THE RELATIONSHIP BETWEEN PERCEIVED ORGANIZATIONAL SUPPORT, ORGANIZATIONAL CLIMATE AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A CASE STUDY OF A PUBLIC COMPANY LIMITED CALL CENTER IN BANGKOK

Abstract

This research aimed to 1) examine the levels of perceived organizational support, organizational climate, and organizational citizenship behavior, and 2) investigate the relationships between perceived organizational support, organizational climate, and organizational citizenship behavior. The study was conducted as a case study of a public call center company in Bangkok, Thailand. The sample consisted of 200 employees working within the organization. The research instrument was a questionnaire. The statistical methods used for data analysis included percentage, mean, standard deviation, Pearson’s correlation coefficient, and multiple regression analysis.

The results indicated that the overall levels of perceived organizational support, organizational climate, and organizational citizenship behavior were at a high level. Among the dimensions of organizational climate, interpersonal relationships had the highest mean score, followed by communication and role clarity, respectively. The correlation analysis revealed that both perceived organizational support and organizational climate were positively correlated with organizational citizenship behavior at a statistically significant level of .01. Furthermore, the results of multiple regression analysis showed that organizational climate dimensions—interpersonal relationships, communication, and role clarity—jointly predicted organizational citizenship behavior, accounting for 58.6 percent of the variance, at a statistically significant level of .01. Among these, interpersonal relationships had the strongest influence.  These findings highlight the importance of fostering a supportive organizational climate, particularly in terms of interpersonal relationships, effective communication, and role clarity, in order to promote organizational citizenship behavior among employees. This, in turn, can enhance work performance and organizational sustainability. The results can also serve as a guideline for human resource management development and future research in organizational behavior.