John K. Aderibigbe, Emmanuel E. Nwokolo & Olugbenga J. Oluwole 155 ISSN 2071-789X RECENT ISSUES IN SOCIOLOGICAL RESEARCH Economics & Sociology, Vol. 12, No. 1, 2019 EFFECT OF PSYCHOSOCIAL FACTORS ON ORGANISATIONAL CITIZENSHIP BEHAVIOUR AMONG GRADUATE EMPLOYEES IN NIGERIA John K. Aderibigbe, University of Fort Hare, Alice, South Africa E-mail: [email protected]Emmanuel E. Nwokolo, University of Fort Hare, Alice, South Africa Olugbenga J. Oluwole, University of Fort Hare, Alice, South Africa Received: August, 2018 1st Revision: October, 2018 Accepted: February, 2019 DOI: 10.14254/2071- 789X.2019/12-1/9 ABSTRACT. The study investigated the effect of psychosocial factors on organisational citizenship behaviour among some graduate employees in Nigeria, using the positivist explanatory cross-sectional research design, and a structured and validated questionnaire to systematically sample opinions of 1,532 male and female graduate employees across the various sectors of the nation’s economy. The results of the statistical analysis of data collected showed that graduate employees in senior job positions expressed a significant higher level of organisational citizenship behaviour than their counterparts in junior job positions (t = 3.343, df (1530) p <.01); there is a significant interaction effect of single, married, divorce and widow/widower on organisational citizenship behaviour F (3, 1528) = 3.33; P<.05; there was a significant positive relationship between psychological capital and organisational citizenship behaviour (r = 0.588, p<0.01); there was a significant positive relationship between emotional intelligence and organisational citizenship behaviour (r = 0.473, p<0.01); there was a significant positive relationship between psychological capital and emotional intelligence (r = 0.493, p<0.01). The study recommended that human resource managers should constantly facilitate seminar programmes and training schemes where employees could be more oriented on the importance of organisational citizenship behaviour, and learn to develop psychological capital and emotional intelligence. JEL Classification: J24, M54 Keywords: emotional intelligence, graduate employee, job position, marital status, organisational citizenship behavior, psychological capital, Nigeria Introduction Organisational citizenship behaviour is widely adjudged as an important concept that is necessary for the survival of an organisation and meets its personal goals and needs (Duffy & Lilly, 2013; Unal, 2013). It is one of the most widely examined areas in industrial/organisational psychology and human resource management literature. Over the past two decades, organisational citizenship behaviour has gained significant research attention which is evident from the growing number of studies on the topic. It is an essential phenomenon in the formal work setting because of its potency to facilitate interpersonal Aderibigbe, J.K., Nwokolo, E.E. & Oluwole, O.J. (2019). Effect of psychosocial factors on organisational citizenship behaviour among graduate employees in Nigeria. Economics and Sociology, 12(1), 155-176. doi:10.14254/2071-789X.2019/12-1/9
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John K. Aderibigbe, Emmanuel E. Nwokolo & Olugbenga J. Oluwole
155
ISSN 2071-789X
RECENT ISSUES IN SOCIOLOGICAL RESEARCH
Economics & Sociology, Vol. 12, No. 1, 2019
EFFECT OF PSYCHOSOCIAL
FACTORS ON ORGANISATIONAL CITIZENSHIP BEHAVIOUR AMONG
GRADUATE EMPLOYEES IN NIGERIA John K. Aderibigbe, University of Fort Hare, Alice, South Africa E-mail: [email protected] Emmanuel E. Nwokolo, University of Fort Hare, Alice, South Africa Olugbenga J. Oluwole, University of Fort Hare, Alice, South Africa Received: August, 2018 1st Revision: October, 2018 Accepted: February, 2019
DOI: 10.14254/2071-789X.2019/12-1/9
ABSTRACT. The study investigated the effect of psychosocial
factors on organisational citizenship behaviour among some graduate employees in Nigeria, using the positivist explanatory cross-sectional research design, and a structured and validated questionnaire to systematically sample opinions of 1,532 male and female graduate employees across the various sectors of the nation’s economy. The results of the statistical analysis of data collected showed that graduate employees in senior job positions expressed a significant higher level of organisational citizenship behaviour than their counterparts in junior job positions (t = 3.343, df (1530) p <.01); there is a significant interaction effect of single, married, divorce and widow/widower on organisational citizenship behaviour F (3, 1528) = 3.33; P<.05; there was a significant positive relationship between psychological capital and organisational citizenship behaviour (r = 0.588, p<0.01); there was a significant positive relationship between emotional intelligence and organisational citizenship behaviour (r = 0.473, p<0.01); there was a significant positive relationship between psychological capital and emotional intelligence (r = 0.493, p<0.01). The study recommended that human resource managers should constantly facilitate seminar programmes and training schemes where employees could be more oriented on the importance of organisational citizenship behaviour, and learn to develop psychological capital and emotional intelligence.
Organisational citizenship behaviour is widely adjudged as an important concept that
is necessary for the survival of an organisation and meets its personal goals and needs (Duffy
& Lilly, 2013; Unal, 2013). It is one of the most widely examined areas in
industrial/organisational psychology and human resource management literature. Over the
past two decades, organisational citizenship behaviour has gained significant research
attention which is evident from the growing number of studies on the topic. It is an essential
phenomenon in the formal work setting because of its potency to facilitate interpersonal
Aderibigbe, J.K., Nwokolo, E.E. & Oluwole, O.J. (2019). Effect of psychosocial factors on organisational citizenship behaviour among graduate employees in Nigeria. Economics and Sociology, 12(1), 155-176. doi:10.14254/2071-789X.2019/12-1/9
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relationships among employees, and also to increase organisational performance (Pradhan et
al., 2016).
The concept of organisational citizenship behaviour was introduced by Bateman and
Organ in 1983 has become a major organisational construct studied in recent years. It has
been refined and strengthened by many researchers, (Yaghoubi et al., 2011; Sahafi, et al.,
2013). Kaya (2015) defined organisational citizenship as set of voluntary and effective
behaviours that are not explicitly written in the part of job or business descriptions, but subtly
promotes the health of the organisation. Nasurdin et al. (2013) described organisational
citizenship behaviour as those extra work-related behaviours that go beyond those specified
by job descriptions or measured by formal appraisals. Paul et al. (2016) described OCBs as
discretionary and extra role activities that are not directly or explicitly captured in the formal
reward system but are beneficial to the organisation.
Although OCB is not formally rewarded, the concept has been employed by many
organisations to promote efficient and effective organisational performance (Tom-Jack,
2016). Studies show that organisational citizenship behaviour positively contributes to
decreased turnover intentions, increased employee satisfaction, and higher organisational
performance (Koopman et al., 2016). These benefits of OCB account for why organisations
are interested in the construct. Yen and Teng (2013) pointed out OCB as one of most vital
elements for organisational growth and performance due to the way it facilitates the
achievement of organisational goals. Tavazo et al. (2016) suggested that every organisation
requires OCB because of its instrumentality in surviving today’s challenging and competitive
work environment. Philip et al. (2012) added that organisational citizenship behaviour
exercises enormous impact on the efficiency and effectiveness of work teams in the
organisation, thereby contributing to the overall organisational productivity.
Furthermore, it appears that organisational citizenship behaviour studies could be
rewarding for 21st century organisations. Mohammad et al. (2013) indicated that OCB studies
have placed emphasis on two important aspects, which includes the consequences of
organisational citizenship behaviour on the one hand, and OCB determinants on the other
hand. Alizadeh et al. (2012) identified OCB antecedents from comprehensive perspective;
these include role clarity, leadership, organisational commitment, organisational justice and
traits. The impact of these antecedents is correlated with five organisational performance
parameters such as reduced turnover, reduced absenteeism, employee satisfaction and loyalty,
consumer satisfaction and consumer loyalty. In terms of OCB determinants, several
researchers examined various determinants of OCB in the work environment. Chowdhury
(2013) identified major determinants of OCBs, which include sustainability culture,
leadership support, and organisational commitment. Nadiri and Tanova (2010) revealed that
higher level of OCB results in more productivity and profitability.
Interestingly, most of these reviews of OCB benefits and antecedents have been
studied extensively in Western countries. It therefore reinforces the notion that considering
the effect of some psychological and demographic variables on OCB is crucial for
understanding individual and organisational performance. As workforce becomes more
diverse and people with different psychological and demographic characteristics work
together, consideration of the effect of psychological capital, emotional intelligence, job
positions (senior & junior) and marital status becomes paramount. Though, there is an
increasing consideration of the phenomenon of organisational citizenship behaviour by
researchers, a thorough review of the literature shows a lack of agreement about the scope of
the concept (Farzianpour et al., 2011).
In consideration of the implications of organisational citizenship behaviour, it is quite
necessary for scholars and human resource management practitioners, to urgently investigate
factors that could be effective in promoting the understanding of the phenomenon, which exist
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in the contemporary world of work. In the course of the study, the research participants or
respondents were not only considered in their entirety but they were also disaggregated
according to various biographical and occupational characteristics. The study thus reveals
whether findings pertaining to the whole sample also apply to various demographic segments
thereof. This is important, because some previous research findings suggest that this may be
the case (Oweke et al., 2014; Restila, 2015; Profili et al., 2016).
It is in view of the above that the study sought to investigate the effect of psychological
capital, emotional intelligence, job positions and marital status on organisational citizenship
behaviour among some graduate employees in Nigeria.
The objectives of this paper are:
To investigate the effect of job position on organisational citizenship behaviour among
some graduate employees.
To determine the effect of marital status on organisational citizenship behaviour among
some
graduate employees.
To examine the relationship between psychological capital and organisational citizenship
behaviour.
To explore the relationship between emotional intelligence and organisational citizenship
behaviour.
To investigate the relationship between psychological capital and emotional intelligence/.
1. Literature review
1.1. Organisational citizenship behaviour
Organisational citizenship behaviour has gained enormous popularity in recent times
and has become an increasingly important concept, in which businesses and institutions have
started recording its significance for better organisational performance and prospects (Borman
& Motowidlo, 2014). Organ (1988) defined organisational citizenship behaviours as those
behaviours that are beneficial to the organisation, but they are exhibited spontaneously by
members of the organisation and never been directly or explicitly instructed in the
organisation formal reward system. Asha and Jyothi (2013) defined organisational citizenship
behaviours as those behaviours exhibited by individuals or employees which are neither
coerced nor rewarded by the organisation.
Chib (2016) defined organisational citizenship behaviour as those positive and
constructive activities that employees carry out voluntarily, which support co-workers and
benefits the organisation. Chib (2016) added that employees who engage themselves in such
behaviours are always ready to go the extra mile or go beyond the minimum efforts required
to do a merely satisfactory job. Organisational citizenship behaviours (OCBs) are unique type
of work behaviour that are defined as individual behaviours that are beneficial to the
organisation and are discretionary, not directly or explicitly recognized by the formal reward
system (Sharma et al., 2011).
Organ (1988) study identified five dimensions of organisational citizenship behaviour
and they are: Altruism, which refers to helping behaviour or helpfulness of an employee
towards other employees, Conscientiousness, which implies carrying out one’s duties beyond
the needed requirements, for instance obeying rules, taking individual initiative for
performing a task. Courtesy, this refers to the behaviour of an employee through which he
tries to prevent problems with other employees; Civic virtue, which refers to the willingness
to voluntarily participate in the governance of the organisation and Sportsmanship, which
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reveals the nature of the employees where they are willing to tolerate expected inconvenience
without complaints. Summarily, organisational citizenship behaviour has important
implications for effective organisational performance, understanding the antecedents of OCB
will provide a better outlook on how this concept affects performance.
1.2. Antecedents of organisational citizenship behaviour
There have been many debates on the factors influencing organisational citizenship
behaviours, and there is an agreement that different antecedents have huge significance on the
functioning of organisational performance. A critical review of the related literature shows
that job attitudes, individual disposition, job satisfaction, organisational commitment and
leadership behaviours are strongly related to OCB (Fatimah et al., 2011; Duffy & Lilly, 2015;
Huang et al., 2014). For example job satisfaction is often cited as an antecedent of OCB
because it is opined that satisfied employees are more likely to engage in behaviours that
enhance work and support for their organisations (Zeinabadi, 2010). Moreover, individuals
with higher levels of organisational commitment or job satisfaction are more likely to engage
in OCB (Chahal & Mehta, 2010).
Researchers such as Elstad et al. (2012) and Farell and Oczkowski (2012) have studied
the antecedents of OCB in the past. For example, Farell and Oczkowski (2012) discovered
that in service setting, organisational identification, and leader-member exchange and
customer orientation have a positive effect on OCB and organisational performance. Elstad et
al. (2012) found that the strength of accountability in an educational setting influences OCB
among teachers. Huang et al. (2014) investigated the mediating effect of followers’
identification with their leader, which assumes that followers are prone to free loyalty to the
leader rather than the organisation.
Furthermore, Taghinezhad et al. (2015) revealed that organisational commitment, job
satisfaction and procedural justice had significant influence on organisational citizenship
behaviour. In addition, study by Ersoy et al. (2015) which involves reward for application,
religiosity and relational identification found statistical difference in regards to relationship
with OCB among Turkish white-collar employees in their home country and in the
Netherlands.
1.3. Psychological capital and organisational citizenship behaviour
Shaheen et al. (2016) surveyed the role of psychological capital on organisational
citizenship behaviour in a sample of 325 male and female bank employees of private and
public sector banks in Islamabad and Rawalpindi cities of Pakistan. Their findings showed
that psychological capital is a significant determinant of organisational citizenship behaviour
among the participants. Furthermore, Shukla and Singh (2013) conducted a cross sectional
survey to examine the mediating role of job satisfaction between psychological capital and
OCB, and used a self-report questionnaire to sample the opinions of 172 male and female
mid-level managers in an Indian-based telecommunication firm. The results of the statistical
analysis that was performed on the data collected in the study revealed that psychological
capital has a significant influence on organisational citizenship behaviour, which was
expressed by the participants.
Similarly, Pradhan et al. (2016) investigated the relationship between psychological
capital and organisational citizenship behaviour among 212 professionals in the Indian
manufacturing and service industries, and observed if emotional intelligence assumes a part in
moderating the relationships between psychological capital and organisational citizenship
behaviour, using structural equation modelling. The outcomes of the structural equation
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modelling indicate that psychological capital is positively related to organisational citizenship
behaviour. Moreover, Ali-Shah and Ali-Shah (2016) adopted a longitudinal research design
approach to investigate the relationship between psychological capital and organisational
citizenship behaviour among 411 male and female employees of telecommunication firms in
Pakistan, using a structured questionnaire as an instrument of data collection. The results of
the investigation revealed that psychological capital and the in-role performance type of
organisational citizenship behaviour are significantly positively interrelated.
1.4. Emotional intelligence and organisational citizenship behaviour
Tofighi et al. (2015) conducted a descriptive cross sectional study which investigated
the relationship between emotional intelligence and organisational citizenship among a
sample of 150 nurses that were working in the university teaching hospitals within the south-
east of Iran. The study used a validated questionnaire to gather data from the participants. The
results of the Pearson correlation analysis showed that even though there are significant
positive relationships between the conscientiousness category of organisational citizenship
behaviour and self-management (p < 0.001), social awareness (p <0.05), and management of
relationships (p <0.001) categories of emotional intelligence respectively; OCB and self-
awareness (p < 0.05) and self-management (p < 0.001) categories of emotional intelligence,
the Pearson correlation analysis showed that there is no significant relationship between
emotional intelligence and organisational citizenship behaviour when considered holistically.
Furthermore, the study also found that there is significant positive correlation between
the mean scores of the civic virtue category and organisational citizenship behaviour and self-
management (p < 0.05), but the relationships between the courtesy category of organisational
citizenship behaviour and self-management (p < 0.001), social awareness (p < 0.05) and
management of relationships (p < 0.05) are significantly negative. However, there is a
significant positive relationship between the altruism category of organisational citizenship
behaviour and self-awareness categories of emotional intelligence (p < 0.05) (Tofighi et
al., 2015).
Likewise, Irshad and Hashmi (2014) examined the relationship between emotional
intelligence and organisational citizenship behaviour among 300 male and female employees
of private sector organisations in Pakistan, using the convenience sampling technique and a
validated questionnaire to reach and sample views of the participants over the issues of
consideration in the research. The findings of the study indicated that there is a significant
positive relationship between emotional intelligence and organisational citizenship behaviour.
Equally, Shirsavar and Souri (2015) adopted the descriptive research design to explore the
relationship between emotional intelligence and organisational citizenship behaviour among
333 male and female high school teachers of District 5 in Tehran, using a simple random
sampling technique, the Morgan sample size table, to determine the appropriate sample size
for the study. The study used a validated questionnaire to elicit data from the participants, and
analysed the data collected with the Pearson correlation. It was found in the study that
emotional intelligence is significantly and positively related to organisational citizenship
behaviour.
1.5. Psychological capital and emotional intelligence
In a study of the relationship between emotional intelligence and psychological capital
among 220 female high school teachers, Sadoughi and Zarjini (2017) used the correlation
design and a validated questionnaire to test the hypothesized relationship between the two