The effects of the organizational citizenship behaviour on the organizational change

The aim of this study is to find out the relationship between the organizational change and the organizational citizenship behaviour. The organizational citizenship behaviour is examined in terms of five dimensions such as altruism, conscience, politeness, gentlemanliness, and civil virtue; while the organizational change is examined in terms of two dimensions as the change in constitutional and technological context, and the questions related to how the workers perceive this change in individual context.The study consists of four main chapters. In the first chapter of the study, the concept of organizational citizenship behaviour and in the second chapter, the concept of organizationl change are explained and the studies in this field are examined. In the third chapter, the effects of the orgnizational citizenship behaviour on the organizational change is associated. In the last chapter, an application is performed according to the results of the research obtained from a survey that was conducted by the employees working in one of the two major shopping centers in Eskişehir. The data obtained from the survey were recorded on SPSS 15 program and the effect of organizational citizenship behaviour on organizational change is analyzed.As a result of the study, it is proved that there is a negative directional relation between organizational citizenship behaviour and individual change, but no significant relation between organizational citizenship behaviour and constitutional technical change is observed. Additionally, it is not realized that the concepts like altruism, conscience, politeness, gentlemanliness, and civil virtue are not at a required level in this organization. As a conclusion, the defects related to the citizenship behaviours are indicated and for an effective organizational change suggestions are presented about what the employees and the employers should do in these organizations.Key words : Organizational citizenship behaviour, Organizational change