Organizational Citizenship Behavior and its Relationship with Psychological Capital: A Survey of Hospital Staffs

Economic, physical, and human resources capitals played the most important role in the traditional views of management. However, for development in the current era, social capital is required more than economic, physical, and human capitals. Attitudes and performance of social capital in any organization is one of the important prerequisites for the success in that organization. The aim of this study was to investigate the relationship between psychological capital and organizational citizenship behavior among employees of selected hospitals in Tehran.
This research was an analytical and applied study that was conducted in 2015. Simple stratified random sampling was conducted based on organizational positions (administrative, financial, and para-clinic) among each class to a certain proportion and based on Cochran formula. Data collection tools included two questionnaires of Luthans psychological capital and organizational citizenship behavior of Netmir. Pearson correlation and hierarchical regression tests were used in order to analyze data in the form of Spss18 software at the significant level of 0.05.
Psychological capital and organizational citizenship behavior were desirable among studied hospital staffs. On the other hand, altruism and self-efficacy had the highest mean scores, while chivalry and optimism had the lowest ratings. Hierarchical regression analysis showed that organizational citizenship behavior is able to predict the overall psychological capital (β = 0.285).
Given that citizenship behavior can clearly predict psychological capital in staff, hospital administrators should try to promote organizational citizenship behavior and consequently psychological capital by involving employees in decisions, consult with them, and hold training courses to motivate them.