S102 J Med Assoc Thai Vol. 95 Suppl. 6 2012 Correspondence to: Intaraprasong B, Faculty of Public Health, Mahidol University, Bangkok 10400, Thailand. Phone: 0-2644-8833 E-mail: phpit@mahidol.ac.th J Med Assoc Thai 2012; 95 (Suppl. 6): S102-S108 Full text. e-Journal: http://jmat.mat.or.th Job Satisfaction and Organizational Citizenship Behavior of Personnel at One University Hospital in Thailand Bhusita Intaraprasong PhD*, Warunee Dityen MSc (Public Health)**, Peera Krugkrunjit MSc*, Thanya Subhadrabandhu MD** * Faculty of Public Health, Mahidol University, Bangkok, Thailand ** Faculty of Medicine, Mahidol University, Bangkok, Thailand Objective: To investigate the relationship between job satisfaction and Organizational Citizenship Behavior (OCB) of the personnel at one university hospital in Thailand. Material and Method: This cross-sectional descriptive study was conducted on 296 respondents who worked in the Office of the Dean, 13 departments and 2 Offices of Research Center and Office of Community Medicine Center. All of them were personnel in one university hospital in Thailand. The Organizational Citizenship Behavior Questionnaire of Niehoff and Moorman using the five dimensions scale developed by Podsakoff and Mackenzie and Job Descriptive Index (JDI) were used for assessing job satisfaction. For inferential statistics, Pearson’s product moment correlation coefficient was used for correlation. Results: The percentage mean score of job satisfaction was 58.67 and subscale of job satisfaction was found that satisfaction with supervision held the highest of the mean score, while satisfaction with pay and promotion had the lowest and low of the mean score. The mean score of OCB was high and the facets of OCB was found that conscientiousness had the highest mean score and sportsmanship had the lowest. By using Pearson’s Product Moment Correlation Coefficient to analyze the relationships between satisfaction and OCB, it showed that there were statistically significant low positive correlations between job satisfaction and OCB (r = 0.173, p < 0.01). Conclusion: The one university hospital executives should promote the pay, promotion and supervision factors which encourage personnel to be satisfied and demonstrate their OCB as their reciprocal reaction. Keywords: Organizational citizenship behavior, Job satisfaction Human resource is an essential key of successful management, because it serves as a machinery of an organization. Moreover, it leads to continuous and systematic developments of the organization including promoted the effective function and successful organization. Thus, all organizations required human or the employees that are able to perform effective cooperation. When focusing on employee behaviors that enhance and contributes organizational success, Katz (1) identifies three basic types of employees’ behaviors that are critical for the overall effectiveness of any organization system. These three behavior patterns include people who (1) are entering and remaining with the system, (2) carrying out their role assignment in a dependable fashion and (3) creating innovation and activities that support the achievement of organizational objectives. These behaviors can be divided into 2 types. There are: “in- role” behaviors and “extra-role” behaviors. Katz mentioned that extra-role behaviors are vital to organizational survival and effectiveness. Recently Organ (2) dubbed this last type of employee behavior that “organizational citizenship behavior” (OCB) are defined as “behaviors that is discretionary not directly or explicitly recognized by the formal reward system and that on the aggregate promotes the effective functioning of the organization. Organ (3) has suggested five dimensions of OCB which are: Altruism (helping specific others); Courtesy (consulting others before taking action); Sportsmanship (not complaining about trivial matters); Conscientiousness (compliance with norms); and Civic virtue (keeping up with important matters within the organization).