DOWNWARD IMPRESSION MANAGEMENT AND WORKERS CITIZENSHIP BEHAVIOUR (A STUDY OF PORT HARCOURT CITY AND OBIO/AKPOR L.G.AS)
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DOWNWARD
IMPRESSION MANAGEMENT AND WORKERS CITIZENSHIP BEHAVIOUR (A STUDY OF PORT
HARCOURT CITY AND OBIO/AKPOR L.G.AS)
TABLE OF CONTENTS
Title Page i
Certification ii
Declaration iii
Acknowledgment iv
Abstract vi
Table of Contents vii
List of Tables viii
CHAPTER
ONE: INTRODUCTION
1.1 Back ground of study 1
1.2 statement of the problem 4
1.3 purpose of the study 5
1.4 Research questions 7
1.5 Hypotheses 7
1.6 significance of the study 8
1.7 scope of the study 8
1.8 limitations of the study 9
1.9 definition of terms 10
1.10 organization of
study 10
CHAPTER
TWO: REVIEW OF RELATED LITERATURE
2.1 Introduction 13
2.2 concept of impression management 13
2.3 types of impression management 18
2.3.1 Non-verbal
tactics 18
2.3.2 Verbal Tactics 18
2.3.3. Ingratiation 19
2.3.4 Self Promotion 20
2.3.5 Exemplification
23
2.4 Concept of organization citizenship behaviour 25
2.5 Nature of organizational Citizenship behavior 28
2.5.1 Altruism 28
2.5.2 Civic Virtue 29
2.6 impression management and organization
citizenship
Behaviour 30
CHAPTER
THREE: RESEARCH METHODOLOGY
3.1 Introduction 36
3.2 Research Design 36
3.3 The population of the study 38
3.4 Sample size determination 38
3.5 Data collection technique 39
3.5.1 Questionnaire
Design 39
3.5.2 Oral Interview 40
3.6 Data analysis technique 41
3.7 Validity and Reliability of the instrument 42
3.8 Measurement of the variable 42
CHAPTER ONE
INTRODUCTION
1.1
BACKGROUND
OF THE STUDY
Earlier
research on organizational citizenship behavior suggests that employees engage
in acts of selfless service to their organization (Bolino 1999). Nowadays, in
the competitive world, organizations need employee whose performance goes
beyond their traditional job descriptions or formal duties as a vital source of
organizational effectiveness. Similarly employees display higher levels of
performance and acts more than their jobs requirement at the workplace. Chen et
al (1998) noted that when employees show organizational citizenship behavior
the turnover rate will be decreased. With respect to the human performance in
organizations, they further addressed the potentials and practical values of
the voluntary behaviors of employees and recognition of employees’ positive
work attitudes and contributions, that go beyond their job prescriptions or
formal duties, as vital sources or organizational effectiveness.
However,
such behaviors also may be impression enhancing and self-serving. The research
on citizenship behavior at the workplace has almost exclusively concerned antecedents
consistent with these theoretical bases. Examples of the antecedents examined
by researches include job attitudes (Bateman & Organ, 1983), job cognitions
(Organ & Konovsky, 1989), dispositional factors (e.g, agreeableness, 1996)
positive affect (George, 1991), positive mood sates (Smith, et al 1983),
concern for others (Michoff & Moorman, 1993), and collectivism (Moorman
& Blakely, 1995). The common denominator across these studies is the notion
that citizenship behavior at the workplace stems from an individual’s desire to
help others or the organization because of disposition or a sense of
disposition or a sense of obligation; describing such individuals as “good
soldiers” or “good citizens”.
More
recently, Podsakoff et al, (2009) identified that organizational citizenship
behaviors have a positive relationship with performance ratings and reward
allocations.
Also,
Podsakoff et al, (2010) examined the effects of job candidates tendency to
exhibit organization citizenship behaviors on selection of decisions made in
the context of a job interview. These researchers found that candidates whose
interview response indicated a tendency to engage in helping others, challenge
the status quo by voicing their opinions, and support and defend and organization
were generally viewed as competent, received higher overall evaluations, and
received higher recommended starting salaries than those who did not.
Similarity,
Organ and Ryan (1995) conducted a meta-analytic review of 55 studies of
organization citizenship behavior. Their review focused on job attitudes such
as fairness, organizational commitment, leadership consideration and
personality variables. Some studies have concluded that one aspect of job
attitude, job satisfaction, is a good predictor of employee performance.
Despite
the vast literature on workers citizenship behavior there appears to be a
dearth in literature on the influence of downward I impression management on
workers citizenship behavior, between superior and subordinate at the Nigerian
workplace, taking into consideration the Local Government Areas of the country.
The Local Government as the third tier of government that is closer to the
people, where the superiors come with more promises and little to show for at
the end of their tenure, leaving the subordinate with negative impression or
image about them.
1.2 STATEMENT OF THE PROBLEM
The
past researchers on organizational citizenship behaviors have been conducted in
the context of the western culture, but there is still some confusion about how
factors influencing OCBs differ in the context of other cultures.
However,
this problem has manifested to the extent that workers are no longer committed
to their jobs. They come late to work and most times do not even show up at
their respective offices, they show little or no concern about what goes on
within the organization. Similarly, these workers are not paid as at when due,
most of their allowance has not been remitted to the workers. This problem has
indicated in the manner at which the workers conduct their private businesses
at the workplace. Most of these workers are serious only when they heard that
salaries will be paid and that is when they start coming to office.
Consequently,
researchers have found that employee satisfaction, organizational commitment,
organizational justice, career development, age, tenure, personality,
motivation, leadership and leadership behavior all impact affect citizenship
behavior within an organization (Bateman et al 1983).
Most
research has focus on rewarding an employee based on job requirements but has
not really focused on the employee who does an extra role activity and how to
reward and encourage the employee.
1.3
PURPOSE
OF THE STUDY
The
purpose of this study is to examine the influence of downward impression management
on organizational citizenship behavior.
Figure 1 Conceptual Framework
Source:
Authors Conceptualization
However a specific
objective involves
1. To
determine the extent to which ingratiation influences works citizenship
behavior.
2. To
determine the extent to which exemplification influences workers citizenship
behavior.
3. To
determine the extent to which self- promotion influences workers citizenship
behavior.
1.4 RESEARCH
QUESTIONS
To
ascertain a valid research work the following questions were formulated.
1. To
what extent does ingratiation influence workers citizenship behavior.
2. To
what extent does exemplification influence workers citizenship behavior.
3. To
what extent does self-promotion influence workers citizenship behavior.
1.5 HYPOTHESES
HO1: There
is no significant relationship between ingratiation and altruism.
HO2: There
is no significant relationship between ingratiation and civic virtue.
HO3: There
is no significant relationship between exemplification and altruism.
HO4: There
is no significant relationship between exemplification and civic virtue.
HO5: There
is no significant relationship between self-promotion and altruism.
HO6: There
is no significant relationship between self-promotion and civic virtue.
1.6 SIGNIFICANCE
OF THE STUDY
The
importance in carrying out this study cannot be over emphasized, with the
introduction of 3600 degree performance appraisal system. Managers
often consider OCB when evaluating employee performance and determining
promotions and pay increases.
Employees
who engage in citizenship behavior are expected to have higher levels of job
motivation and job satisfaction than employees who do not. Furthermore, it is
suggested that these higher levels of OCB may lead to increased productivity
and consequently, higher profitability.
1.7 SCOPE
OF THE STUDY
This
study covers theories of downward impression management and workers citizenship
behavior as its content and theoretical scope.
The
survey or geographical scope of the study covers selected employees in
Obio/Akpor and Port Harcourt Local Government Council’s respectively.
The
study unit scope coves the unit of analysis i.e. individual level of analysis.
1.8 LIMITATIONS
OF THE STUDY
There
were various constraints encountered in the cause of this research work. The
problem of meeting these workers in their offices during working hours and also
to retrieve the research tool use. The issue of time and finance was a
constraint.
This
study was carried out with questionnaires as the investigating tool. Thus, the
research work will be limited to the response given by the respondents. The study
was also limited by not using all of the measures and dimensions of the
predictor and criterion variables.
1.9 DEFINITION
OF TERMS
Organizational Citizenship
Behavior: extra role
activity that we do to benefit the organization.
Downward Impression Management:
Creating an image that makes your subordinate to look unto you as being good
for a role model.
Impression Management:
An image we create of ourselves that we want others to see us as.
1.10 ORGANIZATION
OF THE STUDY
This
study is divided into 5 chapters, chapter 1 includes the overview of the study,
statement of the problem, purpose of the study, research question, hypotheses,
significance of the study, limitations of the study, definition of terms, and
organization of the study.
Chapter
2 includes the review of literature in the area of employee commitment.
Chapter
3 contains the research methodology that will be used in the course of the
study and shall include the research design, sampling procedures, sample size
determination, data collection, and data analysis techniques.
Chapter
4 includes data presentation, analysis interpretation and test of hypotheses.
Chapter
5 includes discussion, recommendation, and suggestion for further studies.
Finally,
the questionnaire and other relevant appendix are include to support the
analysis of the study.
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