Organizational compassion, person-organization fit and discretionary behaviours in non-governmental organizations: a moderated model

Abstract

PurposeThe authors proposed that Organizational Compassion and Person-Organization-Fit dimensions interactively predict Discretionary Behaviours among employees in the Non-Governmental Organization (NGO) sector in Uganda.Design/methodology/approachThe authors employ structural equation modelling to test hypotheses. The research was carried out in two studies; the second one was done six months after the first study. Two samples of respondents were drawn from NGOs operating in West Nile and Kampala regions, respectively.FindingsDiscretionary behaviours were significantly related to the cross-sectionally assessed predictors including organizational compassion and supplementary fit. Complementary fit did not significantly predict discretionary behaviours. Both supplementary fit and complementary fit moderated the association between organizational compassion and employee discretionary behaviours among both rural and urban setting placed NGOs.Practical implicationsIn order to boost employee exhibition of discretionary behaviours, leaders of NGOs should always endeavour to find viable organizational compassion-supplementary fit and organizational compassion-complementary fit blend that can add value to NGOs in Uganda.Originality/valueThis is one of the few studies that have focused on testing the interaction effects of organizational compassion and person organization fit dimensions on discretionary behaviours. These results highlight both supplementary fit and complementary fit as key individual resources that promote the effects of organization compassion on discretionary behaviours among NGO workers in Uganda.

Person‐organization fit and turnover intention: The mediating role of need‐supply fit and demand‐ability fit

“…Person‐organization fit refers to the congruence of a person's values, goals, and personality to an organization's characteristics (Chowdhury & Kang, 2022; Kasekende et al., 2022; Rahman et al., 2022). The congruence or fit between a person and an organization could be supplementary or complementary (Chen & Tang, 2022; Sørlie et al., 2022).…”

“…The congruence or fit between a person and an organization could be supplementary or complementary (Chen & Tang, 2022; Sørlie et al., 2022). The former fit occurs when both organizations and individuals share identical characteristics in terms of goals and values, while the latter fit occurs when an organization's psychological, physical, and financial resources meet individuals' needs and preferences (Kasekende et al., 2022). Additionally, the supplementary fit is the subjective evaluation of how well individuals' and organizations’ goals and values are identical, while the complementary fit is the objective comparison of the similarities and differences between the person and organization.…”

“…Irrespective of the conceptualization and measurement, the person‐organization fit is a determinant affecting employees' attitudes and behaviors. Person‐organization fit theory and literature suggest that employees' behaviors and attitudes are the results of congruence between person and organizations goals and values (Jin et al., 2018; Kasekende et al., 2022; Niewiesk & Garrity‐Rokous, 2021; Saufi et al., 2020). The ASA model explains that employees prefer to work and stay with organizations that match their characteristics (Chen & Tang, 2022; Schneider, 1987).…”

“…The ASA model explains that employees prefer to work and stay with organizations that match their characteristics (Chen & Tang, 2022; Schneider, 1987). Moreover, those who perceived fit with the organization were more committed and satisfied, had a lower inter‐role conflict, and exhibited discretionary behaviors (Kasekende et al., 2022). However, those employees who felt incompatible with the organization were more likely to experience work‐related stress, burnout, and developed turnover intention (Chin & Clubbs, 2022; Saufi et al., 2020).…”

A Systematic Review on Brand with Virtual Team For NGOs

“…Numerous sizable multinational NGOs collaborate with and through partner organizations that take a more localized, grassroots approach. Kasekende et al (2022) found organizations like NGOs are finding success in their endeavors by generating, promoting, and mobilizing support for employees who display discretionary behaviour. Undoubtedly, discretionary behaviours are the foundation for success in the NGO sector, making it critical for contemporary studies to discover these behaviours' constituent parts.…”