Railway
By
S.M. Shahriar Hasan
ID: 1130217
An Internship Report to Fulfill the Requirement for the Degree
Bachelors of Business Administration (BBA)
INDEPENDENT UNIVERSITY, BANGLADESH
(IUB)
A Study on Organizational Citizenship Behavior in Bangladesh
Railway
By
S.M. Shahriar Hasan
ID: 1130217
Has Been Approved
DATE: 8/09/2015
Iftekhar Mahfuz
Lecturer of Management
Independent University, Bangladesh
INDEPENDENT UNIVERSITY, BANGLADESH
(IUB)
Sept, 8, 2015
To
Iftekhar Mahfuz Lecturer- Management School of Business
Independent University, Bangladesh (IUB)
Subject: Submission of Report of Internship Summer-2015
Dear Sir,
It is a huge pleasure for me, to submit my internship report based on risk management Practices which was assigned to me as a requirement for internship program to complete my under graduation on Accounting. While making this report I have faced a few difficulties but I was so fortunate to have Iftekhar Mahfuz as my internship supervisor. This experience gives me farther knowledge on the selective topic.
I believe my report will provide a clear idea about organization citizenship behavior and how it’s operating in BR. I had some limitation preparing this report but I hope that this report meets your expectations. I would take great pleasure in providing you with clarification if required.
Sincerely Yours,
S.M. Shahriar Hasan ID: 1130217
report can’t be forgettable. A special thanks to those who give the time to share their thoughtful guidance and suggestions to improve this report.
Firstly I would like to thank Independent University, Bangladesh for teaching me such things that makes me a well performer in workplace. Secondly I would like to thank BBA Program
Office for their gaudiness and cooperation. This short but useful Internship program has teaches
me the corporate lifestyle of Bangladesh, which I wouldn’t have experienced otherwise. Now I feel I have more responsible and mannered attitude to work with any organization. For making this program a successful one I will always be thankful to the following persons from the bottom of my heart – Iftekhar Mahfuz (Academic Supervisor) and MD. Golam Mostofa
(Workplace Supervisor).
Table of Contents
Chapter- 1 Page No
Executive Summary 1
Introduction 2
Background Of The Report 3
Chapter- 2 Page No
Company overview 4
History 4
Vision Mission 5
Management 5
Corporate information of BR: 6
Divisions operating in BR 7
Financial Position Of BR 8
Major Functions of the BR: 9
Bangladesh Railway Citizen Charter 10
Innovation: 13
Ticket buy/booking through SMS 14
Chapter- 3(My Work Experience At BR) Page No
Location of Employment With-in the Organization 15
Duties & Responsibilities 16
Chapter- 4 (Research Part) Page No
Introduction 17
Statement of the Problem 17
Objective of the Study 18
Literature Review 19-25
Research Design 26
Hypothesis 27
Methodology 27
Data analysis
1. Descriptive analysis
2. Reliability analysis
28-31
Sampling 32
Instrument 32
Hypothesis Testing 33
Regression analysis 35
Finding 35
Limitations, Significance of the study 36
Conclusion 37
Recommendation: 38
Appendix A 39-47
Appendix B 48
Chapter- 1
Executive Summary:
Bangladesh railway is one of the most important sectors for a country’s wealth building activities. At present the modern transportation. The Bangladesh economy is burdened by major transportation constraints resulting from a combination of factors such as physical (geographical and historical), developmental (low-level investments and maintenance) and institutional-cum-policy framework-related. These lead to lower efficiency, higher transport costs, and more significantly, “transport unreliability”, with major adverse consequences for the economy. These are increased marketing risks, quality determination, and resulting lower price for farm products, which reduce producer incentives; failure of delivery schedules in exports affecting competition. Bangladesh Railway (BR), a principal transportation agency of the country, is a Government-owned and Government-managed unique organization, serving a population of approximately 140 million living in an area of 1,55,598 square kilometers. As railway is a very important mode of inland transport, its healthy growth naturally contributes to the economic development of the country. But BR, at present, has been suffering from various operating bottlenecks. Critical analysis of the efficiency of BR points up the worsening operating ratio over the last decades. Its continuing large deficit and the high level of direct and indirect Government subsidies is probably the single biggest issue forcing Government of Bangladesh in the transport sector.
This internship report is prepared by me (S.M. Shahriar Hasan) a student of BBA in (Independent University, Bangladesh) on organizational citizenship behavior in Bangladesh railway. It a qualitative report that focus on the overall citizenship behavior practice compliance in the organization. It is a fact that organizational citizenship behavior (OCB) is a fairly new unit which has been created to impose and comply. In my three months internship period I worked in this department and have come to know about the minute details of how this department works and what are the supporting bodies to it. My detail experience has been shared in this report including the different departments related to organizational citizenship behavior, there functions, organizational framework and limitations.
railways and suggests ways how to make the railway a profit-driven & market-oriented commercial organization under public ownership & control. I have used the intranet of BR in this matter along with their financial report and website. There might considerable lickings in the report due to the limitations of information and lack of time. However, I must assure that I have given my best in preparing this report and live it for further studies.
Introduction:
Railway organizations worldwide have traditionally evolved as vertically integrated transport operating enterprises under public ownership and control. To the extent that they have been sheltered from competition by government regulatory controls, they have been able to grow to dominant positions in the domestic transportation activity of many countries, both within and outside of the Asia-Pacific region. Bangladesh Railway (BR), a total of 2854.96 route kilometers (kms), is made up of truncated portions of the erstwhile East Bengal Railway and Bengal Assam Railway (of the then British-Indian rail system), which after 1971 War of Liberation, fell in Bangladesh territory. In the process, BR inherited a number of structural and physical weaknesses as a part of its legacy, since it was not specially designed and constructed to serve Bangladesh. Due to truncation from the main system, BR is handicapped to serve the country effectively and efficaciously without proper re-orientation and development.
.
Internship program is the systematic gathering, recording and analyzing of data about the subject. The aim of this internship program is to connect practical knowledge with theoretical knowledge. Now the world is a competitive. Therefore everybody has to expert in both practical knowledge and theoretical knowledge.
Background Of The Report:
Since the BBA Program is an integrated, practical and theoretical method of learning, the students of this program are required to have practical exposure in any kind of business organization last term of this course.
This internship report is originated by the BBA program of School of Business (Independent University, Bangladesh). This report is a mandatory requirement for BBA completion. I have worked at Bangladesh Railway (Rail Bhaban) for three month and this internship has helped me to match our theoretical knowledge with practical understanding.
Chapter- 2
Company Overview:
Bangladesh Railway, a principal transportation agency of the country, is a Government-owned and Government-managed unique organization, serving large numbers of population of the country for a long period of time. As railway is a very important mode of inland transport, its healthy growth naturally contributes to the economic development of the country. But BR, at present, has been suffering from various operating bottlenecks. Critical analysis of the efficiency of BR points up the worsening operating ratio over the last decades. Its continuing large deficit and the high level of direct and indirect Government subsidies is probably the single biggest issue forcing Government of Bangladesh in the transport sector.
Bangladesh Railway, at present, is in poor condition and inefficiently managed. Since the partition of India in 1947, there was hardly any expansion of the railway in East Pakistan, while the road network expanded tremendously. As a result of the monopoly, the railway of this area inherited from British India started declining day by day and the railway started losing its glorious past. Since the birth of Bangladesh in 1971, instead of constructing new railway lines, some of the branch line railway sections were declared redundant and subsequently closed and no proper attention to maintain the existing asset was being given. Thus BR was forced to face the uneven competition with other modes of transport especially with road transport.
History:
Till June 2, 1982, the management and development of railway was vested with a Railway Board, comprising of a Chairman and four members. But, for administrative convenience and operational reason the Railway Board was abolished with effect from June 3, 1982 and the function of the Railway Board was vested with the Railway Division of the Ministry of Communications with the Secretary of the Division working as the Director General of Bangladesh Railway. For the same purpose the Railway bifurcated into two zones, East & West, under the administrative control of two general managers, who are accountable to the Director General of Bangladesh Railway. Subsequently on August 12, 1995 the day to day operation of the Railway was separated from the Ministry and entrusted with director general drawn from the Railway professionals. For policy guidance, a 9(nine) member Bangladesh Railway Authority (BRA) was formed with the Minster Ministry of Communications as its Chairman. The Director General is assisted by Additional Director General and Joint Director General to perform all administrative and policy making jobs.
glorious past. Since the birth of Bangladesh in 1971, instead of constructing new railway lines, some of the branch line railway sections were declared redundant and subsequently closed and no proper attention to maintain the existing asset was being given. Thus BR was forced to face the uneven competition with other modes of transport especially with road transport.
Vision:
To provide safe, reliable, cost effective and time efficient rail transport service in the country through modernizing, expanding & maintaining rail system in a manner which supports government strategies for economic, social & environmental development.
Mission:
• Develop & maintain railway tracks & station infrastructures throughout the country.
• Maintain & upgrade locomotives, coaches & other rolling stocks.
• Maintain & modernize signaling & interlocking system & Telecon system of Bangladesh Railway.
• Ensure safe, speedy & efficient train operation.
• Implement Government transport policy in rail sector.
• Procure modern technology related rolling stocks, Track materials & signaling systems suitable for Bangladesh Railway.
• Manage land asset of Bangladesh Railway.
• Ensure optimum utilization of Development Budget & Revenue Budget of Bangladesh Railway.
• Bangladesh. Their target is to be the highest profitable bank in local banking sector.
Management:
The portal has been designed to serve the purpose of not only the rail users but also for the others having stakes and interest in Bangladesh Railway. Hope and believe that you will find this page interesting.
this end in view, human resources development has always been receiving highest priority in the organization. BR has a strong focus on imparting training towards enhancement of the skills and competencies of the employees to take over the challenge of modern organization. Since there is no alternative to training foe acquiring the required efficiency and professional excellence, Bangladesh railway Training Institute was busy throughout the year to focus on creating awareness about the best principles and practices in organization through imparting training on different aspects of railway. Employee’s performances are regularly evaluated and a good number of them have been promoted as a reward and recognition of their good performances.
Corporate information of BR:
Rail Bhaban
Rail Bhaban, Abdul Gani Rd,
Dhaka 1000, Bangladesh.
Phone: 880 1711-691602
Fax: +88 02 956 3413
Website:
Year of Incorporation : 1862
Core Values:
• Customer is always first
• Emphasize on professional ethics
• Maintaining quality at all levels
• They say what they believe in
• Believe in being a responsible corporate citizen
Financial Position Of BR: IN MILLON
2006 2007 2008 2009 2010
Authorized capital
1,000 1,000 1,000 1,000 8,000
Paid-up capital 230 299 299 1,194 2,910
Deposits 33,016 42,296 54,485 77,730 1,13,071
Advances 26,110 37,556 44,446 61,692 93,460
Investments 6,101 5,518 7,201 9,346 15,048
Gross Income 4,118 6,052 7,850 9,540 13,487
Gross Expenditure
2,797 4,034 5,400 6,415 8,755
Net Profit (pre-tax)
1,321 1,668 1,463 1,542 4,732
Import Business 39853 60,329 60,009 58,837 56,667
Export Business 20,803 27,230 36,500 38,519 50,712
Number of Employees
Major Functions of the BR:
Policy formulation, monitoring and evaluation of policies relating to railways and rail transport;
Development, expansion and maintenance of Bangladesh Railway and railway related systems;
Coordination of national and international railway systems;
Survey and monitoring of railway transportation;
Formulation and implementation of security policies relating to railway transportation;
establishing international railway systems and playing a signatory role on behalf of the government in this regard;
Determination and revision of fares and toll rates of railway transportation.
The network: Bangladesh Railway has a total of 2,835 route kilometers. East Zone has 1,266 route kilometers of MG track and 34 route kilometer of DG track. West Zone has 535 route kilometers of MG, 659 route kilometers of BG and 375 route kilometers of DG track. The total length of running track including track on double line. In the yards sidings is 3,974 kilometers.
BG and MG indicate Broad Gauge (5 -6 or 1676 mm) and Meter gauge (3 3-3/8 or
1000 mm) respectively. The abbreviation DG indicates Dual Gauge (Broad Gauge and Meter Gauge combined).
Route length by Civil Districts: Bangladesh Railway is not connected with all the Civil
Districts of the country. At the end of 2007-2008 only 44 Civil District of the country could be connected by Railway.
Track Maintenance: Sophisticated track maintenance methods are under active consideration of the railway administration to replace conventional methods. Mechanical track lifting, slewing tamping and laying machines have been introduced on Dhaka-Chittagong main line for track maintenance. A track recording trolley car is in use
Stations: Bangladesh Railway had a total of 440 stations. These include one block hut, thirteen
train halts and four goods booking points.
Bridges: There are a total 3,452 bridges of which 2,928 are minor and 524 are major ones. Foot
Bangladesh Railway Citizen Charter
A. Services of Bangladesh Railway (BR) :
BR provides transport service by carrying both passengers & goods through its own network.
B. Delivery of Services:
• BR operates various passenger trains like Intercity, Mail, Express, Commuter & local trains. Moreover, on demand special trains are also worked by BR like Military special, Pilgrim special etc.
• BR trains follow its time table. Timetable is made public through print media and is also available in the internet through BR web portal www.railway.gov.bd.
• Destination and class wise fare chart is provided at all stations. All types of
accommodation of all intercity trains are on reservation basis & tickets can be purchased 5 days in advance. Reserved accommodation is also available for A/C & 1st class of Mail & Express trains.
• Each station is provided with one or more ticket booths for purchasing tickets. Railway act prohibits ticketless travelling & there is provision for jail and penalty for travelling without ticket.
• At stations where no ticket booth is provided, passengers are allowed to purchase tickets from the Guard of the train having stoppage at those stations.
• Free Luggage Allowance i.e. Passenger can carry luggage free of charges as follows : (a) A/C passengers - 56.0 kg, (b) 1st class passenger - 37.5 kg (c) Shovon class passenger - 28.0 kg and (d) Shulov & 2nd class passenger - 23.0 kg. Excess luggage over the above limit can also be carried on payment at luggage counter of the stations.
• No ticket is required for a child below 3 yrs. Two third of the normal fare is payable for children from 3 yrs. to less than 12 yrs.
• Students, Bangladesh National Cadet Core, Scouts & Girls Guides can travel at a
concessional rate with due observance of prescribed formalities.
class of intercity trains by paying 50% of the normal fare and normal fare is applicable for the attendant.
• BR has variety of wagons to carry goods. To avail the service Station Master or Goods Assistant of the station is to be contacted.
• BR also provides siding facility to Industries & Business hub for carrying substantial amount of goods.
• Both passenger & goods services are available by Rail in between India & Bangladesh. Interested one can avail the services.
C. Time limit of BR services:
• BR trains work round the clock. Anyone can avail the BR services through railway
stations.
• BR services are generally for one time only. However, for regular passengers there is provision of monthly ticket. A bonafide passenger with ticket can claim for access to waiting room, toilet, and seat for reserved accommodation, cleanliness of coach, congenial atmosphere in train & safe journey. Similarly a businessman can claim safe delivery of his booked goods.
D. Remedy for non-availability of BR service:
• Passengers are entitled for full refund of the ticket fare in case of cancellation of train by BR. In case of cancellation of journey by the passenger, refund is subject to deduction of due charges within specified time limit.
• Due to non-availability, if a higher class passenger travels in lower class of
accommodation, he/she is entitled to get refund of the difference of fare. Such refund claim is to be preferred to DCO (Divisional Commercial Officer) or CCM (Chief Commercial Manager) concerned.
• BR exerts care for keeping the quality, quantity, packing condition and weight of booked items as tendered to Railway. BR is liable to compensate for loss or damage to any consignment owing from BR’s negligence. The compensation claim is to be preferred to DCO (Divisional Commercial Officer) or CCM (Chief Commercial Manager) concerned.
• Time bound delivery of booked consignment is not guaranteed. However, BR exerts all out efforts for quickest delivery of the consignments.
• When consignments are delivered short of destination station, the difference of the freight between the booking and destination station is refundable.
Contact with the followings to have remedy of any problems about services:
• Divisional Railway Manager, Bangladesh Railway, Dhaka.
(Mobile no: 01711506137)
• Divisional Railway Manager, Bangladesh Railway, Chittagong.
(Mobile no: 01711506138)
• Divisional Railway Manager, Bangladesh Railway, Paksey.
(Mobile no: 01711506130)
• Divisional Railway Manager, Bangladesh Railway, Lalmonirhat.
(Mobile no: 01711506136)
• Divisional Commercial Officer, Bangladesh Railway, Dhaka.
(Mobile no: 01711691643)
• Divisional Commercial Officer, Bangladesh Railway, Chittagong
.(Mobile no: 01711691626)
• Divisional Commercial Officer, Bangladesh Railway, Paksey
• Divisional Traffic Superintendent, Bangladesh Railway, Lalmonirhat. (Mobile no: 01711691650)
• Station Manager, Bangladesh Railway, Dhaka.(Mobile no: 01711691612)
• Station Manager, Bangladesh Railway, Chittagong.
(Mobile no: 01711691550)
• Station Manager, Bangladesh Railway, Sylhet. (Mobile no: 01711691656
Innovation:
Sl. Innovation
01 Ticket buy/booking through SMS
02 Online (Internet) Railway E-Ticketing Service
03 Train Tracking Monitoring System
Chapter-3
My Work Experience At Bangladesh Railway:
As an intern I had started my internship program at BR (Rail Bhaban). It was quite a nice experience. Most importantly, I learned to act responsibly in time of great pressure. This practical orientation is necessary for the development and preparation of a person before entering Into the corporate world. The things that I have learned at BR are:
¾ Meaning of responsibility
¾ Necessity of commitment
¾ Punctuality and regularity
¾ Interaction ability
Location Of Employment With-In The Organization:
Duties & Responsibilities:
BR has always been a preference of the fresh graduates for doing their internship. This is because of the friendly environment of the bank. In which department what were my duties is Given below
• I used to make new database on Microsoft excel for keeping the records of different CSR initiatives for example “Reform project “using some general formulas and formats. It has improved my proficiency in Microsoft excel a lot.
• I have also helped my line manager in organizing LOS where the BR employee from
different departments and my line manager was assigned to organize and communicate with every department. Therefore I was lucky for getting the opportunity to organize such an important session where I got appreciation by lot of managers of BR
• After visiting the market I have to report to my supervisor about market condition.
• I had to select some billboard for some outlets.
• In the morning every sales officer come to the office and FSC gave them their LPC
targets. They have to fulfill their targets. I have to Monitor the sales officer that how they take order through the PDA to the retailers.
• Monitor the delivery sales officer that how they deliver the products and collect money.
•
After taking the order from the retailers all the SO came to the office and give their PDA. And after that all the orders are collect from the PDA to the DMS. I have to also monitor these activities. My diversified responsibilities gave me the opportunity to lean out of the box, which ultimately make me a good professional personality.Chapter 4
Introduction:
The Bangladesh economy is burdened by major transportation constraints resulting from a combination of factors such as physical (geographical and historical), developmental (low-level investments and maintenance) and institutional-cum-policy framework-related. These lead to lower efficiency, higher transport costs, and more significantly, “transport unreliability”, with major adverse consequences for the economy. These are increased marketing risks, quality determination, and resulting lower price for farm products, which reduce producer incentives; failure of delivery schedules in exports affecting competition.
Public support of road transport at the expense of rail transport development has usually been justified on the basis of the greater flexibility of the road transport mode. Competition from this source cannot therefore be expected to reduce in intensity for the foreseeable future, and will only be effectively counteracted if rail can offer a standard of service which at the same time satisfies the needs of customers and is superior to that on offer from its competitors. Clearly this provides rail with a substantial challenge. It will require a major change in the outlook of railway managements and in the culture of railway organization. Henceforth, the activities of railway managements will have to be directed at: identifying, understanding and responding to the needs of their existing and potential customers; identifying and understanding the cost causation and profit potential associated with individual traffics or market segments; and bringing about the organizational change which will ensure that railways will satisfy new commercial goals.
Statement of the Problem:
This report will mainly focus on organizational citizenship behavior by overall organizational effectiveness towards employee behavior as well as achieving organizations goals.
The specific problems that would be answered by this particular study are the following
What types of responsibility an employee faced in organization?
What is the overall process that is followed by Bangladesh Railway to manage the
employee behavior?
What are general principles that are used by OCB for performance reward?
Objective of the Study:
General Objective:
The general objective is to prepare and submit a report on the topic “Organization Citizenship
Behavior in BR”
Specified Objective:
• To apply theoretical knowledge in the practical field.
• To observe the functions of manpower section.
• To observe the working environment in rail bhaban.
• Impacts of traffic growth and transport use on long term transport policies;
• Identifying issues of Bangladesh Railway efficiencies especially related to operational problems, reform processes and future prospects;
Literature Review:
Performance Reward:
There is a relationship between Organization citizenship behavior and performance rewards
In a competitive market, where service companies are progressively more concerned about high quality service delivery, in order to attract new customers and retain the existing ones, it is not surprising that the use of incentives and reward programs are techniques for motivating employees to strive beyond contracted job tasks. It is surprising however, that there is limited academic applied research on the mechanisms that elicit such behaviors. Haworth and Levy using empirical data, submits that instrumentality of rewards impact OCBs however, the relationships between organizational citizenship behavior and performance rewards, employee’s perceptions and attitudes towards the organization and front-line employee service behaviors all remain to be investigated. Performance reward programs are implemented to increase employee productivity and performance, generally over a short time period as a mechanism to evoke desirable employee behavior. In general, incentive programs deal with rewards that aim to increase specific behaviors .However, Performance rewards not only impact specific behavior, but they also can affect employee’s attitudes towards the organization and their unit leaders or supervisors.
1997).Performance rewards are believed to modify attitude and behavior. However, an individual’s perceptions and values may vary depending on the efficacy of the tangible reward, the appearance of the reward, and the source and manner from whom it is delivered. Rewards attempt to alter behavior through the use of an external tangible incentive. This translates into the expectation of obtaining something in exchange for an action; it is related to the expectation of valuable material exchange that is a consequence of instrumental behavior. The behavioral control depends on external variables and the effect is diminished or even extinguished if reinforcement is absent. That is when incentives are not instrumental to behavior and usually undermines intrinsic motivation. The terms positive reinforcement, reinforce, and incentive are distinctly conceptualized in the literature. Positive reinforcement places emphasis on the consequence of a response or behavior. A reinforce is anything that increases the probability of that response to occur, and an incentive is something that an individual wants or desires. Rewards are externally controlling variables of behavior due to their property to announce anticipated future benefits to individuals expecting them. These terms all share the characteristic of generating and maintaining certain behaviors through individual’s expectation of the attainment of something valuable.
It is common knowledge that the provision of incentives can modify human behaviour.Rewards can increase the likelihood of a behavior to occur over time, if the reward is delivered contingent upon the specific behavior. However, Performance rewards an important motivator of behavior beyond any rewards associated with it. There is empirical evidence for the use of verbal recognition to enhance intrinsic motivation .It is important that employees feel valued by the organization since it leads to lower turnover, improved task behavior and the increased incidence of citizenship behaviors .Recent research showed that feedback and positive social reinforcement delivered by mangers led to increased performance (from a mean of 64% to 95%), and financial profit in a fast food chain. Building on cognitive evaluation theory, it can also be argued that social reinforcement or recognition would lead to the prediction and enhanced feelings of competence. In turn, this would be reflected in increased intrinsic motivation, while negative social reinforcement would result in increased perceptions of incompetence and thus decrease intrinsic motivation. Even though recognition is important in organizations, it is not sufficient in and of itself and must be accompanied by rewards. If rewards are provided without recognition, employees can become saturated with these physical items causing them to lose their significance. Over time, this will reduce the reward’s ability to trigger specific behavior. Past research has shown that the combination of verbal feedback and financial incentives can have a great impact on performance in service settings.
promotions or pay raises. In addition, social consequences to performance can become predictors of future rewards which, also strengthens employee’s behavior. Even though recognition must hold a place in firm’s inventory, recognition is dependent on the frequency of rewards to preserve its motivational effects overtime. Rewards and recognition can increase desired attitudes and behaviors. However, the person who delivers those rewards is a central issue. Performance Rewards mainly come from management and non-management sources.
Conflict Tolerance:
There is a relationship between Organization citizenship behavior and Conflict Tolerance
Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals between competing needs and demands — to which individuals respond in different ways. Conflict tolerance describes how well your organization deals with arguments and clashes are employees encouraged to air grievances and differences openly, or is passive-aggressive behavior normal.
Conflict is inevitable whenever two or more people interact, whether in the workplace or at home. Conflict can occur between two or more individuals, two or more groups, or an individual and a group. When dealing with conflict in an organization, it is important to remember to address the issue, not the people. Types of conflict that can occur in any organization include unclear definitions of role responsibility, conflict of interest, lack of resources and interpersonal relationships within the workplace.
Four Types of Conflict in Organizations
Definition of Responsibility Unclear
Conflict of Interest
Understanding how personal interests and goals fit within the structure of the organization will alleviate conflict of interest problems. When an individual's personal goals are at odds with the goals of the organization, the individual may be tempted to fight for his personal goals, creating a conflict situation that will hamper success of the project.
Not Enough Resources
Competition for resources, including money, time and materials, will cause the teams to undercut each other, leading to conflict between departments or other work groups. Valuable resources need to be protected, as well as distributed fairly among all the groups. Starting out a project with a clear picture of the resources available will help waylay some of this conflict.
Interpersonal Relationships
The personalities of the people involved in the organizational structure play an important part in conflict resolution. Often the conflict is a result of interpersonal relationships where the parties to the conflict are unable to resolve personal issues with each other. It is not always easy to set aside personal prejudices when entering the workplace, but it is important to recognize what those prejudices are and deal with them before conflict arises.
Those who have proper conflict resolution training understand how to diffuse the situation and reach an agreement that satisfies all parties. The first step in conflict resolution understands the various styles of conflict. The five styles of conflict include:
Avoiding then Conflict
Avoiding or withdrawing from a conflict requires no courage or consideration for the other party. By avoiding the conflict, you essentially pretend that it never happened or doesn’t exist. Some examples of avoidance or withdrawal include pretending there is nothing wrong, stonewalling or completely shutting down.
Giving In
Standing your Ground
While standing your ground requires courage, it can also be inconsiderate. By standing your ground, you are essentially competing with the other party; you’ll do anything to ensure that you win the battle. The fact is, a competitive approach offers short term rewards, but in the long term effects can be detrimental to your business.
Compromising
Compromising is a big step toward conflict resolution. Both courage and consideration are used when both parties look for common ground. You agree to negotiate larger points and let go of the smaller points; this style expedites the resolution process. Occasionally, the person compromising might use passive-aggressive tactics to mislead the other party, so beware.
Collaborating
Collaboration plays a major role within conflict resolution and requires great courage and much consideration. Collaborating with the other party involves listening to their side, discussing areas of agreement and goals, and ensuring that all parties understand each other. Collaboration requires thinking creatively to resolve the problem without concessions. Collaborators are usually admired and well-respected.
Individual Responsibility:
There is a relationship between Organization citizenship behavior and Individual Responsibility.
An organization is pheromones that has a broader, are scope than just private or state owned companies. It can be any informal or formal set of people. For example, a group of friends or a platoon of an army. Throughout history, there have been numerous examples of ordinary people committing atrocities in the context of the organizations they have been operating in. Striking examples include how horribly soldiers from all sides in World War 2 have treated captured enemies and civilians in foreign countries. The Enron scandal is a more recent example of how individual responsibility has faltered within the corporate world.
during the experiment. And many people did. However, the electric shocks were not real and no one was injured as everything was staged, but this was the participants made aware of after the experiment. Organ (1988) originally defined organizational citizenship behavior as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. However, more recently, he modified this definition to say that OCB is performance that supports the social and psychological environment in which task performance takes place. The advantage of this revised definition is that it maintains the distinction that has empirically been shown to exist between task performance and OCBs (Mackenzie, Podsakoff, & Fetter, )is more consistent with Borman and Motowidlo’s definition of contextual performance, and avoids some of the difficulty with viewing OCBs as discretionary behavior for which an individual might not receive formal rewards. Nevertheless, regardless of which of Organ’s definitions one relies on, one of the main reasons for the interest in OCBs is that they are expected to be positively related to measures of organizational effectiveness.
Podsakoff & MacKenzie, indicates that managers often have difficulty making some of the distinctions between the other dimensions identified in Organ’s conceptual model, and that they tend to view altruism, courtesy, peacekeeping, and cheerleading as part of an overall helping dimension. Thus, helping behavior is probably best viewed as a second-order latent construct comprising these four first-order dimensions, because as noted by Podsakoff, Ahearne, and MacKenzie these dimensions clearly involve helping others with or preventing the occurrence of work-related problems The second major conceptualization of OCBs is that proposed by Williams and Anderson .These authors organize OCBs into categories on the basis of the target or direction of the behavior. More specifically, they call behaviors directed toward the benefit of other individuals OCBI, whereas behaviors directed toward the benefit of the organization are called OCBO. Williams and Anderson originally identified Organ’s altruism dimension as an exemplar of OCBI. However, based on the fact that courtesy, peacekeeping, and cheerleading behaviors are aimed at helping other individuals, it is also appropriate to include them in the OCBI category. Similarly, although Williams and Anderson originally used Organ’s compliance (or conscientiousness) dimension as an exemplar of OCBO, other authors have also included civic virtue and sportsmanship in this category. Thus, all of Organ’s (1988, 1990) OCB dimensions can be captured by Williams and Anderson’s conceptual scheme..
One way out of these types of situation can be to act as a whistle blower, reporting any misconduct of the organization to the state and media. Even though legislation on whistle blow protection is existing in many countries today, they still face retaliations such as blacklisting, threats and even physical violence.
the executives who planned the operation responsible as well as the ordinary workers who performed it.
Individual responsibility comes together with an organizational culture that is based on values such as reliability, transparency and autonomy. These values imply open mindedness and open communication with employees, trusting them that they will successfully manage and finalize their projects without the need for constant monitoring and control from the management’s side. Such an approach from the company shows emphasis on employee personal contribution and reliance on their engagement and individual capabilities.
Similar interconnections lead to better self-organization, because employees feel motivated, stimulated and encouraged to assume responsibilities. They will individualize projects and begin to consider them as their own responsibility, not the company’s.
This kind of perspective might seem slightly intrepid from the organization’s standpoint, considering the fact that it implies fostering entrepreneurship and at the same time enabling self-management. However, this apparently risky path brings efficiency and longtime results. Engaged people will quickly become aware of the fact that they are being trusted and have less constraints, and at the same time they will realize and sense a bigger pressure for reaching deadlines due to the fact that there will be no intermediate part who holds responsibility. There are numerous pluses to this approach, one being the fact that the employees will own the sense of full responsibility becoming more engaged to the company as a result. Furthermore, they will also develop innovative spirit and will dare to propose creative ideas and to implement them.
Developing personal responsibility is important for both the employee and the employer, because it leads to nurturing employee abilities, like: taking matters into own hands, improving decision making in emergencies or crisis situations, identifying advanced or original solutions, feeling confident about outputs. These are key aspects for successful projects and therefore crucial to business success. Having personal responsibility when it comes to the work place, means employees are encouraged to understand the business in detail. Besides being very determined to reach deadlines, engaged employees are also quality oriented, therefore value oriented companies will have quality projects delivered by employees within the designated time frame.
Research Design:
Conceptual frame work:
Independent Variable Dependent Variable
Performance Reward
Conflict Tolerance
Individual Responsibility
Hypothesis:
The study attempts to discover the relationship between certain features of the independent variables and the dependent variable. The hypotheses that are used in this study are as follows:
H1Ø Performance Reward factors does not have an impact on organization citizenship behavior
(OCB)
H1a: Performance Reward factors have a positive impact on OCB
H2Ø: Conflict Tolerance factors negatively related to OCB
H2a: Conflict Tolerance factors positively related to OCB
H3Ø: Individual Responsibility factors does not have an impact on OCB
H3a: Individual Responsibility factors have a positive impact OCB
Methodology:
Data collection:
Primary sources:
• Primary data is collected firsthand through, surveys, questionnaires, interviews and taking measurements.
Secondary sources:
• Websites
• Reports
• Newspapers
• Books
Data analysis:
Descriptive analysis:
There are gender, age and income. From the table 1 gender section in sample there are 35 male and 15 female in out of 50. From table 2 age section there are 32 person which in age bracket of 18- 26, 12 person in 27- 36, 4 person in 37-46, 2 person in 47 and above. From the table 3 income section there are 39 person which in income bracket of 6000- 16000, 5 person in 17000- 26000, 4 person in 27000-37000, 2 person in 38000 and above.
Frequencies
Frequency Percent Valid Percent
Cumulative
Frequency Percent Valid Percent
Income
Frequency Percent Valid Percent
Cumulative Percent
Valid 6000-16000 39 78.0 78.0 78.0
17000-26000 5 10.0 10.0 88.0
27000-37000 4 8.0 8.0 96.0
38000 and above 2 4.0 4.0 100.0
Total 50 100.0 100.0
Cross tab analysis:
gender * age Cross tabulation : Among the 50 people there are 24 male and 8 female on the
age bracket of 18-26, 8 male and 4 female of 27-36, 2 male and 2 female of 37-46, 1 male and 1 female of 47 and above age.
Gender * Age Cross tabulation
Count
Age
Total
18-26 27-36 37-46 47 and avobe
Gender Male 24 8 2 1 35
Female 8 4 2 1 15
Total 32 12 4 2 50
gender * income Cross tabulation: Among the 50 people there are 29 male and 10 female on
Gender * Income Cross tabulation
Count
Income
Total
6000-16000 17000-26000 27000-37000 38000 and avobe
Gender Male 29 3 2 1 35
Female 10 2 2 1 15
Total 39 5 4 2 50
age * income Cross tabulation: Among the 50 people there are 31 person who have age bracket
18-26 and income bracket 6000-16000, 7 person who have age bracket 27-36 and income bracket 6000-16000, 1 person who have age bracket 37-46 and income bracket 6000-16000, 1 person who have age bracket 18-26 and income bracket 17000-26000, 4 person who have age bracket 27-36 and income bracket 17000-26000.1 person who have age bracket 27-36 and income 27000-37000 , 3 person who have age 37-46 and income 27000-37000.2 person who have age 47 and income bracket 38000 and above.
Age * Income Cross tabulation
Count
Income
Total
6000-16000 17000-26000 27000-37000 38000 and avobe
Age 18-26 31 1 0 0 32
27-36 7 4 1 0 12
37-46 1 0 3 0 4
47 and avobe 0 0 0 2 2
Reliability analysis:
Reliability analysis measures the relation between the variable and the questions of the research. It basically shows that, how much the questions are reliable in consideration with the variables.
The Reliability testing is done through the Cronbach’s Alpha; greater value of Cronbach’s Alpha indicates more reliability on the items that used in a range of 0 to 1. For this research SPSS version 17 was being used as the statistical data analysis tool as it offers greater flexibility in data analysis and visualization.
The reliability coefficient of the variable Performance Reward has resulted in a Cronbach Alpha 0.736 (given in Appendix Table-7 under reliability analysis), which is very high and very desirable. So, Performance Reward is defined 73.6% by the 4 questions under it.
The reliability coefficient of the variable Conflict Tolerance has resulted in a Cronbach Alpha 0.771 (given in Appendix Table-8 under reliability analysis), which is very high and very desirable. So, conflict Tolerance is defined 77.1% by the 4 questions under it.
The reliability coefficient of the variable Individual Responsibility has resulted in a Cronbach Alpha 0.624 (given in Appendix Table-9 under reliability analysis), which is well enough to accept the result. So, Individual Responsibility is defined 62.4% by the 3 questions under it.
Sampling:
1. Unit: Organization citizenship behavior in BR.
2. Size: 50 sample
3. Providers: Our sampling is probable sampling and our sampling type is stratified random sampling. It is also known as proportional random sampling. In this sampling process we group some customers on the basis of their age, gender, income etc.
Instrument:
Questionnaire development process will be start by identifying the related information used to develop the question such as the independent variable that had been identify in the earlier stage of the research process. In our research there are 14 questions without demographic question.
And in the research the Independent Variables is Performance reward. To measure it there are
4 question And other independent variables is Conflict Tolerance have 4 questions, Individual
Responsibility have 3 question.
Dependent variable is Organization citizenship behavior have 3 questions.
The questionnaire is divided into five liker scales which is 1 (Strongly disagree),
2(Disagree) 3 (Agree) 4 (Strongly Agree), 5(Neither Agree nor Disagree. We are about to
Hypothesis Testing:
Spearman’s Correlation:
Among the correlation coefficients proposed by Charles Spearman is a commonly used nonparametric correlation measure that Maurice Kendall formally associated with Spearman’s name a quarter of a century later and that is one of the oldest statistics based on ranks. The Spearman rank coefficient computed for a sample of data is typically designated as rS. (Source)
Spearman’s correlation
:
See the relationship between dependent variable and independentvariable (Statistical significance *, **, ***)
In Appendix Table-11, r =0.344 and sig. = 0.014, p<0.05
It is clear from the table that, the value of rho is not equal to zero and the value of alpha is less than 0.05. In this condition, Null hypothesis (H0) should be Rejected. That mean, there is a relationship between Organization citizenship behavior and Performance reward. One stars (*) specifies that the relationship between the variables is fair.
In Appendix Table-12, r =0.351 and sig =.012, p<.05
It is clear from the table that, the value of rho is not equal to zero but the value of alpha is greater than 0.05. In this condition, Null hypothesis (H0) should be Rejected. That mean, there is a relationship between Organization citizenship behavior and Conflict Tolerance. One star (*) specifies that the relationship between the variables is fair.
In Appendix Table-13, r =0.692 and sig =.000, p<.05
It is clear from the table that, the value of rho is not equal to zero and the value of alpha is less than 0.05. In this condition, Null hypothesis (H0) should be Rejected. That mean, there is a relationship Correlation between Organization citizenship behavior and Individual
Responsibility. Two stars (**) specifies that the relationship between the variables is
Substantial.
Pearson’s Correlation:
Pearson’s correlation: Here we to see the strength of relationship between dependent variable
and independent variable.
The earliest of these clinical guidelines (referred to as differences in strength of agreement levels) was proposed by Landis and Koch (1977), as follows:
Value of _, _w, or Ri Strength of Agreement
<0 Poor 0–.20 Slight 21–.40 Fair .41–.60 Moderate .61–.80 Substantial .81–1.00 almost perfect
In Appendix Table-14, r=0.259 and Probability, sig =.069, p<.05
The value of P is less than 0.05. In this condition, alternative hypothesis (Ha) should be accepted. That mean, there is a relationship between Organization citizenship behavior and
Performance reward is fair.
In Appendix Table-15, r =0.272 and Probability, sig =.056, p<.05
The value of P is less than 0.05. In this condition, alternative hypothesis (Ha) should be accepted. That mean, there is a relationship between Organization citizenship behavior and Conflict
Tolerance is fair.
InAppendixTable-16, r=0.676 and Probability, sig =.000, p<.05
The value of P is less than 0.05. In this condition, alternative hypothesis (Ha) should be rejected. That mean, there is a relationship between Organization citizenship behavior and Individual
Responsibility is Substantial.
Regression analysis:
Multiple Regression Analysis:
Appendix Table-17 shows that R Square value =0.458 so dependent variable (Organization citizenship behavior) can be explained 45.8% by independent variable (Performance reward, Conflict Tolerance, Individual Responsibility)
Finding:
While working at Bangladesh Railway, Rail Bhaban, I have attainted to the newer kind of experience. After the collecting and analyzing of data I have got some findings. Those findings are completely from my personal point of view. Those are:
Deputy Director Conscious efforts to achieve the targets and knows how to motivate
employees and how to represent the Rail Bhaban well in the local community.
The employees of the Rail Bhaban are young, energetic, co-operative and friendly. Their dealings with the clients are co-operative and friendly which create positive perception about the Rail Bhaban in the clients mind.
The Rail Bhaban uses some modern technology such as: Fax, Telex. So, their service is better than most of the organization.
The Customer service of BR is very much impressive than other financial institution.
Limitations:
Although this research has reached its aim, there were some unavoidable limitations. The Research was conducted in a very short period. This period is not enough me to observe and Collect all of the population. It would be better if it was done in a longer time. The population of The experimental group is small; only 50 people were participated.
¾ Lack of sufficient related materials
¾ Lack of available and reliable primary data
¾ This work is based on secondary data
¾ Several information regarding on-going projects could not be used to analyze further the
¾ Competitive positioning of BR as they were considered confidential.
¾ The study also suffered from inadequacy of data provided by the bank.
¾ Unavailability to required published document.
Significance of the study
The Independent Variables (Performance reward, Conflict Tolerance, Individual Responsibility) were tested individually to find any linear relationship with the dependent variable which is Organization citizenship behavior.
After the tests were being run I have found the correlations that Performance reward, Conflict Tolerance, Individual Responsibility were the variables which were proven to be statistically significant.
Thought the regression analysis values shows that result is statistically significant. Hypothesis is rejected but one the other hand tow variables which meet the p value
.
Since multi regression analysis is statistically significant so hypothesis is rejected that’s for A affect B is contest of research paper.
Conclusion:
There is a lot of scope to increase the efficiency of Bangladesh Railway. Most important way is to strengthen BR’s operational capacity and efficiency through reducing its inherited physical & structural weakness by rehabilitation as well as reorientation and all the way through institutional and organizational reform processes and developing & implementing effective integrated multimodal transport policy emphasizing the importance of railway transportation in respect to our socio-economic context. The adoption of market-led philosophy can make BR more competitive and market-oriented commercial viable organization. This reorientation and reform processes may be appeared as blessing to BR as well as to country’s transport sector for the sustainable development of the country. Operational efficiency of BR would be improved through optimizing the use of assets. Thus railway would be more responsive to market needs through organizational reform incorporating structural changes and sound business practices.
Recommendation:
Bangladesh Railway should commercialize some of its service operations and introduce a new market-based pricing system. Its routes and services need to be integrated with other surface modes to make the railway more attractive to the users. These issues have to be addressed at a higher level of the Government in order to utilize the full potential of rail system. Commercialization of BR should be given priority over the institutional issues. BR management should be given full commercial freedom including authorities for hiring and firing, and at the same time made answerable for agreed performance targets. In order to be competitive, with road sector, officials must change their mind-set and operate like a private sector. The officials need to be more dynamic to solve problems, and think of providing door to door services in close cooperation with the truck operators.
Appendix A:
Descriptive analysis:
Frequencies
Statistics
Gender Age Income
N Valid 50 50 50
Missing 0 0 0
Table 1
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid Male 35 70.0 70.0 70.0
Female 15 30.0 30.0 100.0
Total 50 100.0 100.0
Table 2
Age
Frequency Percent Valid Percent Cumulative
Percent
Valid 18-26 32 64.0 64.0 64.0
27-36 12 24.0 24.0 88.0
37-46 4 8.0 8.0 96.0
47 and above 2 4.0 4.0 100.0
Table 3
Income
Frequency Percent Valid Percent Cumulative
Percent
Valid 6000-16000 39 78.0 78.0 78.0
17000-26000 5 10.0 10.0 88.0
27000-37000 4 8.0 8.0 96.0
38000 and above 2 4.0 4.0 100.0
Total 50 100.0 100.0
Table 4
Gender * Age Cross tabulation
Count
Age Total
18-26 27-36 37-46 47 and avobe
Gender Male 24 8 2 1 35
Female 8 4 2 1 15
Total 32 12 4 2 50
Table 5
Gender * Income Cross tabulation
Count
Income Total
6000-16000 17000-26000 27000-37000 38000 and avobe
Gender Male 29 3 2 1 35
Female 10 2 2 1 15
Table 6
Age * Income Cross tabulation
Count
Income Total
6000-16000 17000-26000 27000-37000 38000 and avobe
Age 18-26 31 1 0 0 32
27-36 7 4 1 0 12
37-46 1 0 3 0 4
47 and above 0 0 0 2 2
Total 39 5 4 2 50
Reliability analysis:
Scale: Performance Reward
Table 7
Reliability Statistics
Cronbach's Alpha N of Items
.736 4
Table 8
Reliability Statistics
Cronbach's Alpha N of Items
.771 4
Scale: Individual Responsibility
Table 9
Reliability Statistics
Cronbach's Alpha N of Items
.624 3
Scale: Organization Citizenship Behavior
Table 10
Reliability Statistics
Cronbach's Alpha N of Items
Correlation
Spearman's rho Performance Reward Correlation
Coefficient
*. Correlation is significant at the 0.05 level (2-tailed).
Nonparametric Correlations
Spearman's rho Conflict Tolerance Correlation
Coefficient
Nonparametric Correlations
Spearman's rho Individual Responsibility Correlation Coefficient
**. Correlation is significant at the 0.01 level (2-tailed).
Pearson’s Correlation:
Table 14
Correlations
Performance Reward Organization
Citizenship Behavior
Performance Reward Pearson Correlation 1 .259
Sig. (2-tailed) .069
N 50 50
Organization Citizenship Behavior Pearson Correlation .259 1
Sig. (2-tailed) .069
Table 15
Correlations
Conflict Tolerance Organization Citizenship Behavior
Conflict Tolerance Pearson Correlation 1 .272
Sig. (2-tailed) .056
N 50 50
Organization Citizenship Behavior Pearson Correlation .272 1
Sig. (2-tailed) .056
N 50 50
Table 16
Correlations
Individual Responsibility
Organization Citizenship Behavior
Individual Responsibility Pearson Correlation 1 .676**
Sig. (2-tailed) .000
N 50 50
Organization Citizenship Behavior Pearson Correlation .676** 1
Sig. (2-tailed) .000
N 50 50
Regression
Multiple Regressions
Variables Entered/Removed
Model Variables Entered Variables Removed Method
1 Individual Responsibility,
Performance Reward, Conflict Tolerance
. Enter
a. All requested variables entered.
Table 17
Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .676a .458 .422 .65762
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 16.782 3 5.594 12.936 .000a
Residual 19.893 46 .432
Total 36.676 49
a. Predictors: (Constant), Individual Responsibility, Performance Reward, Conflict Tolerance
b. Dependent Variable: Organization Citizenship Behavior
Coefficients
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) .743 .350 2.123 .039
Performance Reward -.067 .412 -.062 -.162 .872
Conflict Tolerance .031 .411 .029 .076 .940
Individual Responsibility
.700 .123 .689 5.705 .000
a. Dependent Variable: Organization Citizenship Behavior
Appendix B:
QUESTIONNAIRE:
Personal Information:
Male Female Income per month:
Age 6000-16000 Tk
18-26 17000-26000 Tk
27-36 27000-37000 Tk
37-46 38000 and above
47 and Above
Scale:
1 = Strongly Disagree 2 = Disagree 3 = Agree
4 = Strongly Agree
5 = Neither Disagree Nor Agree
Performance Reward:
1. I think bones improve your performance.
2. I think there are opportunities for reward in organization.
3. I think performance Reward with special recognition by team management at team meeting
4. I think reward with time off with pay.
Conflict tolerance
:5. When a conflict occurs, I tend to back out of the situation.
5 4 3 2 1 5 4 3 2 1 5 4 3 2 1
5 4 3 2 1
6. During a conflict, I try to find some compromise.
7. When conflicts arise, I usually stand on my principles.
8. I never back away from a good argument.
Individual Responsibility:
9. I think Individual Responsibility is more important for the organization.
10. I usually fulfill my duties regardless of my attitude towards them.
11. I often try to follow positive role models in my organization.
Organization Citizenship Behavior:
1. Organization citizenship behavior is most sensitive for the employee performance reward.
13. Individualistic approach is preferred to OCB.
14. Employee is always of OCB.
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