The influence of personality characteristics and gender on organizational citizenship behaviour

Okediji, AA; Esin, P.A; Sanni, Kudirat Bimbo; Umoh, Okokon O.

doi:10.4314/gjss.v8i2.51584

Cited by 8 publications

(4 citation statements)

References 8 publications

(10 reference statements)

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“…The study by Akinbode [33] did not show a positive association between some factors among participants, including age, gender, tenure, management level organization, demographic variables, and OCB. For example, Okediji et al [34] did not show any role for gender in OCB. Kim [35] showed that OCB does not depend on financial returns, but on the perception of employees of their personal values in their organization.…”

Section: Organizational Citizenship Behavior (Ocb)mentioning

confidence: 95%

The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan

Alshihabat

Atan

2020

Sustainability

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The main objective of this study was to investigate the mediating effect of organizational citizenship behavior (OCB) in the relationship between transformational leadership (TLS) and corporate social responsibility practices (CSR). Another objective was to present adequate properties regarding the reliability of the scores, and evidence of the validity of the internal structure of the measurement instrument. Structure equation modeling (SEM) was used to analyze the data, which was randomly collected from 392 participants from the universities of Jordan. The overall assessment of the model was accepted and TLS was found to indirectly and significantly impact CSR practices through OCB, where the direct effect was significant, though lower than the indirect impact. This means that TLS is a good predictor of CSR practices, especially with the mediation of OCB. One of the implications of this finding is that leaders should promote OCB among their employees, as this will be reflected in their CSR practices, which is one of the requirements of sustainability. The originality of this research lies in it being the first to explore the indirect effect of TLS on CSR practices through OCB.

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Section: Organizational Citizenship Behavior (Ocb)mentioning

confidence: 95%

The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan

Alshihabat

Atan

2020

Sustainability

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“…Every employee is expected to perform certain duties or tasks according to job specification, terms of employment and supervisors expectations. However, some individuals perform certain duties far beyond the expected outputs (Okediji et al, 2009). Some deliberately contribute to the progress and efficiency of the organization, while others go out of their way to motivate and assist their colleagues to complete their assigned tasks.…”

Section: Concept Of Organizational Citizenship Behaviormentioning

confidence: 99%

Employee Loyalty and Organizational Citizenship Behaviour in the Port Harcourt Area Command of the Nigeria Police Force

Unaam¹,

Adim

Adubasim

2018

International Journal of Business, Economics and Management

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This study examined the relationship between employee loyalty and organizational citizenship behaviour in the Port Harcourt Area Command of the Nigeria Police Force. The study adopted a cross-sectional survey research design. The primary source of data was a structured self-administered questionnaire. The population of this study consists of Senior Police officers from the rank of Assistant Superintendent of Police (ASP) and above, and the other ranks made up of Inspectors and Non-Commissioned Officers (NCOs) working in the twenty-seven (27) Police Divisions distributed in four (4) Local Government Areas of Rivers State, Nigeria which has a total staff strength of 14,886. Due to the large size of the population, the Taro Yamane Sample Size determination techniques were used to determine the sample size of 390 employees, which were selected through stratified random sampling. Internal reliability of the instrument was achieved through the Cronbach Alpha coefficient with items being above 0.70. After data cleaning, only data of 332 respondents were finally used for data analysis. The Pearson's Product Moment Correlation tool was used for hypothesis testing. The study findings revealed that there is a positive significant relationship between employee loyalty and organizational citizenship behaviour. The study thus concluded that employee loyalty bears a positive and significant influence on organizational citizenship. Managers should endeavour to develop a supportive connection with employees in a manner that would enhance employees desire to act or perform beyond their required role. Contribution/Originality:This study is one of the few studies to have investigated employee loyalty and organizational citizenship behaviour in the Port Harcourt Area Command of The Nigeria Police Force. INTRODUCTIONManagers and supervisors appreciate subordinates who contribute to the achievement of organizational effectiveness (Tang and Chang, 2010). Several studies have established that some subordinates engage in behaviours beyond their in-roles even when such contribution is not recognized by the formal reward system of the organization. These are roles beyond those prescribed in the terms of employment and job descriptions, generally referred to as extra-roles. When subordinates exhibit innovative, spontaneous and zealous behaviours beyond their call of duty, such employee is said to exhibit an Organizational Citizenship Behaviour. According to Organ et al.

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“…The study of Akinbode (2010) did not show a positive association between some factors including age, gender, tenure, management level organization, demographic variables, and (OCB) among participants. For example, Okediji, Esin, Sanni, and Umoh (2009) did not show any role for gender in (OCB). Kim (2009) showed that (OCB) does not depend on financial returns but on the perception of employees of their personal values in their organization.…”

Section: Introductionmentioning

confidence: 89%

A Newly tested Transformational Leadership - Organizational Citizenship Behavior model: Among the Employees of the Jordanian Universities: An Empirical Study

BaniDoumi

2022

COES&RJ

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The optimizations of a university’s achievement require an effective leadership style to create an organizational citizenship behavior (OCB), as the excellence of such universities relies on mutual and collaborative efforts among their leaders, faculty members, employees, and students. The main objective of this study is to address and identify the impact of the transformational leadership style (TLS) on (OCB) in the universities in Jordan. The author has focused on five key aspects of (TLS) which are idealized behaviors, inspirational motivation, intellectual stimulation, individual consideration, and idealized influence, and five key aspects of (OCB), which are Conscientiousness, Sportsmanship, Civic virtue, Courtesy, and Altruism. This was achieved by validating the predesigned constructs of (Bass and Avolio, 2004) and (Podsakoff, et al., 1990) for the Jordanian university context by using structural equation modeling (SEM), both CFA and path analysis. Indeed, this required testing for the unidimensionality, reliability, and validity of the data which was randomly collected from 392 participants from the universities of Jordan, alongside testing the 5-5 model fit of (OCB) and (TLS) constructs in the Jordanian universities context and finally the path analysis to uncover the impact of (TLS) on (OCB). The results revealed that the pre-designed model was modified to include 18 items for the five components of (TLS) rather than the original 20 items, and 17 items for the five components of (OCB) rather than the original 24 items. Moreover, the five latent components of (TLS) loaded successfully into (TLS) general construct, whereas the five latent components of (OCB) loaded successfully into (OCB) general construct as well, where the respecified model was accepted based on the overall assessment of the model fit indices. Finally, (TLS) appeared to have a significant effect on (OCB), where (OCB) = 0.411*(TLS)+ 3.480+e, which means that (TLS) is a good predictor of (OCB), i.e., when TLS goes up by one unit, (OBC) goes up by 0.411 unit. Consequently, the author suggests practical implications for organizations and business practitioners, where, first, organizations should encourage their employees to recognize (TLS) and second, leaders should recognize their potential effect on employees’ behavior and attitude, especially in the individual consideration to be fully engaged in their citizenship behavior for the good of their organizational success.

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The influence of personality characteristics and gender on organizational citizenship behaviour

Cited by 8 publications

References 8 publications

The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan

The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan

Employee Loyalty and Organizational Citizenship Behaviour in the Port Harcourt Area Command of the Nigeria Police Force

A Newly tested Transformational Leadership - Organizational Citizenship Behavior model: Among the Employees of the Jordanian Universities: An Empirical Study

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