Organizational Citizenship Behavior and School Performance Organization and Reengineering of Schools The City School Southern Region.

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. NazimabadMehran 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

Satis

fact

ion

Organiz

ation

al

Commitm

ent

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 CommitmentCannot afford to leave due to economic and social costs

Nominative CommitmentPerceived 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.