This document summarizes a research paper that studied the relationship between job attitudes, organizational citizenship behavior (OCB), and knowledge sharing behavior among employees of Add Soft Technologies in Bangalore, India. The study found: 1) There was a significant relationship between employee knowledge sharing and their job attitudes. Employees with more positive job attitudes were more likely to share knowledge. 2) There was also a significant relationship between job attitudes and OCB. More positive job attitudes led to greater OCB among employees. 3) OCB had a mediating effect on the relationship between job attitudes and knowledge sharing behavior. Positive job attitudes increased OCB, which then increased knowledge sharing.

1. 437
Mrs. K. Sivasakthi and Dr. A. Selvarani. “Mediating Effect of OCB on Relationship between Job
Attitudes and Knowledge Sharing Behavior in Add Soft Technologies, Bangalore.”- (ICAM 2016)
GOOD GOVERNANCE IN HIGHER EDUCATION
MEDIATING EFFECT OF OCB ON RELATIONSHIP BETWEEN JOB ATTITUDES AND
KNOWLEDGE SHARING BEHAVIOR IN ADD SOFT TECHNOLOGIES, BANGALORE
Mrs. K. Sivasakthi
Assistant Professor, J.J. College of Engineering and Technology, Trichy-9
Dr. A. Selvarani
Associate Professor, Jamal Institute of Management, Tricy-20
ABSTRACT
Organizational citizenship behavior (OCB) has attracted so much attention of managers
and scholars, but many aspects of this have not been studied yet. To fill this gap this study, we
has applied three elements of employee's performance toward organization; knowledge
sharing and job attitude as significant antecedents of OCB in an organization. The results
have mentioned that employee's attitude toward organization and employee's knowledge
sharing are antecedents of OCB. The managers who seek good soldiers in their organization
can improve citizenship behaviors by scattering positive attitudes; provide good knowledge
sharing ability and engaging employees. The results showed that job attitudes related to
insignificantly on knowledge sharing behavior and significantly on OCB. It was caused by the
facilitators had a job satisfaction to implicate their ability or skill so that they had a scared on
exchange to the role or positions with the other people. They argued that having of ability or
skill was an essential asset for their live so they were sharing its knowledge openly with other
and more acted to OCB.
Key word: Knowledge Sharing Behavior, Employee's Attitude, Organizational Citizenship
Behavior.
Cite this Article: Mrs. K. Sivasakthi and Dr. A. Selvarani. Mediating Effect of OCB on
Relationship between Job Attitudes and Knowledge Sharing Behavior in Add Soft
Technologies, Bangalore. International Journal of Management, 7(2), 2016, pp. 437-442
http://www.iaeme.com/IJM/index.asp
1. INTRODUCTION
1.1. Knowledge Sharing
Knowledge sharing creates opportunities to maximize organization ability to meet those needs and
generates solutions and efficiencies that provide a business with a competitive advantage (Reid, 2003).
Knowledge sharing can define as a social interaction culture, involving the exchange of employee
knowledge, experiences, and skills through the whole department or organization. Knowledge sharing
comprises a set of shared understandings related to providing employees access to relevant information
and building and using knowledge networks within organizations (Hoge et al., 2003). Moreover,
knowledge sharing occurs at the individual and organizational levels. For individual employees,
knowledge sharing is talking to colleagues to help them get something done better, more quickly, or
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2. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 437-442 © IAEME Publication
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Mrs. K. Sivasakthi and Dr. A. Selvarani. “Mediating Effect of OCB on Relationship between Job
Attitudes and Knowledge Sharing Behavior in Add Soft Technologies, Bangalore.”- (ICAM 2016)
more efficiently. For an organization, knowledge sharing is capturing, organizing, reusing, and
transferring experience-based knowledge that resides within the organization and making that
knowledge available to others in the business. A number of studies have demonstrated that knowledge
sharing is essential because it enables organizations to enhance innovation performance and reduce
redundant learning efforts (Calantone et al., 2002; Scarbrough, 2003).
2. KNOWLEDGE-SHARING PROCESSES:
The research considered here has focused on individual factors that promote or inhibit organizational
knowledge sharing activities. The two factors that may be proximal determinants of knowledge sharing
are identified: enjoyment in helping others and knowledge self-efficacy. Enjoyment in helping others is
derived from the concept of altruism. Organ (1988) defined altruism includes discretionary behaviors
that help specific others with organizationally relevant tasks or problems. Knowledge workers may be
motivated by relative altruism owning to their desire to help others (Constant et al., 1994; Davenport
and Prusak, 1998). Previous research shows that employees are intrinsically motivated to contribute
knowledge because engaging in intellectual pursuits and solving problems is challenging or
pleasurable, and because they enjoy
Helping others (Wasko and Faraj, 2000; Wasko and Faraj, 2005). Knowledge workers who derive
enjoyment from helping others may be more favorable oriented toward knowledge sharing and more
inclined to share knowledge – in terms of both donation and collecting. The following hypothesis thus
is proposed:
3. JOB ATTITUDE
Job attitudes and job performance are perhaps the two most central and enduring sets of constructs in
individual-level organizational research. Yet, a longstanding debate persists about the nature and the
strength of relationships between these fundamental predictors and criteria (Austin & Villanova, 1992;
Brief, 1998; Johns, 1998; Judge, Thoreson, Bono, & Patton, 2001). An elemental question remains:
How important are job attitudes for predicting and understanding job performance in particular, and
work role–directed behaviors in general? Authors of early qualitative reviews concluded that only weak
support existed for the relationship between one principal attitude, job satisfaction, and supervisor
ratings or output measures of job performance. A common inference in those reviews was that job
attitudes were more strongly related to absence, turnover, and other forms of work role withdrawal than
they were to in-role performance Vroom, 1964). Subsequent quantitative reviews also failed to show
job attitudes as having strong predictive utility.
Individual Factors
1. Enjoyment in helping
others
2. Knowledge self-
efficacy
Technology factors
Knowledge donating
Knowledge collecting
Firm innovation
capability
Organizational factor
1. Top management
support
2. Organizational rewards

3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 431-436 © IAEME Publication
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Mrs. K. Sivasakthi and Dr. A. Selvarani. “Mediating Effect of OCB on Relationship between Job
Attitudes and Knowledge Sharing Behavior in Add Soft Technologies, Bangalore.”- (ICAM 2016)
Overall job attitude is fundamentally important for understanding work behavior. By thinking
about behavioral criteria at a broad level of generality—as overall individual effectiveness—our
findings are consistent with an integrative, attitude-engagement idea. A general, positive, job attitude
leads individuals to contribute rather than withhold desirable inputs from their work roles. Our findings
are also consistent with a resurgence of interest in more general human resources and organizational
behavior constructs.
4. JOB ATTITUDE PROCESSES
Job attitude consists of three main components, namely job involvement, job satisfaction, and
organizational commitment (Schermerhorn et al, 2012; Robbins and Judge, 2013). Job attitudes and
OCB were latent construct of knowledge sharing behavior (Teh and Sun, 2012, Jofreh et al., 2014). The
study showed that the attitude to share knowledge has a positive affects to intention for behave and
then also effects on knowledge sharing behavior. Results of the study explained that the more of job
attitudes to share knowledge, the higher intention to share knowledge
So that it improves the level of knowledge sharing behavior of employees. However, the study
results indicated that job attitude has a significant negative effect on the intention to knowledge sharing
(Teh and Yong, 2011). Furthermore, the higher of intention of employees to knowledge sharing.
Therefore, it can be concluded that the more of job attitudes, the higher of knowledge sharing behavior.
Otherwise, the lower of job attitudes, knowledge sharing behavior will be decreased. The existence of
such differences, it’s proposed the hypotheses as follows:
5. ORGANIZATIONAL CITIZENSHIP BEHAVIOR:
Morrison (1994) pointed out Organizational Citizenship Behavior as the members in an enterprise
contributing to the organization beyond the work. Organ (1998) referred organizational citizenship
behavior as an individual unconditionally presenting certain contribution to the organizational
effectiveness without a direct or definite reward system similar to specific high efficient productivity
or development of innovative technology in an organization. Aiming at the dimensions proposed by
Organ (1998) for organizational citizenship behavior, discovered that some dimensions did not have
correspondent concepts in domestic culture, possibly because of cultural differences. Without
overcoming such cultural differences, but directly translating the English words for the questionnaire,
the validity might be problematic as the citizens might misunderstand the concepts that the errors could
not be accurately measured. To actually reflect the cultural differences and accurately measure
organizational citizenship behavior of the citizens, Lin Shu-chi (1992) developed the organizational
citizenship behavior scale suitable for domestic enterprises by referring to Organ’s (1998)
organizational citizenship behavior and the questionnaire constructed. Six dimensions were then
concluded, namely: Identification with Organization, Altruism, Impersonal Harmony, Protecting
Company Resources, Conscientiousness, and Self-development.
Job Satisfaction
Organizational
Commitment
Outcome
1. Job performance
2. Unit of Production
3. Employee turnoverJob Involvement
Job Attitude

4. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 437-442 © IAEME Publication
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Mrs. K. Sivasakthi and Dr. A. Selvarani. “Mediating Effect of OCB on Relationship between Job
Attitudes and Knowledge Sharing Behavior in Add Soft Technologies, Bangalore.”- (ICAM 2016)
6. ORGANIZATIONAL CITIZENSHIP BEHAVIOR PROCESSES
Social exchange theory (Blau, 1964), stated that knowledge sharing is one of the social interaction. One
underlying this theory showed that knowledge sharing occurs because of reprisal act received like job
security, status, balance of power and the maintenance of future relations (Bock et al., 2005; Cabrera
and Cabrera, 2005; Jarvenpaa and Staples, 2001; Muthusamy et al., 2007), and then investigate
motivation of OCB employee. OCB is a discretion behavior and indirectly or explicitly appreciated in
the context of official awards in organizational structure, but it contributed positively to organizational
performance. Knowledge sharing is a form of OCB behavior that will be voluntary actions which help
contribute to organizational competitive advantage. Organ (1988) stated that OCB is a discretionary
individual behavior. Such behavior is indirectly or explicitly recognized by the formal reward system
and the overall effectiveness of the functions that support organization. Organ (1988) suggested that
there were five specific categories of behavior discretion that can help increase the efficiency of the
organization. They are altruism, conscientiousness, sportsmanship, courtesy, and civic virtue.
7. RESEARCH METHODOLOGY
Samples The samples for the present study selected 100 employees of ADD soft Technologies,
Bangalore. The data were collected using a questionnaire and by personally visiting the organizations.
The sample had 67 men (67.00 per cent) and 33 women (33.00 per cent). The sample had their age
varying between 20 years and 60 years which consists of a respondent aged 20 years old, 27
respondents among 21-30 years old, 52 respondents among 31-40 years old, and 20 respondents was
over 40 years old. Also, the sample had 50 graduates (50.00 per cent), 50 undergraduates (50.00 per
cent), as far as their education levels were concerned.
8. OBJECTIVES OF THE STUDY
 To identify the relationship between employee knowledge sharing and their job attitude of
employees of ADD Soft Technologies, Bangalore.
 To identify the relationship between job attitude and their organizational citizenship behavior
ADD Soft Technologies, Bangalore.
Jon Attitude of Employee
1. Intensely
2. Information
3. Change resistant
Knowledge sharing Behavior
1. Individual Factors
2. Organizational factor
3. Technology factors
Organization Citizenship Behavior
1. Sportsmanship
2. Civic virtue
3. Conscientiousness
4. Altruism

5. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 431-436 © IAEME Publication
441
Mrs. K. Sivasakthi and Dr. A. Selvarani. “Mediating Effect of OCB on Relationship between Job
Attitudes and Knowledge Sharing Behavior in Add Soft Technologies, Bangalore.”- (ICAM 2016)
9. DATA ANALYSIS AND INTERPRETATION:
9.1. Relationship between Employee Knowledge Sharing and their Job Attitude of Employees of
Add Soft Technologies
Research Hypothesis: There is no significant relationship between employee knowledge sharing
and their job attitude of employees of ADD Soft Technologies.
Null Hypothesis: There is a significant relationship between employee knowledge sharing and
their job attitude of employees of ADD Soft Technologies.
10. FINDING
The above table shows that there is a significant relationship between employee knowledge sharing and
their job attitude of employees of ADD Soft Technologies. Since, the calculation value greater than
table value. So the research hypothesis rejected and null hypothesis accepted.
10.1. Relationship between Job Attitude and Organizational Citizenship Behavior add Soft Technologies.
Correlations
Job attitude OCB
Job attitude
Pearson Correlation 1 -.016
Sig. (2-tailed) .872
N 100 100
OCB
Pearson Correlation -.016 1
Sig. (2-tailed) .872
N 100 100
Research Hypothesis: There is no significant relationship between job attitude and their
organizational citizenship behavior ADD Soft Technologies.
Null Hypothesis: There is a relationship between job attitude and their organizational citizenship
behavior ADD Soft Technologies.
11. FINDING
The above table shows that there is a Significant Relationship between job attitude and their
organizational citizenship behavior ADD Soft Technologies. Since, the calculation value greater than
table value. So the research hypothesis rejected and null hypothesis accepted.
Correlations
Knowledge sharing Job attitude
Knowledge sharing
Correlation Coefficient 1.000 -.029
Sig. (2-tailed) . .772
N 100 100
Job attitude
Correlation Coefficient -.029 1.000
Sig. (2-tailed) .772 .
N 100 100

6. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 437-442 © IAEME Publication
442
Mrs. K. Sivasakthi and Dr. A. Selvarani. “Mediating Effect of OCB on Relationship between Job
Attitudes and Knowledge Sharing Behavior in Add Soft Technologies, Bangalore.”- (ICAM 2016)
12. CONCLUSSION
Furthermore, it is one of reason for employee to more share their knowledge with colleagues who can
be trusted. In connection with this finding that stated the OCB as a discretionary behavior is still pay
attention for the element of trust with co-workers because of knowledge sharing will occur a reprisal
act received such as job security, status, balance of power and the maintenance of future relations.
Based on the results of this study, it can be concluded that: firstly, job attitudes has a positive
insignificant effect on knowledge sharing behavior. Secondly, job attitude has a positive significant
effect on organizational citizenship behavior. Thirdly, organizational citizenship behavior has a
positive significant effect on knowledge sharing behavior. Finally, organizational citizenship behavior
has a positive effect in mediating of job attitudes on knowledge sharing behavior.
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