ABSTRACT
The purpose of this study is to determine whether
emotional intelligence and job involvement can predict organisational
citizenship behavior- OCBI and OCBO among selected private sector organizations
in Enugu Metropolis. A total of three hundred and seventy four (374)
participants, 205 males and 169 females, ages 20-69 years (Mean= 35.14, S.D=
1.18) were involved in this study. They were selected using convenient sample
method from PRODA, Emene, and INNOSSON Plastic Co., Emene. 146 out of the
participants indicated that they were married, 190, single and 38 divorced. A
structured questionnaire composing of four sections and three instruments were
used for data collection with the first section eliciting demographic data from
the participants. Workplace Emotional Intelligence Profile short version
(WEIP-S), Job involvement Scale (JIS) and Organizational Citizenship Behavior
Checklist (OCB-C) formed the subsequent sections of the questionnaire. The
study was a cross-sectional study using the survey research approach. Multiple
Regression analyses was used to test the hypotheses using the Statistical
Package for the Social Sciences (SPSS v23). The emotional intelligence was
found to make significant positive contribution in predicting organizational
citizenship behaviour. It was also found that Job involvement made
statistically significant contribution in predicting organizational citizenship
behaviour.
CHAPTER ONE
INTRODUCTION
The fact that every organization
desires employees who will perform beyond their usual duties and expectations
for organizational growth and sustainability cannot be considered baseless.
Extra-role behaviors, which are behaviors that are not prescribed by job
descriptions and may be similar across jobs, and serve the accomplishment of
organizational goals is of considerable importance in an organization (Katz,
1964). Although defining specific roles for each job reduces human variability
and increases predictability of the quality and quantity of the performance,
individuals should be encouraged to engage in spontaneous and innovative
behaviors that may help the organization to survive (Öztürk, 2010). Katz and
Kahn (1966) stated that organizational well-functioning heavily depends on
extra-role behaviors. Managers therefore need employees who do more than what
is described in the work contract. Specifically speaking, what managers look
out for is Organizational Citizenship Behaviors (OCBs) (Öztürk, 2010), which
were explained by Organ (1988:4) as “discretionary behaviors, not directly or
explicitly recognized by the formal reward system and that in aggregate promote
the effective functioning of the organization”. Such discretionary behaviors
which are not specified by role prescriptions are vital for achieving
organizational goals (Öztürk, 2010). OCB which is employees’ voluntary
performance of tasks or duties that are not part of those specified officially
is of immense importance in any organization. OCBs are not within the role or
range provided by job descriptions as it is not a clear employment contract and
does not attract reward when exhibited nor attract express punishment when
ignored (Gabriel, 2015).
As Katz (1964) identified, it is
not possible for an organization to foresee all contingencies within its
operations, or to anticipate environmental changes accurately, or to control human variability perfectly. Therefore,
an organization which depends solely upon its blueprints of prescribed behavior
for workers is a very fragile social system (Katz, 1964). Therefore, the
necessary things for organizational survival and effectiveness is employees who
contribute to organizational functioning by engaging in extra role behaviors
such as assisting co-workers, avoiding frequent faultfinding, defending the
organisation whenever occasion demands (Gabriel, 2015), helping a new co-worker
or one that has heavy workload, voluntarily attending and actively
participating in unit meetings, paying attention to self- development to become
versatile and being flexible in terms of tasks that can be performed, and not
complaining about petty problems (Öztürk, 2010).
Allen and Rush (1998) stated that
organizational citizenship behaviors when aggregated over time and persons
become important since they facilitate the accomplishment of organizational
goals and enhance organizational performance; hence, it promotes the effective
functioning of the organisation (Organ, 1998; Allen & Meyer, 1990; Bolino
& Turnley, 2003; Shroudt & Wolfle, 2002; Shrrodt, Cawyer & Sanders,
2003).
The evolution of Organisational
Citizenship Behaviour is traceable to Bateman and Organ (1983) who assigned the
label of organisational citizenship behaviour to a type of behaviour Katz and
Kahn referred to as spontaneous behaviour or extra – role behaviour (Van Dyne,
Cummings & Parks, 1995); Civic organizational behaviour (Graham, 1991);
Prosocial organizational behaviour (George, 1990, 1991); Organisational
spontaneity (George & Johnes, 1997) and contextual performance (Borman
& Motowildo, 1993, 1997).
Records from empirical research
has shown that OCBs benefit the organizations in many ways such as customer
satisfaction, quality and quantity of the service or product, sales performance, customer complaints,
and revenue (Karambayya, 1990; Podsakoff & MacKenzie, 1994; MacKenzie,
Podsakoff, & Ahearne, 1998; Walz & Niehoff, 1996; Koys, 2001;
Podsakoff, Whiting, Podsakoff, & Blume, 2009; Öztürk, 2010). Podsakoff et
al (2009) defined certain ways by which OCBs may affect organizational
performance. These were organized by Öztürk (2010) as follow:
OCBs might enhance both coworker and managerial productivity. OCBs may
also free up resources for more productive purposes and reduce the need to
devote scarce resources to purely maintenance functions. Moreover, OCBs may
serve as effective means of coordinating activities between team members and
across work groups. OCBs may also enhance the organization’s ability to attract
and retain the best people by making it a more attractive place to work.
Additionally, OCBs may enhance the stability of organizational performance by
reducing variability. Furthermore, OCBs may improve an organization’s ability
to adapt to environmental changes. Lastly, OCBs may enhance organizational
effectiveness by creating social capital. (2010:3).
Organisational citizenship
behaviour is a multidimensional construct. Literature is saturated with plethora
of organisational citizenship behaviour dimensions. For example, several
researchers (Graham, 1986; Morrison, 1994; Smith, Organ & Near, 1983,
Organ, 1988) posit that there are five dimensions: Altruism, Conscientiousness,
Civic virtue, Courtesy; and Sportsmanship; whereas Podsakoff et al, (2009)
developed seven dimensions: (1) Helping behaviour, (2) Sportsmanship, (3)
Organisational Loyalty, (4) Organisational compliance, (5) Individual
initiative, (6) Civic Virtue, and (7) Self Development. Williams and Anderson,
(1991) simply divided organisational citizenship behaviours into OCBI- behaviours directed at individual members of the
organisation and OCBO- behaviours directed at the organisation.
Since it is agreeable upon that
even with all advancements in ICT and other machines and devices, workers in an
organization are the main value creators in the organizations and the
organizations’ success depends on their performance, it will be an important
task for research to identify the variables that trigger workers’ commitment in
OCBs. Therefore, the present study aims to discover the variables that
influence engagement in OCBs in workers. Among numerous variables available,
the present study concentrates on the recently thriving variable, Emotional
intelligence and workers’ involvement in the job (Job Involvement) to see the
influence these would have on OCBs-directed towards individual colleagues
(OCBI) and towards the organization (OCBO).
Emotional Intelligence took its
origin from the concept of Social Intelligence of Salovey (1990) who defined
Emotional Intelligence as the sub set of Social Intelligence that involves the
ability to monitor one’s own and other’s feelings and emotions, to discriminate
among them and to use this information to guide one’s thinking and actions
(James, Velayudhan & Gayatridevi, 2010). From the time of the publication
of Goleman’s (1995) book, emotional intelligence (EI) has been a passionately
debated topic. Some proponents of EI claim it can predict various work-related
outcomes, including job performance (Bachman, Stein, Campbell, &
Sitarenios, 2000) and turnover (Goleman, 1998). Also, there is accumulating
evidence that EI abilities and traits influence organizational citizenship
behavior (Daus & Ashkanasy, 2005; Van Rooy & Viswesvaran, 2004).
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