| Organizational citizenship behaviors of civil servants are the voluntary demonstrations by themselves. It has no direct or indirect relationships with formal reward system, but it can promote the government’s overall performance of extra-duty behavior. The traditional management of civil servants focuses on inner-duty behaviors, which is featured by "designation of the job positions and types according to the plan, performance evaluation and salary payment". All these strategies center on inner-duty behaviors. The nature is duty-centered. But in fact, because of information asymmetry, uncertainty about the future and the complexity of the civil service, it is difficult to define responsibilities of civil servants. Coupled with the broadening responsibilities and flexibility, even the perfect job description can not accurately define the responsibilities of civil servants. One-sided emphasis on "duty" of incentives will weaken the intrinsic motivation of civil servants. They often avoid the work they should undertake by saying "no such document provides that". The report on Employee engagement index of Chinese companies in 2005 shows that in all the sectors surveyed, the dedication of civil servants has the lowest index; another report on "China Burnout Index survey shows that 54.9% of civil servants in the survey have appeared in Burnout, ranking first in all kinds of career. In some government agencies, it is difficult to seek help. The experience of "seeing unhappy faces, hearing unfriendly words and difficulties in settling down things" is not uncommon. These problems seriously affected the image of the Government in the public mind and must be resolved.Therefore, to break the traditional limitations of "inner-duty" behavioral management, stimulate the civil servants to supersede the self-interests when performing their own duties, proceed from the public interests and do things beneficial to organization and public is a pressing and realistic issue before us.With the survey data of 2009, this thesis conducts an empirical analysis of the structures of and factors affecting organizational citizenship behavior of civil servants. We further put forward the strategies to implicitly incentivize the civil servants. The structure of the thesis is as follows:Chapter one is introduction, consisting of the background, significance, main contents, methodology, breakthroughs and weaknesses of the thesis. Chapter two is literature review, summarizing and commenting the studies on this topic in both home and abroad. In chapter three, we empirically analyzes the structures and characteristics of organizational citizenship behavior of civil servants using software SPSS 14.0.Chapter four is the systematic analysis of factors such as job characteristics, organizational equity and leadership style; We analyze the transmission mechanism of "motives---incentives---behaviors" theoretically. Chapter six expounds on the necessities to incentivize the civil servants. Chapter seven puts forward the implicit incentive strategies, which include job incentives, internal labor market incentive, reputation incentive, procedural equality incentive and leadership behavior incentive.Combining theoretical analysis with empirical analysis, this thesis studies the problems in organizational citizenship behavior of civil servants. The main conclusions are:1. Organizational citizenship behavior is necessary for this special occupation of civil servants, which is determined by the public feature of civil servants, yardstick of their behavior, dual role of their work, service of job functions,cooperation of job organization, ambiguity of job responsibilities, hard to monitor of job, multi-dimension of job aims and hard to evaluation of their performance. So, to stimulate the organizational citizenship behavior of civil servants is conducive to cope with the government reform, build a service-oriented government and improve the government’s performance.2. The organizational citizenship behavior of civil servants in China consists of altruism, professional dedication, activeness, unselfishness and sacrifice. Generally speaking, the total level of organizational citizenship behavior of civil servants in China is quite high, with the mean score of 3.979 and total score of 5. From the comparative perspective of population’s demography, gender and profession have is insignificant in affecting the organizational citizenship behavior, while the marital status, education, age and area is very significant.3.The relationship between job characteristics, organizational equity, leadership style and organizational citizenship behavior。Among them, the potential incentive score is highly correlated with organizational citizenship behavior. From specific dimension, only work autonomy is negatively related with unselfishness. By test, we find that distributional equity is weakly correlated or even uncorrelated with organizational citizenship behavior and procedural equity is highly correlated with organizational citizenship behavior. So, procedural equity is the major factor in incentives of organizational citizenship behavior. The relationship between trade-style leadership and organizational citizenship behavior is insignificant, or even negatively correlated. However, the role of the reform-style leadership in improving organizational citizenship behavior is higher than that of trade-style leadership.4. The intermediary role of incentives in "motives-behaviors" is a key factor in transforming the potential motives into realistic organizational citizenship behavior. According to incomplete contract theory, inner motives theory, civil servants professional theory, demand theory and new public administration theory, implicit incentives are effective measure to motivate organizational citizenship behavior of civil servants. Explicit incentives fail.On the basis of analysis of above results, this thesis discusses how to improve the organizational citizenship behavior through implicit incentives. Our suggestions are as follows:First, job incentives. These include job alternation, job amplification and job diversification. Through these measures, we can improve the sense of achievement, fulfillment and satisfaction of civil servants, make them take job as enjoyable things, dedicated to their work and demonstrate organizational citizenship behavior actively.Second, incentives in internal labor market. This means to cultivate the sense of dedication and dependence on organization. Through the incentive of tournament, we stimulate the civil servants to put more efforts. Through organizational cultural incentives, we should strengthen sense of responsibility, accountability and glory; make them more willing to implement organizational citizenship behavior for public interests.Third, reputation incentive. Through establishing the fair social environment, perfecting performance evaluation system, disclosing the information of civil servants openly, reforming the remuneration system, can the reputation of civil servants be evaluated, transmitted and sustained.Fourth, procedural fairness incentive. When civil servants make decisions, they should be coherent, unbiased, accurate, adaptable, representative and moral. By this way, can be satisfaction with procedure of civil servants be improved.Fifth, leadership incentives. Through charismatic leadership, individually-bas caring and intellectual stimulation, can the gap between leaders and subordinates be narrowed and the sense of trust, loyalty and satisfaction increased. Based on the psychology of reciprocity, civil servants will exert more efforts to work and demonstrate more extra-job organizational citizenship behavior to pay back the leadership.The innovations of this thesis are: 1. New research perspective. Organizational citizenship behavior is a hot topic in modern human resources management. However, most of the existing studies focus on the enterprises; few are the organizational citizenship behavior of public sector. In fact, the profession of civil servants is special. In outer field, it stresses serving the public and dedication in outer field, and loyalty, self-discipline, initiative, cooperation and altruism in inner field. Organizational citizenship behavior is of vital importance to the profession of civil servants. This thesis broadens the research perspectives of organizational behavior with the focus on civil servants.2. New research methodology. The past studies on organizational citizenship behavior mostly use the methodology of psychology. This thesis creatively uses game theory to study the choice of incentives and their effects in depth. At the same time, through comparative analysis, we compare the structural dimension and enterprise’s employee, the difference in different age, education, profession and region. We analyze the status quo and characteristics of organizational citizenship behavior of China’s civil servants.3. Improve the application value of organizational citizenship behavior. The existing studies both at home and abroad almost focus on theoretical aspects, which analyze the causal variable, adjusting variable, intermediate variable and outcome variable. But there are few studies on how to incentivize the civil servants effectively by the theory of organizational citizenship behavior, so the application value of organizational citizenship behavior is seriously limited. This thesis broaden the study scope, systematically studies the strategies to incentivize the organizational citizenship behavior, put forward to demonstrate the organizational citizenship behavior by using such implicit strategies as job incentive, internal labor market, reputation, procedural equity, leadershipOf course, there are some limitations in this study. First, this thesis only studies the organizational citizenship behavior under china’s context. In fact, there exit big differences in different countries and cultures. We should further study this aspect so as to grasp inner law. There is a large scope for future study to compare the organizational citizenship behavior under different nations and cultures. Second, due to time constraints and difficulties in obtaining data, we only get sample of 368 questionnaires, investigate more than 50 governmental agencies in ten cities across china. The generalizability of the results to the whole nation should be further tested. As a matter of fact, whether civil servants can make organizational citizenship behavior depends not only on his own characteristics, but also on collective culture, cohesion, commitment, cognition of collective group. Especially for China, core value is collectivism; organizational citizenship behavior is of high value and should be further studied. |
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