In this competitive era organizations strive to enhance the performance of their firm to grow and attain sustainability. Human resources being the intangible valuable assets of a firm contribute a large share in deciding the fate of their employers. Considering significance of employee’s behavior in firm’s performance, the citizenship behaviors have been gaining considerable importance. This research aims at examining the relationship and citizenship behavior , Knowledge Sharing Behavior and Organizational Commitment on in-role performance among the employees of automotive electronics Company. One hundred and fifty employees have been chosen as respondents to conduct this survey from multilink company. Results of the study indicate significant relationship of extra-role behaviors and task performance .The study concludes by mentioning possible research implications. The findings of this paper demonstrate that there are various set of platforms to encourage people to share their insights, thoughts, which are valuable assets for companies. What draws people to share their knowledge in various organizations would be different, but ultimately matches the company’s core values as well as the look and feel of the other organizational processes.

1. 593
Dr. M. A. Shakila Banu and A. Vidhya, “A Study on Driving in-Role Performance Through
Citizenship Behavior, Knowledge Sharing Behavior and Organizational Commitment in Multilink
Company, Hosur ” - (ICAM 2016)
A STUDY ON DRIVING IN-ROLE PERFORMANCE THROUGH
CITIZENSHIP BEHAVIOR, KNOWLEDGE SHARING BEHAVIOR AND
ORGANIZATIONAL COMMITMENT IN MULTILINK COMPANY, HOSUR
Dr. M. A. Shakila Banu
Assistant Professor, Jamal Institute of Management,
Jamal Mohamed College (Autonomous), Tiruchirapalli- 620 020
A. Vidhya
Ph.D Research Scholar,
Assistant Professor, AIMAN College of Arts and Science for Women,
Tiruchirapalli- 620 021
ABSTRACT
In this competitive era organizations strive to enhance the performance of their firm to
grow and attain sustainability. Human resources being the intangible valuable assets of a firm
contribute a large share in deciding the fate of their employers. Considering significance of
employee’s behavior in firm’s performance, the citizenship behaviors have been gaining
considerable importance. This research aims at examining the relationship and citizenship
behavior , Knowledge Sharing Behavior and Organizational Commitment on in-role
performance among the employees of automotive electronics Company. One hundred and fifty
employees have been chosen as respondents to conduct this survey from multilink company.
Results of the study indicate significant relationship of extra-role behaviors and task
performance .The study concludes by mentioning possible research implications. The findings
of this paper demonstrate that there are various set of platforms to encourage people to share
their insights, thoughts, which are valuable assets for companies. What draws people to share
their knowledge in various organizations would be different, but ultimately matches the
company’s core values as well as the look and feel of the other organizational processes.
All organization should focus on supporting the knowledge sharing (KS) between
individuals The Knowledge Sharing tools can therefore seen as providing a foundation for
knowledge management initiatives .The need for this study arose from the acknowledgement
of organizational commitment on employee productivity as the most critical in all
organizational analyses, and the determinant often found between goals of the organizational
all the needs of employee within it, therefore, necessary to empirically study how the impact of
organizational commitment on employee are coping with the challenges of employee
productivity. The presence of organizational commitment to employees can be used to gain
employees support for organization and in turn maximize the benefits it receive from their
employee with greater productivity and individual performance seems to increase in the same
proportions. Organizational commitment and employee productivity issue are emerging as the
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Dr. M. A. Shakila Banu and A. Vidhya, “A Study on Driving in-Role Performance Through
Citizenship Behavior, Knowledge Sharing Behavior and Organizational Commitment in Multilink
Company, Hosur ” - (ICAM 2016)
most critical work force management challenges of the past, present and immediate future
driven by, and employee loyalty.
Key words: Human resource, Human resource management, Organizational Behavior,
Organizational Citizenship Behavior
Cite this Article: Dr. M. A. Shakila Banu and A. Vidhya. A Study on Driving in-Role
Performance Through Citizenship Behavior, Knowledge Sharing Behavior and Organizational
Commitment in Multilink Company, Hosur. International Journal of Management, 7(2),
2016, pp. 593-600.
http://www.iaeme.com/IJM/index.asp
INTRODUCTION
HUMAN RESOURCE
Human resources is the set of individuals who make up the workforce of an organization, business
sector, or economy. "Human capital" is sometimes used synonymously with human resources, although
human capital typically refers to a more narrow view (i.e., the knowledge the individuals embody and
can contribute to an organization). Likewise, other terms sometimes used include "manpower",
"talent", "labour", or simply "people".
HUMAN RESOURCE MANAGEMENT
HRM is the management process of an organization's workforce, or human resources. It is responsible
for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing
organizational leadership and culture and ensuring compliance with employment and labor laws. In
circumstances where employees desire and are legally authorized to hold a collective bargaining
agreement, HR will also serve as the company's primary liaison with the employees' representatives
(usually a trades union).
ORGANIZATIONAL BEHAVIOR
The study of the way people interact within groups. Normally this study is applied in an attempt to
create more efficient business organizations. The central idea of the study of organizational behavior is
that a scientific approach can be applied to the management of workers. Organizational behavior
theories are used for human resource purposes to maximize the output from individual group members.
ORGANIZATIONAL CITIZENSHIP BEHAVIOR
Organizational Citizenship Behavior was first defined by Dennis Organ in 19988 as “an individual
behavior which is not rewarded by a formal reward system but that, when combined with the same
behavior in a group, results in effectiveness. Organizational Citizenship Behavior is the technical
psychological term for what can be simply defined as the compilation of individual behaviors in a
group setting.
“In the business world, Organizational Citizenship Behavior has been linked to work productivity,
employee effectiveness, and other factors which can impact a business in the short or long term.
Common examples of business organizational citizenship behavior occur when employees are grouped
together, which may occur on a regular basis or a part of a special or temporary. For example,
employees in the marketing department will display organizational citizenship behavior on a regular
basis because of they are co-workers in the same department; employees who are put together for a
temporary work assignment will also display organizational citizenship behavior, albeit on a temporary
basis.
FIVE COMMON TYPES OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR
Dennis Organ’s major 1988 study on organizational Citizenship Behavior defined the concept into five
common behaviors. Organ’s study suggested that, when these common behaviors are exhibited in a
group setting, it will lead to effectiveness. In the context of business, this means that the five most
common organizational citizenship behaviors will lead to more productivity and more effective work.

3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 593-600 © IAEME Publication
595
Dr. M. A. Shakila Banu and A. Vidhya, “A Study on Driving in-Role Performance Through
Citizenship Behavior, Knowledge Sharing Behavior and Organizational Commitment in Multilink
Company, Hosur ” - (ICAM 2016)
KNOWLEDGE SHARING BEHAVIOR
In a growing global economy managing knowledge effectively has become a source of competitive
advantage. Companies are adopting integrated approaches to identify, manage, share and capitalize on
the know-how, experience and intellectual capital of employees. During the past decade, many
companies invested heavily in electronic knowledge management (KM) systems hoping to increase
their ability to manage the vast array of knowledge hidden within the many nooks and crannies of
organizational life. However, experienced users of electronic KM systems now realize that managing
knowledge is a much more complicated process. It’s an open secret that today’s business organizations
greatly depend upon maximizing resources, eliminating redundancy and automating process to meet
the business goals. Further it’s also clear that Knowledge Sharing [KS] has become as essential part of
Knowledge Management [KM]. 5
The effective use of knowledge is a key ingredient in all successful organizations, no matter what
business they are doing, what services they may provide. Using knowledge correctly in an organization
requires an understanding that the mere availability of simple, disconnected bits of information is not
knowledge and can’t adequately address these enterprise imperatives. While KM must focus on
supporting the sharing of knowledge between individuals, this can’t be done in isolation. Instead KM
projects must recognize the importance of providing effective platforms for this dissemination of
knowledge.
ORGANIZATIONAL COMMITMENT
The management of people at work is an integral part of the management process. To understand the
critical importance of people in the organization is relatively on its effectiveness to degree to which
achieves its goal. A well managed organization usually sees an average worker as the root source of
quality and productivity gains, to capital investment, But to employees as the fundamental sources of
improvement. An organization is effective to the degree to which it achieves its goals. An effective
organization will make sure that there is a spirit, of cooperation and sense of sphere of its influence. As
organization battle to get the most from their existing employee in an environment characterized by
skill shortages such the role of human resource practices in the organization in fostering employee
engagement and commitment is paramount, in doing this many organizations is aware of the significant
impact both positive and negative that employee have on, organizational performance and productivity.
Many successful organizations are strongly committed to look after their employee needs because
they belief that organization that foster employee satisfaction can secure greater employee
commitment. Commitment is a belief, which reflects “the strength of a person’s attachment to an
organization”. Researchers have suggested that reciprocity is a mechanism underlying commitment and
that employees will offer their commitment to the organization in reciprocation for the organization
having fulfilled its psychological contract. Organizational commitment has an important place in the
study of organizational behavior.
RESEARCH OBJECTIVES
 To know the demographic characteristics of selected employees.
 To find out the reliability position of the data.
 To depict the model fit of the data.
 To predict the association between Citizenship Behavior, Knowledge Sharing Behavior and
Organizational Commitment.
REVIEW OF LITERATURE
Gregory Murphy, James Athanasou, Neville King, (2002) "Job satisfaction and organizational
citizenship behaviour: A study of Australian human‐service professionals", Journal of Managerial
Psychology, Research paper MCB UP Ltd, Vol. 17 Iss: 4, pp.287 - 297 The purpose of this study was
to examine the role of organizational citizenship behaviour as a component of job performance.
Participants comprised 41 human‐service workers, who completed a job satisfaction questionnaire and
were rated for their organizational citizenship, as well as being measured on three discretionary
organizational participant behaviours. Job satisfaction significantly with organizational citizenship and

4. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 593-600 © IAEME Publication
596
Dr. M. A. Shakila Banu and A. Vidhya, “A Study on Driving in-Role Performance Through
Citizenship Behavior, Knowledge Sharing Behavior and Organizational Commitment in Multilink
Company, Hosur ” - (ICAM 2016)
participation behaviours (correlations ranged from +0.40 to +0.67).Findings were consistent with the
view that satisfaction may not be reflected in productivity but is evident in discretionary involvement in
the workplace. Implications for monitoring and managing a wide range of employee behaviours are
outlined. MartynLaycock, (2005) "Collaborating to compete: achieving effective knowledge sharing in
organizations", The Learning Organization, Literature review, Emerald Group Publishing LimitedVol.
12 Iss: 6, pp.523 – 538
This paper aims to present a practitioner overview of the challenges and growing strategic
importance of knowledge and knowledge sharing in organizations, considering roles of learning, and in
particular networks, together with collaboration in the development of sustainable competitive edge
through knowledge management and the activities of knowledge workers. First, the paper sets the
scene for the development of the twenty‐first century knowledge economies, by providing a brief
literature overview incorporating some of the key work of Peter Drucker, Charles Handy, Tom Stewart
and others. It also provides insights into the London Knowledge Network and its role in supporting
organizations in the pursuit of effective knowledge as sources of sustainable competitive edge at
organizational and often regional, national, international and global levels. Overall, it was found that
knowledge management has not become the latest management fad but, if properly supported, can be
used to benefit customers and workforces alike. Some conclusions are drawn about how organizations
are managing the significant change, especially the cultural change, involved in using knowledge as a
key driver for future competitiveness. This paper will be of use to any organization wishing to
implement knowledge management. , ‐focused strategies. Then, via insights into three organizations:
one medium‐sized private company (US) and two public (one small, one very large) UK organizations,
some of the challenges are considered that organizations experience as they seek to use learning and
Keith Patrick, FefieDotsika, (2007) "Knowledge sharing: developing from within", The Learning
Organization, Viewpoint, Emerald Group Publishing Limited Vol. 14 Iss: 5, pp.395 – 406 If
collaboration and knowledge sharing lie at the core of providing added‐value to either services or
products can we improve this process? The purpose of this paper is to suggest that it can be improved
and this lies in how we develop the systems that support collaboration and knowledge sharing. This can
be achieved within the development process, focusing on 14 . The paper continues the premise that
better systems are derived from fully engaging with the systems Although existing methodologies have
this at their heart, the systems produced still fall short. The argument presents how developing systems
from within can improve the likelihood of success through the adoption of social computing practices.
It shows that the involvement of those expected to collaborate or share through the proposed system in
the development process, enhances the collaborative relationships and increases the probability of
sharing through engagement and empowerment. This paper frame show a known problem in systems
development and the greater sensitivity of knowledge management systems may be overcome. It
highlights how the collaborative and inclusive nature of social computing practice can serve to bridge
the social technical divide through the reduction of barriers and providing alternative bridges.The paper
aims to address a topic that has not been systematically studied the organizational citizenship
behavior(OCB), performance appraisal and rewards literature. Specifically, this paper seeks to examine
the potential effects of rewarding OCBs by explicitly incorporating them in to performance appraisal
and reward systems.A review of relevant theory and literature is provided and propositions concerning
the possible effects of assessing and rewarding OCBs are offered. The findings show that there are
potential advantages and disadvantages off formally incorporating OCBsintoperformanceappraisal
systems and thatitseems likely thatmore organizations willmove toward formallymeasuring and
rewardingOCBs.While most researchindicates that OCBs are associated with positive outcomes, this
paper also addresses potential negative consequences of formally evaluating and rewarding OCB.
Franz Barachini, (2009) "Cultural and social issues for knowledge sharing", Journal of Knowledge
Management, Research paper, Emerald Group Publishing Limited, Vol. 13 Iss: 1, pp.98 – 110 .The
purpose of this paper is to show that knowledge sharing is primarily based on a trading process – the
business transaction process. Motivators as well as morale hazards for knowledge sharing based on
existence needs, biosocial needs and cognitive needs are described. An industry survey followed by
interviews discovers arguments supporting the business transaction theory. Results of the interviews
are clustered and categorized according to Alderfer's pyramid. Morale hazards hampering knowledge
sharing are derived thereof. The comprehensive online survey, combined with personal interviews,
supports the business transaction theory. According to this theory, knowledge sharing is based on a

5. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 593-600 © IAEME Publication
597
Dr. M. A. Shakila Banu and A. Vidhya, “A Study on Driving in-Role Performance Through
Citizenship Behavior, Knowledge Sharing Behavior and Organizational Commitment in Multilink
Company, Hosur ” - (ICAM 2016)
trading process. Motivators as well as morale hazards for knowledge sharing were detected. The
business transaction theory is valid independent from cultures.
Iris Reychav, Jacob Weisberg, (2010) "Bridging intention and behavior of knowledge sharing",
Journal of Knowledge Management, Research paper, Emerald Group Publishing Limited, Vol. 14 Iss:
2, pp.285 – 300 .This paper seeks to present an innovative scale that sheds light on the ways in which
intentions to share explicit and tacit knowledge impact actual knowledge sharing behavior. Survey data
were collected from a total of 278 hi‐tech workers. Structural equation modeling (SEM) was used to
assess the research model. SEM shows that the intention to share explicit knowledge influences explicit
knowledge sharing knowledge sharing behavior is influenced directly to a greater extent by the
intention to share tacit knowledge and less indirectly by the intention to share explicit knowledge
knowledge sharing intention and behavior. Its behavior to an equal extent both directly and
indirectly.By contrast tacit ‐. The study provides a potential tool that may be applied by managers for
the purpose of measuring explicit and tacit ‐17 Whereas there is a consensus as to the need for and the
benefits of, there are no tools for measuring the roots of limitations are due to the limited
socio‐economic and geographic variability of the companies and people that were studied, which may
need further studies to substantiate.
DATA ANALYSIS AND INTERPRETATION
Table: 1: Age
Particulars Frequency Percent
Less than 30 136 91.3
31-40 10 6.7
41-50 3 2.0
Total 149 100.0
TABLE 2: GENDER
Particulars Frequency Percent
Male 148 99.3
Female 1 .7
Total 149 100.0
TABLE 3: MARITIAL STATUS
Particulars Frequency Percent
Married 23 15.4
Unmarried 126 84.6
Total 149 100.0
TABLE 4: QUALIFICATION
Particulars Frequency Percent
UG 24 16.1
PG 3 2.0
Professional 1 .7
Diploma 9 6.0
Others 112 75.2
Total 149 100.0

6. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 593-600 © IAEME Publication
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Dr. M. A. Shakila Banu and A. Vidhya, “A Study on Driving in-Role Performance Through
Citizenship Behavior, Knowledge Sharing Behavior and Organizational Commitment in Multilink
Company, Hosur ” - (ICAM 2016)
TABLE 5: EXPERIENCE
Particulars Frequency Percent
5-15 years 135 90.6
16-23 years 13 8.7
23 Years & Above 1 .7
Total 149 100.0
TABLE 6: INCOME
Particulars Frequency Percent
Rs 10000-15000 125 83.9
Rs 16000-25000 11 7.4
Rs 26000-35000 6 4.0
Rs 36000-45000 4 2.7
Rs 45000 & Above 3 2.0
Total 149 100.0
TABLE 7 MODEL FIT SUMMARY
Variable Values
Chi-square test 1.581
P-Value 0.000
GFI .992
AGFI .906
CFI .980
RMR .004
RMSEA .063
TABLE 8
RELIABILTY STATISTICS
Cronbach's Alpha N of Items
.341 8
SEM

7. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 593-600 © IAEME Publication
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Dr. M. A. Shakila Banu and A. Vidhya, “A Study on Driving in-Role Performance Through
Citizenship Behavior, Knowledge Sharing Behavior and Organizational Commitment in Multilink
Company, Hosur ” - (ICAM 2016)
FINDINGS
 It is inferred that 91.3% of respondents are at the age group of Less than 30 and 2.0% of
respondents are at the age group of Above 41-50.
 From the table 2, it is inferred that 99.3% of respondents are at the gender of male and 0.7%
of respondents are at the gender of female.
 From the table 3, it is inferred that 84.6% of respondents are unmarried and 15.4% of
respondents are married.
 From the table 4, it is inferred that 75.2% of respondents are non graduates and .7% of
respondents are professional.
 From the table 5, it is inferred that 90.6% of respondents have at the experience of 5-10 years
and .7% of respondents have at the experience of 23years & above.
 From the table 6, it is inferred that 83.9% of respondents are in the income group of Rs.
10,000 – 15,000 and 2.0 % of respondents are in the income group of Rs. 45,000 and above.
 From the chart it is noted that Organizational Citizenship Behavior toward Attitude towards
Knowledge Sharing, Intentions to share Knowledge, Knowledge Sharing Behavior,
Enjoyment n helping others and Reputation shows the positive relationship as
0.45,0.51,0.10,0.36 and 0.08
 From the chart it is noted that Attitude towards Knowledge Sharing, Intentions to share
Knowledge, Enjoyment n helping others and Reputation shows the positive relationship as
0.5,0.26,0.27,0.23,0.01 and 0.21
 From the chart it is noted that Knowledge Sharing towards Intentions to share Knowledge,
Enjoyment helping others and Reputation shows the positive relationship as 0.8, 0.20, 0.22
and 0.15
 Intentions to share Knowledge towards Enjoyment helping others and Reputation shows the
positive relationship as 0.15
SUGGESTIONS
 In order to enhance the performance of their employees, the organization should give
importance to Organizational Citizenship Behavior with focusing on different jobs.
 It is suggested that there are various set of platforms to encourage people to share their
insights, thoughts, which are valuable assets for companies. What draws people to share their
knowledge in various organizations would be different, but ultimately matches the company’s
core values as well as the look and feel of the other organizational processes.
 The organization should take necessary step to increase Organizational Citizenship Behavior
and Knowledge sharing Behavior level of employees by giving periodic incentives which will
result in increase of Organizational Commitment.
 By implementing policies, work processes, and fair reward systems the organization can send
signals to employees that the organization cares about the employee’s well-being and values
his/her contributions.
CONCLUSION
 All organization should focus on supporting the knowledge sharing (KS) between individuals
The KS tools can therefore seen as providing a foundation for knowledge management
initiatives. Besides this different kind of valuable technologies like weblogs, wikis etc. can be
used to support the KM goals.
 The current study highlights the need of enhancing positive work behaviors in employees
which will aid in increasing the performance of employees, thus inculcate spirit of growth and
healthy competition. This study also provided insights on the existing difference in the two
constructs. Extra-role behaviors have often been confused with he in-role behavior related
performance of employees. This study indicated on the underlying difference in the two and
has been also successful in establishing relationship among the variables.

8. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 -
6510(Online), Volume 7, Issue 2, February (2016), pp. 593-600 © IAEME Publication
600
Dr. M. A. Shakila Banu and A. Vidhya, “A Study on Driving in-Role Performance Through
Citizenship Behavior, Knowledge Sharing Behavior and Organizational Commitment in Multilink
Company, Hosur ” - (ICAM 2016)
 It is clear that fostering commitment among employees has important implications for any
organization. There, highly committed workers make a positive contribution to their
organization and effective performance of employees towards the attainment of organizational
goals. Thus, organizations which seek to retain their best of employees by building strong
organizational commitment.
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 Bart van den Hooff, Alexander P. Schouten, StojanSimonovski, (2012) "What one feels and
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 Candace L. Witherspoon, Jason Bergner, Cam Cockrell, Dan N. Stone, (2013) "Antecedents
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WEBSITE
 www.Proquest.com
 www.Science Direct.com
 www.Emerald Insight.
 www.Multilinknet.india
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