The Influence of Organizational Culture Perception and Organizational Citizenship Behavior on Employees’ Work Effectiveness in Automotive Industry in Eastern Thailand

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Kingkarn Pantuma-opas Pornrat Sadangharn Apinya Ingard

Abstract

This study aims to 1) examine the perception of organizational culture and organizational citizenship behavior that affect work effectiveness, 2) examine the causal relationship of organizational culture perception and organizational citizenship behavior on work effectiveness, and 3) compare organizational culture perception, organizational citizenship behavior and work effectiveness as categorized by company origins. The samples derived from a stratified random sampling consist of 260 engineers working in American, Asian, and European automotive companies. The tool used in this research is a questionnaire. Using the causal relationship model to analyze the work effectiveness, it is found that, firstly, the hypothesis is correlated with the empirical data in a high level, and all aspects of organizational culture perception, organizational citizenship behavior, and work effectiveness are correlated. Secondly, the analysis of confirmatory factors in the causal work effectiveness model shows that all aspects of organizational culture perception are correlated, and organizational culture perception and organizational citizenship behavior conjointly explain the variation of work effectiveness at 60%. The organizational culture perception directly and mostly affects work effectiveness. Finally, the difference of the company origin affects the perception of organizational culture and organizational citizenship behavior but not work effectiveness of the staff.

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Research Articles