAMP InternationalMilitaryPsychologyConferenceinIndiaannuallyandisaregularparticipantat
annualmilitarypsychologyconferencesabroad.Hehascontributedextensivelytomilitary andacademicjournalsofreputeandhasbeencitedinleadingnationalnewspapers;hehas editedsixbooksonmilitarypsychologywithauthorsfromoversixteendifferentcountries andhasalsocontributedbookchaptersinoveradozenmilitarypsychologybookswhichhave beenpublishedinsixcountries.Heisaneminentkeynotespeakeratthe32ndInternational CongressofPsychology2021(ICP)inPrague–whichisthebiggestinternationaleventinthe psychologicalworld.
Abhijit P. Deshpande–Ph.D.,istheDirector,BoardofUniversityandanAssociateProfes- sor,atSymbiosisInternational(DeemedUniversity).HeisamemberoftheBoardofMan- agement.HewasaLecturer,DepartmentofBusinessStudiesatBahrainTrainingInstitute (KingdomofBahrain).Majorareasofscholarlyinterestandexpertiseareinhumanresource management/strategicmanagement.AdoctorateinHumanResourceManagement(Appli- cationoftheCompetencyModelingApproachwithSpecialReferencetoSelectPrivateSector Organizations,hehasauthoredabook,contributedtobookchaptersandhaspublications innationalandinternationaljournals.HeisaMemberoftheIndianCricketersAssociation affiliatedtotheBoardofControlforCricketinIndia.Hewasacricketerofreputeandplayed RanjiTrophyforMaharashtra.
Klimat organizacyjny, wsparcie organizacyjne a zachowania obywatelskie w Siłach Zbrojnych
STRESZCZENIE Głównymcelemprzedstawionegobadaniajestprezentacjakształtowaniasięzacho- wańobywatelskichwSiłachZbrojnych.Prezentowanebadaniejestzdecydowanie pierwszym,któredogłębnieanalizujepowiązaniamiędzywszystkimiaspektamikli- matuorganizacyjnego,postrzeganymwsparciemorganizacyjnymaorganizacyjnymi zachowaniamiobywatelskimiwSiłachZbrojnychRP.Hipotezybadawczetestowano napodstawiedanychzebranychnapróbie139żołnierzyWojskLądowychRP.Wyniki pokazały,żewybraneparametryklimatuorganizacyjnegoiwsparciaorganizacyjnego, zwłaszczatepochodząceodinnychżołnierzy,byłypozytywniepowiązanezorganizacyj- nymizachowaniamiobywatelskimi.Omówionoimplikacjeorganizacyjnychzachowań obywatelskich,praktykidowodzenia,atakżezaproponowanoprzyszłekierunkibadań.
SŁOWA KLUCZOWE organizacyjnezachowaniaobywatelskie,syndromdobregożołnierza, wsparcieorganizacyjne,klimatorganizacyjny
How to cite this paper
PiotrowskiA,BoeO,RawatS,DeshpandeAP.Organizational climate, organizational support and citizenship behavior in the army.ScientificJournaloftheMilitaryUniversityofLand Forces.2020;52;3(197):698-713.
DOI:http://dx.doi.org/10.5604/01.3001.0014.3964
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