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JOB CHARACTERISTICS AND
ORGANIZATIONAL CITIZENSHIP BEHAVIOR
CHAPTER ONE
INTRODUCTION
1.1 CONTEXT OF THE PROBLEM
The
success of an organization depends on the hard working, loyal and involved
managers and employees. In the current challenges firms are considered to be
competitive on the basis of competence of their employees and no longer their
product. (Msardragh, 2003). This reality has therefore conspicuously placed
employees as the primary differentiating success factor for organizations. In
view of this, most organizations are now faced with the challenge of developing
vital and effective strategy for achieving corporate excellence through
effective to develop appropriate motivational strategy that will cause
employees to engage in extra role activities that will benefit and help in the
attainment of predetermined organizational goals. This view holds that if
employees are well motivated by their organization, they become satisfied. This
makes them direct their skills toward the organization thereby helping the
organization to achieve it strategic objective both in the short and in the
long run. When employees are satisfied with work conditions, they tend to
exhibit certain behaviors, though not recognized by the formal system of the
organization, but have a real benefit to the organizations in terms of growth,
success, effectiveness and productivity of any organization Murphy et al,
(2002).
Organizational
citizenship behaviour is an important issue in this regard that has been and
would always be of great importance organizations. Organizations are always
looking for the committed human resource in order to achieve their strategic objectives.
As argued by Moris and Sherman (1981) organizational citizenship behavior is an
indicator of employee’s performance and turnover. It helps organizational to
attain is goals as it is the psychological bond between the individuals and
organization (Mowday and Mc Cade (1979).
Organ
(1988) proposed the following dimensions of organizational citizenship
behaviourl: Altruism, Courtesy, and Sportsmanship. Altruism is defined as
discretionary behaviours that specifically aid another person in the organization
with an organizationally relevant issue. Courtesy is defined as discretionary
behaviours that aid the organization in general and go beyond the minimum role
requirements of the organization. Sportsmanship involves behaviours that
indicate that the individual responsibly participates in or is involved in the
life of the organization (De Nicolis Bragger et al., 2005:305).
Organizational
citizenship behaviour has often been referred to in academic literature as a
construct focused on helping (Ehrhart & Nauman 2004). Over the years
organizational citizenship behaivour has received greater attention by
different scholars. Studies have been carried out on organizational citizenship
behaviour in different countries and how it influence organizations efficiency.
(Malvein et al, 2011) carried out a research on evaluation of job statisfaction
and organizational citizenship organizational citizenship behaviour through job
research was aimed achieving organizational citizenship behaviour through job
satisfaction. Also organizational citizenship behaviour and organizational
commitment studied amongst university teachers of Pakistan by Noor (2009), on
impact of training and development opportunities shows a positive relationship
this further demonstrated how organizational commitment impact positively to
enhance organizational citizenship behaviour among the teachers and
implications that can help the universities of Pakistan in augmenting the
organizational citizenship behaviour of teachers. George and Batternhausen(1990)
carried out a study on attraction and retention to O.C.B.
When
employee behaves in a pattern shows organizational citizenship, employees are
less likely to develop patterns of tardiness or to be chronically absent from
work (Angle and Perry, 1981; Bateman and Strasser, 1984; Porter 1974)Employee
that are committed are also likely to leave the organization to explore other
opportunities (Alluen and Meyer,, 1996).
Evidence
has been produced that by creating a working environment in which employees
identify with organization’s values, goals and objectives, they develop a
positive attitude towards their jobs, identify with their superiors and
identify with their occupational/professional group. In other words, by
developing employee commitment, the objective of organizational effectiveness
be achieved (Seigel &Rull, 1973; 323; Mowday, Steer & Porter, 1979:237;
Lobel & St. Clair, 1992:12066; Therenou, 1993:2832.
This
widespread interest in organizational citizenship behaviour primarily stems
from the fact that organizational citizenship behaviour lead to improved
organization effectiveness Podsakoff et
al, (1996) to drive home the importance of organizational citizenship
behaviour to the achievement of organizational effectiveness Wyss (2006)
postulates that an organization which depends solely on its blueprints of
prescribed behaviours are a very fragile social system.
Plenty
of study on Organizational Citizenship B hehaviour (OCB) explored influence
factors of OCB. (Podsakoff, Mackenzie, Paine, & Barch rach 2000), by using
Meta-Analysis, classified influence factors of OCB into 4 types individual
characteristics, job characteristics, organizational characteristcs and leader
behaviour. Earlier researches focused on employee attitude, sentiment,
perceived organizational support and other psychological factors, while in
recent years, scholars has paid attention to different leader behaviour on the
impact of OCB. By contrast, few researches discussed the relationship between
job characteristics and OCB.
Job
characteristic refers to a job or task inherent attribute. In abroad sense, any
attribute or factors relevant with a job could be called job characteristic.
Until Requisite Task Attributes Theory (Turner & Lawrence, 1965) appeared,
the system of job characteristics has come into being. Turner & Lawrence
(1965) with the development of modern industry, for the appearance of a lot of
new jobs and tasks, job characteristics differentiated in comparison with those
before (Jackson, 1993). In 80s & 90s the 20th century, scholars
brought forward their points about job characteristic dimensions or factors
(Gatewood et al., 1982; Kinggundu, 1983; Jackson, 1993; Gunn et al, 1996).
These ideas, from different views or visions, helped to further understand job
characteristics.
Researchers
have theorized that the effectiveness of organization is likely to be enhanced
when employees go above and beyond the call of duty to aid fellow workers in
order to achieve organizational goals (Organ, 1988) and such behaviour has
become critical in today’s corporate world.
Studies
have been carried out on organizational citizenship behaviour in different
countries and host it influence organizations efficiency. (Malvein et al, 2011)
carried out a research on evaluation of job satisfaction and organizational
citizenship amongst selected organization in Zimbabwe. Their research was aimed
at achieving organizational citizenship behaivour through job satisfaction.
Also organizational citizenship behaviour and organizational commitment studied
amongst university teachers of Pakistan by Noor (2009), on the impact of
training and development opportunities shows a positive relationship this
further demonstrated how organizational commitment impact positively to enhance
organizational citizenship behaviour among the teachers and implications that
can organizational citizenship behaviour among the teachers and implications
that can help the universities of Pakistan in augmenting the organizational
citizenship behaviour of teachers. George and Batternhausen (1990) carried out
a study on attraction and retention to O.C.B.
However,
despite the growing body of research on the concept of organizational
citizenship behaviour, extra role behaviour especially in the Nigerian work
environment still remains at its ebb.
In
view of this, the researcher will test the effect of job characteristics on
O.C.B ion selected hotels and fastfood industries in Rivers State.
1.2
STATEMENT
OF THE PROBLEM
Today
while some workers demonstrate extra discretionary contribution to their job by
going beyond the call of duties prescribed in their jobs, others choose to
withhold such appropriate behaviors, particularly when such behavior does not
attract direct indirect or indirect benefit. This counterproductive work is
today suspected to have impacted seriously on work on work quality, optimal
performance and service delivery. In recent years, the signal of impending
organizational failure has become
obvious. The incident has become crucial concern of enlightened management in
organizational practices. The believe among theorist is that as more employees
engage in OCB, the organization becomes more successful (Yen & Neihof,
200). Recent experiences I n Nigerian workplace reveals that public and private
organizations seem to have failed in this respect. The society has been
inundated with millions of complaints from consumers of both public and private
sector service delivery. In Nigeria today, people hardly do anything for anyone
without requesting or expecting some kind of inducement even when such
assistance is a legitimate duty. Research have showed that OCB and CWB (Counter
productive work behavior) were significantly negatively correlated (Baker
2005), which means that a person high on OCB scale will not show any such
counter productive work behavior posing an adverse effect on production,
service delivery and promotion of industrial harmony.
In
recent times, millions of potential customers of public services have almost
lost hope of redeeming the spate of impending organizational failure. There is
a general hue and cry about poor service delivery, declining industrial
efficiency and negatively job attitudes such as bribery and corruption,
lateness to work, dereliction of duties,’ eye service’, sabotage, robotism and divided attention (i.e. operation of
private business) at the expense of the official work, the incidence of this
seeming organizational failure has assumed a critical dimension calling for the
attention of all stakeholders. Some people have observed that workers attitudes
to work have manifested in gross inefficiency and lack of commitment, for this
only a few supervisors and managers tend to gain little effort of their
subordinates (Fagbemei 1981; Ejiofor 1987). Lack of organizational citizenship
behavior could spell doom for organizations especially now that organization
are faced with daunting challenges such as power failure, bad road network
among others.
It
is in view of these problems that spur the researcher’s interest in studying
the relationship between job characteristics and organizational citizenship
behaviour (O.C.B). In selected hotels and fastfood industries in Port Harcourt
Rivers State of Nigeria.
CONCEPTUAL FRAMEWORK
This
model explains the intersection of the dimensions of the independent variable
(job characteristics) and measures of the dependent variable (organizational
citizenship behavior) with organizational leadership as a moderating variable.
Figure
1.1
CONCEPTUAL FRAMEWORK |
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Source:
Researchers Conceptualization
1.3
PURPOSE
OF THE STUDY
The
purpose of the study is to examine the relationship between job characteristics
citizenship behavior in selected hotels and fast food industries in Port
Harcourt. More specifically this study will seek:
1) To examine
the relationship between task significance and organizational citizenship
behavior.
2) To
examine the relationship between autonomy and organization citizenship
behavior.
3) To
examine the relationship between feedback and Organization Citizenship behavior.
4) To
examine the extent to which the leadership of the organization will moderate
the relationship between job characteristics and organizational citizenship
behaviour.
1.4 RESEARCH
QUESTIONS
The
research questions below are raised in order to locate answers to the research
problems as well as lead to findings which conclusions be drawn from.
1) To
what extent does task significance influence organization citizenship behavior?
2) To
what extent does autonomy influence organization citizenship behavior?
3) To
what extend does feedback influence organization citizenship behavior?
4) To
what extent does leadership moderate the relationship between job
characteristics and Organizational citizenship behaviour.
1.5 HYPOTHESES
To
investigate the effect of job characteristics on Organizational citizenship
behavior, the following null hypothesis will be tested.
H01: There is no
significance relationship between task significance and altruism.
H02: There is no
significance relationship between task significance and courtesy.
H03: There is no
significance relationship between task significance and sportsmanship.
H04: There is no
significance relationship between task autonomy and altruism.
H05: There is no
significance relationship between task autonomy and courtesy.
H06: There is no
significance relationship between task autonomy and sportsmanship.
H07: There is no
significance relationship between job feedback and altruism.
H08: There is no
significance relationship between job feedback and courtesy.
H09: There is no
significance relationship between job feedback and sportsmanship.
H010: The leadership of
the organization will not moderate the relationship between job characteristics
and organizational citizenship behavior.
1.6 SIGNIFICANCE
OF THE STUDY
Theoretical Significance:
The result of this study is of tremendous importance to researchers and
practitioners of management. It will educate them on the usefulness of
achieving O.C.B through job characteristics. It also contributes to the
existing body of knowledge on job characteristics and organizational
citizenship behavior and it also a basis for further research.
Practical Significance:
The study will be of benefit to managers, policy makers in the organization. It
will demonstrate to managers, the importance of creating an enabling structure
that would facilitate employee participation and involvement in the decision
making process and functioning of the organization.
1.7 SCOPE
OF THE STUDY
Theoretical Scope:
The theoretical scope covers all relevant literature on job characteristics and
organizational citizenship behavior.
Geographical
Scope: The survey scope covers all registered manufacturing organization in
Rivers Sate of Nigeria.
Unit of Analysis:
The unit of analysis is generally shaped by the purpose of the researcher and
the material of study (Matusor 2007). Unit of analysis helps to articulate and
address many methodological issues. It helps to operationalize the phenomenon
under study so that it can be measured quantitatively (Kenny 2003). For the
purpose of this study, the individual is our unit of analysis, thereby
positioning our research in the micro level. We elicited information from
individual employees using questionnaire regarding their level of citizenship
behaiour exhibited to the organization.
1.8 LIMITATION
OF THE STUDY
The
study encountered several limitations.
Difficulty
in measurement of variables on job characteristics and organizational
citizenship behavior.
Difficulty
in generating data because of the fluid nature of the study variables and also
due to company policies or individual reasons, some of the respondents showed
reluctance in divulging information relating to their organization.
Nevertheless,
these limitations have not stultified our efforts in carrying out the research
that we hope will contribute to the existing body of knowledge. More so, as we
will be mindful of the instructive observation, it is not always possible to
conduct investigation that is one hundred percent scientific. Thus we have made
every effort to maximize the use of research instruments at our disposal.
1.9
OPERATIONAL DEFINITION OF TERMS
1) Organizational Citizenship Behavior:
are those voluntary behaviors that employees exhibit toward work which are not
bided by their terms of contact, failure to do so does not attract any
punishment or benefits but in aggregate it promote the effective functioning of
the organization.
2) Altruism: is that voluntary behavior
that is centered of helping fellow employees with their duties thereby
preventing work related problems.
3) Courtesy: it has been defined as
discretionary behavior that aim at preventing work-related conflicts with
others.
4) Sportsmanship: is the willingness on
the part of the employees that signifies the employee’s tolerance of less than ideal
Organizational circumstances without complaining and slowing problems out of
proportion.
5) Job Characteristics: Refers to a job or
task inherent attributes, any attribute or factor relevant with a job could be
called job characteristics.
6) Task Significance: is the degree to
which the job has a substantial impact on the lives of other people, whether
those people are in the immediate organization or in the world at large.
7) Task Autonomy: The degree to which job
has a substantial freedom, independence and discretion to the individual in
scheduling the work and in determining the procedures to be used in carrying it
out.
8) Job Feedback: which carrying in the
degree to out the work activities required by the job provides the individual
with direct and clear information about the effectiveness of his or her
performance.
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