A Study to Improve Organizational Citizenship

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IMPROVEMENT OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR INCITY GOVERNMENT OF CALAPAN

A Research Presentedto the Faculty of Graduate School

University of BatangasBatangas City

In Partial Fulfil lmentof the Requirements for the Degree

Master of Public Administration

By

JEROME M. ARTEZA

October 2014




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CHAPTER 1

THE RESEARCH PROBLEM

Introduction

The world is looking forward to high performance organizations, which would

provide high job satisfaction to their employees and would also cherish excellence

and effectiveness. This could be achieved if we could develop organizational

citizenship

More than ever before, managers would agree that employees make a critical

difference when it comes to innovation, organizational performance,

competitiveness, and thus ultimately business success. What can organizations do

to attract and keep creative, dedicated, and thriving employees who make

organizations flourish? Which working conditions inspire employees to be engaged,

give their best, go the extra mile, and persist in the face of difficulties? Instead of

traditional organizational structures that heavily rely on management control and

economic principles of cost reduction, efficiency, and cash flow, the focus in modern

organizations is on the management of human capital. Currently, organizations

expect their employees to be proactive and show initiative, collaborate smoothly with

others, take responsibility for their own professional development, and to be

committed to high quality performance standards. Thus employees are needed who

feel energetic and dedicated, and who are absorbed by their work. In other words,

organizations need engaged workers.




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This is illustrated by Ulrich (1997), who writes in his seminal book ‘‘Human

Resources Champions’’: ‘‘Employee contribution becomes a critical business issue

because in trying to produce more output with less employee input, companies have

no choice but to try to engage not only the body but the mind and soul of every

employee’’. Obviously, this objective is not achieved with the prevailing four D’s

approach (damage, disease, disorder, and dysfunction) that focuses on preventing

poor performance, low motivation, unwell-being, ill-health, and disengagement.

Something more is needed—a radical shift, away from the four D’s, and this is where

positive organizational behavior (POB) comes in. This special issue includes five

POB articles that focus on a wide range of positive behaviors of engaged employees

in flourishing organizations.

The field of POB has emerged from the recently proposed positive

psychology approach. Psychology has been criticized as primarily dedicated to

addressing mental illness rather than mental ‘‘wellness’’—the four D’s approach.

This prevailing negative bias of psychology is illustrated by the fact that the amount

of publications on negative states outnumbers that on positive states by a ratio of

14:1 (Myers, 2000). The purpose of Positive Psychology is to begin to catalyze a

change in the focus of psychology from pre-occupation only with repairing the worst

things in life to also building positive qualities’’ (Seligman & Csikszentmihalyi, 2000,

p. 5). Thus, positive psychology studies the strengths and virtues that enable

individuals and communities to thrive.




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Like positive psychology, POB does not proclaim to represent some new

discovery of the importance of positivity, but rather emphasizes the need for more

focused theory building, research, and effective application of positive traits, states,

and behaviors of employees in organizations (Luthans & Youssef, 2007). That a

more positive approach is needed not only in psychology, but also in management

and business is illustrated by Walsh, Weber, and Margolis (2003) who reported that

in the business press over the last 17years, compared to positive terms (e.g.,

compassion, virtue) negatively biased words (e.g., beat, win) have increased four-

fold during the same period.

According to Luthans (2002), POB is interested in ‘‘the study and application

of positively oriented human resource strengths and psychological capacities that

can be measured, developed, and effectively managed for performance

improvement in today’s workplace’’ (p. 59). Luthans has argued that inclusion criteria

for POB are being theory and research based, measurable, developmental, and

manageable for performance impact in the workplace. Wright (2003)

counterbalanced this utilitarian and management-driven view by arguing that the

mission of POB must also include the pursuit of employee happiness and health as

viable goals in themselves. We would like to add that, as argued by Zwetsloot and

Pot (2004), employee health and well-being is becoming a business value of

strategic importance. For instance, instead of ‘‘costs,’’ occupational health and well-

being measures are increasingly considered sound ‘‘investments’’ in employees who

yield direct economic benefits to the company. Seen from this perspective, the




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organization-centered view of Luthans (2002) and the employee-centered view of

Wright (2003) can be integrated into a positive business value model of employee

health and well-being. An approach that has been labeled ‘‘Integral Health

Management’’ (Zwetsloot & Pot, 2004) that constitutes a win–win situation for both

the organization and its employees.

Typically, POB studies individual positive psychological conditions and human

resource strengths that are—in one way or the other—related to employee well-

being or performance improvement. This may involve, for instance, the predictive

validity of general mental ability and emotional intelligence for sales performance.

Research may also focus on the cognitive capacities of creativity and wisdom, and

the affective capacities of work engagement and humor. POB studies also examine

the role of states like self-efficacy, optimism, hope, resilience, and other personal

resources in coping with organizational demands or in fostering performance.

Further, POB-researchers are interested in peak performance in organizations and

examine the conditions under which employees thrive.

Researchers who simultaneously started the positive organizational

scholarship (POS) movements have provided a conceptual framework for organizing

and integrating their research on positive organizations (Cameron, Dutton, & Quinn,

2003). POS is defined as ‘‘the study of that which is positive, flourishing, and life-

giving in organizations. Positive refers to the elevating processes and outcomes in

organizations. Organizational refers to the interpersonal and structural dynamics

activated in and through organizations, specifically taking into account the context in




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which positive phenomena occur. Scholarship refers to the scientific, theoretically

derived, and rigorous investigation of that which is positive in organizational

settings’’ (Cameron & Caza, 2004, p. 731). Similar to POB, but different from

positive psychology, the primary emphasis of POS is on the workplace and on the

accomplishment of work-related outcomes. Although partly overlapping, POB is

primarily concerned with individual psychological states and human strengths that

influence employee performance (Luthans, 2002), whereas POS is primarily

concerned with the positive aspects of the organizational context that influence

employee’s thriving (Cameron, 2005). In a way, this special issue builds a bridge

between POB and POS because in most of its contributions a positive individual

perspective (POB) is combined with a positive organization perspective (POS).

Before introducing the five articles that are included in this special issue, two

illustrations are provided of the viability of a positive approach to organizational

behavior: the added value of POB and processes over and above negative

behaviors and processes, and the emergence of employee engagement.

Performance monitoring is increasingly important to project risk management

and can significantly reduce project risk exposure. And effective collection system

will warn of performance that differs from expected performance in time for

corrective action to be taken, or provide warnings of impending behavior that

threatens life and/or property in time for protective measures to be taken to reduce

the consequences from that behavior. In this role, performance monitoring must

served correctly and reliable performance must be evaluated and acted on quickly.




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performance behavior, a relational oriented person will demonstrate more

interpersonal citizenship performance: behaviors that assist, support and develop

organizational members trough cooperative and facilitative efforts that go beyond

expectation (Coleman & Borman,2000).

The thrust of this study is shown in Figure 1. Using the model, the input

component includes individual identity orientation. The input component also delves

into the Citizens Performance behavior being observed by the Human Resource

Management and also the problem met by the City Government of Calapan

As input component are laid out, the pursuit of throughput began by means of

questionnaire, interview and documentary analysis. Ultimately, emphasizing to

improve Organizational Citizenship in City Government of Calapan effectively would

be the contribution to educational research of this study.

Figure 1: Research Paradigm

Relationalorganizationalidentity orientation

Individual identityorientation

Citizenshipperformancebehavior

Improvement ofOrganizational

CitizenshipBehavior in CityGovernment of

Calapan

Questionnaire

Interview

Documentary Analysis




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Statement of the Problem

This study sought to analyze the organizational citizenship behavior of employee

in City Government of Calapan. It also sought for the loopholes on how to improve

human behavior of each personnel in the City Government. The study answered the

following questions.

1. What is the status of relational organizational identity orientation of employee

in City Government of Calapan?

2. What are the status of individual identity orientation of employee in City

Government of Calapan in terms of:

2.1. Personal

2.2. Relational

2.3. Collective

3. What are the status of citizenship performance behavior of City Government

employee in terms of:

3.1. Job/task

3.2. Interpersonal

3.3. Organizational

Scope and Delimitation of the Study

This study focuses on the review and analysis of the effectiveness in the

improvement of improvement of organizational citizenship behavior in City

Government of Calapan being implemented by the present administration. This will




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also evaluate the degree of satisfaction of the customer in terms of services derived

from the program.

This study includes the following variables: The relational organizational

identity orientation, the individual identity orientation in terms of personal, relational

and collective. It also includes citizenship performance behavior in terms of: job/task,

interpersonal and organizational.

Significance of the study

The significance of this study is to describe how organizational behavior

success or failure depends on its goal setting, such as group cohesiveness and

productivity. I would argue that this study has become a standard component of

business school programs because managing and running a business is not just

about economics and marketing. It is also about making sure that the internal

workings of your firm are as efficient and effective as they can possibly be. In

studying organizational behavior, managers can get to be better at understanding

how to get the most out of their employees. This is important today because

businesses are so much more about people today. The days of time and motion

study are somewhat past since you cannot promote creativity and high-quality brain

work through the use of such studies. Therefore, organizational behavior is more

important as a way of getting people to work well together.

This study would benefit the entire City Government of Calapan particularly

the mayor, the Human Resource Management, employees and the constituents. The




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Positive Organization Behavior. Refers to the study and application of

positively oriented human resource strengths and psychological capacities that can

be measured, developed, and effectively managed for performance improvement in

today's workplace

Positive Organizational Scholarship. This focuses on companies creating

positive work life and performance

Positive Psychology. This refers to the scientific study of the strengths and

virtues that enable individuals and communities to thrive. The field is founded on the

belief that people want to lead meaningful and fulfilling lives, to cultivate what is best

within themselves, and to enhance their experiences of love, work, and play.

Relational Behavior. This refers to the decision-making process that is based

on making choices that result in the most optimal level of benefit or utility for the

individual. Most conventional economic theories are created and used under the

assumption that all individuals taking part in an action/activity are behaving

rationally.




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CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the review of literature and studies, which are related to

the present investigation. The concepts and findings of the previous works

presented in this chapter provided the researcher valuable insights which reinforced

his deeper understanding of the research problem.

Related Literature

Successful organizations need employees who will do more than their usual

job duties and provide performance that is beyond expectations.

Organizational citizenship behaviors (OCB) describe actions in which

employees are willing to go above and beyond their prescribed role requirements.

Prior theory suggests and some research supports the belief that these behaviors

are correlated with indicators of organizational effectiveness.

Organ (1988) suggested that high levels of OCB should lead to a more

efficient organization and help bring new resources into the organization. In Organ’s

explanation, securing needed resources refers not only to the attraction of new

members or raw materials, but also to such intangible factors as company good will,

or the external image and reputation of the organization. Thus, customer perceptions

of the organization’s products or services could be an external assessment of

effectiveness that is influenced by OCB.




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The present study examined relationships between OCB and organizational

effectiveness. A few studies have shown that OCB are positively related to indicators

of individual, unit, and organizational performance (Werner, 1994; Podsakoff &

MacKenzie, 1994; Podsakoff, Ahearne, & MacKenzie, 1997;Walz & Niehoff, 2000;

).Like most behaviors, OCB are probably multi-determined. That is, there is no one

single cause of OCB. Theoretical frameworks for all other classes of organizational

behavior, from job performance to turnover to absenteeism, include multiple sources

of causation. It makes sense to apply the same rationale to OCB. Relaxing the

"single cause" parameter will keep the search for determinants of OCB from

becoming narrow in focus and exclusionary in conceptualization.

Smith (1999) and Bateman and Organ (1999) conducted the first research on

the antecedents of Organizational Citizenship Behavior, finding job satisfaction to be

the best predictor. After 17 years of research, job satisfaction is still the leading

predictor of OCB (Organ & Ryan, 1995). This is problematic because, descriptively,

job satisfaction is in and of itself a challenging outcome sought by organizational

managers. The resulting implications are restricted to suffice that OCB is likely when

workers are satisfied. There are just as many questions regarding the antecedents

of job satisfaction as there are questions about the antecedents of organizational

citizenship behaviors. But according to Penner, Midili & Kegelmeyer, (1997) the job

satisfaction is not only one reason for the accurate prediction of OCB.

Muse, Harris, Giles, and Feild (2008) use two organizations to investigate

whether employees’ use and perceived value of a work-life benefit package is




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usefulness of a newly introduced positive concept—compassion at work—for sense

making of employees in organizations.

Luthans, Norman, Avolio, and Avey (2008) investigate whether the recently

emerging core construct of positive psychological capital (consisting of hope,

resilience, optimism, and efficacy) plays a role in mediating the effects of a

supportive organizational climate with employee outcomes. Utilizing three diverse

samples, results show that employees’ psychological capital is positively related to

their performance, satisfaction, and commitment and that a supportive climate is

related to employees’ satisfaction and commitment. The study’s major hypothesis

that employees’ psychological capital mediates the relationship between supportive

climate and their performance is also supported. This study demonstrates that

integrating various existing constructs into a new higher-order construct might

advance our knowledge on POB. A similar synthesizing approach was used by Bono

and Judge (2003), who integrated neuroticism, self-esteem and locus of control into

a higher-order construct the so-called ‘‘core self-evaluation.’’ More recently,

Harrison, Newman, and Roth (2006) demonstrated that overall job attitude (job

satisfaction and organizational commitment) provides increasingly powerful

prediction of more integrative behavioral criteria (focal performance, contextual

performance, lateness, absence, and turnover combined).

Finally, in their theoretical article, Walter and Bruch (2008) develop a dynamic

model of the emergence of positive affective similarity in work groups. It is

suggested that positive group affective similarity and within-group relationship quality




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Organizational citizenship, and the reasons why people adopt those behaviors, and

how to influence or shape negative behaviors in a way that meets Organizational

objectives. Also, the role of communications between employees and managers will

be discussed as a way to avoid such negative work behaviors.

Counterproductive work behaviors can be viewed as a form of protest in

which Organizational members express dissatisfaction with or attempt to resolve

injustice within the Organization (Kelloway, Francis, Prosser & Cameron 2009)

Common forms of counterproductive behaviors may include ineffective job

performance, absenteeism, turnover, unsafe behaviors and it may even include

criminal activity and sexual harassment, which clearly have very negative

consequences and can be very destructive and costly to the Organization.

For example, Organizations set goals and objectives that they (with help of

employees) want to achieve, whether in the short or the long term. These objectives

may include, profitability, safe workplace, the reputation of being socially

responsible, and so on. According to Jex’s definition of counterproductive behavior,

any employee who hinders the achievement of Organizational objectives is being

counterproductive. Counterproductive behavior is also a result of the inner motive of

the employee. For instance, a retail employee who steals merchandise from his/her

employer is obviously doing it intentionally and most likely, for a personal gain. On

the other hand, it is entirely possible for an employee to engage in counterproductive

behavior without intending to. For example, an employee who is poorly trained or




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particular behavior, because often, managers do not have a clear vision of the day-

to-day work, and the day-to-day communications or relationships between

employees, until, they come to realize the existence of counterproductive behaviors

or actions.

Communications between employees and their employers can prevent all

forms of counterproductive behaviors. In general terms, communication can be

described as a process which conveys information between people (Rollinson 1993).

In some Organizations, employees do not get to hear about even minor matters

which affect them until they are overtaken by events. This can result in employees,

developing extremely poor opinion of management, and they sometimes, impute a

negative motive for them, being “kept in the dark”. Ineffective or inadequate

communications or flow of information can quickly lead to speculations and rumors.

It is better to regard effective communication as a process which allows the

differences between employees and managers to surface and be dealt with. More

optimistically, it will perhaps go further by helping employees and managers to better

understand each other’s viewpoint and find mutually accepted solutions to their

differences ( Rollinson 1993).

Organizational Citizenship Behavior (OCB) is one other common positive

behavior adopted by employees who are happy about their work. It is defined as the

individual behavior that is discretionary, not directly or explicitly recognized by the

formal reward system, and that in the aggregate promotes the effective functioning




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of the organization (Maharaj & Schelcheter 2007). That is, the employee voluntarily

adopts this behavior and not required or compulsory as part of their job.

Research generally agrees that satisfied employees deliver satisfied

customers. The main two reasons for this is that if employees are happy and

satisfied about their job, they will display friendliness to customers, which in turn,

encourages customers to be loyal to that specific Organization. The second reason

is that if the Organization succeeded in keeping its employees satisfied, employees

are less likely to quit their jobs, eventually, employees gain better knowledge and

skills and better serve customers. This also means that there’s a consistent service,

because customers are served by the same employees. (McShane and Travaglione

2007)

Happy employees are more likely to develop a sense of meaning and

belonging to the Organization, and more likely to do volunteer things altruistically. For

example, helping other employees, performing extra duties, and so on.

Job characteristics (that is, the attributes of a particular job) may affect OCB

through employees' perceptions, for example, the sense of responsibility,

commitment of completing a task, etc… regarding the motivating potential inherent

in job characteristics (Chen and Chiu 2009). An employee who’s more committed to

completing his/her tasks, is more likely to value and understand the workplace

environment and the relationships among other members of the Organization,

creating a sense of meaningfulness of the job, and as a result, enhancing OCB.




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Chen and Chiu suggest that employees with motivation and commitment to their

Organization, are more likely to display higher job involvement (that is, the extent in

which an employee is committed and involved with his/her job), and are more willing

to put more effort to fulfill their duties and might as well, fulfill extra duties.

Employees who demonstrate a sense of identity towards their Organization are more

likely to perform well, considering their work as the center of their self-concept.

Based on a research, adopted by Maharaj and Schechter (2007)

management should focus more on OCB to gain a competitive advantage, and

promote the display of OCB. Job satisfaction can be defined as one's feelings or

state-of-mind regarding the nature of their work. Job satisfaction can be influenced

by a variety of factors, for example, the quality of one's relationship with their

supervisor, the quality of the physical environment in which they work, degree of

fulfillment in their work, etc. (Free Management Library 2008). If an employee is

satisfied with his/her job and the environment of the workplace, he/she will be

motivated to increase their productivity and the willingness to perform better.

Dawis (1992) points out that it is important to know that there are different

kinds of job satisfaction. Intrinsic job satisfaction is when employees consider only

the kind of work they do (that is, the tasks they perform). Extrinsic job satisfaction is

when employees consider the conditions of work such as their pay, fellow workers,

supervisors, etc…

These two types of satisfaction are different, and it helps to look at jobs from

both points of view. For example, if an employee is dissatisfied with their job, it is




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important to think of which extent they are actually dissatisfied, and ask themselves

whether they are dissatisfied with the conditions of work or the actual tasks they do.

Knowing the reason of dissatisfaction delivers a more relevant solution for this

problem.

The second important thing to is that job satisfaction is a result of the

fulfillment of job expectations (that is, what employees look for in a job). Job

expectations can include, the kind of work that makes the best use of one's abilities

and gives a feeling of accomplishment, having a secure job that provides a steady

employment, working for an Organization that has a good reputation that one can be

proud of working for, being able to progress in the job or career, working with co-

workers who are competent and congenial, being paid at least enough to meet one's

needs and being paid fairly in comparison to others, having an immediate supervisor

who is competent, considerate and fair, having working hours that allow one to

compromise between work and family or to pursue other interests and live the

preferred lifestyle, having benefits that meet one's needs and compare well with

those of others, having physical working conditions that are safe, not injurious to

health, not stressful. And the list goes on…

If most or all of employee expectations are fulfilled, it is more likely that

employees will become more involved with their job, put extra effort to get the job

done, and eventually, their psychological needs are satisfied.

From the different opinions used in this literature review, it can be clearly

seen that all the different authors have agreed upon the different types of




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Dawis pointed out the importance of distinguishing between the two different

types of job satisfaction (Intrinsic and Extrinsic satisfaction). He also suggested that

the fulfillment of job characteristics and employee perceptions creates an inner

motivation to put more effort into their work, have more commitment towards the

Organization and eventually become more involved with their job, creating OCB.

When two experienced figures have different views and ideas about the same

point (i.e. the Organizational behaviors in an Organization), they are actually putting

these ideas and views out of their experience and feedback individually, and each

one of them has definitely different reaction and perception according to firstly their

satisfactions and secondly to the different environments where they gained these

views. Even if they agree about a certain point in this regard, they may differ in the

means or methods used to achieve same results, because there might be different

methodologies leading to same outcomes, and each one of these figures may

suggest different methodology but both agree to achieve same outcomes.

Ultimately, having these differences between the two will impact positively on the

overall knowledge and will rise further discussions of how and what is the best way

to meet the goals.

In any Organization, whether employers or employees all need to have a

reasonable exposure to Organizational behaviors to achieve the planned objectives

of their Organization. The behaviors of the employees are based on their

perceptions, hence, it is important that management of an Organization understands

these perceptions by discussions, listening and communications. This will reduce




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conflict between managers and their employees be holding circular meetings

together, and having mutual feedbacks. It is ideal to hold these meetings in order to

reinforce the certain behaviors desired to see increase. Furthermore, improving

social relationships between employees would enhance the team work which is

crucial in supporting and implementing the planned Organizational objectives.

Synthesis

The topics covered in the related literature of the current study established

the emergence of the importance of interpersonal behavior of workers in the

organization particularly the employee of the City Government of Calapan. Though

many other popular system strategy are getting more and more attention all over the

world, the fact remains that now and for still many years ahead, human behavior

shall remain the global updates for all organization around the world. The flow of

information has changed the way we live in today’s world. Information is the

backbone of every system. Every morning when we read newspaper, having out so

much information we came to know the latest happening in the world.

Ultimately, an effective strategy to improve Organizational citizenship is the

output of this study. The preceding information on strategic improvement dictates

that certain rules have to be followed in order to create new strategy that can

guarantee the delivery of the necessary skills and competence to personnel who

play specific roles in whatever line of work.

Organizational citizenship is discretionary behavior that is not part of an

employee’s formal job requirements, but that nevertheless promotes the effective




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questionnaire had been read and verified by the adviser of the researcher and other

experts in the field for validation.

All respondents were asked to respond to the questionnaire objectively and

their responses were guaranteed confidentiality. In order to further validate the

responses of the respondents, the research also asked them pertinent questions.

Questionnaires with missing responses were eliminated for statistical analyses in

order to avoid confounding variables.

Research Participants

The study involved individuals who work in City Government of Calapan. The

said individuals were chosen by random sampling. All the respondents were

regarded as employee for as long as they function as such, regardless of where they

had been assigned. In the One stop - Shop had the number of performed employee

which is 20; Local Civil Registry Department came next with 10 performed

employee; 20 were client of City Government of Calapan. The total number of

respondent tour guides was 50. All these are reflected in Table 1.

TABLE 1

DISTRIBUTION OF RESPONDENTS

Staff that Perform Col lectionand Report Management

Number of Respondents

One Stop – shop 20

Local Civil Registry 10

CGC Clients 20




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Research Instruments

Questionnaire. The main instrument used by the researchers to gather data

from City Government of Calapan, Calapan City. The questionnaire comprised of

three major parts. Each one of the parts is a representation of the individual variable

describe as follows:

Part I is the descriptive survey questionnaire on the status of employee’s

behavior in City Government of Calapan.

This contains the respondents the demographic characteristics such as job

satisfaction, learning, motivation, performance, personality and perception.

Part II is the descriptive survey questionnaire on the status of CGC

employee’s behavior in terms of organizational structure.

It has significant discussion on the behavioral structure in an organization of

City of Calapan.

Part III is the descriptive questionnaire of the status of CGC employee in

terms of behavior in a professional leadership role.

Document Analysis. Other data were acquired by means of delving unto the

documents related to the organizational behavior. List of book titles, journals,

publications, and related researches and internet sites were gathered, browsed and

analyzed. They were tabulated and presented according to Psychology Experts and

Consultant to show the fit strategy of organizational citizenship for the City

Government of Calapan. The improvement of organizational behavior also describe



in terms of: motivation, perception and personality, and the ability to quickly process

good decision making. The effects on employee performance are threefold. Firstly,

workers who engage in OCB tend to receive better performance ratings by their

manager. This could be because employees who engage in OCB are simply liked

more and perceived more favorably or may be due to more work – related reasons

such as the manager’s belief that OCB plays a significant role in the organization’s

overall success, or perception of OCB as a form of employee commitment due to its

voluntary nature. Regardless of the reason, the second effect is that a better

performance rating is linked to gaining rewards – such as pay increments, bonuses,

promotions or work related benefits. Thirdly, because these employees have better

performance ratings and receive greater rewards, when the company is downsizing

e.g. during an economic recession, these employees will have a lower chance of

being made redundant

Unstructured Interview. To clarify the responses of the Organizational Citizenship

respondents, the researcher subjected them to an unstructured interview. The same

respondents were asked to give the author 10 to 15 minutes of their time in which

the interview was conducted. The questions in the unstructured interviews were

grounded on the actual questions in the survey instrument.

A Study to Improve Organizational Citizenship

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