Effect of psychosocial factors on organisational

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


156

ISSN 2071-789X



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


157

ISSN 2071-789X



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


158

ISSN 2071-789X



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


159

ISSN 2071-789X



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

https://www.ncbi.nlm.nih.gov/pubmed/?term=Tofighi%20M%5BAuthor%5D&cauthor=true&cauthor_uid=25733788


http://psychology.iauahvaz.ac.ir/?_action=article&au=603981&_au=Zeinab++zarjini


160

ISSN 2071-789X



variables under consideration. The study demonstrated that there is a significant inverse

relationship between components of emotional intelligence and psychological capital.

Furthermore, Mellão and Mónico (2013) examined the relationship between emotional

intelligence and psychological capital among a sample of 301 employees of different

corporate organisations in Portugal, using a structure validated questionnaire. The results

revealed that emotional intelligence and psychological capital are positively related. In a

compressive investigation of what makes employees highly engaged and performing among

197 employees of a global professional services organisation in the Netherlands, conducted

by Boerrigter (2017), using a survey design, results showed that emotional intelligence is

significantly positively related to psychological capital.

1.6. Job position and organisational citizenship behaviour

In related empirical literature, a little research investigated the relationship between

organisational citizenship behaviour and longer term career outcomes such as performance

ratings (Halbesleben et al., 2010). Cameron and Nadler’s (2013) study regarding gender roles

and differences in employee evaluations based on organisational citizenship behaviour

participation. They discovered that organisational citizenship behaviour participation had a

direct effect on managerial rating and OCBs were perceived to be more feminine than

masculine. Allen (2015) study on the relationship between organisational citizenship

behaviour and two organisational rewards: salary and promotions; employee gender was

tested as a moderator. The results of the study revealed that gender was a moderator such that

the relationship between OCB and promotion was stronger for males than for females.

Liu and Qu (2011) in their study explored the structural relationship among perceived

work support, organisational commitment, job satisfaction and organisational citizenship

behaviour in regard to part-time employees in the restaurant industry. Using descriptive

statistics and structural equation modeling, the findings proved that part-time employees are

willing to show positive behaviours and are satisfied with their job when they perceive that

they are receiving positive supervisor and organisational support. Based on the findings,

restaurant operators could consider paying more attention to and showing more concern for

part-time employees in order to enhance their positive work behaviour and job satisfaction.

Cho and Johanson (2008) investigated the moderating effect of work status on the

relationship between organisational and supervisor support, organisational commitment, OCB

and employee performance among 300 employees working in the restaurant industry. Using

structural equation modeling to examine the four hypotheses proposed to investigate the

objectives. The results reveal that there are stronger effects on employees’ commitment and

organisational commitment on OCBs among part-time employees than full-time workers.

This finding implies that part-time employees should not be treated as perishable workers.

Chiu et al. (2015) examined the effect of employment status on service-oriented

organisational citizenship behaviour (OCB) of customer contact employees and the mediating

roles of internal mobility opportunity and job insecurity in the relationship between

employment status and service-oriented OCB. A sample of 270 employees and their

supervisors was drawn from one retail organisation and one bank in Taiwan. The results

demonstrate that temporary employment related negatively to service-oriented OCB.

Moreover, both internal mobility opportunity and job insecurity mediated the employment

status-service-oriented OCB linkage.


161

ISSN 2071-789X



1.7. Marital status and organisational citizenship behaviour

Several studies have revealed the relationship between OCB and marital status.

Mohammad et al. (2013) conducted a study on the demographic determinants of

organisational citizenship behaviour in a hospital setting. This study was done through cross-

sectional method in an educational hospital of Yazd, Iran. The results revealed that gender

and profession have statistical relationship with employees’ organisational citizenship

behaviour, but age, education, marital status and professional experience have no statistical

relationship with the perception of organisational citizenship.

Yaghoubi et al. (2010) in their research revealed that marital status has no statistical

relationship with OCB. Mazzi (2011) study also indicated that there is no significant

relationship between OCB and marital status. Mahnaz et al. (2013) study on the relationship

between OCB and demographic characteristics (including sex, marital status, academic

qualification, type of profession, salary and wages, ethnicity, job position and duration of

employment) in the selected Tehran’s hospitals showed that all demographic characteristics

except ethnicity, had significant effect on OCB.

Iranzadeh and Asadi (2009) study conducted among the employees of Mohagheghe

Ardbili University revealed that marital status has statistical relationship with OCB.

Moreover, inconsistencies can be identified with the existing literature that examines the

relationships between marital status and organisational citizenship behaviour, providing

strong reason for the need to explore different groups accordingly so as to avoid the pitfalls of

generalization.

Furthermore, in related demographic characteristics, Mohammad et al. (2013) study

failed to find a significant relationship between educational level and OCB. Their result found

no statistical relationship between the two constructs. Yaghoubi et al. (2010) study also found

that educational status has no statistical relationship with OCB. Mitonga-Monga et al. (2017)

investigated the effect of differences in age, education and tenure on organisational

citizenship behaviour. Using multiple regression to analyze and independent samples t-test to

determine the effect of these demographic variables on OCB, the results indicated they have

significant effects on OCB and that age, education and organisational tenure respectively

differed significantly in their effect on OCB.

Another study conducted by Dolan et al. (2013) concluded that there is a meaningful

negative relationship between OCB and its dimensions with educational level. In addition,

Nadiri and Tanoval (2010) study revealed that educational status has a positive and significant

statistical relationship with OCB. In line with the above literature on the relationship between

job position, marital status and organisational citizenship behaviour, the following hypotheses

were stated in this paper.

1.8. Statement of hypotheses

Hypothesis 1

H0: Job position has no significant effect on organisational citizenship behaviour.

H1: Job position has a significant effect on organisational citizenship behaviour.

Hypothesis 2

H0: Marital status has no significant effect on organisational citizenship behaviour.

H1: Marital status has a significant effect on organisational citizenship behaviour.

Hypothesis 3


162

ISSN 2071-789X



H0: Organisational citizenship behaviour is not significantly positively correlated with

psychological capital.

H1: Organisational citizenship behaviour is significantly positively correlated with


Hypothesis 4

H0: Organisational citizenship behaviour is not significantly positively correlated with

emotional intelligence.

H1: Organisational citizenship behaviour is significantly positively correlated with emotional

intelligence.

Hypothesis 5

H0: Psychological capital is not significantly positively correlated with emotional intelligence.

H1: Psychological capital is significantly positively correlated with emotional intelligence.

2. Research Methodology

2.1. Research design, sample and procedure

The study adopted a positivist explanatory cross-sectional (survey) research design.

The explanatory cross-sectional (survey) research was considered appropriate for the study

because the research used the positivist approach by means of quantitative data generation,

and hypotheses testing (Bhattacherjee, 2012). The chosen research design was also

considered appropriate in the study, because the study cut-across the private and public

sectors of the national economy. In other words, the field work was conducted in various

industrial sectors.

The stratify type of probability (Two-stage North Carolina Centre for Public Health

Preparedness’, 2013 sampling scheme) technique was adopted along with The Research

Advisors’ (2006) Sample Size Calculation Table, and used in calculating the appropriate

sample size of the study. According to the Federal Ministry of Women Affairs and Social

Development (2008), there were a total number of 40,567,978 male and female employees

across industries in Nigeria as at the year 2007. In applying the stratify sampling method as

recommended by the North Carolina Centre for Public Health Preparedness, 10% of

40,567,978 was calculated at the first stage, which reduced the number to 4,056,797.

Again, at the second stage, 10% of 4,056,797 was calculated. Consequently, the result

further reduced the number to 405,679. Nevertheless, at this point, the researchers subjected

the derived figure of 405,679 to the recommendation of the Research Advisors’ (2006), which

approves a sample size of 1,532 (at 95% level of confidence and 2.5% margin of error) out of

an approximate population of 500,000 for a national survey. Hence, the researchers were 95%

confident of the population sampled being a true representation of the study’s targeted

population. Thus, a total of 1,532 male and female graduate employees formed the sample

size of the study.

In addition, the convenience and purposive types of non-probability sampling

technique were employed in selecting participants for the study. Firstly, the convenience

sampling technique was applied in selecting three most suitable states (Oyo, Osun and Lagos

States) out of the thirty-six states in Nigeria, as the sites of the field work. The rationale for

selecting the three states is that each of them houses one or the other of the renowned public


163

ISSN 2071-789X



and private universities (University of Ibadan, Obafemi Awolowo University, and the Pan-

Atlantic University) where the study sample were offered part-time postgraduate admissions

of MBA programmes as working-class postgraduate students with a minimum of three-year

employment experience.

Another reason for adopting the convenience sampling technique was because the

field work became easier when the participants were met in groups at conducive places such

as in the lecture-rooms and relaxation centres within the university premises. Furthermore,

since the study was designed only for the graduate employees, the purposive sampling

technique was also introduced and applied, to ensure that participants in the study were

employed during the period of the field work, and that they were graduates of universities and

polytechnics.

The sample comprised of 916 (60%) male and 616 (40%) female graduate employees

from 19 (private and public) sectors of the Nigerian economy. Among the participants, 202

(13.2%) were graduate employees from the educational sector, 38 (2.5%) from the research

institutes, 51 (3.3%) from the transportation sector, 291 (19%) from the finance and insurance

sector, 83 (5.4%) from the fast moving and consumable goods (FMCG) Industry, 21 (1.4%)

from the commercial sector, 70 (4.6%) from the healthcare sector, 8 (0.5%) from the aviation

sector, 77 (5.0%) from the agricultural sector, 57 (3.7%) from the information. All

participants were Nigerians English speakers. Relatively, 492 (32.1%) of the participants were

single, 1023 (66.8%) were married, 8 (0.5%) were divorced while the remaining 9 (0.6%)

were widow/widower. Conclusively, 63.6% of the participants were senior staff while the

remaining 36.4% were junior staff.

Data were collected by means of paper-pencil inventories (structured validated

questionnaires), which were distributed to employees in the large lecture auditoriums during

their weekend (Saturdays) part-time professional postgraduate programmes, in the three

renowned public and private universities (University of Ibadan, Obafemi Awolowo

University and the Pan-Atlantic University), situated in Oyo, Osun and Lagos states of

Nigeria.

3. Conducting research and results

3.1. Ethical consideration

The participants’ voluntary participation in the study was sought through a letter of

consent, signed by each of the participants. The participants were informed about the

importance of the study as the findings from the study may positively influence the

government policy helping in improving their conditions of employment and service

respectively. Moreover, assurance was given to the participants in respect of confidentiality of

all information supplied.

Furthermore, the participants were instructed not to indicate any means of identification

such as name, identity number or organisational affiliation. With utmost sense of sincerity,

information concerning the study and its outcomes was accurately submitted to the

appropriate institutions. Thus, it was ensured that no instance of misleading actions were

demonstrated in the course of the study. The researchers also ensured that the study was

conducted in a conducive environment such that would not expose the participants to any

physical or psychological hazard. The Research Ethics Committee of University of Fort Hare

furthermore granted approval for ethical clearance of the study (Certificate reference number:

MJO071SADE01).


164

ISSN 2071-789X



3.2. Measuring instruments

The participants were administered a self-report questionnaire, which consisted of a

biographical and occupational data questionnaire plus three validated scale measuring

organisational citizenship behaviour, psychological capital and emotional intelligence. The

questionnaire was divided into four distinct sections, labeled section A, B, C and D.

3.2.1 Section A: Socio-demographic variables

The section tapped the biographical and occupational data of participants concerning the

following variables: marital status and job position. There were no particular scales used in

this section. The participants were only presented the biographical and occupational variables

mentioned above, and were asked to indicate their corresponding statuses.

3.2.2 Section B: Organisational citizenship behaviour

A 15-item modified version of Podsakoff et al. (1990) organisational citizenship behaviour

questionnaire by Argentero et al. (2008) was utilised to measure organisational citizenship

behaviour. The construct consisted of altruism, conscientiousness and civic virtue sub-scales,

with a 5-point Likert-type response format ranging from 1/(Strongly disagree) to 5/(Strongly

agree). Argentero et al. (2008) reported the following Cronbach Alpha coefficients for the

scale: altruism =0.81, conscientiousness =0.73, civic virtue =0.73 and 0.84 for the whole scale

of organisational citizenship behaviour. However, the outcome of the pilot factor analysis of

this study reduced the scale-item to 13, and yielded Cronbach Alpha coefficience of 0.88

(altruism), 0.81 (conscientiousness), 0.86 (civic virtue) and 0.93 for the whole scale of

organisational citizenship behaviour, while the main study’s factor analysis yielded a

Cronbach Alpha coefficience score of 0.82 for the whole scale of organisational citizenship

behaviour.

3.2.3 Section C: Psychological capital

A 24-item scale of psychological capital that was developed and validated by Luthansb et al.

(2007) was utilised to measure psychological capital. The construct consisted of self-efficacy,

hope-state, optimism-state and resilience-state sub-scales, with a 5-point Likert-type response

format ranging from 1/(Strongly disagree) to 5/(Strongly agree). The authors reported a

Cronbach Alpha coefficience score of 0.91 for the scale. However, the outcome of the pilot

factor analysis of this study reduced the scale-item to 21, and yielded Cronbach Alpha

coefficience scores of 0.88 (self-efficacy), 0.91 (hope), 0.85 (resilience), 0.67 (optimism) and

0.94 for the whole scale of psychological capitital, while the main study’s factor analysis

yielded a Cronbach Alpha coefficience score of 0.85 for the whole scale of psychological

capital.

3.2.4 Section D: Emotional intelligence

A 10-item modified version of Palmer and Stough’s (2001) emotional intelligence

questionnaire by Seyal et al. (2012). The construct consisted of emotional self-control,

emotional self-awareness, emotional expression and emotional awareness of others sub-

scales, with a 5-point Likert-type response format ranging from 1/(Strongly disagree) to

5/(Strongly agree). Seyal et al. (2012) reported a Cronbach Alpha coefficience score of 0.92

for the whole scale of emotional intelligence. However, the outcome of the pilot factor


165

ISSN 2071-789X



analysis of this study reduced the scale-item to 2, and yielded Cronbach Alpha coefficience

scores 0.57 for the scale of emotional intelligence, while the main study’s factor analysis

yielded a Cronbach Alpha coefficience score of 0.81 for the scale of emotional intelligence.

3.3. Statistical analysis of data

The data generated from 1,532 screened questionnaires were analysed based on the

hypotheses stated, using version 20 of the Statistical Package for the Social Sciences (SPSS).

Hypothesis 1 was analysed, using T-test Statistics of Independent Groups. Hypothesis 2 was

analysed using Oneway Analysis of Variance (Oneway ANOVA), while the percentage,

mean, standard deviation and the frequency of the biographical and occupational data were

also determined by the descriptive statistics.

3.4. Application of T-test Statistics and Oneway Analysis of Variance

Before the inferential statistics the descriptive statistics was performed. From the

obtained results, the relevant results were singled out in the Table 1.

Table 1. A Summary Table of Descriptive Analysis Showing the Mean and Standard

Deviation of Organisational Citizenship Behaviour and its three Dimensions

Variable

N

X

SD

Organisational citizenship behaviour 1532 52.3890 6.94911

Altruism 1532 20.0020 3.25440

Conscientiousness 1532 11.8035 1.97103

Civic virtue 1532 20.5836 3.17756

Valid N (Listwise) 1532

Source: own data

The results in the Tables 1 above show the levels at which the participants generally

exhibits organisational citizenship behaviour and its component factors. For instance, the

results in the Table 1 above show that generally, participants expressed a moderate level of

organisational citizenship behaviour, X = 52.389, SD = 6.949, which also indicates that the

participants are to a reasonable extent, interested in helping their colleagues at work, at the

same time ensuring that their personal and organisational goals are achieved. This is evident

in the participants’ expressed levels of civic virtue, X = 20.584, SD = 3.178; altruism, X =

20.002, SD = 3.254; and conscientiousness, X = 11.804, SD = 1.971.

Hypothesis 1, which states the following:

H0: Job position has no significant effect on organisational citizenship behaviour.

H1: Job position has a significant effect on organisational citizenship behaviour. The

hypothesis was analysed using T-test Statistics of Independent Groups. The results of the

analysis are therefore presented in table 2 below.


166

ISSN 2071-789X



Table 2. A Summary Table of T-test Statistics of Independent Groups Showing the Mean

(x)Difference of Job Position (Senior and Junior) on Organisational Citizenship Behaviour

Job Position

N

(X)

SD

df

T

Sig. (2-tailed)

Organisational

Citizenship

Behaviour

Senior

974

52.84

6.86

1530

3.343

.001

Junior

558

51.60

7.04

Source: own data

The results in the table 2 above show 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). The results imply that job

position has a significant impact on organisational citizenship behaviour among graduate

employees in Nigeria. Based on these results hypothesis 1 H0, which states that job position

has no significant effect on organisational citizenship behaviour, was rejected. While

hypothesis 1 H1, which states that job position has a significant effect on organisational

citizenship behaviour, was accepted.

Hypothesis 2, which states the following:

H0: Marital status has no significant effect on organisational citizenship behaviour.

H1: Marital status has a significant effect on organisational citizenship behaviour. The

hypothesis was analysed using Oneway Analysis of Variance (Oneway ANOVA).

Table 3. A Summary Table of Oneway Analysis of Variance Showing the Mean (x)

differences among Single, Married, Divorce and Widow/widower Graduate Employees on

their Organisational Citizenship Behaviour

Source

N

(x)

SS

df

MS

F

Sig.

Single 492 51.67

480.17

3

160.06

3.33

.02

Married 1023 52.69

Divorce

8 53.88

Widow/widower

9 56.00

Source: own data

The results in the table 3 above show that there is a significant interaction effect of

single, married, divorce and widow/widower on organisational citizenship behaviour F (3,

1528)= 3.33; P<.05. The results suggest that marital status of graduate employees has a

significant impact on organisational citizenship behaviour. This is evident in the mean X

scores of participants across the four groups of marital status - single ( X = 51.67); married

( X = 52.69); divorced ( X = 53.88) and widow/widower ( X = 56.00). Each of the four

categories of marital status scored significantly high on the scale of organisational citizenship

behaviour. Based on these results hypothesis 2 H0, which states that marital status has no

significant effect on organisational citizenship behaviour, was rejected. While hypothesis 2


167

ISSN 2071-789X



H1, which states that marital status has a significant effect on organisational citizenship

behaviour, was accepted.

Hypotheses 3, 4 and 5 were analysed using Pearson Correlation Analysis. The results

of the analysis are therefore presented in the table 4 below.

Table 4. A Summary Table of Pearson Correlation Analysis Showing the Relationship among

Organisational Citizenship Behaviour, Psychological Capital and Emotional Intelligence

Variable Psycap EI OCB

Psychological capital (Psycap)

sig. (2-tailed)

n

1

1532

.493**

.000

1532

.588**

.000

1532

Emotional intelligence (EI)

sig. (2-tailed)

n

.493**

.000

1532

1

1532

.473**

.001

1532

Organisational citizenship behaviour (OCB)

sig. (2-tailed)

n

.588**

.000

1532

.473**

.001

1532

1

1532

**. Correlation is significant at the 0.01 level (2-tailed)

Source: own data

The results in the table 4 above show that there is a significant positive relationship

between psychological capital and organisational citizenship behavour, r = 0.588, p<0.01.

This implies that psychological capital is significantly positively related to organisational

citizenship behaviour. Furthermore, the level of the observed relationship between

psychological capital and organisational citizenship behaviour is strong, considering the given

significance value, 0.000, which is significance at the 0.01 level (2-tailed). Based on the

results and interpretation above, hypothesis 3 H0 was rejected, while hypothesis 3 H1, which

states that organisational citizenship behaviour is significantly positively correlated with

psychological capital, was confirmed.

The results in the table 4 above also indicate that there is a significant positive

relationship between emotional intelligence and organisational citizenship behaviour, r =

0.473, p<0.01. It means that emotional intelligence is significantly positively related to

organisational citizenship behaviour. Besides, the level of the observed relationship between

emotional intelligence and organisational citizenship behaviour is moderate, considering the

given significance value, 0.001, which is significance at the 0.01 level (2-tailed). Based on the

results and interpretation above, hypothesis 4 H0 was rejected, while hypothesis 4 H1, which

states that organisational citizenship behaviour is significantly positively correlated with

emotional intelligence, was confirmed.

Furthermore, the results in the table 4 also depicts that there is a significant positive

relationship between psychological capital and emotional intelligence, r = 0.493, p<0.01. This

implies that psychological capital is significantly positively related to emotional intelligence.

In addition, the level of the observed relationship between psychological capital and

emotional intelligence is very strong, considering the given significance value, 0.000, which

is significance at the 0.01 level (2-tailed). Based on the results and interpretation above,

hypothesis 5 H0 was rejected, while hypothesis 5 H1, which states that psychological capital is

significantly positively correlated with emotional intelligence, was confirmed.


168

ISSN 2071-789X



Discussion

The results established the hypothesized effect of job position and marital status on

organisational citizenship behaviour among graduate employees in Nigeria. Specifically,

hypothesis 1, which states that job position has a significant effect on organisational

citizenship behaviour, was confirmed. In other words, participants’ employment ranks is a

significant determinant of his or her engagement in organisational citizenship behaviour.

Again, it was confirmed in the study that the higher the employment ranks of a graduate, the

more they are tenacious to engaging in helping behaviours towards co-employees and the

organisation at large. This explains that though, organisational citizenship behaviour is

commonly exhibited by graduate employees in Nigeria, yet it is more commonly exhibited by

graduate employees in the senior job positions than it is noticed among those junior or lower

job positions.

The most obvious reason for the disparity observed between the two groups of

graduate employees as regards their practices of corporate helping behaviours is the

difference in roles and expectations of their job positions. For instance, the senior job

positions are mostly supervisory and managerial positions, which required job incumbents or

position holders to see to the needs of subordinates and colleagues, and help in meeting their

needs beyond the expected. Doing this implies that the employee that renders helping hands

to the colleagues displays virtues of citizenship to the organisation, and he or she could be

termed a good ambassador of the corporate world setting.

The present findings are supported by the findings of Chiu et al. (2015) study,

examined the effect of employment status on service-oriented organisational citizenship

behaviour (OCB) of customer contact employees and the mediating roles of internal mobility

opportunity and job insecurity in the relationship between employment status and service-

oriented OCB. A sample of 270 employees and their supervisors was drawn from one retail

organisation and one bank in Taiwan. The results demonstrate that temporary employment

related negatively to service-oriented OCB. Moreover, both internal mobility opportunity and

job insecurity mediated the employment status-service-oriented OCB linkage. However,

several other related studies’ findings revealed contrary results.

For instance, Liu and Qu (2011) in their study explored the structural relationship

among perceived work support, organisational commitment, job satisfaction and

organisational citizenship behaviour in regard to part-time employees in the restaurant

industry. Using descriptive statistics and structural equation modeling, the findings proved

that part-time employees are willing to show positive behaviours and are satisfied with their

job when they perceive that they are receiving positive supervisor and organisational support.

Based on the findings, restaurant operators could consider paying more attention to and

showing more concern for part-time employees in order to enhance their positive work

behaviour and job satisfaction.

Moreover, in Cho and Johanson’s (2008) study of the moderating effect of work status

on the relationship between organisational and supervisor support, organisational

commitment, OCB and employee performance among 300 employees working in the

restaurant industry, the results revealed that there are stronger effects on employees’

commitment and organisational commitment on OCBs among part-time employees than full-

time workers.

Furthermore hypothesis 2, which state that marital status has a significant effect on

organisational citizenship behaviour was confirmed. In other words, a significant interaction

effect of single, married, divorce and widow/widower was observed on organisational

citizenship behaviour among graduate employees in Nigeria. This simply explains that marital

status as a graduate employee determines how much he or she engages in voluntary helping


169

ISSN 2071-789X



behaviour at the place of work. For instance, the scores of the study’s participants on

organisational citizenship behaviour scale show that widow/widower and divorced graduate

employees are engaged more in organisational citiznehsip behaviour than single and married.

The possible reason for this results could be because of the negative experience of marital

divorce and loss of spouse to death, which invariably create a vacuum in the social lives of the

affected graduate employees, therefore, necessitate needs for a wider social networking within

the work environment. This social behaviour among graduate employees, perhaps

consequently, facilitates a platform of reconnecting to potential marital partners, which in

some cases yields eventual remarriage.

Though, several studies have revealed that there is no significant relationship between

organisational citizenship behaviour and marital status. However, the present study’s findings

are supported by the findings of Iranzadeh and Asadi (2009), which showed that marital status

has a statistical significant relationship with organisational citizenship behaviour. Moreover,

Mahnaz et al. (2013) study on the relationship between OCB and demographic characteristics

(including sex, marital status, academic qualification, type of profession, salary and wages,

ethnicity, job position and duration of employment) in the selected Tehran’s hospitals showed

that all demographic characteristics except ethnicity, had significant effect on OCB.

In contrast to the above, Mohammed et al. (2013) stated in their study that married and

single employees showed the same level of OCB in their work place. Yaghoubi et al. (2010)

in their research revealed that marital status has no statistical relationship with OCB. Mazzi

(2011) study also indicated that there is no significant relationship between OCB and marital

status. Kamel et al. (2015) study on the relationship between some demographic variables

such as (gender, age, and marital status, educational level and work experience) and OCB

among employees in the National Company for Distribution of Electricity and Gas in Algeria,

found no significant relationship between these demographic variables and OCB.

Hypothesis 3, which states that organisational citizenship behaviour is significantly

positively correlated with psychological capital, was confirmed. In other words, a significant

positive relationship was found existing between psychological capital and organisational

citizenship behaviour. The result implies that psychological capital and organisational

citizenship behaviour are both positive human behavioural dispositions that move

concurrently along each other in the same direction. In other words, in relation to the Nigerian

graduate employees’ experience, the graduate employees who perpetually exhibit citizenship

behaviour at work even in the face of the peculiar tough work environment of Nigeria, are

those who have discovered, developed and are constantly demonstrating reasonable levels of

hope, optimism, resilience and self-efficacy when saddled with difficulties on official

responsibilities. This is to say that extra-role performance is rooted in the human

psychological states of hope, optimism, resilience and self-efficacy.

For instance, a highly hopeful graduate employee is constantly motivated by his or her

positive perception of the job or career, and willing to give his or her best on the official

assignments with the belief that he or she is building a brighter career future, even while

helping the colleagues and the organisation at large to meet the set goals and objectives. Such

a graduate employee will drive the work team with his vision, to perform beyond the

criterion. Likewise, the states of self-efficacy, optmisim and resilience drive a graduate

employee who is found to possess the aforementioned psychological states at higher levels,

and propel him or her to engage in citizenship behaviour in the workplace.In support of the

above, Shaheen et al. (2016) showed that psychological capital is a significant determinant of

organisational citizenship behaviour among the participants. Similarly, Pradhan et al. (2016)

research outcomes indicate that psychological capital is positively related to organisational

citizenship behaviour.


170

ISSN 2071-789X



Hypothesis 4, which states that organisational citizenship behaviour is significantly

positively correlated with emotional intelligence, was confirmed. The results show that there

is a significant positive relationship between emotional intelligence and organisational

citizenship behaviour. The result denotes that emotional intelligence and organisational

citizenship behaviour are both positive human behavioural qualities that move concurrently

along with each other in the same direction, just as is the case of the relationship between

psychological capital and emotional intelligence. In other words, the result suggests that

emotions count in helping behaviour. The results further implies that for a graduate employee

to have voluntarily determined to engage in a form of citizenship behaviour at work, such an

individual must have systematically analysed the pros and cons of engaging in such, resolved

in a conclusion that it is actually profitable to help colleagues who are deficient in one way or

the other to execute their assigned duties, perhaps as he or she knows that helping the

colleagues voluntarily will enable the organisation to meet its goals and objectives, which also

guarantees his job security and the continual existence of the organisation.

Consequently, such citizenship behaviour of a graduate employee is said to have

emanated from his or her ability to constructively reflect on organisational issues, and

intelligently resolve within his or her thoughts and feelings that failure to assist colleagues at

work is indirectly an attitude towards the collapse of the entire organisation, in which he or

she will also share the negative outcomes such as the extinction of the organisation.

Moreover, the phenomenon of emotional intelligence as it relates to graduate employees’

exhibition of organisational citizenship behaviour could likewise be explained from the

perspectives of team unity, team spirit and love, which enhance individuals’ reasoning and

feelings such that make employees to be more logical and empathetic in behaviour, attitude

and perception. Furthermore, emotional intelligence as it was significantly expressed in the

different dimensions by the graduate employees, reveals that emotional self-control,

emotional self-awareness, emotional expression and emotional awareness of others are among

the positive aspects of the graduate employees’ personality that enhances their engagement in

organisational citizenship behaviour.

For instance, the world of work is a social organisation that involves interpersonal

relationship among employees, and gives opportunities for emotional expressions. Hence the

measurement of performance of individuals in a team or an organisation should not be based

on the in-role performance alone, but also include the ability of employees to positively affect

one another in the process of attaining organisational objectives. Emotional awareness of

others among the four dimensions of emotional intelligence is very important for effective

group performance. Besides, it better explains the positive link between emotional

intelligence and organistional citizenship behaviour, just as the other three components also

play their roles in the helping graduate employees to voluntarily render helping hands to

colleagues at work during difficult times. The above is supported by the findings of Irshad

and Hashmi (2014) indicated that there is a significant positive relationship between

emotional intelligence and organisational citizenship behaviour. Equally, Shirsavar and Souri

(2015) found in their study that emotional intelligence is significantly positively related to


Lastly, hypothesis 5, which states that psychological capital is significantly positively

correlated with emotional intelligence, was confirmed. The result implies that psychological

capital and emotional intelligence are positively related. This result is in line with the

expectation that employees with higher levels of psychological capital will correspondingly

demonstrate a level of emotional intelligence. The present finding corroborates the findings of

Boerrigter (2017) which confirmed that emotional intelligence is significantly positively

related to psychological capital. Meanwhile, Sadoughi and Zarjini (2017) found that there is a


171

ISSN 2071-789X



significant inverse relationship between components of emotional intelligence and


Conclusion

This study makes the following conclusions:

1. There is a significant effect of job position on organisational citizenship behaviour.

2. Graduate employees in the senior job positions exhibit significantly a higher level of

organisational citizenship behaviour than their counterparts in the junior job positions.

3. There is a significant effect of marital status on organisational citizenship behaviour.

4. The widow/widower and divorced graduate employees engage more in organisational

citiznehsip behaviour than single and married.

5. Graduate employees in Nigeria exhibit more of civic virtue and altruism forms of

organisational citizenship behaviour than conscientiousness.

6. There is a significant positive relationship between psychological capital and


7. Emotional intelligence is significantly positively related to organisational citizenship

behaviour.

8. Emotional intelligence and psychological capital are significantly related.

9. Psychological capital, emotional intelligence and organisational citizenship behaviour

are significantly positively interrelated.

Limitations of the Study and Suggestions for Future Research

The first noticeable shortcoming of this research relates to bias in the approach of data

collection. The research only adopted the quantitative method, which limited the opinions of

research respondents to the response options provided to statements in the questionnaire. This

study therefore, suggests that future studies should consider adopting more than one method

of data collection.

The second acknowledged limitation is that the study focused only the graduate

employees in Nigeria, and neglected the other categories of employees who are not graduates.

Because of the above mentioned limitations, it is therefore, suggested that future research

should employ the mixed method approach of data collection, and widen the scope of

participation to involve all the categories of employees regardless of their educational

qualifications.

Recommendation

In view of the above discussion and conclusions, the researchers make the following

practical recommendations:

that the human resource management practitioners should encourage participation in

extra-role performance among employees by exposing all graduate employees to

various other departmental functions and responsibilities that are beyond their core

areas of specialisations. By so doing, the graduate employees’ social relations skills


172

ISSN 2071-789X



are developed in preparation for the higher career responsibilities, as part of the

organisational succession plans.

that during the induction programmes for the newly engaged graduate employees, the

supervisors, managers, and the heads of the various departments in the organisations

should be given the opportunity to also address the newly employed graduates about

the socio-environmental nature of the work organisation, whose survival greatly relies

on the socio-benevolent behaviour, attitudes, beliefs and perceptions of the staff

members. Hence, the new entrants must be indoctrinated with the ideas of team spirit,

one goal, one family, and one love, despite some inherent diversity in the individual

members of the organisation.

that the government and policy makers should ensure that it is mandatory for every

graduate citizen of a nation to be initially engaged by the public and private

organisations in a year voluntary service. During the first three or four weeks of the

one year mandatory voluntary service to the nation, every graduate must be trained to

acquire some positive aggressive attitudinal behaviour that will awaken their sense of

positivism and citizenship towards readiness to assume the role of agents of the

national developments in their various areas of professional endeavours, where they

will be deployed to serve for the remaining months of the one year period of the

voluntary service to the nation.

that the human resource managers, supervisors and practitioners should uphold and

develop the concepts of emotional intelligence and psychological capital in the psyche

of employees through trainings, workshops, seminars and conference exposure so as

to increase employee commitment and organisational performance.

Acknowledgements

Competing interests

The authors declare that they have no financial or personal relationships that may have

inappropriately influenced them in writing this article.

Authors’ contributions

The first author was a PhD researcher who designed, developed and implemented the research

blueprint while the second and third authors are research colleagues who assisted and

contributed in the areas of data collection and analysis.

References

Ali-Shah, T. & Ali-Shah, S.Z. (2016). Combined Effects of Psychological Capital and

Psychological Contract on Employees’ Job Level Outcomes. European Journal of

Business and Management, 8(26), 5-19.

Alizadeh, Z., darvishi, S., Nazari, N. & Emami, M. (2012). Antecedents and Consequences of

Organisational Citizenship Behaviour (OCB). Interdisciplinary Journal of

Contemporary Research, 3(9), 494-505.

Allen, T.D. (2015). Rewarding Good Citizens: The Relationship between Citizenship

Behaviour, Gender and Organisational Rewards. Journal of Applied Social

Psychology, 36(1), 120-143.


173

ISSN 2071-789X



Argentero, P., Cortese, C.G. & Ferretti, M.S. (2008). Organisational Citizenship Behaviour:

Podsakoff et al.’s scale. TPM, 15(2), 61-75.

Asha, C. S. & Jyothi, P. (2013). Internal Branding: A Determining Element of

Organisational Citizenship Behaviour. The Journal of Contemporary Management

Research, 7(1), 37-57.

Bhattacherjee, A. (2012). Social Science Research: Principle, Methods and Practices.

Textbook collection. Athens: Book 3. http://scholarcommons.usf.edu/oa_textbooks/3

Boerrigter, C.M.M. (2017). What Makes Employees Highly Engaged and Performing?

Leaders’ Emotional Intelligence, Service Climate and Psychological Capital. Master

Thesis, Department of Change Management & Organisational Behaviour, University

of Twente.

Cameron, S. & Nadler, J. (2013). Gender Roles and Organisational Citizenship Behaviour:

Effects on Managerial Evaluations. International Journal of Gender in Management,

28(7), 380-399.

Chahal, H. & Mehta, S. (2010). Antecedents and Consequences of Organisational

Citizenship Behaviour (OCB): A Conceptual Framework in Reference to Health Care

Sector. Review of Journal of Services Research, 10(2), 25.

Chib, S. (2016). Study on Organisational Commitment and Workplace Empowerment as

Predictors of Organisation Citizenship Behaviour. International Journal of

Management & Development, 3(3), 63-73.

Chiu, S., Lin, S.T. & Han, T.S. (2015). Employment Status and Employee Service-Oriented

Organisational Citizenship Behaviour: The Mediating Roles of Internal Mobility

Opportunity and Job Insecurity. Career Development International, 20(2), 133-146.

Cho, S. & Johanson, M.M. (2008). Organisational Citizenship Behaviour and Employee

Performance: A Moderating Effect of Work Status in Restaurant Employees, Journal

of Hospitality & Tourism Research, 32(3), 307-326.

Dolan, S.L., Tzafrir, SS. & Baruch, Y. (2013). Testing the Causal Relationships between

Procedural Justice, Trust and Organisational Citizenship Behaviour. Available from:

http://www.reims-ms.fr/agrh/docs/actes-agrh/pdf-des-actes/2005dolantzafrir054.pdf

Duffy, J.A. & Lilly, J. (2015). Do Individual Needs Moderate the Relationship between

Organisational Citizenship Behaviour, Organisational Trust and Perceived

Organisational Support? Journal of Behavioural & Applied Management, 14(3), 185-

197.

Elstad, E., Christophersen, K.A. & A. Turmo, A. (2012). The Strength of Accountability

and Teachers’ Organisational Citizenship Behaviour. Journal of Educational

Administration 50(5), 612–628.

Ersoy, N.C., Derous, E., Born, M.P. & Van der Molen, H.T. (2015). Antecedents of

Organisational Citizenship Behaviour among Turkish White-Collar Employees in the

Netherlands and Turkey. Review of International Journal of Intercultural Relations,

49, 68–79.

Farrell, M. A. & Oczkowski, E. (2012). Organisational Identification and Leader Member

Exchange Influences on Customer Orientation and Organisational Citizenship

Behaviours. Review of Journal of Strategic Marketing, 20(4), 365–377.

Farzianpour, F., Foroushani, A.R., Kamjoo, H. & Hosseini, S.S. (2011). Organisational

citizenship behaviour (OCB) among the managers of teaching hospitals. American

Journal of Economics and Business Administration 3(3), 534-542.

Fatimah, O., Amiraa, A.M. & Halim F.W. (2011). The Relationships between

Organisational Justice, Organisational Citizenship Behaviour and Job Satisfaction.

Pertanika Journal of Social Sciences & Humanities, 19(S), 115-121.

http://www.reims-ms.fr/agrh/docs/actes-agrh/pdf-des-actes/2005dolantzafrir054.pdf


174

ISSN 2071-789X



Halbesleben, J.R.B., Bowler, W.M., Bolino, M.C. & Turnley, W.H. (2010). Organisational

Concern, Prosocial Values, or Impression Management? How Supervisors Attribute

Motives to Organisational Citizenship Behaviour. Journal of Applied Social

Psychology, 40, 1450–1489.

Huang, J., Wang, L. & Xie, J. (2014). Leader-Member Exchange and Organisational

Citizenship Behaviour: The Roles of Identification with Leader and Leader’s

Reputation, Social Behaviour & Personality: An international journal, 42(10), 1699-

1711.

Iranzadeh, S. & Asadi, N. (2009). The Study of Relationship of Citizenship Behaviour and

Organisational Justice with Job Happiness among the Staff of Mohagheghe Ardabili

University. Farasooye Modiriyat Journal, 3(10), 43-75.

Irshad, R. & Hashmi, M.S. (2014). How Transformational Leadership is Related to

Organisational Citizenship Behaviour? The Mediating Role of Emotional Intelligence.

Pakistan Journal of Commerce and Social Sciences, 8(2), 413-425.

Kaya, A. (2015). The Relationship between Spiritual Leadership and Organisational

Citizenship Behaviours: A Research on School Principals’ Behaviours. Educational

Sciences: Theory & Practice, 15(3), 597-60.

Koopman, J., Lanaj, K. & Scott, B.A. (2016). Integrating the Bright and Dark Sides of

OCB: A Daily Investigation of the Benefits and Costs of Helping Others. Review of

Academy of Management Journal, 59(2), 414–435.

Liu,Y.S. & Qu, H. (2011). The Relationships among Work Support, Organisational

Commitment, and Organisational Citizenship Behaviour of Part-time Employees in

the Restaurant Industry. International CHRIE Conference-Refereed Track.

Luthans, F., Avolio, B.J., Avey, J.B., & Norman, S.M. (2007). Psychological Capital:

Measurement and Relationship with Performance and Satisfaction. Personnel

Psychology, 60, 541-572.

Mahnaz, M.A., Mehdi, M., Jafar, K.M. and Abbolghasem, P. (2013). The Effect of

Demographic Characteristics on Organisational Citizenship Behaviour in the Selected

Teaching Hospitals in Tehran. African Journal of Business Management, 7, 3324-

3331, 14 September, 2013 DOI: 10.5897/AJBM2013.7117.

Mazzi, C. (2011). Family Business and Financial Performance: Current State of Knowledge

and Future Research Challenges. Journal of Family Business Strategy, 2(3), 166–181.

Mitonga-Monga, J., Flotman, A. & Cilliers, F.V.N. (2017). Organisational Citizenship

Behaviour among Railway Employees in a Developing Country: Effects of Age,

Education and Tenure. Southern African Business Review, 21, 1998-8125.

Mohammad A.B., Razieh, M., Saeed, H.G. & Arefeh, D.T. (2013). Demographic

Determinants of Organisational Citizenship Behaviour among Hospital Employees.

Global Business and Management Research: An International Journal, 5(4).

Nadiri, H. & Tanova, C. (2010). An Investigation of the Role of Justice in Turnover

Intentions, Job Satisfaction, and Organisational Citizenship Behaviour in Hospitality

Industry. International Journal of Hospitality Management, 29(1), 33-41.

Nasurdin, A.M. & Nejati, K.M (2013). Workplace Spirituality and Organisational

Citizenship Behaviour: Exploring Gender as a Moderator. South African Journal of

Business Management, 44(1), 61-74 DOI: 10.4102/sajbm.v44i1.148.

North Carolina Center for Public Health Preparedness (2013). Two-stage cluster sampling:

General guidance for use in public health assessments. University of North Carolina,

Chapel Hill.

Organ, D.W. (1988). Organisational Citizenship Behaviour: The Good Soldier Syndrome.

Lexington, MA: Lexington Books.


175

ISSN 2071-789X



Oweke, J.A., Muola, J. & Ngumi, O. (2014). Relationship between gender and levels of

occupational stress among Police Constables in Kisumu County, Kenya. IOSR Journal

of Humanities and Social Science (IOSR-JHSS), 19 (11), 21-26.

Paul, H., Bamel, U.K. & Garg, P. (2016) Employee Resilience and OCB: Mediating Effects

of Organisational Commitment. The Journal for Decision Makers 41(4), 308–324.

Philip, P.J., Kumar, R. & Choudhary, N. (2012). Relationship between Organisational

Citizenship Behaviour and Organisational Justice at Work Place. Ninth AIMS

International Management, 2(8).

Pradhan, R.K., Jena, L.K. & Bhattacharya, P. (2016). Impact of Psychological Capital on

Organisational Citizenship Behavior: Moderating Role of Emotional Intelligence.

Cogent Business & Management, 3(1), 1-16.

Profili, S., Sammarra, A. & Innocenti, L. (2016). Can Age Make a Difference? A

Moderated Model of Altruistic Organisational Citizenship Behaviour Antecedents. Int.

Journal of Business Science and Applied Management, 11 (1).

Sahafi, E., Danaee, H., Sariak, A.M. & Haghollahi, F. (2011). The Impact of Emotional

Intelligence on Citizenship Behaviour of Physicians with Emphasis on Infertility

Specialists. Journal of Family and Reproductive Health, 5(4), 109-115.

Seyal, A.H., Afzaal, T. & Chin, S.T.S. (2012). Assessing Emotional Intelligence and

Organisational Citizenship Behaviour among Executives: Examples from Brunesian

SMEs. International Business Management, 6(4), 476-486.

Shaheen, S., Bukhari, I., & Adil, A. (2016). Moderating Role of Psychological Capital

between Perceived Organisational Support and Organisational Citizenship Behaviour

and Its Dimensions. International Journal of Research Studies in Psychology, 5(2),

41-50.

Sharma; J.P., Bajpai, N. & Hollani, U. (2011). Organisational Citizenship Behaviour in

Public and Private Sector and Its Impact on Job Satisfaction: A Comparative Study in

Indian Perspective, International Journal of Business and Management, 6(1).

Shirsavar, H.R. & Souri, A. (2015). Studying Relationship of Emotional Intelligence and

Organisational Citizenship Behaviour of Boys’ Secondary School Teachers of District

5 of Tehran. American Journal of Educational Science, 1(4), 110-116.

Shukla, A., & Singh, S. (2013). Psychological Capital & Citizenship Behaviour: Evidence

from Telecom Sector in India. Indian Journal of Industrial Relations, 49(1), 97-111.

Taghinezhad, F., Safavi, M., Raiesifar, A. & Yahyavi, S.H. (2015). Antecedents of

Organisational Citizenship Behaviour among Iranian Nurses: A Multicenter Study.

Review of BMC Research Notes, 8(1), 1.

Tavazo, L., Taherparvar, N., Noyani, A. & Paeezi, M. (2016). The Effect of Organisational

Citizenship Behaviour on Proactive Environmental Strategies in Medicine Emergency

Students. International Journal of Humanities and Cultural Studies, 7, 2396-2412.

The Research Advisors (2006). http://research-advisors.com.

Tofighi, M., Tirgari, B., Fooladvandi, M., Rasouli, F. & Jalali, M. (2015). Relationship

between Emotional Intelligence and Organisational Citizenship Behaviour. Ethiop J

Health Sci, 25(1), 79-88.

Tom-Jack, P.I. (2016). The Evolving Geopolitical Relations of Nigeria and China: What is

the Teachers, Pupils, and the School? International Journal of Educational, 23, 275-

389.

Unal, O.F. (2013). Relationship between the Dimensions of Organisational Citizenship

Behaviour and the Facets of Job Satisfaction (an impirical study in a group of

companies in Turkey). WEI International Academic Conference Proceedings,

Anyalya, Turkey. January 14-16, 2013.

http://research-advisors.com/


https://www.ncbi.nlm.nih.gov/pubmed/?term=Tirgari%20B%5BAuthor%5D&cauthor=true&cauthor_uid=25733788

https://www.ncbi.nlm.nih.gov/pubmed/?term=Fooladvandi%20M%5BAuthor%5D&cauthor=true&cauthor_uid=25733788

https://www.ncbi.nlm.nih.gov/pubmed/?term=Rasouli%20F%5BAuthor%5D&cauthor=true&cauthor_uid=25733788


176

ISSN 2071-789X



Yaghoubi, M., Yarmohammadian, M.H., Raeisi, A.R., Javadi, M., Saghaiannejad, S. &

Isfahani, S. (2010). The Relationship between the Organisational Justice and

Organisational Citizenship Behaviour among Medical Records Staffs of Selected

Hospitals of Isfahan. Health information management, special issue, 506-515.

Yaghoubi, N., Salehi, M. & Moloudi, J. (2011). Improving Service Quality by Using

Organisational Citizenship Behaviour: Iranian Evidence. Iranian Journal of

Management, 4(2).

Yen, C.H. & Teng, H.Y. (2013). The Effect of Centralization on Organisational Citizenship

Behaviour and Deviant Workplace Behaviour in the Hospitality Industry. Tourism

Management, 36, 401-410.

Zeinabadi, H. (2010). Job Satisfaction and Organisational Commitment as Antecedents of

Organisational Citizenship Behaviour of Teachers. Review of Procedia-Social and

Behavioural Sciences, 5, 998–1003.

Documents

Effect of psychosocial factors on organisational