Organizational citizenship behaviors among public employees a structural equation modeling approach

Abstract

In this book a theoretical framework is developed to examine the concepts of transformational leadership style (ns), public service motivation (PSM),

organizational citizenship behaviors (ocBs), and their relationship with pu- blic organizational performance (POP). It is hypothesized that when emplo- yees perceive a TLS within their public organizations, they are more likely

to associate it with a better organizational performance. Toe association is

stronger when ocBs (i.e., extra activities that are neither required nor rewar- ded by the official system, but are of benefit for the organization) mediate

this relationship. At the same time, public service motivation (i.e., employee's strong desire to serve others) is associated with organizational performance and, again, its effect is greater when OCBS mediate the association. That is, if employees perform above, and beyond what is expected of them they will perceive a better organizational performance because they perceived a TLS within their organizations, and they have strong motivation to serve others. Structural equation modeling was used to analyze data on 1,016 public employees ( 67-7 percent response rate) in the Guadalajara metropolitan area (second largest in Mexico ). Data showed employees' perceptions about TLS, motivation to serve in the public sector, OCBS, and POP. Toe results suggest that if Mexican public employees are more likely to engage in activities that would contri bu te to the functioning of the organization without expecting any kinds of reward they were more likely to perceive a better organizational performance.