Introduction: Successful organizations have employees who go beyond their formal job responsibilities and freely give of their time and energy to succeed at the assigned job. Such altruism is neither prescribed nor required; yet it contributes to the smooth functioning of the organization. Organizational Citizenship Behavior (OCB) is defined as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization. Job satisfaction is one of the affecting factors that influence it. Job satisfaction is defined as the degree to how people like their jobs and different aspects of their jobs.
Method: In this descriptive and correlative study, all employees of Red Crescent society’s Textile Industries of Islamic Republic of Iran were studied and finally 123 persons were selected through simple random sampling method. Data were gathered using two questionnaires to measure Organizational Citizenship Behavior (OCB) and the 20- items (short version) Minnesota Satisfaction Questionnaire (MSQ) to determine the levels of job satisfaction of employees. Data were analysis by SPSS and LISREL software with correlation (p=0.05).
Findings: The results demonstrated that a significant and positive correlation was observed between Organizational Citizenship Behavior and Job Satisfaction (0.665); also, correlation between all dimensions of Job Satisfaction including internal Job Satisfaction (0.684), external Job Satisfaction (0.582), and Organizational Citizenship Behavior.
Conclusion: According to findings, organization’s human resources system can increase job satisfaction and organizational citizenship behavior by designing performance appraisal systems, accurate management development programs, and regulating fair payment systems.

Keywords: Organizational Citizenship Behavior, Job Satisfaction, Red Crescent Society’s Textile Industries

Full-Text [PDF 382 kb]   (1414 Downloads)