chapter ii review of literature -...

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CHAPTER II

REVIEW OF LITERATURE

2.1 INTRODUCTION

In this chapter, the researcher has presented the detailed review of literature

which is related to the development of this research. The review of literature has

been categorised under three heads namely, motivational practices in

organisations, organisational citizenship behaviour and the relationship between

motivation and job satisfaction, employee performance and organisation

commitment.

2.2 MOTIVATIONAL PRACTICES IN ORGANISATIONS

Motivation is defined as some kind of internal drive which pushes someone

to do things in order to achieve something‖80

. In an organisation, motivation can

be defined as a glue that holds things together. In addition Stephens81

defined

motivation as ―the willingness to exert high levels of effort toward organisational

goals, conditioned by the effort‘s ability to satisfy some individual need‖.

Employee Motivation is the core of management. Employee Motivation is

an effective instrument in the hands of the management in inspiring the work

force. It is the major task of every manager to motivate his subordinates or to

create the will to work among the subordinates. Ideally, motivating techniques

should help people in common place situations to achieve excellence, without

hurting their own self respect and well being. Tradition, training and their sense of

80

Harmer, J. (2001). The Practice of English Language Teaching. Essex: Longman Press. 81

Stephens, P. (1989). Organisational Behaviour. New Jersey: Prentice-Hall International, Inc.

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duty generally induce ordinary people to try and contribute their best. Motivating

techniques should help them to improve their innate aspirations.

. Kim82

explained the necessity to reemphasise and analyse some

components of employee motivation, to contemporary managers; especially those

who were inexperienced and could enhance their knowledge and understanding of

employee motivation. Managers realised that employee motivation and its process

were there to motivate their employees and employee input must be valued and

included throughout this process. The findings showed that the understanding of

individual differences was the most complex component of this process because

managers had to deal with human behaviour which often seems unpredictable and

irrational. In addition, human beings often act from emotions rather than with

reason.

Pandey et al.,83

found that the public service motivation (PSM) facilitates

desirable organisational attitudes and behaviours such as job satisfaction,

organisational commitment and work effort. The paper tests the direct and indirect

relationship between individual levels of PSM and interpersonal citizenship

behaviour using a structural equation model. The findings showed that PSM had a

direct and positive effect on interpersonal citizenship behaviour in public

organisations while accounting for a significant role of co-worker‘s support.

Iordache and Criveanu84

found that employees preoccupation with what

they want should be one of the main concerns of the companies. This is because

between motivation and performance there is a reciprocity condition relationship.

82

Kim, D. (2006). Employee Motivation: ―Just Ask Your Employees‖. Seoul Journal of Business,

12(1), 19-35. 83

Pandey, S.K., Wright, B.E. & Moynihan, D.P. (2007). Public Service Motivation and

Interpersonal Citizenship Behaviour in Public Organisations: Testing a Preliminary Model.

La Follette School Working Paper No. 2007-028, University of Wisconsin-Madison. 84

Iordache, L. & Criveanu, I. (2010). Employees‘ Motivation, Essential Premise of Performance

Ensuring. Ovidius University Annals, 10(1), 1081-1085.


39

Practical experience shows that active or talented individuals who aren't

appreciated according to their influence on the company tend to leave it. And this

appreciation and motivation doesn't have to be represented just by money.

Sometimes, a good organisational climate can sustain a long term motivation even

if the financial stimulants are fewer. Still, the motivational system must be chosen

depending on people who work and the motivating factors have to be different

from one person to another.

Renate85

carried out a research on employee motivation within PT. Sarandi

Karya Nugraha in Sukabumi, Indonesia. The objective of this research was to get

insight in the current motivation of Sarandi‘s employees. Employee motivation is

the result of how the employees feel about the motivators and hygiene factors.

Practices identified in this research regarding the improvement of employee

motivation were recruitment, selection and placement, staff planning, training and

development, performance appraisal and compensation. Recognition for

achievement and growth and advancement are motivators which currently do not

contribute to employee motivation. The hygiene factors supervision, interpersonal

relationships between subordinate and supervisor and salary cause dissatisfaction

for the shop floor workers.

Adeogun et al.,86

noted that motivation is the combination of a person's

desire and energy directed at achieving a goal. It is the cause of action. Motivation

can be intrinsic, such as satisfaction and feelings of achievement; or extrinsic, such

as rewards, punishment, and goal obtainment. The study assessed the motivating

factors affecting the job performance of two palm oil companies‘ employees, in

Edo State, Nigeria. The specific objectives of the study was to ascertain the

85

Westrik, Renate A.M. ―Improving Employee Motivation through HR Practices at PT”.

SarndiKaryaNugraha, 2010. 86

Adeogun,S., Fapojuwo, O.E., Ajayi, M.T., (2011). Motivation Factors Affecting Employees Job

Performance in Selected Agricultural Oil Palm industries in Edo State. Nigeria. Global Journal of

Agricultural Sciences, 10(2), 111-118.


40

socioeconomic characteristics of employees, the challenges faced by both

employees and management of selected companies; and to determine motivating

factors affecting employees‘ job performance in selected palm oil companies in

Edo state. The most important motivating factors for respondents‘ was job

performance and annual leave granted.

Lub et al.,87

in their research aimed to shed light on OCBs of different

generations of hospitality workers in relation to their psychological contract. Data

was collected using face-to-face surveys in 7 hotels of an international hotel chain.

The findings indicated that hospitality managers increasingly had to consider

motivating their staff through satisfaction of intrinsic needs for development, job

content and a pleasant working atmosphere. More attention was particularly

needed for management styles that satisfy intrinsic needs such as personal

development, proper support, opportunity to take responsibility for tasks and

pleasure at work in order to retain talent for the industry.

Chowdhury88

examined the importance of authoritarian and positive

achievement motivation behaviour of the supervisors in enhancing sales people‘s

motivation and work performance. Survey data were collected from 105 sales

employees in two retail organisations. The findings indicated that the extent to

which the supervisors engaged in positive motivational behaviours, salespersons‘

intrinsic motivations also increased, which, in turn, increased their performance.

Paul and Dasgupta89

examined the nature of OCB and its dimensions in the

private and public sector organisations in India and also investigated the

87

Lub, X., Blomme, R.J. & Bal, P.M. (2011). Psychological contract and organisational citizenship

behaviour: A new deal for new generations?.Advances in Hospitality and Leisure, 7, 109-130. 88

Chowdhury, M.S. (2012). Enhancing motivation and work performance of the salespeople: The

impact of supervisors‘ behavior, The International Journal of Applied Management and

Technology, 6(1), 166-181. 89

Paul, D. & Dasgupta, S.K. (2012). Work Motivation Vis-a-Vis Organisational Citizenship

Behaviour. Journal of the Indian Academy of Applied Psychology, 38(2), 352-360.


41

relationship that OCB bears with sources of work motivation. The standard item

analysis technique was followed to develop the OCB scale and simple correlation

was also done to understand the relationship of OCB with that of motivational

sources in the private and public sectors. Work Motivation with respect to the

workers of the two sectors presented a mixed picture, with ―t‖ differences being

significant on three sources and insignificant on the other two. The relationship of

OCB with that of work motivation as depicted by the correlation analysis was

significant in private sector organisations whereas the same relationship was

insignificant in public sector organisations.

Oren et al.,90

attempted to predict OCB by organisational justice, work

motivation and self-efficacy. OCB was found to be positively correlated with the

three predictors and a hierarchical regression analysis revealed that only

organisational justice and work motivation were significant predictors of OCBs.

The study emphasised the importance of using an integrationist perspective,

integrating endogenous and exogenous forces in studying the antecedents of

OCBs. OCBs may be closely related to task performance and may be predicted by

motivation related variables.

Wani91

observed that work stress was an important phenomenon affecting

the organisational health and health of its members. It affected the behaivour of

employees in the organisations. It had far reaching impact on motivation and

satisfaction of employees. The productivity of employees and overall productivity

of organisation was affected by levels of stress and motivation. The study revealed

that clerical grade employees experienced more stress than officers and there was

a strong relationship between job stress and employee motivation. Under

90

Oren, L., Tziner, A., Nahshon, Y. & Sharoni, G. (2013). Relations Between OCBS, Organisational

Justice, Work Motivation And Self-Efficacy. Amfiteatru Economic, 15(34), 505-516. 91

Wani, S.K. (2013). Job Stress and Its Impact on Employee Motivation: A Study of a Select

Commercial Bank. International Journal of Business and Management Invention, 2(3), 13-18.


42

utilisation of abilities of employees emerged as the important finding. The study

showed that large percentage of employees of the sample organisation complained

that they were not in a position to utilise their abilities fully to prove themselves.

2.3 ORGANISATIONAL CITIZENSHIP BEHAVIOUR

OCB is a term that encompasses anything positive and constructive that

employees do, of their own volition, which supports co-workers and benefits the

company. Typically, employees who frequently engage in OCB may not always

be the top performers (though they could be, as task performance is related to

OCB), but they are the ones who are known to ‗go the extra mile‘ or ‗go above

and beyond‘ the minimum efforts required to do a merely satisfactory job. The

organisation will benefit from encouraging employees to engage in OCB, because

it has been shown to increase productivity, efficiency and employee satisfaction,

and reduce costs and rates of turnover and absenteeism (Podsakoff, Whiting,

Podsakoff & Blume92

). OCB refers to anything that employees choose to do,

spontaneously and of their own accord, which often lies outside their specified

contractual obligations.

Podsakoff et al.,93

studied the effects of OCB on the quantity and quality of

the performance of 218 people working in 40 machine in a paper mill located in

the Northeastern United States were examined. The results indicated that helping

behaviour and sportsmanship had significant effects on performance quantity and

that helping behaviour had a significant impact on performance quality. However,

civic virtue had no effect on performance measure.

92

Podsakoff, N.P., Whiting, S.W., Podsakoff, P.M. & Blume, B.D. (2009). Individual-and

organisational-level consequences of organisational citizenship behaviors: A meta-analysis.

Journal of Applied Psychology, 94 (1), 122-141. 93

Podsakoff, P. M., Ahearne, M. & Mackenzie, S. B. (1997). Organisational citizenship behaviour

and the quantity and quality of work group performance. Journal of Applied Psychology, 82(2),

262-270.


43

Hui et al.,94

in their study examined the relationship between promotion,

perceived instrumentality of OCB for promotion and employees OCB before and

after promotion. Both supervisors and employees provided OCB ratings 3 months

before and 3 months after the promotion decision was announced. The job of bank

tellers involved contact with clients and limited contact with colleagues. The

authors found that employees who perceived OCB as instrumental to their

promotion and who were promoted were more likely to decline in their OCB after

the promotion.

Ang et al.,95

studied the personality-OCB relationship by exploring a new

disposition factor i.e. an employee's motivational traits. They specifically

examined the motivational traits such as competitive excellence and anxiety of

employees in relation to their self-development. A critical form of OCB that

involves the proactive enhancement of skills, knowledge and abilities. Under the

configurational approach, the results support the tenability of the motivational

typology and offer particular insights to the ―kiasu‖ (fear of losing) profile by its

close match to the Singaporean psyche of ―kiasu-ism‖ (Ang, Tan & Ng96

). The

results further demonstrate that employees with ―positively challenged‖ profile

were most likely to display self-development OCB.

Jahangir et al.,97

explored various existing definitions of OCB and

examined the dimensions of OCB. Based on the dimensions of OCB, a number of

antecedents were identified. When the antecedents were known, managers would

94

Hui, C., Lam, S. S. & Law, K. K. (2000). Instrumental values of organisational citizenship

behaviour for promotion: A field quasi-experiment. Journal of Applied Psychology, 85(5), 822-

828. 95

Ang, S., Ng, K.Y. & Goh, K. (2004). Motivational Traits And Self-Development DCB: A

Dimensional And Configurational Analysis. Handbook of Organisational Citizenship Behaviour,

New York : Nova Science Publishers, 265-287. 96

Ang, S., Tan, M.L. & Ng, K.Y. (2000). Psychological Contracts in Singapore. In D.M. Rousseau

& Schalk (Eds.), Psychological Contracts in Employment: Cross-national perspectives (pp.213-

230). Thousand Oaks, CA: Sage. 97

Jahangir, N., Akbar, M. M. & Haq, M. (2004). Organisational citizenship behaviour: its nature and

antecedents. BRAC University Journal, 1(2), 2004, 75-85.


44

be able to promote OCB among their employees for better performance. The main

implication of the study was that, knowing the antecedents‘ managers could be

better able to foster employees‘ OCB. Apart from the traditional measures of

employee productivity, it is important for managers to monitor that set of work

behaviours that goes beyond the role description but are also important

contributors to the effectiveness of the organisation.

Madhu and Krishnan98

observed the effect of transformational leadership

and leader‘s Karma-Yoga on OCB of followers. Using the experimental design,

transformational leadership and leader‘s Karma-Yoga were manipulated and OCB

of followers was measured. Five dimensions of OCB-altruism, conscientiousness,

sportsmanship, courtesy and civic virtue - of participants were peer evaluated

through a questionnaire. Results indicated that transformational leadership

enhances altruism and conscientiousness and reduces civic virtue. Moderate

support was found for negative impact on sportsmanship but no support was found

for impact on courtesy. The combined effect of transformational leadership and

Karma-Yoga on altruism, conscientiousness and courtesy was positive and effect

on sportsmanship and civic virtue was negative.

Darmawan99

explored the OCB practices among employee in

manufacturing institution and determined the relationship between demographic

factor and personal ethics to OCB. The study also tried to determine whether the

dimensions of personal ethics moderate the relationship with OCB. The study

showed that employees did not display OCB, with high altruism and

conscientiousness. The employees also display personal ethics with high social

participation but low in functional participation. Demographic factors were not

found to be related to OCB but age and experience were related to personal ethics. 98

Madhu, B. & Krishnan, V.R. (2005).Impact of Transformational Leadership and Karma-Yoga on

Organisational Citizenship Behaviour.Prestige Journal of Management and Research, 9(1), 1-20. 99

Darmawan, S. F. (2006). The relationship between personal ethics and organisational citizenship

behaviour: a case of PT. Toa Galva industries, Jakarta, Masters thesis, Universiti Utara Malaysia.


45

The study also found that the dimensions of personal ethics influenced OCB and

dimension of OCB and the dimension of personal ethics were related significantly.

Mulyagonja100

examined the level of organisational support, OCB and the

quality of customer service in URA. The study revealed that the levels of

organisational support, OCB and the quality of customer service in URA were

neither high nor low.

Boerner et al.,101

in their study analysed the impact of followers stress on

the relationship between charismatic leadership and OCB. Stressors were

distinguished as the objective component of work stress and strain as the

subjective component of work stress. It was assumed that stressors will moderate

the relationship between charismatic leadership and OCB (Hypothesis 1). In

addition, it was hypothesised that followers strain will mediate the relationship

between charismatic leadership and OCB (Hypothesis 2). Results from a study

interviewing 142 nurses from three German hospitals confirmed the second

hypothesis that followers strain fully mediated the relationship between

charismatic leadership and followers OCB. Leaders who intend to improve their

charismatic skills especially under the perspective of reducing followers strain

should therefore consider this form of leadership training.

Burns and Carpenter102

examined the concept of OCB through the lenses of

social-psychology within the dominion of elementary and secondary education.

Leadership style and trust between leader and followers were highlighted as

100

Mulyagonja, N. (2007). Organisational Support, Organisational Citizenship Behaviour, Customer

Service after Restructuring in Uganda Revenue Authority. Unpublished MBA Thesis, Makerere

University. 101

Boerner, S., Dutschke, E. & Wied, S. (2008). Charismatic leadership and organisational

citizenship behaviour: examining the role of stressors and strain. Human Resource Development

International, 11 (5), 507-521. 102

Burns, T. & Carpenter, J. (2008).Organisational citizenship and student achievement. Journal of

Cross-Disciplinary Perspectives in Education, 1 (1), 51-58.


46

significant factors in promoting OCB. A school leader who understood the power

of leadership style and trust was likely to be more successful in bringing about

positive change that enhanced the quality of educational programs and student

achievement.

Cohen and Avrahami103

in their study examined the relationship between

individualism, collectivism, the perception of justice and demographic variables

and OCB. The findings showed that collectivist employees tended to display OCB

more frequently than individualistic employees. Positive relationships were found

between justice variables and OCB. Of the demographic variables, married

employees tended to display OCB more than unmarried workers. In addition, more

experienced employees exhibited fewer OCBs than their less experienced

colleagues.The flexibility of individualism/collectivism as representing both a

personal construct and a cross-cultural dimension strengthens its potential as an

important determinant of OCB.

Modassir and Singh104

studied the relationship of emotional intelligence

(EI) with transformational leadership (TL) and OCB of the followers. EI was

significantly correlated to conscientiousness, civic virtue and altruistic behaviours

of followers. The method suggested by Barron and Kenny105

was used to test

mediation of EI between TL and OCB but nothing significant was found. The

results indicated that EI of leaders enhanced the OCB of followers and EI was an

103

Cohen, A. & Avrahami, A. (2008). The Relationship between Individualism, Collectivism, the

Perception of Justice, Demographic Characteristics and Organisational Citizenship Behaviour. The

Service Industries Journal, 26(8), 889-901. 104

Modassir, A. & Singh, T. (2008). Relationship of Emotional Intelligence with Transformational

Leadership and Organisational Citizenship Behaviour. International Journal of Leadership

Studies, 4(1), 3-21. 105

Barron, R. M., & Kenny, D. A. (1986). The moderator–Mediator Variable Distinction in Social

Psychology Research: Conceptual, Strategic and Statistical Consideration. Journal of Personality

and Social Psychology, 51(6), 1173-1182.


47

important component for being an effective leader. However, EI was an important

characteristic to be perceived as a transformational leader.

Babcock-Roberson and Strickland106

in their study tested a meditation

model linking leader charisma to OCB via work engagement. The results indicated

a significant positive relation between charismatic leadership and work

engagement, between work engagement and OCB and between charismatic

leadership and OCB. It also indicated a full mediation of leadership‘s effects on

OCB via work engagement. The results also showed a mediating role for work

engagement in the relation between charismatic leadership and OCB. Work

engagement explained the relation between charismatic leadership and OCB. This

finding supported the notion that when a charismatic supervisor was present, an

employee was more engaged in the work which in turn promoted organisational

citizenship.

Kandlousi et al.,107

explained that the communication cues play an

important role in the development of satisfaction within an organisation. The study

specifically proposed formal and informal communication as predictors of

communication satisfaction. The study proposed communication satisfaction as an

antecedent of OCB. Formal communication and informal communication were

found to predict communication satisfaction. Besides, communication satisfaction

was a strong predictor of all dimensions of OCB. The findings of the study

provided valuable insight for management to adopt various and effective tools in

their workplace.

106

Babcock-Roberson, M.E. & Strickland, O.J. (2010). The Relationship between Charismatic

Leadership, Work Engagement and Organisational Citizenship Behaviours. The Journal of

Psychology, 144(3), 313-326. 107

Kandlousi, N.S.A.E., Ali, A. J. & Abdollahi, A. (2010). Organisational citizenship behaviour in

concern of communication satisfaction: The role of the formal and informal communication.

International Journal of Business and Management, 5(10), 51-61.


48

Sharma et al.,108

in their study hypothesised that there was a significant

difference in the degree of OCB of employees in public sector and private sector

organisation. The results showed that employees in public sector organisation had

greater degree of OCB in comparison to private sector organisations and also the

job satisfaction increases or decreases based on increase or decrease in OCB. The

purpose of this study was to invoke OCB in private sector organisation. Obtained

result was in line of the hypotheses. In terms of OCB, a significant difference was

noticed between public sector and private sector organisations. The public sector

employees had exhibited higher degree of OCB as compared to private sector

employees. Most importantly, OCB was being proven as the catalyst for

enhancing job satisfaction level of employees.

Chin109

found that diversity, collaboration, co-operation and teamwork had

become increasingly important issues for management to handle. The purpose of

the study was to analyse the level of emotional intelligence and OCB among

middle management employees in the Malaysian manufacturing sector. Based on

the descriptive analysis, employees in some industries tended to have a lower level

of emotional intelligence and OCB.

Ince and Gul110

analysed the effects of organisational justice perceptions of

public sector employees on the OCB. The research was conducted with 83

employees who worked for provincial directorate of land registry and cadastre,

provincial directorate of national education and provincial governorship services

of Karaman. Correlation and regression were employed to analyse the collected

108

Sharma, J. P., Bajpai, N. & Holani, U. (2010). 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), 67-75. 109

Chin, S.T.S., Anantharaman, R. & Tong, D.Y.K. (2011). Emotional intelligence and

organisational citizenship behaviour of manufacturing sector employees: an analysis.

Management, 6 (2), 107-125. 110

Ince, M. & Gul, H. (2011). The effect of employees' perceptions of organisational justice on

organisational citizenship behaviour: an application in Turkish public institutions. International

Journal of Business and Management, 6 (6), 134-149.


49

data and regression results showed positive relations between procedural justice

and contribution to organisational development.

Kaur111

found that no employee in any organisation was indispensable and

that every employee‘s efforts to become indispensable brought forward the

citizenship. The biggest challenge faced by the leaders was managing and

motivating people in an organisation. The organisations were operating in an ever

changing and volatile environment. Therefore, changes in organisational

environments and their consequential advancements and flexibility were

emphasised which necessarily called for deliberate but voluntary change in the

behaviour among members of an organisation. Accordingly, an organisation

should be proficient of changing the attitudes and behaviours of their members so

they can pursue their own desires, morals, inclinations and ambitions vicariously

on a community basis. One solution to obtain the above situation was OCB. The

paper tried to create an insight into what OCB meant and how it can be inculcated

in an organisation and the consequences of exploiting it.

Naqshbandi and Sharan112

observed that with increasing technological

advances, the need to create not only innovations but faster innovation had

become a part of sustaining or gaining competitive advantage. The paper proposed

that practicing OCBs by the employees enhances the chances of creation of open

innovation while not doing so can botch up the whole exercise particularly during

the infancy stage. It was also proposed that informal organisational structures

favour creation of innovation in the open innovation paradigm more than the rigid

formal structures.

111

Kaur, P. (2011). Organisational Citizenship Behaviour: Changing Employees into Citizens.

International Journal of Management & Business Studies, 1(4), 87-89. 112

Naqshbandi, M. M. & Sharan, K. (2011). A study of organisational citizenship behaviours,

organisational structures and open innovation. International Journal of Business and Social

Science, 2(6), 182-193.


50

Rehman et al.,113

in their study measured the impact of independent

variables with OCB. The study tested the relationship between training and

development (T&D) empowerment practices, leadership styles and OCB. The

study scrutinised the relationship of T&D Empowerment practices (EP) and

leadership style (LS) to OCB in corporate sector of a developing country like

Pakistan. The outcomes of the entire study showed that T&D, Empowerment

practices (EP) and LS had significant positive relationship with OCB. The results

of the entire study demonstrated that there was a significant relationship between

dependent variable (OCB) and independent variables (T&D, EP and LS). All these

variables had significant impact in exhibiting citizenship behaviour and also to

serve as a key antecedent to demonstrate such extra role behaviour.

Wan114

found that perceptions of justice in the workplace were widely

recognised as an influential factor in employee attitudes at the workplace.

Employees were more likely to exhibit OCB if they perceived that their

supervisors personally treated them fairly. Examining the relationship between

organisational justice, leader member exchange (LMX) and OCB from a sample of

267 employees in the manufacturing sector, it was found that interpersonal justice

tended to be a stronger predictor of OCB. Interpersonal justice correlates

significantly with courtesy, altruism and conscientiousness. Though all dimensions

of organisational justice correlates positively with LMX, informational justice

appears to be the most significant. LMX had a significant relationship with all

dimensions of OCB except sportsmanship which correlates positively with age.

However, when the influence of justice had been controlled, the effect of LMX on

OCB was restricted to altruism and conscientiousness. It was concluded that even

113

Rehman, O., Mansoor, A., Rafiq, M. & Rashid, M. (2011).Training and Development, Leadership

Style and Empowerment Practices as Determinants of Organisation Citizenship Behaviour in

Corporate Sector of Developing Country Pakistan.Far East Journal of Psychology and Business,

4(2), 16-26. 114

Wan, H.L. (2011). The Role of Leader-Member Exchange in Organisational Justice:

Organisational Citizenship Behaviour Relationship. Research and Practice in Human Resource

Management, 19(2), 71-91.


51

though LMX may be related to OCB, organisational justice, in particular,

interpersonal justice seem to have a stronger influence on OCB.

Malik et al.,115

identified that human resources were the strength of any

organisation. They studied the determinants of OCB namely leadership and

personality traits in the banking sector of Pakistan. The objective of the study was

to find out the extent to which leadership and personality traits affect OCB. This

study was conducted in the banking sector of Pakistan in various cities of Punjab

province. After applying different techniques namely regression and correlation

analysis, the results showed that leadership qualities and positive personality traits

significantly enhance OCB.

Yunus116

examined the influence of emotional intelligence and leader-

member exchange (LMX) on OCB. Using a sample of 180 supervisor-

subordinates dyads, this study hypothesised that emotional intelligence and leader

member exchange had a stronger relationship to OCB. The result showed that

other‘s emotion appraisal and regulation of emotion had a positive influence on

altruism and civic virtue respectively. Other‘s emotion appraisal also showed a

positive influence on LMX.

Ariani117

tested the relationship between employee engagement, OCB and

counterproductive work behaviour (CWB). The result indicated a significant

positive relation between employee engagement and OCB and a significant

negative relation between employee engagement and CWB and between OCB and

115

Malik, M.E., Ghafoor, M.M., & Iqba, H.K. (2012).Leadership and Personality Traits as

Determinants of Organisational Citizenship Behaviour (OCB) in Banking Sector of Pakistan.

World Applied Sciences Journal, 20 (8), 1152-1158. 116

Yunus, N.H. (2012). Displaying Employees‘ Organisational Citizenship Behaviour: The Impact of

Emotional Intelligence and Leader-Member Exchange in Development Bank in Malaysia.

International Journal of Social Science and Humanity, 2(4), 2012. 117

Ariani, D. W. (2013). The relationship between employee engagement, organisational citizenship

behaviour, and counterproductive work behaviour. International Journal of Business

Administration, 4 (2), 46-56.


52

CWB. The result also indicated no differences between employee engagement of

female and male employees. There was a difference in the mean score of OCB and

CWB between males and females.

Beheshtifar and Hesani118

stated that organisational conflict was a

disagreement between or within groups in an organisation. Organisational conflict

was common in the workplace because people always had divergent views on

various issues, interests, ideologies, goals and aspirations. OCB was held to be

vital to the survival of an organisation. OCB had been viewed as promotive

behaviours that demonstrate the actor‘s desire to maintain a relationship with the

target and contribute to the target's success. This condition could remove conflict

among employees.

Davila and Finkelstein119

studied the relationship between prosocial

behaviour and well-being, specifically to examine the relationship between OCB,

citizenship motives, perceptions of OCB as extra-role and employee well-being.

Both OCB and its motives were associated with well-being with altruistic motives

showing a stronger correlation than egoistic motives. The perception of OCB as

in-role was also related with well-being. The study examined the extent to which

OCB, citizenship motives and the perception of citizenship activities as in-role

were associated with well-being. Both OCBO (OCB aimed at organisation) and

OCBI (OCB aimed at individuals) were associated with subjective well-being in

the form of positive affect and with job engagement in relation to psychological

well-being.

118

Beheshtifar, M. & Hesani, G. (2013). Organisational citizenship behaviour (OCB): A factor to

decrease organisational conflict. Interdisciplinary Journal of Contemporary Research In Business,

5(1), 214-222. 119

Davila, M.C. & Finkelstein, M.A. (2013). Organisational citizenship behaviour and well-being:

preliminary results. International Journal of Applied, 3 (3), 45-51.


53

Gorji and Ranjbar120

identified the relationship between psychological

empowerment of employees and OCB in water and waste water companies. The

results indicated that there was a direct and meaningful relationship between

indicators of psychological empowerment of employees such as feeling of being

qualified, independent, efficient, meaningful and civic behaviour.

Harwiki121

attempted to investigate the influences of servant leadership to

motivation, organisation culture, OCB, and employees‘ performance and the

influences of motivation to OCB and employees‘ performance and the influences

of organisation culture to OCB and to employees‘ performance and the influence

of OCB to employees‘ performance. The research showed the following findings:

servant leadership influenced motivation, organisation culture and employees‘

performance, but not OCB; motivation influenced OCB and employees‘

performance; organisation culture influenced OCB and employees‘ performance

and OCB influenced employees‘ performance of outstanding cooperatives in East

Java.

Lee et al.,122

in their study investigated the effects of procedural justice,

transformational leadership and complexity which were directed at the

organisation as a whole on OCB. This study investigated the relationship between

OCB and job satisfaction. The major findings were: Procedural justice,

transformational leadership and complexity had a positive effect on employees‘

OCB. OCB was also positively related to job satisfaction. The results suggested

120

Gorji, B.M. & Ranjbar, M. (2013).Relationship between psychological empowerment of

employees and organisational citizenship behaviour. Australian Journal of Basic & Applied

Sciences, 7 (1), 67-75. 121

Harwiki (2013).Influence of Servant Leadership to Motivation, Organisation Culture,

Organisational Citizenship Behaviour (OCB), and Employee‘s Performance in Outstanding

Cooperatives East Java Province, Indonesia. IOSR Journal of Business and Management, 8(5), 50-

58. 122

Lee, U. H., Kim, H. K. & Kim, Y. H. (2013). Determinants of organisational citizenship behaviour

and its outcomes. Global Business and Management Research: An International Journal, 5(1), 54-

65.


54

that employees could be engaged in OCB when they perceive fairness of the

decision-making process, receive leaders‘ support and recognise less complexity

of the organisational process.

Paille et al.,123

reported a field study on the relationship between

environmental management practices and OCB for the environment via exchange

process (i.e. perceived superior support, perceived organisational support and

employee commitment). The purpose of this study was to analyse the relationships

between EMPs and OCBEs with a view to improving the understanding of the

factors that promote voluntary environmental initiatives among employees.

Results from the survey conducted with 407 employees from several organisations

suggest that employees were more likely to make extra environmental efforts if

they perceived that the organisation supports supervisor by granting the decision-

making latitude and necessary resources to engage in pro-environmental

behaviour.

Rasheed et al.,124

suggested that OCB had been signified as one of the

antecedents of organisational effectiveness. The study explored and examined

number of predictors of OCB in the Arabic-speaking context (Saudi Arabia in

Gulf). Predictors of OCB examined job satisfaction and organisational

commitment, role perceptions, fairness perceptions, leadership behaviour,

individual dispositions, motivation and feedback. The results supported

hypotheses stating the positive relationship between the predictors of OCB and

OCB except motivation that found no relationship with OCB.

123

Paille, P., Boiral, O. & Chen, Y. (2013).Linking environmental management practices and

organisational citizenship behaviour for the environment: a social exchange perspective. The

International Journal of Human Resource Management, (ahead-of-print), 1-24. 124

Rasheed, A., Jehanzeb, K. & Rasheed, M.F. (2013). An Investigation of the Antecedents of

Organisational Citizenship Behaviour: Case of Saudi Arabia. International Journal of

Psychological Studies, 5(1), 128-138.


55

Saufi et al.,125

in their research surveyed the causative relations between

organisational justice, psychological empowerment, job involvement and OCB.

All the hypotheses of the research were accepted according to their significant

figure except for the relation between the organisational justice and OCB. This

study indicated that employees‘ psychological empowerment positively influences

OCB. The psychological empowerment comprised work value and self-

determination of work and so the employees had more control and freedom in

their work and value their work, behave altruistically and this encouraged the

employees to have stronger OCB.

2.4 MOTIVATION AND EMPLOYEE SATISFACTION

Work is an important part of life. The satisfaction that employees get from

the job has a great impact on their lives. Job satisfaction is a feeling which

describes how content or discontent a person is with the job he/she does. There are

different factors that affect a person‘s level of job satisfaction. These factors

include salary, benefits, job security, working conditions, working hours, the work

itself, leadership and social relationship. Each individual is unique, so they are

satisfied in different ways. As job satisfaction is a significant issue in running of

organisations , managers or directors should know their staff well to be able to

keep their satisfaction at high levels. More importantly, the level of job

satisfaction should be measured frequently by institutions. ―Job satisfaction which

is closely linked with motivation is defined by Schaffer126

as being one of

individuals‘ needs fulfilments: ―Overall job satisfaction will vary directly with the

extent to which those needs of an individual which can be satisfied in a job are

125

Saufi, M.A., Kojuri, M.A.S., Badi, M. & Agheshlouei, H. (2013). The impacts of organisational

justice and psychological empowerment on organisational citizenship behaviour: the mediating

effect of job involvement. International Journals of Research in Organisational Behaviour and

Human Resource Management, 1 (3), 116-135. 126

Schaffer, R.H. (1953). Job satisfaction as related to need satisfaction in work, Psychological

Monographs: General Applied, 67(14), 1-29.


56

actually satisfied‖. Lawler127

claims that job satisfaction is determined by the

difference between all those things a person feels he should receive from his job

and all those things he actually does receive.

Huang and Liu128

examined the relationship of external environment, self-

serving motivation and OCB of physicians. The empirical result showed that

external environment had no significant impact on job satisfaction, but had

significantly negative effect on OCB. Self-serving motivation and job satisfaction

also had positive effects on OCB. The meditative effect of job satisfaction was

also significant.

Ayub and Rafif129

attempted to explore the relationship between work

motivation and job satisfaction. Two hypotheses were formulated: there would be

positive relationship between work motivation and job satisfaction and there

would be a gender difference on the variable of work motivation and job

satisfaction. A Pearson Product Moment Correlation Coefficient was calculated

for the correlation between the work motivation and job satisfaction. In order to

find out gender differences ‗t‘ test was computed. The findings of the study

suggested that there was a positive correlation between work motivation and job

satisfaction. Furthermore, there was a significant gender difference on the variable

of work motivation and job satisfaction.

Mohammad et al.,130

investigated the effects of two dimensions of job

satisfaction, intrinsic and extrinsic on two types of OCB: OCBI and OCBO in the

127

Lawler, E.E. (1973). Motivation in work organisations. Monterey, CA:Brookes/Cole. 128

Huang, M. & Liu, T. (2010).The impact of external environment and self-serving motivation on

physician‘s organisational citizenship behaviours. Journal of Behavioural Studies in Business, 2,

1-10. 129

Ayub, N. & Rafif.S. (2011). The relationship between work motivation and job satisfaction.

Pakistan Business Review, 2011. 130

Mohammad, J., Habib, F.Q. & Alias, M.A. (2011).Job Satisfaction and Organisational Citizenship

Behaviour: An Empirical Study at Higher Learning Institutions. Asian Academy of Management

Journal, 16(2), 149–165.


57

context of higher education institutions. The study was intended to measure the

two dimensions of OCB (i.e., OCBI and OCBO) and to examine how these OCB

were related to the two facets of job satisfaction (intrinsic and extrinsic). Findings

of this study revealed that both extrinsic and intrinsic job satisfaction were very

important in predicting citizenship behaviour.

Roos and Eeden131

examined the relationships between employee

motivation, job satisfaction and corporate culture. The sample that was

investigated consisted of majority of the permanent-staff of a marketing research

company in South Africa. A possible moderator effect of employee motivation

was explored. The findings provided support for the linear relationships and,

identified the drivers of these relationships. The findings did not support the

moderator effect.

Saepung et al.,132

examined the relationship between job satisfaction and

OCB among retail employees in Indonesia. The survey was conducted to test the

hypothesised relationship between job satisfaction and OCB of the retail

employees. In this research, OCB was defined as being composed of 3 main

dimensions, namely, helping behaviours; civic virtue and sportsmanship. Based on

the multiple regression analysis, it was found that overall job satisfaction and

demographic variables could account for about 43.2 percent of the variation in

retail employee OCB level.

131

Roos, W., Eeden, R.V. (2011).The relationship between employee motivation, job satisfaction and

corporate culture. SA Journal of Industrial Psychology, 34(1), 54-63. 132

Saepung, W., Sukirno & Siengthai, S. (2011). The Relationship between Job Satisfaction and

Organisational Citizenship Behaviour (OCB) in the Retail Industry in Indonesia. World Review of

Business Research, 1(3), 162-178.


58

Ahmed et al.,133

found that OCB was presumed as one of the emerging

management concepts that was being emphasised for organisational effectiveness.

The aim of this study was to explore OCB and its significance for the

organisations in the present scenario particularly banking sector. A model was

presented by the researchers elaborating OCB and its relationship with job

satisfaction, commitment, employee engagement and human resource

development climate (HRDC). It was proposed that well established predictors of

OCB may lead to promote required behaviours among employees for improved

performance and negative voluntary intentions.

Mehboob and Bhutto134

found the relationship between job satisfaction and

OCB. The purpose of the paper was to examine whether job satisfaction was a

strong predictor of OCB on all dimensions or not. Job satisfaction was measured

on the basis of extrinsic and intrinsic factors being responded by the faculty

members. The OCB was measured on the basis of five dimensions such as

Altruism, Conscientious, Sportsmanship, Courtesy and Civic virtue. The faculty

members were found to be satisfied as well as inducing a moderate level of OCB

at Business Institutes. The study found a weak relationship between job

satisfaction and OCB‘s dimensions. Job satisfaction was only found to be related

with courtesy and altruism dimensions of OCB, while with other dimensions it

was found to be insignificantly related to job satisfaction. The result showed that

job satisfaction was a weak predictor of OCB and only had partial influence on the

various dimensions of OCB.

133

Ahmed, N., Rasheed, A. & Jehanzeb, K. (2012).An exploration of predictors of organisational

citizenship behaviour and its significant link to employee engagement. International Journal of

Business, Humanities and Technology, 2 (4), 99-106. 134

Mehboob, F. & Bhutto, N.A. (2012).Job satisfaction as a Predictor of Organisational Citizenship

Behaviour. International Conference on Business, Economics, Management and Behavioural

Sciences (ICBEMBS'2012) Jan. 7-8, 2012 Dubai.


59

Sunaryo and Suyono135

analysed the influence of public service motivation

on job satisfaction and OCB. The results showed that public service motivation

had a positive impact on job satisfaction. The results showed that public service

motivation had a positive and significant effect on job satisfaction which means

that public servants had higher motivation in providing public service and were

more likely to be satisfied with their job. Job satisfaction was also found to be

related to the OCB. Having higher job satisfaction lead public servants to process

OCB in a better way. The findings indicated that public servants had a high

motivation in providing public service and high satisfaction with their jobs may

also strongly intend to show pro-social behaviours beyond the behaviours that

were formally prescribed by the organisation.

2.5 ORGANISATIONAL COMMITMENT

Today‘s organisation because of global competition and cost cutting had

led to great changes in the organisations, leading to greater effect of organisational

behaviours. Employee commitment is a crucial element to increase job

performance. An important predictor of this type of commitment is motivation,

which motivates employees to spend time and energy in the organisation.

Commitment in general is defined by Meyer & Herscovitch136

as ‗a force that

binds an individual to a course of action that is of relevance to a particular target‘.

Shiverick & Janelle137

define commitment as ‗a measure of the alignment of the

employee‘s motivations with the mission of the organisation; in other words, to

what degree does the employee felt that he or she was making a positive

135

Sunaryo, S. & Suyono, J. (2013).A test of model of the relationship between public service

motivation, job satisfaction and organisational citizenship behaviour. Rev. Integr. Bus. Econ. Res.,

2(1), 384-398. 136

Meyer, J.P. & Herscovitch, L. (2001). Commitment in the workplace: toward a general model.

Human Resource Management Review, 11, 299-326. 137

Shiverick, B. & Janelle, P. (2009). Achieving Excellence Through Employee Commitment. My

Inner View, 1-4.


60

contribution to the ultimate outcome?‘ Motivation leads to organisational

commitment which in turn leads to better job performance and job satisfaction.

Jahangir et al.,138

investigated the effects of employee perception of

managers social power on OCB mediated by procedural justice, employees

organisational commitment and job satisfaction. To test the framework, structural

equation modelling techniques were applied to data collected from 195 top and

middle level employees of a private commercial bank in Bangladesh. The study

aimed to test the theoretical models to measure the causality whether social power,

procedural justice, organisational commitment, and job satisfaction could foster

OCB. The results of the study indicated that procedural justice was significantly

and positively related to job satisfaction and organisational commitment. The

findings indicated that organisational commitment had a positive relationship with

OCB but the relationship was found to be insignificant. In addition, the results

showed that employees with high job satisfaction had higher OCB, suggesting that

bank management needs to value employees job satisfaction to increase

employees‘ OCB.

Gan and Cheung139

studied the moderating role of interpersonal harmony in

relation to proactive personality with OCB. 158 employees in Chinese State-

owned companies completed the Proactive Personality Scale Bateman &Crant,

1993, Harmony scale and OCB Questionnaire. Proactive personality had

insignificant correlation with job dedication. The correlation between

interpersonal facilitation and proactive personality was significant but quite low.

Results of the hierarchical regression analyses indicated that when demographic

variables were controlled, harmony had significant moderating effects on the

138

Jahangir, N., Akbar, M. & Begum, N. (2006).The role of social power, procedural justice,

organisational commitment, and job satisfaction to engender organisational citizenship behaviour.

ABAC Journal, 26(3), 21-36. 139

Gan, Y. & Cheung, F.M. (2010).From Proactive Personality to Organisational Citizenship

Behaviour: Mediating Role of Harmony. Psychological Reports, 106 (3), 755-765.


61

relations of proactive behaviour and job dedication/interpersonal facilitation. In

the high Harmony group, the correlation between proactive personality and OCB

was significant whereas in the low Harmony group, this correlation was not

significant.

Chang140

examined the relationship between OCB, organisational

commitments and organisational learning effects. The researchers used SEM to

test three hypotheses about OCB, organisational commitments and organisational

learning effects. The results of the research indicated that OCB and organisational

commitments influence organisational learning effects positively and OCB can be

influenced positively by organisational commitments. The effects of

organisational learning were influenced by the OCB and the organisational

commitments positively. The organisational commitments can positively influence

OCB.

Trivellas141

in his paper outlined the critical role of employees'

organisational commitment in the link between work motivation and job

performance. The empirical findings from a survey of 220 bank frontline

employees in Greece confirmed the mediating role of organisational commitment.

The main implication of the findings for managers was that motivated frontline

bank employees were more likely to achieve better job performance when they are

committed, as a result of enforced HRM practices.

140

Chang, C., Tsai, M. & Tsai, M. (2011). The organisational citizenship behaviours and

organisational commitments of organisational members influences the effects of organisational

learning. International Journal of Trade, Economics and Finance, 2 (1), 61-66. 141

Trivellas, P., (2011). Work motivation and job performance of frontline employees: The mediating

role of organisational commitment, Industrial Engineering and Engineering Management (IEEM),

IEEE International Conference on 6-9 Dec. 2011.


62

Ahmadizadeh et al.142

found that organisational climate had a great effect

on staff OCB which ultimately led to efficiency and effectiveness of organisation.

The aim of the study was to investigate the relation between organisational climate

and OCB. The results showed a significant positive relationship between

organisational climate and its factors with staff OCB. Also step-by-step multi-

variable regression analysis showed that goal and communication factors were

good predictors of OCB of physical education headquarters staff, respectively.

2.6 EMPLOYEE PERFORMANCE

A worker may be immensely capable of doing some work, nothing can be

achieved if he is not willing to work. Creation of a will to work is motivation in

simple but true sense of the term. Employee Motivation is an important function

which every manager performs for actuating the people to work towards

accomplishment of objectives of the organisation. Issuance of well conceived

instructions and orders does not mean that they will be followed. A manager has to

make appropriate use of motivation to enthuse the employees to follow them.

Effective motivation succeeds not only in having an order accepted but also in

gaining a determination to see that it is executed efficiently and effectively.

Kamery143

found that employees are motivated on the job by many things

such as a sense of achievement, recognition, enjoyment of the job, promotion

opportunities, responsibility and the chance for personal growth. Employee

motivation and performance were tied directly to the style of management that was

applied and to principles of positive or negative reinforcement. The study

discussed the motivation relationship related to effectiveness, efficiency, 142

Ahmadizadeh, Z., Heydarinejad, S., Farzam, F. & Boshehri, N. (2012). Investigation the relation

between organisational climate and organisational citizenship behaviour. International Journal of

Sport Studies, 2 (3), 163-167. 143

Kamery, R.H. (2004). Employee Motivation As It Relates To Effectiveness, Efficiency,

Productivity, and Performance. Proceedings of the Academy of Legal, Ethical and Regulatory

Issue, 8(2), 139-144.


63

productivity and performance. The first necessary step was to determine what

motivational tools would actually be effective in a particular situation. It was

suggested that individuals compared their performance and compensation against

their co-workers' performance and compensation and act to correct any

inequalities.

Khan144

noted that the performance of any government was dependent upon

its employees, especially the low and middle ranking ones, just like the

performance of any organisation was dependent on its workers. Therefore, it was

required that the government employees be motivated in order to achieve higher

levels of performance. However, motivating government employees was not

without constraints. Usually these barriers or constraints were different from the

ones faced by profit making private organisations. Money was widely used by

profit making organisations as a motivator whereas it was usually not available to

motivated government employees. Similarly, punishment including firing from the

service was common in the private profit making concerns whereas civil servants

or the government employees were usually protected by the civil service rules.

Yun et al.,145

examined the effects of employee self-enhancement motives

on job performance behaviours (OCB and task performance) and the value of

these behaviours to them. The authors proposed that employees display job

performance behaviours in part to enhance their self-image, especially when their

role was not clearly defined. The effects of these behaviours on managerial reward

recommendation decisions would be stronger when managers believed the

employees to be more committed. The results from a sample of 84 working

144

Khan, S.A. (2005). How to Motivate Good Performance among Government Employees. Pakistan

Journal of Social Sciences, 3(9), 1138-1143. 145

Yun, S., Takeuchi, R. & Liu, W. (2007). Employee Self-Enhancement Motives and Job

Performance Behaviours: Investigating the Moderating Effects of Employee Role Ambiguity and

Managerial Perceptions of Employee Commitment. Journal of Applied Psychology, 92(3), 745-

756.


64

students indicated that role ambiguity moderated the effects of self-enhancement

motives on job performance behaviours and that managerial perceptions of an

employee‘s commitment moderated the effects of those OCB that were aimed at

other individuals on managers‘ reward allocation decisions.

Ann146

found that the federal government is often criticised for performance

that fails to meet the public's expectations. Its traditional pay system receives

much of the blame for rewarding seniority instead of performance. While

everyone agrees that performance matters, they don't always agree on the best way

to improve it. The researcher investigated human resource management strategies

designed to motivate better performance and productivity. Findings reveal that pay

for performance and success are greatly affected by performance management, fair

treatment in all personnel matters, supervisory fairness in decision-making, and

organisational culture. Further results indicated that managers can markedly

improve productivity by ensuring that employees are highly engaged in their work,

delivering effective performance management, providing a supportive

organisational culture and giving employees adequate resources and training.

Salleh et al.,147

investigated the relationship between motivations and job

performance in state government employees. The research examined the

relationships between overall job performance and motivation dimensions. A

positive relationship as measured by annual salary progression was found between

affiliation motivation and performance. The results suggested that affiliation

motivation and job performance was positively related. Conclusions, management

strategies particularly can be formulated according to motivation level of

employees. The findings of the study showed that overall job motivation and job

146

Ann, F.S. (2011). What does it take to motivate better performance and productivity in the federal

workplace? Ask the employees. Georgia Institute of Technology, Unpublished Thesis, 2011. 147

Salleh, F., Dzulkifli, Z., Wan Abdullah, W.A., & Yaakob, N.H.M. (2011). The Effect of

Motivation on Job Performance of State Government Employees in Malaysia. International

Journal of Humanities and Social Science, 1(4), 147-154.


65

performance were not significant which suggests that employees with high

achievement and low achievement motivation had the same performance.

Chaudhary and Sharma148

identified the factors that encourage positive

motivational behaviour among employees. To survive in a profitable way in the

highly challenging and competitive global market economy, all the factor of

employee retention and production - machine, materials and men should be

managed in an impressive way. Among the factors of production, the human

resource constituted the biggest challenge because unlike other inputs employee

management calls for accomplished handling of thoughts, feelings and emotions to

protect the highest productivity. High productivity was a long term benefit of

employee motivation. Motivated employees were a valuable asset which delivered

huge value to the organisation in maintaining and strengthening its business and

revenue growth. The study showed that improved job performances of the

employees add value to the organisation itself and to the employee‘s productivity.

The experimental results of this study showed that the motivation of the employee

rewarded the employee and the organisation.

Naseem et al.,149

noted that organisations were keenly concerned with

employee comfort for increased performance. The study measured the impact of

favorable working environment, good office design and motivations on

employees‘ performance. The main objective of the study was to find out the

relationship between the above mentioned variables and employees‘ performance.

The data was collected from different organisations in Hazara division. Workplace

recreations had a good effect on employee performance. When recreation was well

148

Chaudhary, N. & Sharma, B. (2012). Impact of Employee Motivation on Performance

(Productivity) In Private Organisation. International Journal of Business Trends and Technology,

2(4), 29-35. 149

Nazeem, I., Sikander, A., Nazish, A.H. & Ruqia, K. Factors Affecting Employees' Performance:

Evidence from Pakistan. Science Series Data Report, 4 (6), 141-174.


66

planned then it could significantly contribute to higher levels of employees‘

commitment for the organisation. It played a key role in bonding among

employees and with customers. Recreational activities had been providing an

opportunity for socialisation and strengthening relationship among workers and

customers as well as for skills development e.g. leadership, interaction and

communication which were essential in providing effective service delivery.

Based on the findings related to motivation, it showed that the most important

driver of bank employees‘ job performance was the satisfaction of higher order

needs such as the growth needs referred to the employee needs of self-esteem and

self-actualisation.

Ramasamy and Ramesh150

observed that motivation was one among the

many factors affecting individual performance. Motivation was influenced

significantly by the needs of a person and the extent to which these had been

fulfilled. Hence, it was the duty and responsibility of every organisation to identify

the needs of employees. Sakthi Sugars Ltd. was providing welfare schemes such

as bonus, housing facilities (at low rent), education facilities and transportation

facilities to the employees for the purpose of motivating them. The main objective

was to know the opinion of employees on the motivation given by the organisation

and to determine whether the motivation had an impact on the performance of the

employees. It was found that the various motivation activities were undertaken

sincerely and employees were mostly satisfied with all the facilities provided by

Sakthi Sugars Ltd.

Sofat151

stated that in any organisation employee motivation was the key

factor for organisational performance. The research paper attempted to provide

150

Ramasamy, T. & Ramesh, S. (2003). A study on the relationship between motivation and

performance of employees of Sakthi sugars Ltd, Sivaganga. An International Multidisciplinary

Research Journal, 3(2), 69-91. 151

Sofat, S. (2012). Effect of Motivation on Employee Performance and Organisational Productivity.

Journal of Applied Management & Computer Science, 1, 1-11.


67

empirical evidence of the effects of motivation on performance of the employees

working in insurance companies and organisational productivity and also

evaluated the important factors which motivated the employees working in

different insurance companies. Two hypotheses were also framed: There is no

positive relationship between motivation and employee performance. There is no

positive relationship between motivation and organisational productivity. The

findings of the study showed that motivation is positively related to the employee

performance and organisational productivity.

HYPOTHESES OF THE STUDY

Based on the above research reviews, the following research hypotheses

have been proposed after discussion with the research supervisor.

Relationship between motivational practices, motivation and OCB

H11-10 : There is no significant association between safety and security,

provision of welfare measures, monetary benefits, promotion and

transfer, work efficiency, employee interpersonal relationship, social

relationship, grievance handling procedures, training and

development and performance management system and motivation.

H2 : There is no significant association between motivation and job

satisfaction.

H3 : There is no significant association between motivation and

organisational commitment.

H4 : There is no significant association between motivation and employee

performance.


68

Relationship between motivational practices and OCB





development and performance management system and employees

satisfaction.





development and performance management system and

organisational commitment.





development and performance management system and employees

performance.

MODEL FRAMED FOR TESTING THE HYPOTHESES IN THIS STUDY

The review of literature supports the major influencing variables which are

implemented as motivational practices among employees working in

manufacturing companies in Coimbatore district. The following two models

which comprises of the research hypotheses have been formulated.


69

Model 1: Relationship between motivational practices, motivation and

OCB

This model has been divided into two sections. In the first section, the

relationship between motivational practices that influence motivation of the

employees in manufacturing industries was analysed. The second section analysed

the effect of motivation on job satisfaction (or) organisational commitment (or)

employee performance. A total of 13 hypotheses have framed in this model to

evaluate the two sections.

H11

H12

H13

H14

H15

H16

H17

H18

H19

H110

H2

H3

H4


70

Model 2: Relationship between motivational practices and OCB i.e. job

satisfaction, organisational commitment and employee

performance

This model has been divided into three sections. The first section examines

the relationship between motivational practices and job satisfaction, the second

section examines the influence of motivational practices on organisational

commitment and the third section analyses the influence of motivational practices

on employee performance. A total of 30 hypotheses have been framed to evaluate

the three sections.

H61

H52

H53

H54

H55 H56

H57 H58 H59 H510

H62 H63

H64 H65

H66 H67

H68

H69 H610

H51

H71 H72 H73

H74 H75

H76 H77

H78

H79

H710


chapter ii review of literature -...

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