Organizational Citizenship Behaviour, Hospital Corporate Image and Performance

Abstract

This study examines the relationship between organizational citizenship behaviour, hospital corporate image and performance. Questionnaires were distributed to 350 patients and 298 usable questionnaires were returned representing a return rate of 85.7%. The study employs a Structural Equation Model to test four hypotheses on organizational citizenship behaviours, hospital corporate image and performance. The findings reveal that hospitals can increase performance through organizational citizenship behaviour and positive corporate image. However, it was also discovered that there is a negative covariance between organizational citizenship behaviour and hospital corporate image despite their individual positive contribution to performance. Therefore, hospital management should develop an organizational climate (such as recognition, additional reward, promotion, etc.) that can promote organizational citizenship behaviour and enhance a positive corporate image while preventing situations that will discourage staff from rendering extra positive discretionary work related services.

The Relationship Between Academic Staff’s Perceptions of Organizational Justice and Organizational Citizenship Behaviors

“…When people do something voluntarily, it has mostly positive outcomes. The findings by Akdoğan and Köksal (2014), Celep et al (2005), Clarck et al (2014), Gürbüz (2006), Obamiro et al (2014) and Seçkin and Demirel (2014) suggest that organizational citizenship is related to organizational justice as well as to organizational loyalty, burn-out levels of the employees, organizational belonging, employee performance and other similar variables. Therefore, higher levels of the employees' perceptions in regard to organizational citizenship are significant for the organizations, including educational institutions.…”

“…For example, some of the studies have focused on only the concept of OCB (e.g., Basım & Şeşen, 2006;Celep, Polat, Elbir & Yapıcı, 2004;Çetin, 2004;Dipaola, Tarter & Hoy, 2005;Spector & Che, 2014). In addition, job satisfaction (e.g., Bateman & Organ, 1983), personality (e.g., Organ, 1994), efficiency (e.g., Podsakoff & MacKenzie, 1994), performance (e.g., Obamiro, Ogunnaike & Osibanjo, 2014;Skarlicki & Latham, 1995), loyalty and fatigue (e.g., Celep, Sarıdede & Baytekin, 2005), achievement (e.g., , emotional commitment (e.g., Gürbüz, 2006), bureaucracy (e.g., Karaman, Yücel & Dönder, 2008), organizational trust (e.g., Akdoğan & Köksal, 2014), productivity and career (e.g., Bergerona, Ostroffb, Schroedera & Blockc, 2014), organizational climate (e.g., Clarck, Zickar & Jex, 2014), and mobbing (e.g., Seçkin & Demirel, 2014) are also among the different concepts studied. There are some research studies (e.g., Brebels, Cremer & Dijke, 2014;Burton, Sablynski & Sekiguchi, 2008;Niehoff & Moorman, 1993;Polat & Celep, 2008), which examine the relationship between OCB and organizational justice.…”

Positive Word of Mouth Marketing: Explaining the Roles of Value Congruity and Brand Love

“…Image is an impression perceived by the mind of a target respondent (Obamiro et al, 2014). Calling and imagination of a brand in the memory of consumers, created by the products` characteristics, make the cost and attitude toward commercial name (Arsalan & Altona, 2010).…”

Relationship between Religiosity and Citizenship Behaviours in Organizations: Empirical Evidence from Selected Organisations in Lagos State

“…This is because the proposed relationship between the variables of interest had occurred prior to this study. The health sector, telecommunications sector, education sector and the banking sector were selected in this study based on the suggestions that they are high OCBdemanding sectors (Farooqui 2012;Obamiro, Ogunnaike & Osibanjo, 2014). The systematic sampling technique was used to select the seventeen (17) organisations sampled from these sectors.…”