A Study on Organizational Citizenship Be

Railway

By

S.M. Shahriar Hasan ID: 1130217

An Internship Report to Fulfill the Requirement for the Degree Bachelors of Business Administration (BBA)

INDEPENDENT UNIVERSITY, BANGLADESH

(IUB) DATE: 8/09/2015

A Study on Organizational Citizenship Behavior in Bangladesh

Railway

By

S.M. Shahriar Hasan ID: 1130217

Has Been Approved DATE: 8/09/2015

Iftekhar Mahfuz Lecturer of Management Independent University, Bangladesh

INDEPENDENT UNIVERSITY, BANGLADESH

(IUB)

Letter of Transmittal

Sept, 8, 2015

To Iftekhar Mahfuz Lecturer- Management School of Business Independent University, Bangladesh (IUB)

Subject: Submission of Report of Internship Summer-2015

Dear Sir, It is a huge pleasure for me, to submit my internship report based on risk management Practices which was assigned to me as a requirement for internship program to complete my under graduation on Accounting. While making this report I have faced a few difficulties but I was so fortunate to have Iftekhar Mahfuz as my internship supervisor. This experience gives me farther knowledge on the selective topic.

I believe my report will provide a clear idea about organization citizenship behavior and how it’s operating in BR. I had some limitation preparing this report but I hope that this report meets your expectations. I would take great pleasure in providing you with clarification if required.

Sincerely Yours,

S.M. Shahriar Hasan ID: 1130217

Acknowledgement

The contribution of a number of people like- my Academic Supervisor, Work Place Supervisor, BBA Program Office and last but not the least my Parents who supported me a lot to prepare this report can’t be forgettable. A special thanks to those who give the time to share their thoughtful guidance and suggestions to improve this report.

Firstly I would like to thank Independent University, Bangladesh for teaching me such things that makes me a well performer in workplace. Secondly I would like to thank BBA Program Office for their gaudiness and cooperation. This short but useful Internship program has teaches me the corporate lifestyle of Bangladesh, which I wouldn’t have experienced otherwise. Now I feel I have more responsible and mannered attitude to work with any organization. For making this program a successful one I will always be thankful to the following persons from the bottom of my heart – Iftekhar Mahfuz (Academic Supervisor) and MD. Golam Mostofa

(Workplace Supervisor).

Those who helped me by providing information regarding this report I will always thankful to them. Last but not least, I thank IUB and BR for giving me the chance to conduct the research and writing the report.

Table of Contents

Chapter- 1

Page No

Executive Summary 1 Introduction 2 Background Of The Report 3

Chapter- 2 Page No Company overview 4

History 4 Vision Mission 5 Management 5

Corporate information of BR:

6 Divisions operating in BR 7

Financial Position Of BR 8

Major Functions of the BR:

Bangladesh Railway Citizen Charter

Innovation:

14 Ticket buy/booking through SMS

Chapter- 3(My Work Experience At BR) Page No

Location of Employment With-in the Organization

Duties & Responsibilities

Chapter- 4 (Research Part) Page No Introduction 17

Statement of the Problem 17 Objective of the Study 18

Literature Review 19-25 Research Design 26 Hypothesis 27 Methodology 27 Data collection 27

Report on Organization Citizenship Behavior in Bangladesh Railway (BR)

Data analysis

28-31

1. Descriptive analysis

2. Reliability analysis

Sampling 32 Instrument 32

Hypothesis Testing

Regression analysis

35 Finding 35

Limitations, Significance of the study 36

Conclusion 37

Recommendation:

38 Appendix A 39-47 Appendix B 48

Reference: 50

Report on Organization Citizenship Behavior in Bangladesh Railway (BR)

Chapter- 1

Executive Summary:

Bangladesh railway is one of the most important sectors for a country’s wealth building activities. At present the modern transportation. The Bangladesh economy is burdened by major transportation constraints resulting from a combination of factors such as physical (geographical and historical), developmental (low-level investments and maintenance) and institutional-cum- policy framework-related. These lead to lower efficiency, higher transport costs, and more significantly, “transport unreliability”, with major adverse consequences for the economy. These are increased marketing risks, quality determination, and resulting lower price for farm products, which reduce producer incentives; failure of delivery schedules in exports affecting competition. Bangladesh Railway (BR), a principal transportation agency of the country, is a Government- owned and Government-managed unique organization, serving a population of approximately 140 million living in an area of 1,55,598 square kilometers. As railway is a very important mode of inland transport, its healthy growth naturally contributes to the economic development of the country. But BR, at present, has been suffering from various operating bottlenecks. Critical analysis of the efficiency of BR points up the worsening operating ratio over the last decades. Its continuing large deficit and the high level of direct and indirect Government subsidies is probably the single biggest issue forcing Government of Bangladesh in the transport sector.

This internship report is prepared by me (S.M. Shahriar Hasan) a student of BBA in (Independent University, Bangladesh) on organizational citizenship behavior in Bangladesh railway. It a qualitative report that focus on the overall citizenship behavior practice compliance in the organization. It is a fact that organizational citizenship behavior (OCB) is a fairly new unit which has been created to impose and comply. In my three months internship period I worked in this department and have come to know about the minute details of how this department works and what are the supporting bodies to it. My detail experience has been shared in this report including the different departments related to organizational citizenship behavior, there functions, organizational framework and limitations.

Finally, I have provided suitable findings regarding the laggings and scopes of improvements of this department using my knowledge and overall views of the other members of OCB. To enhance the efficiency of BR, proper attention will be given to this trust sector. Private sector involvement in operation and maintenance of BR should be encouraged. Government has to patronize the sector properly for its expansion and development. In the same time, operational & maintenance as well as overhead cost should be minimized, management should be efficient, and number of employees should be rationale. So, for the healthy growth and development of Bangladesh Railway, the unique mass transportation system of the country, a proper market- based reorientation is very much necessary. This study sequentially analyzes different issues of Bangladesh Railway efficiency with an explanation of the specific importance of marketing to Finally, I have provided suitable findings regarding the laggings and scopes of improvements of this department using my knowledge and overall views of the other members of OCB. To enhance the efficiency of BR, proper attention will be given to this trust sector. Private sector involvement in operation and maintenance of BR should be encouraged. Government has to patronize the sector properly for its expansion and development. In the same time, operational & maintenance as well as overhead cost should be minimized, management should be efficient, and number of employees should be rationale. So, for the healthy growth and development of Bangladesh Railway, the unique mass transportation system of the country, a proper market- based reorientation is very much necessary. This study sequentially analyzes different issues of Bangladesh Railway efficiency with an explanation of the specific importance of marketing to

Introduction:

Railway organizations worldwide have traditionally evolved as vertically integrated transport operating enterprises under public ownership and control. To the extent that they have been sheltered from competition by government regulatory controls, they have been able to grow to dominant positions in the domestic transportation activity of many countries, both within and outside of the Asia-Pacific region. Bangladesh Railway (BR), a total of 2854.96 route kilometers (kms), is made up of truncated portions of the erstwhile East Bengal Railway and Bengal Assam Railway (of the then British-Indian rail system), which after 1971 War of Liberation, fell in Bangladesh territory. In the process, BR inherited a number of structural and physical weaknesses as a part of its legacy, since it was not specially designed and constructed to serve Bangladesh. Due to truncation from the main system, BR is handicapped to serve the country effectively and efficaciously without proper re-orientation and development. . Internship program is the systematic gathering, recording and analyzing of data about the subject. The aim of this internship program is to connect practical knowledge with theoretical knowledge. Now the world is a competitive. Therefore everybody has to expert in both practical knowledge and theoretical knowledge.

During my work, I have faced various obstacles. Through internship I become aware of organizational culture and learn how to show professional excellence to a great extent. This learning helps me when I finally enter into practical field. These guidelines are intended to assist the railway organization of the country to set up the systems and procedures necessary for BR to

be able to function as commercially vibrant, market-led organization. However, the mere setting up of systems and procedures will not of itself ensure success. Success will only follow if the right attitudes are developed and promoted throughout the organization, starting at the very top with the Chief Executive and extending down to the lowest operative staff levels. All units of the organization must become and remain customer aware, and their activities must be harmonized and coordinated with the satisfaction of customers as the fundamental objective.

Background Of The Report:

Since the BBA Program is an integrated, practical and theoretical method of learning, the students of this program are required to have practical exposure in any kind of business organization last term of this course.

This internship report is originated by the BBA program of School of Business (Independent University, Bangladesh). This report is a mandatory requirement for BBA completion. I have worked at Bangladesh Railway (Rail Bhaban) for three month and this internship has helped me to match our theoretical knowledge with practical understanding.

I have worked there under the Reform project department of the Rail Bhaban which is situated in the Rail Bhaban, Abdul Gani Rd. I have worked under the Manpower, marketing, Customer service but most of the time of my internship I worked in the manpower.

Chapter- 2

Company Overview:

Bangladesh Railway, a principal transportation agency of the country, is a Government-owned and Government-managed unique organization, serving large numbers of population of the country for a long period of time. As railway is a very important mode of inland transport, its healthy growth naturally contributes to the economic development of the country. But BR, at present, has been suffering from various operating bottlenecks. Critical analysis of the efficiency of BR points up the worsening operating ratio over the last decades. Its continuing large deficit and the high level of direct and indirect Government subsidies is probably the single biggest issue forcing Government of Bangladesh in the transport sector.

Bangladesh Railway, at present, is in poor condition and inefficiently managed. Since the partition of India in 1947, there was hardly any expansion of the railway in East Pakistan, while the road network expanded tremendously. As a result of the monopoly, the railway of this area inherited from British India started declining day by day and the railway started losing its glorious past. Since the birth of Bangladesh in 1971, instead of constructing new railway lines, some of the branch line railway sections were declared redundant and subsequently closed and no proper attention to maintain the existing asset was being given. Thus BR was forced to face the uneven competition with other modes of transport especially with road transport.

History:

Till June 2, 1982, the management and development of railway was vested with a Railway Board, comprising of a Chairman and four members. But, for administrative convenience and operational reason the Railway Board was abolished with effect from June 3, 1982 and the function of the Railway Board was vested with the Railway Division of the Ministry of Communications with the Secretary of the Division working as the Director General of Bangladesh Railway. For the same purpose the Railway bifurcated into two zones, East & West, under the administrative control of two general managers, who are accountable to the Director General of Bangladesh Railway. Subsequently on August 12, 1995 the day to day operation of the Railway was separated from the Ministry and entrusted with director general drawn from the Railway professionals. For policy guidance, a 9(nine) member Bangladesh Railway Authority (BRA) was formed with the Minster Ministry of Communications as its Chairman. The Director General is assisted by Additional Director General and Joint Director General to perform all administrative and policy making jobs.

Bangladesh Railway, at present, is in poor condition and inefficiently managed. Since the partition of India in 1947, there was hardly any expansion of the railway in East Pakistan, while the road network expanded tremendously. As a result of the monopoly, the railway of this area inherited from British India started declining day by day and the railway started losing its Bangladesh Railway, at present, is in poor condition and inefficiently managed. Since the partition of India in 1947, there was hardly any expansion of the railway in East Pakistan, while the road network expanded tremendously. As a result of the monopoly, the railway of this area inherited from British India started declining day by day and the railway started losing its

Vision:

To provide safe, reliable, cost effective and time efficient rail transport service in the country through modernizing, expanding & maintaining rail system in a manner which supports government strategies for economic, social & environmental development.

Mission:

• Develop & maintain railway tracks & station infrastructures throughout the country. • Maintain & upgrade locomotives, coaches & other rolling stocks. • Maintain & modernize signaling & interlocking system & Telecon system of Bangladesh

Railway. • Ensure safe, speedy & efficient train operation.

• Implement Government transport policy in rail sector. • Procure modern technology related rolling stocks, Track materials & signaling systems

suitable for Bangladesh Railway. • Manage land asset of Bangladesh Railway.

• Ensure optimum utilization of Development Budget & Revenue Budget of Bangladesh Railway.

• Bangladesh. Their target is to be the highest profitable bank in local banking sector.

Management:

The portal has been designed to serve the purpose of not only the rail users but also for the others having stakes and interest in Bangladesh Railway. Hope and believe that you will find this page interesting.

Bangladesh railway has in its Management a combination of highly skilled and eminent organization of the country of varied experience and expertise successfully led MD. AMZAD HOSSAIN Director General, Bangladesh Railway, as its Director and well educated, energetic and dedicated officers working with missionary zeal for the growth and progress of the institution. Skilled manpower is the most important strategic resources of any organization. With Bangladesh railway has in its Management a combination of highly skilled and eminent organization of the country of varied experience and expertise successfully led MD. AMZAD HOSSAIN Director General, Bangladesh Railway, as its Director and well educated, energetic and dedicated officers working with missionary zeal for the growth and progress of the institution. Skilled manpower is the most important strategic resources of any organization. With

Corporate information of BR:

Rail Bhaban Rail Bhaban, Abdul Gani Rd, Dhaka 1000, Bangladesh. Phone:

www.railway.gov.bd

Year of Incorporation : 1862

Core Values:

• Customer is always first • Emphasize on professional ethics • Maintaining quality at all levels • They say what they believe in • Believe in being a responsible corporate citizen

Divisions operating in BR:

Financial Position Of BR: IN MILLON

Authorized 1,000 1,000 1,000 1,000 8,000 capital

Paid-up capital 230 299 299 1,194 2,910 Deposits 33,016 42,296 54,485 77,730 1,13,071 Advances 26,110 37,556 44,446 61,692 93,460

Investments 6,101 5,518 7,201 9,346 15,048 Gross Income 4,118 6,052 7,850 9,540 13,487 Gross

2,797 4,034 5,400 6,415 8,755 Expenditure

Net Profit 1,321 1,668 1,463 1,542 4,732 (pre-tax)

Import Business 39853

56,667 Export Business 20,803 27,230 36,500 38,519 50,712 Number of 2,029 2,082 2,292 2,518 2,738

Employees

Major Functions of the BR:

Policy formulation, monitoring and evaluation of policies relating to railways and rail transport;

Development, expansion and maintenance of Bangladesh Railway and railway related systems;

Coordination of national and international railway systems; Survey and monitoring of railway transportation; Formulation and implementation of security policies relating to railway transportation; establishing international railway systems and playing a signatory role on behalf of the

government in this regard; Determination and revision of fares and toll rates of railway transportation.

The network: Bangladesh Railway has a total of 2,835 route kilometers. East Zone has 1,266 route kilometers of MG track and 34 route kilometer of DG track. West Zone has 535 route kilometers of MG, 659 route kilometers of BG and 375 route kilometers of DG track. The total length of running track including track on double line. In the yards sidings is 3,974 kilometers. BG and MG indicate Broad Gauge (5 -6

or 1676 mm) and Meter gauge (3 3-3/8 or 1000 mm) respectively. The abbreviation DG indicates Dual Gauge (Broad Gauge and Meter Gauge combined).

Route length by Civil Districts: Bangladesh Railway is not connected with all the Civil Districts of the country. At the end of 2007-2008 only 44 Civil District of the country could be connected by Railway.

Track Maintenance: Sophisticated track maintenance methods are under active consideration of the railway administration to replace conventional methods. Mechanical track lifting, slewing tamping and laying machines have been introduced on Dhaka-Chittagong main line for track maintenance. A track recording trolley car is in use

Stations: Bangladesh Railway had a total of 440 stations. These include one block hut, thirteen train halts and four goods booking points.

Bridges: There are a total 3,452 bridges of which 2,928 are minor and 524 are major ones. Foot over bridges is provided in important cities and district towns.

Bangladesh Railway Citizen Charter

A. Services of Bangladesh Railway (BR) :

BR provides transport service by carrying both passengers & goods through its own network.

B. Delivery of Services:

• BR operates various passenger trains like Intercity, Mail, Express, Commuter & local trains. Moreover, on demand special trains are also worked by BR like Military special, Pilgrim special etc.

• BR trains follow its time table. Timetable is made public through print media and is also available in the internet through BR web portal www.railway.gov.bd.

• Destination and class wise fare chart is provided at all stations. All types of accommodation of all intercity trains are on reservation basis & tickets can be purchased

5 days in advance. Reserved accommodation is also available for A/C & 1 st class of Mail & Express trains.

• Each station is provided with one or more ticket booths for purchasing tickets. Railway act prohibits ticketless travelling & there is provision for jail and penalty for travelling

without ticket. • At stations where no ticket booth is provided, passengers are allowed to purchase tickets

from the Guard of the train having stoppage at those stations. • Free Luggage Allowance i.e. Passenger can carry luggage free of charges as follows : (a)

A/C passengers - 56.0 kg, (b) 1 st class passenger - 37.5 kg (c) Shovon class passenger -

28.0 kg and (d) Shulov & 2 nd class passenger - 23.0 kg. Excess luggage over the above limit can also be carried on payment at luggage counter of the stations.

• No ticket is required for a child below 3 yrs. Two third of the normal fare is payable for children from 3 yrs. to less than 12 yrs.

• Students, Bangladesh National Cadet Core, Scouts & Girls Guides can travel at a concessional rate with due observance of prescribed formalities.

• nd Vision retarded person is allowed to travel alone in 2 class without any ticket. Registered retarded person accompanied by an attendant can travel in Shovon & Shulov • nd Vision retarded person is allowed to travel alone in 2 class without any ticket. Registered retarded person accompanied by an attendant can travel in Shovon & Shulov

• BR has variety of wagons to carry goods. To avail the service Station Master or Goods Assistant of the station is to be contacted.

• BR also provides siding facility to Industries & Business hub for carrying substantial amount of goods.

• Both passenger & goods services are available by Rail in between India & Bangladesh. Interested one can avail the services.

C. Time limit of BR services:

• BR trains work round the clock. Anyone can avail the BR services through railway stations.

• BR services are generally for one time only. However, for regular passengers there is provision of monthly ticket. A bonafide passenger with ticket can claim for access to

waiting room, toilet, and seat for reserved accommodation, cleanliness of coach, congenial atmosphere in train & safe journey. Similarly a businessman can claim safe delivery of his booked goods.

D. Remedy for non-availability of BR service:

• Passengers are entitled for full refund of the ticket fare in case of cancellation of train by BR. In case of cancellation of journey by the passenger, refund is subject to deduction of

due charges within specified time limit. • Due to non-availability, if a higher class passenger travels in lower class of

accommodation, he/she is entitled to get refund of the difference of fare. Such refund claim is to be preferred to DCO (Divisional Commercial Officer) or CCM (Chief Commercial Manager) concerned.

• Subject to availability of higher class accommodation, ticket can be converted into higher class by paying the difference of fare. In case of non-availability of higher class accommodation, passengers are entitled for full refund of the fare from the station before commencing the journey. Railway pays compensation for bona fide passenger sustaining injury or loss of life caused by Railway accident.

• BR exerts care for keeping the quality, quantity, packing condition and weight of booked items as tendered to Railway. BR is liable to compensate for loss or damage to any consignment owing from BR’s negligence. The compensation claim is to be preferred to DCO (Divisional Commercial Officer) or CCM (Chief Commercial Manager) concerned.

• Time bound delivery of booked consignment is not guaranteed. However, BR exerts all out efforts for quickest delivery of the consignments.

• When consignments are delivered short of destination station, the difference of the freight between the booking and destination station is refundable.

Contact with the followings to have remedy of any problems about services:

• Divisional Railway Manager, Bangladesh Railway, Dhaka. (Mobile no: 01711506137) • Divisional Railway Manager, Bangladesh Railway, Chittagong. (Mobile no: 01711506138) • Divisional Railway Manager, Bangladesh Railway, Paksey. (Mobile no: 01711506130) • Divisional Railway Manager, Bangladesh Railway, Lalmonirhat. (Mobile no: 01711506136) • Divisional Commercial Officer, Bangladesh Railway, Dhaka. (Mobile no: 01711691643) • Divisional Commercial Officer, Bangladesh Railway, Chittagong .(Mobile no: 01711691626) • Divisional Commercial Officer, Bangladesh Railway, Paksey (Mobile no: 01711691955)

• Divisional Traffic Superintendent, Bangladesh Railway, Lalmonirhat. (Mobile no: 01711691650) • Station Manager, Bangladesh Railway, Dhaka.(Mobile no: 01711691612) • Station Manager, Bangladesh Railway, Chittagong.

(Mobile no: 01711691550) • Station Manager, Bangladesh Railway, Sylhet. (Mobile no: 01711691656

Innovation:

Sl. Innovation

01 Ticket buy/booking through SMS

02 Online (Internet) Railway E-Ticketing Service

03 Train Tracking Monitoring System

04 Train Information display System

Ticket buy/booking through SMS

Chapter-3

My Work Experience At Bangladesh Railway:

As an intern I had started my internship program at BR (Rail Bhaban). It was quite a nice experience. Most importantly, I learned to act responsibly in time of great pressure. This practical orientation is necessary for the development and preparation of a person before entering Into the corporate world. The things that I have learned at BR are:

¾ Meaning of responsibility ¾ Necessity of commitment ¾ Punctuality and regularity ¾ Interaction ability

Location Of Employment With-In The Organization:

From 1st May, 2015 I was started my internship. I was assigned in Rail Bhaban. The duration of my internship was three months. I had worked in different departments of the office. My supervisor at the rail Bhaban was Md golam Mostofa. During those time period I got enough Opportunity to work in different segments of reform project. I am grateful to many people in the branch for giving me their valuable time and explaining me about my responsibilities during those three months. As a fresher in the corporate world those people whom were appointed as an employee at rail bhaban helped me a lot to understand the environment. They played vital role to guide me about my responsibilities. From the first day at office I was warmly welcomed by the officers over there at the rail bhaban.

Duties & Responsibilities:

BR has always been a preference of the fresh graduates for doing their internship. This is because of the friendly environment of the bank. In which department what were my duties is Given below

• I used to make new database on Microsoft excel for keeping the records of different CSR initiatives for example “Reform project “using some general formulas and formats. It has improved my proficiency in Microsoft excel a lot.

• I have also helped my line manager in organizing LOS where the BR employee from different departments and my line manager was assigned to organize and communicate with every department. Therefore I was lucky for getting the opportunity to organize such

an important session where I got appreciation by lot of managers of BR

• After visiting the market I have to report to my supervisor about market condition.

• I had to select some billboard for some outlets.

• In the morning every sales officer come to the office and FSC gave them their LPC targets. They have to fulfill their targets. I have to Monitor the sales officer that how they

take order through the PDA to the retailers.

• Monitor the delivery sales officer that how they deliver the products and collect money.

• After taking the order from the retailers all the SO came to the office and give their PDA. And after that all the orders are collect from the PDA to the DMS. I have to also monitor

these activities. My diversified responsibilities gave me the opportunity to lean out of the box, which ultimately make me a good professional personality.

Chapter 4

Introduction:

The Bangladesh economy is burdened by major transportation constraints resulting from a combination of factors such as physical (geographical and historical), developmental (low-level investments and maintenance) and institutional-cum-policy framework-related. These lead to lower efficiency, higher transport costs, and more significantly, “transport unreliability”, with major adverse consequences for the economy. These are increased marketing risks, quality determination, and resulting lower price for farm products, which reduce producer incentives; failure of delivery schedules in exports affecting competition.

Public support of road transport at the expense of rail transport development has usually been justified on the basis of the greater flexibility of the road transport mode. Competition from this source cannot therefore be expected to reduce in intensity for the foreseeable future, and will only be effectively counteracted if rail can offer a standard of service which at the same time satisfies the needs of customers and is superior to that on offer from its competitors. Clearly this provides rail with a substantial challenge. It will require a major change in the outlook of railway managements and in the culture of railway organization. Henceforth, the activities of railway managements will have to be directed at: identifying, understanding and responding to the needs of their existing and potential customers; identifying and understanding the cost causation and profit potential associated with individual traffics or market segments; and bringing about the organizational change which will ensure that railways will satisfy new commercial goals.

Statement of the Problem:

This report will mainly focus on organizational citizenship behavior by overall organizational effectiveness towards employee behavior as well as achieving organizations goals.

The specific problems that would be answered by this particular study are the following ™ What types of responsibility an employee faced in organization?

™ What is the overall process that is followed by Bangladesh Railway to manage the employee behavior? ™ What are general principles that are used by OCB for performance reward?

™ What is the process of improve OCB?

Objective of the Study:

General Objective:

The general objective is to prepare and submit a report on the topic “Organization Citizenship

Behavior in BR” Specified Objective:

• To apply theoretical knowledge in the practical field. • To observe the functions of manpower section. • To observe the working environment in rail bhaban. • Impacts of traffic growth and transport use on long term transport policies; • Identifying issues of Bangladesh Railway efficiencies especially related to operational problems, reform processes and future prospects; • Evolving transportation strategy and integrated transport policies based on multimodal approach.

Literature Review:

Performance Reward:

There is a relationship between Organization citizenship behavior and performance rewards

In a competitive market, where service companies are progressively more concerned about high quality service delivery, in order to attract new customers and retain the existing ones, it is not surprising that the use of incentives and reward programs are techniques for motivating employees to strive beyond contracted job tasks. It is surprising however, that there is limited academic applied research on the mechanisms that elicit such behaviors. Haworth and Levy using empirical data, submits that instrumentality of rewards impact OCBs however, the relationships between organizational citizenship behavior and performance rewards, employee’s perceptions and attitudes towards the organization and front-line employee service behaviors all remain to be investigated. Performance reward programs are implemented to increase employee productivity and performance, generally over a short time period as a mechanism to evoke desirable employee behavior. In general, incentive programs deal with rewards that aim to increase specific behaviors .However, Performance rewards not only impact specific behavior, but they also can affect employee’s attitudes towards the organization and their unit leaders or supervisors.

Frontline employee’s well-being, commitment, and positive perceptions regarding the organization and their managers can impact their be Performance rewards can affect those levels of commitment, attitudes and perceptions necessary to build-up a positive service tone. In addition to the impact of rewards on service behaviors, it is also pertinent to explore the effect of the different sources of rewards (e.g. managerial, non-managerial) on employee’s organizational attitudes and behaviors. In addition, the employee’s perceptions of the style in which rewards are distributed within the social working environment must also be examined. Employee’s job performance is not entirely based on pay or incentives. Incentives motivate performance .However, employees also have social exchange needs, and often base their commitment to the organization on their perception of how committed the organization is to them .Therefore, organizations can demonstrate how valuable employees are through the use of rewards. Employees who receive a tangible incentive from the organization as symbol for their fine performance can feel appreciated and valued and are likely to respond favorably to the organization in the future. Since employee’s behavior is also influenced by social exchange needs and other factors apart from their regular compensation, rewards cannot be related to pay. On the contrary, successful performance rewards are dependent on behaviour, must be instrumental and must be close in time to the desired response (Stajkovic and Luthans

1997).Performance rewards are believed to modify attitude and behavior. However, an individual’s perceptions and values may vary depending on the efficacy of the tangible reward, the appearance of the reward, and the source and manner from whom it is delivered. Rewards attempt to alter behavior through the use of an external tangible incentive. This translates into the expectation of obtaining something in exchange for an action; it is related to the expectation of valuable material exchange that is a consequence of instrumental behavior. The behavioral control depends on external variables and the effect is diminished or even extinguished if reinforcement is absent. That is when incentives are not instrumental to behavior and usually undermines intrinsic motivation. The terms positive reinforcement, reinforce, and incentive are distinctly conceptualized in the literature. Positive reinforcement places emphasis on the consequence of a response or behavior. A reinforce is anything that increases the probability of that response to occur, and an incentive is something that an individual wants or desires. Rewards are externally controlling variables of behavior due to their property to announce anticipated future benefits to individuals expecting them. These terms all share the characteristic of generating and maintaining certain behaviors through individual’s expectation of the attainment of something valuable.

It is common knowledge that the provision of incentives can modify human behaviour.Rewards can increase the likelihood of a behavior to occur over time, if the reward is delivered contingent upon the specific behavior. However, Performance rewards an important motivator of behavior beyond any rewards associated with it. There is empirical evidence for the use of verbal recognition to enhance intrinsic motivation .It is important that employees feel valued by the organization since it leads to lower turnover, improved task behavior and the increased incidence of citizenship behaviors .Recent research showed that feedback and positive social reinforcement delivered by mangers led to increased performance (from a mean of 64% to 95%), and financial profit in a fast food chain. Building on cognitive evaluation theory, it can also be argued that social reinforcement or recognition would lead to the prediction and enhanced feelings of competence. In turn, this would be reflected in increased intrinsic motivation, while negative social reinforcement would result in increased perceptions of incompetence and thus decrease intrinsic motivation. Even though recognition is important in organizations, it is not sufficient in and of itself and must be accompanied by rewards. If rewards are provided without recognition, employees can become saturated with these physical items causing them to lose their significance. Over time, this will reduce the reward’s ability to trigger specific behavior. Past research has shown that the combination of verbal feedback and financial incentives can have a great impact on performance in service settings.

In addition, recognition serves as a powerful signal that physical rewards are to follow. Therefore, recognition gives an individual the power to predict upcoming events such as In addition, recognition serves as a powerful signal that physical rewards are to follow. Therefore, recognition gives an individual the power to predict upcoming events such as

Conflict Tolerance:

There is a relationship between Organization citizenship behavior and Conflict Tolerance

Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals between competing needs

and demands — to which individuals respond in different ways . Conflict tolerance describes how well your organization deals with arguments and clashes are employees encouraged to air

grievances and differences openly, or is passive-aggressive behavior normal.

Conflict is inevitable whenever two or more people interact, whether in the workplace or at home. Conflict can occur between two or more individuals, two or more groups, or an individual and a group. When dealing with conflict in an organization, it is important to remember to address the issue, not the people. Types of conflict that can occur in any organization include unclear definitions of role responsibility, conflict of interest, lack of resources and interpersonal relationships within the workplace.

Four Types of Conflict in Organizations Definition of Responsibility Unclear

When it is unclear who is responsible for what area of a project or task, conflict can occur. Territorial issues arise when decisions are made that appear to cross boundaries of responsibility. To prevent this from happening it is imperative that the roles and responsibilities of all the players are spelled out clearly and agreed upon by everyone involved before the project is started.

Conflict of Interest

Understanding how personal interests and goals fit within the structure of the organization will alleviate conflict of interest problems. When an individual's personal goals are at odds with the goals of the organization, the individual may be tempted to fight for his personal goals, creating a conflict situation that will hamper success of the project.

Not Enough Resources

Competition for resources, including money, time and materials, will cause the teams to undercut each other, leading to conflict between departments or other work groups. Valuable resources need to be protected, as well as distributed fairly among all the groups. Starting out a project with a clear picture of the resources available will help waylay some of this conflict.

Interpersonal Relationships

The personalities of the people involved in the organizational structure play an important part in conflict resolution. Often the conflict is a result of interpersonal relationships where the parties to the conflict are unable to resolve personal issues with each other. It is not always easy to set aside personal prejudices when entering the workplace, but it is important to recognize what those prejudices are and deal with them before conflict arises.

Those who have proper conflict resolution training understand how to diffuse the situation and reach an agreement that satisfies all parties. The first step in conflict resolution understands the various styles of conflict. The five styles of conflict include:

Avoiding then Conflict

Avoiding or withdrawing from a conflict requires no courage or consideration for the other party. By avoiding the conflict, you essentially pretend that it never happened or doesn’t exist. Some examples of avoidance or withdrawal include pretending there is nothing wrong, stonewalling or completely shutting down.

Giving In

Giving in or accommodating the other party requires a lot of cooperation and little courage. Basically, you agree to accommodate the other party by acknowledging and accepting his point of view or suggestion. This style might be viewed as letting the other party have his way. While this style can lead to making peace and moving forward, it can also lead to the accommodator feeling resentment toward the other party

Standing your Ground

While standing your ground requires courage, it can also be inconsiderate. By standing your ground, you are essentially competing with the other party; you’ll do anything to ensure that you win the battle. The fact is, a competitive approach offers short term rewards, but in the long term effects can be detrimental to your business.

Compromising

Compromising is a big step toward conflict resolution. Both courage and consideration are used when both parties look for common ground. You agree to negotiate larger points and let go of the smaller points; this style expedites the resolution process. Occasionally, the person compromising might use passive-aggressive tactics to mislead the other party, so beware.

Collaborating

Collaboration plays a major role within conflict resolution and requires great courage and much consideration. Collaborating with the other party involves listening to their side, discussing areas of agreement and goals, and ensuring that all parties understand each other. Collaboration requires thinking creatively to resolve the problem without concessions. Collaborators are usually admired and well-respected.

Individual Responsibility:

There is a relationship between Organization citizenship behavior and Individual Responsibility. An organization is pheromones that has a broader, are scope than just private or state owned

companies. It can be any informal or formal set of people. For example, a group of friends or a platoon of an army. Throughout history, there have been numerous examples of ordinary people committing atrocities in the context of the organizations they have been operating in. Striking examples include how horribly soldiers from all sides in World War 2 have treated captured enemies and civilians in foreign countries. The Enron scandal is a more recent example of how individual responsibility has faltered within the corporate world.

The infamous Milgram’s obedience experiment showed that when an authority takes on the full responsibility of our actions, the human is capable of doing terrible acts. In short, the experimenters took full responsibility for whatever happened during the experiment. They also commanded the participants to give deadly electric shocks to persons who had failed a quiz The infamous Milgram’s obedience experiment showed that when an authority takes on the full responsibility of our actions, the human is capable of doing terrible acts. In short, the experimenters took full responsibility for whatever happened during the experiment. They also commanded the participants to give deadly electric shocks to persons who had failed a quiz

Podsakoff & MacKenzie, indicates that managers often have difficulty making some of the distinctions between the other dimensions identified in Organ’s conceptual model, and that they tend to view altruism, courtesy, peacekeeping, and cheerleading as part of an overall helping dimension. Thus, helping behavior is probably best viewed as a second-order latent construct comprising these four first-order dimensions, because as noted by Podsakoff, Ahearne, and MacKenzie these dimensions clearly involve helping others with or preventing the occurrence of work-related problems The second major conceptualization of OCBs is that proposed by Williams and Anderson .These authors organize OCBs into categories on the basis of the target or direction of the behavior. More specifically, they call behaviors directed toward the benefit of other individuals OCBI, whereas behaviors directed toward the benefit of the organization are called OCBO. Williams and Anderson originally identified Organ’s altruism dimension as an exemplar of OCBI. However, based on the fact that courtesy, peacekeeping, and cheerleading behaviors are aimed at helping other individuals, it is also appropriate to include them in the OCBI category. Similarly, although Williams and Anderson originally used Organ’s compliance (or conscientiousness) dimension as an exemplar of OCBO, other authors have also included civic virtue and sportsmanship in this category. Thus, all of Organ’s (1988, 1990) OCB dimensions can be captured by Williams and Anderson’s conceptual scheme..

One way out of these types of situation can be to act as a whistle blower, reporting any misconduct of the organization to the state and media. Even though legislation on whistle blow protection is existing in many countries today, they still face retaliations such as blacklisting, threats and even physical violence.

The best solution in my opinion is to raise awareness about the importance of individual responsibility at your workplace. If some unethical act is committed within an organization, hold The best solution in my opinion is to raise awareness about the importance of individual responsibility at your workplace. If some unethical act is committed within an organization, hold

Individual responsibility comes together with an organizational culture that is based on values such as reliability, transparency and autonomy. These values imply open mindedness and open communication with employees, trusting them that they will successfully manage and finalize their projects without the need for constant monitoring and control from the management’s side. Such an approach from the company shows emphasis on employee personal contribution and reliance on their engagement and individual capabilities.

Similar interconnections lead to better self-organization, because employees feel motivated, stimulated and encouraged to assume responsibilities. They will individualize projects and begin to consider them as their own responsibility, not the company’s.

This kind of perspective might seem slightly intrepid from the organization’s standpoint, considering the fact that it implies fostering entrepreneurship and at the same time enabling self- management. However, this apparently risky path brings efficiency and longtime results. Engaged people will quickly become aware of the fact that they are being trusted and have less constraints, and at the same time they will realize and sense a bigger pressure for reaching deadlines due to the fact that there will be no intermediate part who holds responsibility. There are numerous pluses to this approach, one being the fact that the employees will own the sense of full responsibility becoming more engaged to the company as a result. Furthermore, they will also develop innovative spirit and will dare to propose creative ideas and to implement them.

Developing personal responsibility is important for both the employee and the employer, because it leads to nurturing employee abilities, like: taking matters into own hands, improving decision making in emergencies or crisis situations, identifying advanced or original solutions, feeling confident about outputs. These are key aspects for successful projects and therefore crucial to business success. Having personal responsibility when it comes to the work place, means employees are encouraged to understand the business in detail. Besides being very determined to reach deadlines, engaged employees are also quality oriented, therefore value oriented companies will have quality projects delivered by employees within the designated time frame.