The Interrelation between Organizational Learning Culture and Organizational Citizenship Behavior

Abstract

In the era of rapid technological transformations and under conditions of growing competitive environment and changes in customers' needs, the survival of the organizations depends on their ability to learn how to properly and quickly increase their efficiency and performance and adapt to the changing environment. The management of changes is the first priority for the organizational leader. Leaders have to attract, motivate, and reward their workers, as well as train, educate and improve the performance of their employees by creating organizational learning culture (OCL). Organizations that have prioritized learning and development have achieved an increase in productivity and profitability. The organization, whose employees' behavior and attitude to job are demonstrated in their contribution made beyond the job's demands, beyond the level they are committed to and for what they are not recompensed by the organization, will always be able to be competitive and will succeed for years. D.W. Organ (1988) called such behavior ``Organizational Citizenship Behavior{''} (OCB) and emphasized its being an important factor in assisting the organization to reach its goals. Research aim: to provide the theoretical background of the interrelation between organizational learning culture and organizational citizenship behavior of employees. A review of the respective literature identified a gap in the research on the concept OCB and its dimensions by the examination through learning culture characteristics. It is suggested that the organization should look for ways of improving the OCB of their workers by creative OLC motivated by the leadership.