The effect of organizational democracy on organizational citizenship behavior

The aim of this study is to examine the relationship between perception of organizational democracy and perceptions of organizational citizenship behavior in the banking sector. Explanatory research method was used in the research. The population of the research consists of the personnel working in the branches of a private bank operating in the European side of Istanbul. In the research, 120 bank personnel were convenience sampling method. A questionnaire was used as a data collection tool. The questionnaire consists of three parts. In the first part, questions about demographic characteristics, in the second part, the scale of organizational democracy and in the third part the scale of organizational citizenship behavior are included. Data analysis was done by SPSS 16 package program. In the analysis of data, descriptive statistics such as frequency, percentage, environment and relationship analysis were used. In the study, OLS (Ordinary Least Squares) model was used to determine the basic hypothesis. When the impact of organizational democracy on organizational citizenship behavior is examined, it is determined that the criticism sub-dimension has no effect on organizational citizenship behavior, whereas transparency, justice, equality and accountability sub-dimensions are effective on organizational citizenship behavior.