Investigating the Relationship Between Fun at Work and Citizenship Behavior with The Mediating Role of Organizational Learning (Case Study of Physical Education Teachers)

The purpose of this study was to investigate the relationship between fun at work and organizational citizenship behavior with the mediating role of organizational learning in physical education teachers in Kermanshah province. The statistical population of the study consisted of all staff (240 persons) of physical education teachers in Kermanshah province. 173 physical education teachers were studied through random-clustered sampling. The research instrument included the Organizational Citizenship Behavior Questionnaire developed by Podsakov and Mackenzie (1990), Workplace fun questionnaire developed by McDowell’s (2004) and Neife’s Organizational Learning Questionnaire (2001). Structural equation modeling by applying Smart PLS was conducted for data analysis. The results of this study showed that: Moreover, found “organizational learning” partial role the relationship of “fun at work” and “citizenship Education


Introduction
The concept of organizational citizenship behavior was first introduced to the world of science by Batman and Organ in the early 1980s. Early research into organizational citizenship behavior was more about identifying responsibilities or behaviors that employees had in the organization but were often overlooked. Although these behaviors were incompletely measured and sometimes neglected in traditional evaluations of job performance, they were effective in improving organizational effectiveness [1]. There are three main types of research on organizational citizenship behavior.
A series of studies have focused on predicting and empirically testing the factors that cause organizational citizenship behavior.
In this regard, factors such as job satisfaction Ahmadi et al. [2,3], organizational commitment Baharifar et al. [4], organizational identity [5], organizational justice [6], trust [7], types of leadership and the relationship between leader and follower [8] and Have been proposed as factors that cause organizational citizenship behavior.
On the other hand, a series of studies focus on the consequences of organizational citizenship behavior. In this regard, factors such as organizational performance, organizational effectiveness, organizational success, customer satisfaction, customer loyalty, social capital, etc. have been proposed.
Few groups of research have focused exclusively on the concept of organizational citizenship behavior and have tried to redefine organizational citizenship behavior, determine its dimensions, or use standard analysis to create standard scales to measure this concept [9,10]. believe; Organizational citizenship behavior is a behavior based on personal discretion that is not among the job requirements of the employee, but also increases organizational effectiveness to satisfy the interests of stakeholders [11]. In fact, organizational citizenship behavior causes employees to prefer group and organizational interests over individual interests.
In order to ensure organizational efficiency, organizations need the participation, generosity, sacrifice and self-sacrifice, and sometimes additional efforts of employees. Therefore, the voluntary work of employees is very important for organizations [12]. The structure (concept) of organizational citizenship behavior has several dimensions. Some researchers, including [13] have outlined five dimensions for organizational citizenship behavior.
These dimensions include altruism, work conscience, civic virtue, politeness and kindness, and chivalry. Oregon has articulated the implications of these dimensions:  [14].
In this regard, research on the factors that lead to the creation and increase of organizational citizenship behavior, has examined various variables. For example, understanding organizational support and justice [15], job satisfaction Shiri Levy et al. [16], increasing social exchanges Amala et al. [17], leadership style Azma et al. [18] and organizational culture [19]. One of the factors that can affect organizational citizenship behavior is refreshment at work, which has been limited in previous research. [20] examined the direct and indirect impact of work refreshment on organizational citizenship behavior. According to the resource-demand model, refreshment at work is considered as a positive job source due to its social and interactive nature and leads to the well-being and emotional health of employees [20], on the other hand, According to the theory of social exchange, when employees benefit from the actions and activities of the organization, they consider themselves committed and obligated to show useful behaviors such as organizational citizenship behavior, Customer-centered behaviors, that ultimately improve the performance of the organization [21].
Given that people today spend a large part of their daily lives in the organization or workplace. Workplace stress causes employees to spend more energy than renewed energy.

Methodology
This field study was a descriptive and practical one. The To collect data in this study, three Questionnaires have been

Findings
The results of descriptive statistics on the statistical sample show that the highest age group of the research samples belonged to the age group. 30 to 40 years (52%), 54% were male and 46% were female. In terms of education, the highest number was related to the bachelor's degree group (55%) and in terms of history, the highest group was related to the history of more than 15 years (42%). According to Her et al. [27], skewness and elongation were used to determine the normality of the data. The results showed that the skewness is between 3 and 3 and the elongation is between 5 and 5. Therefore, the data have a normal distribution. However, because one of the prerequisites for using covariance-based software is a sample of more than 200 people, and in this study,  (Table 2). According to Table 2, "Organizational learning" has a partial mediating role on the relationship of "fun at work" and "Citizenship behavior".  or company provides a better system of activity. Geon Sik et al. [32] also found that employees' sense of empowerment and happiness and the level of their organizational citizenship behaviors are related. Spindler et al. [30] believe that there is a relationship