2.2. Organizational characteristics and OCB Organizational formalization is often defined (Hall, 1991) as the extent to which an organization clearly specifies rules and procedures for dealing with various contingencies, whereas organizational inflexibility is defined as the extent to which the organization rigidly adheres to those rules and procedures. One might expect highly formalized and inflexible rules and procedures to be disliked by employees, to reduce their job satisfaction and to have detrimental effects on OCB because they encourage employees to focus on formalized job procedures and requirements, perhaps to the exclusion of “extra-role” or citizenship behaviors. There are some compensating benefits of formalization/ inflexibility. For example, organizational formalization and/or inflexibility may enhance perceptions of fairness and procedural justice because formal rules make the organization’s expectations clear (i.e., decrease role ambiguity and conflict), and inflexibility may be an indication that everyone is expected to play by the same rules, thereby increasing employee satisfaction, commitment, and trust in the organization. Consistent with Wayne et al. (1997), we included organizational tenure as a control variable for POS. Organizational tenure representing the duration of each exchange relationship, has been positively related to POS. Wayne et al. (2002), in their research supposed perceived organizational support is a mediator between organizational tenure and organizational citizenship behavior.
H1- Perceived organizational support is mediates the relationship between organizational tenure and organizational citizenship behaviors.
H2- Trust in manager is mediates the relationship between a) organizational inflexibility b) formalization and organizational citizenship behaviors.