Department of Industrial Psychology

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Browsing Department of Industrial Psychology by Author "Barrett, Ronalda"

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    Influence of self-control, risk-taking, manipulation and integrity on organisational citizenship behaviour
    (Stellenbosch : Stellenbosch University, 2018-12) Barrett, Ronalda; Engelbrecht, A. S.; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    ENGLISH ABSTRACT: Organisations across the world are becoming increasingly more globalised and in order to remain competitive, organisations need to pay attention to their innovation, flexibility, responsiveness and productivity. The goal is not only to survive, but also to succeed in their respective industries. Research has proven that employee behaviours that go beyond the call of duty, assist organisations in remaining competitive in their industries as well as in achieving long-term success. The term organisational citizenship behaviour (OCB) was first explored by Bateman and Organ (1983), who referred to it as certain behaviours that benefit organisations, though these behaviours cannot be enforced by formal role requirements of an organisation, or come about by a contractual agreement of remuneration. It is voluntary employee behaviour that is performed without the expectation of reward, which leads not only to improved organisational performance, but it also has an advantageous impact on the employees themselves (Organ, 1988). Research on OCB has determined that individuals with certain characteristics are more likely to exhibit behaviours that go beyond what is required of them. In fact, various characteristics have been identified that may be associated with OCB. To explore this matter further, a theoretical model was developed that proposes certain relationships between self-control, risk-taking, manipulation and integrity, and which may impact the degree to which employees exhibit OCB. It was hypothesised that manipulation will negatively influence OCB, while self-control and integrity will positively influence OCB. It was further hypothesised that self-control will positively influence integrity, while risk-taking and manipulation will negatively influence integrity. Thus, the main objective of this study was to develop and test a structural model which explains the impact that certain employee characteristics have on integrity and OCB. Data for this study was collected from a sample of 211 employees within a private hospital in the Southern Cape. The respondents completed a questionnaire that comprised of five different assessment instruments: the Brief Self-Control Scale (BSCS); the Risk-Taking Index (RTI); the Manipulativeness dimension of the Organisational Machiavellianism Scale (OMS); the Ethical Integrity Test (EIT); and the Organisational Citizenship Behaviour Scale (OCBS). The hypotheses and structural model were empirically tested, using various statistical methods. Each of the measurement scales was subjected to item and reliability analysis, which was found to be satisfactory. Furthermore, a confirmatory factor analysis (CFA) was conducted on the measurement models, and results indicated that reasonable fit was achieved for all the measurement models. Structural Equation Modelling (SEM) was then utilised to ascertain the extent to which the conceptual model fitted the data, as well as to test the relationships among the respective constructs. The results indicated that significant positive relationships exist between self-control and organisational citizenship behaviour, as well as integrity and organisational citizenship behaviour. It also indicated that significant negative relationships exist between manipulation and integrity, as well as between manipulation and organisational citizenship behaviour. The results, however, indicated only partial support (through Pearson correlations) for the postulated relationships between self-control and integrity, and between risk-taking and integrity. This study contributes to existing literature by providing insight into the relationships among self-control, risk-taking, manipulation, integrity and OCB. Conclusions were drawn based on these findings, and implications were proposed for managers in organisations. In addition, limitations within the study were identified and recommendations were made for future research.