Perceived Effect of Interpersonal Trust, Intention to Stay and Demographic Variables on Organizational CitizenshipBehavior

Summary

The research paper by Nasir and Miralam (2019), titled "Perceived Effect of Interpersonal Trust, Intention to Stay and Demographic Variables on Organizational Citizenship Behavior," investigates the intricate relationships between these key organizational constructs. While the full abstract and methodology are not extensively detailed, the provided snippet indicates a focus on how factors like communication, openness, managerial support, and salary impact both employees' intention to remain with an organization and their propensity for Organizational Citizenship Behavior (OCB). The study also hints at the influence of HR practices in sales units and broader organizational trust. Given the typical methodology in studies of this nature, it is highly probable that Nasir and Miralam employed a quantitative research design, likely involving surveys or questionnaires administered to employees within one or more organizations. Such studies commonly use statistical analyses, such as correlation and regression, to ascertain the strength and direction of relationships between variables like interpersonal trust, intention to stay, demographic factors, and OCB. The mention of "sales unit HR practices" suggests a potential focus on specific departmental contexts or comparisons across different units within an organization. Research in this field often aims to provide actionable insights for human resource management and organizational development. The findings, as implied by the abstract snippet and general research in the domain, would likely underscore the significant role of a trusting environment, supported by effective communication and managerial backing, in fostering OCB. A strong correlation between intention to stay and OCB is a consistent theme in related literature, where employees who feel valued and intend to remain with an organization are more likely to engage in discretionary behaviors that benefit the organization. Furthermore, the mention of "salary" suggests an exploration of extrinsic rewards as potential drivers for intention to stay, which in turn could indirectly influence OCB. The paper's implications would likely advocate for organizations to cultivate a culture of trust and support, implement fair HR practices, and ensure competitive compensation to enhance employee retention and encourage citizenship behaviors, thereby contributing to overall organizational effectiveness. Promoting OCB is widely recognized as a way to improve productivity and quality within organizations.