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Journal article

Organizational citizenship behavior: a case study of culture, leadership and trust

Appelbaum S, Bartolomucci N, Beaumier E, Boulanger J, Corrigan R, Doré I, Girard C, Serroni C ...see all

Management Decision, vol. 42, issue 1 (2004) pp. 13-40

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The case will test two hypotheses regarding three variables influencing the level of employee satisfaction and organizational citizenship at GAMMA, a manufacturer of plastics. Two hypotheses were developed from a review of the literature and initial results from exploratory research (H1: low employee satisfaction at GAMMA is a direct result of an autocratic leadership style, low trust environment and weak corporate culture; H2: low employee citizenship is a direct result of low employee satisfaction). Results suggest that although the perception was that employee satisfaction and organizational citizenship were low (from the exploratory research); both quantitative and descriptive data indicated these were not. Moreover, the hypotheses were not conclusively supported quantitatively. High trust was not obtained. Also a specific high leadership style and a specific culture resulting in high employee satisfaction were also questionable. Moreover, it was not observed that a strong correlation existed statistically. H1 is therefore not conclusive quantitatively. H2 does not demonstrate a high level of employee citizenship and employee satisfaction correlation. Despite these results, it is recommended management employ the following action plan: do not change current leadership style; develop an action plan to increase trust starting with increasing accessibility of management to employees; develop an action plan to move from current culture to preferred expressed culture starting by rewarding team activity rather than individual activities; improve employee satisfaction even if the observed level is medium to high. (PsycINFO Database Record (c) 2012 APA, all rights reserved) (journal abstract)

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