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Factor Effecting Organizational Citizenship Behavior: A Study of OCB in Telecom Sector of Pakistan
By
MIR KHURRAM IQBAL
Thesis submitted to the Lahore School of Economics
in partial fulfillment of the requirements for the degree of
Masters of Business Administration for Professionals
2013
Supervised by: Ms. SHAMILA KHAN
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Declaration
I declare that all the work in this study is my own personal effort. Nothing has been plagiarized
from any other source and has been check by turnitin.com. Wherever any idea is taken from
some other source, proper references have been mentioned. The study has been scanned for
plagiarism, and has been found free of any sort of copied material.
_____________________
MIR KHURRAM IQBAL
Date: ________________
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Certificate of Approval
I certify that I have read Factor Effecting Organizational Citizenship Behavior: A Study of OCB in
Telecom Sector of Pakistan by MIR KHURRAM IQBAL, and that in my opinion this work meets
the criteria for approving a thesis submitted in partial fulfillment of the requirements for the
Bachelor of Business Administration Honors Degree at the Lahore School of Economics (2013).
_________________________________
Ms.Shamila Khan
Thesis Supervisor
Date: _______________________
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DEDICATION
To
My Parents
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ACKNOWLEDGEMENT
I would like to acknowledge My Wife and Sisters for their utmost support and time. They have
been very helpful in the entire work of my dissertation. They have being a source of strength and
support to me in the thick and thin of my life. I am thankful to them for their unending support.
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List of Tables
List of Figures
LIST OF APPENDIXES
Contents
I. Introduction ........................................................................................................................... 13
1-1 Statement of Problem ..................................................................................................... 15
1-2 Significance of the Problem ........................................................................................... 15
1-3 Objective of the Study .................................................................................................... 16
1-4 Scope of the Study.......................................................................................................... 16
1-5 Delimitation of the Study ............................................................................................... 17
1-6 Assumptions of the Study .............................................................................................. 17
1-7 Definitions of Independent Variables Impacting the OCB ............................................ 17
1-8 Organization of the Study .............................................................................................. 19
II. Literature Review............................................................................................................... 20
2-1 Organizational Citizenship Behavior ............................................................................. 20
Historical Development of Organization Cultural .................................................................... 21
Measurement theories in OCB .................................................................................................. 22
2-2 Present Study .................................................................................................................. 25
Theoretical Framework ............................................................................................................. 25
Factors Affecting the Current OCB .......................................................................................... 25
Research Studies in Pakistan .................................................................................................... 30
III. Methods and Procedures .................................................................................................... 31
3-1 Schematic Presentation of Variables under Study ......................................................... 31
3-2 Research Hypothesis ...................................................................................................... 32
Socio-Demo Graphics ............................................................................................................... 32
Factors effecting Organization Cultural Behavior .................................................................... 32
3-3 Sample Size Determination ............................................................................................ 343-4 Questionnaire: development and Description ................................................................ 34
3-5 Scoring Procedure and cutoff Point: .............................................................................. 37
IV. ANALYSIS OF DATA...................................................................................................... 38
4-1 Section I: Description of Statistical Data ....................................................................... 38
4-2 Section II: Testing of the Hypothesis ............................................................................. 51
4-3 Section III: According to New Model ............................................................................ 65
V. SUMMARY, FINDINGS, CONCLUSIONS, DISCUSSION ANDRECOMMENDATIONS .............................................................................................................. 70
5-1 Finding of the Study ....................................................................................................... 705-2 Conclusions .................................................................................................................... 74
5-3 Discussion and Implications........................................................................................... 75
5-4 Recommendations for Future Research ......................................................................... 76
VI. References .......................................................................................................................... 77
VII. Appendices ......................................................................................................................... 79
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List of Tables
Table 1: Instrument Description........................................................................................25
Table 2: Constructive and operative definitions of variables....26
Table 3: Scoring Procedure of variables...........................................................................27
Table 4: Scoring statement of variables............................................................................28
Table 5: Number of Respondents by Gender....................................................................29
Table 6: Number of Respondents by Age Classification.. ..................... ..........................29
Table 7: Number of Respondents by Marital Status......... ..................... .........................30
Table 8: Number of Respondents by Nationality............... ..................... ........................30
Table 9: Number of Respondents bifurcated by Education........ ..................... ...............31
Table 10: Number of Respondents by Experience........... ..................... .........................32
Table 11: Number of Respondents by Salary Division.......... ..................... ...................32
Table 12: Number of Respondents by Department........... ..................... ........................33
Table 13: Number of Respondents by Sector in Telecom Industry.. ..................... ........34
Table 14: Number of Respondents by Organization......... ..................... ........................34
Table 15: Descriptive Statistics for OCB.................. ..................... ...............................35
Table 16: OCB Statistics................................. ..................... .........................................36
Table 17: Correlation of OCB Components.................. ..................... ...........................37
Table 18a: CMIN..................................... ..................... ..................... ...........................40
Table 18b: RMSEA............................................ ..................... ..................... .................40
Table 18c: Baseline Comparisons........................ ..................... ..................... ...............40
Table 18d: FMIN...................................... ..................... ..................... ...........................40
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Table 19a: Hypothesis-1 Correlations........................... ..................... .....................42
Table 19b: Hypothesis-1 Coefficients.......................... ..................... ......................42
Table 20a: Hypothesis-2 Correlations.......................... ..................... ......................43
Table 20b: Hypothesis-2 Coefficients........................... ..................... .....................44
Table 21a: Hypothesis-3 Correlations.......................... ..................... ......................45
Table 21b: Hypothesis-3 Coefficients........................... ..................... .....................45
Table 22a: Hypothesis-4 Correlations........................... ..................... .....................46
Table 22b: Hypothesis-4 Coefficients.......................... ..................... .....................46
Table 23a: Hypothesis-5 Correlations.......................... ..................... ......................47
Table 23b: Hypothesis-5 Coefficients........................... ..................... .....................48
Table 24a: Hypothesis-6 Correlations........................... ..................... .....................49
Table 24b: Hypothesis-6 Coefficients................... ..................... .............................49
Table 25a: Hypothesis-7 Correlations..................... ..................... ...........................50
Table 25b: Hypothesis-7 Coefficients..................... ..................... ...........................50
Table 26a: Hypothesis-8 Correlations................... ..................... .............................52
Table 26b: Hypothesis-8 Coefficients.................. ..................... ..............................52
Table 27a: Hypothesis-9 Correlations..................... ..................... ...........................53
Table 27b: Hypothesis-9 Coefficients....................... ..................... .........................53
Table 28: New Model Correlations...................... ..................... ..............................55
Table 29a: CMIN......................................... ..................... ......................................57
Table 29b: Baseline Comparisons............. ..................... ........................................57
Table 29c: FMIN...................................... ..................... ..........................................57
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Table 29d: RMSEA................................ ................................. ....................................57
Table 30: Comparison between Models.............. ..................... ...................................57
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List of Figures
Figure 1: OCB Components Path Diagram.. ................................. . ................................................ ..38
Figure 2: New Model Path diagram...................... ................................. . ................................. ..........56
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LIST OF APPENDIXES
APPENDIX-1-Base Article........................................................................................................38
APPENDIX-2-Palagarism File...................................................................................................38
APPENDIX-3-Questionaire.......................................................................................................38
APPENDIX-4-Path Diagram-1..................................................................................................38
APPENDIX-5-Path Diagram-2..................................................................................................38
APPENDIX-6-SEM....................................................................................................................38
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ABSTRACT
Many studies have been conducted in the general reference to the OCB; but in connection to theTelecom Sector of Pakistan it was not conducted earlier. Thus, the dynamic operation of the
organization and the industry is very different compared to other services provided in the
turnover of this particular field of study is recommended for more and detailed information The
objective of the research was achieved by choosing variables such as variables such as Fairness
Perception, Transformational Leadership, Employee Turnover, Job Satisfaction, Age,
Motivational factor, Foreign Citizen Employee to check the impact on the OCB. Since
employees were found in all categories of Hierarchy and various structures of organizations. Not
a Significant relationship was found to be observed from Job Satisfaction with respect to the
employee turnover. This might be due to case that currently Telecom Industry is going through
Saturation Era. There are very few job Opportunities available in Telecom Industry, so the
Employee turnover has decreased naturally in the industry. Most people are stagnant on the
position and are reluctant to take any adventure, creating less opportunity for other sub-ordinates
and people in the Industry.
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I. Introduction
During the industrial era, the main problem management is the most productive workers ,
was to find a way to make money. This means that the system of Taylor scientific managementhas been very popular in the 20th century . The core of this system (Warner, 1994 Carl Bridge,
2007) , the schedule for each task one way hierarchy and strict priority under the strict separation
of work , respectively . However, in 1980 hierarchy and organizational structure of the logic of
mass production for the needs of the knowledge economy has not been established. 21st century
information age based on the age of the pool with a big change in the industrial age ( Theo ,
Lakhani , end, and Brown, 2008) , was Drucker (1994 ) as follows : the difference between our
century and 20th century is a summary :
"Management of the 20th century , the most important , even unique contribution of fifty
-fold increase in productivity of manufacturing workers were the most important contribution
management must take into the 21st century , as well as knowledge to work and can increase the
productivity of knowledge workers . " 20th century the companys most important asset was its
production. "The agency is the most valuable of the 21st century, which will productivity of
knowledge workers.
The knowledge of economy and knowledge of the players today play an important role in
the highest level of quality and the fastest growing companies to make more profits. Knowledge
workers ( Davenport , extract meaning from it , learn and create solutions to solve complex
problems , and as a result, since the organization of existing knowledge workers rely on growth
prospects means 2005) . Therefore, in terms of labor relations, factors that affect sexuality
knowledge of workers are important to understand.
Organizational citizenship behavior within an organizational behavior is considered a
relatively new concept. Researches in the field of early childhood are relatively major research
primarily in 1990 and continued steady speed there. The study is covering three aspects of the
OCB ( usually known in the literature alongside OCB ); which is focused on building
relationships . By Selecting field as a reason for OCB; it helps in measuring to increase the
efficiency of our units to get a step that the drive performance and a positive attitude. Regarding
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the relationship between OCB and performance of existing empirical research rather than
medical part ( Borman and Motowidlo , 1993 ) , than is the theory . Most of these OCB
organizational management and education for all employees is recommended. OCB found their
way to interpret because there are a lot of consistency which is interesting that scientists in the
background, different situations, and to define OCB. (Jacqueline, 2004) , refers as OCB , it is
that does not require formal organizational behavior , and can serve as a means extra practice,
however , will only result in an organizational environment depends on the employee's consent .
OCB impact on the efficiency of the organization create OCB social structure of the working
environment (Todd , 2003) , as well as to the overall efficiency of the organization , will mainly
affect .
The behaviors of citizens in the wider perspective are of at least four advantages in an
organization. First, OCB covers about the history of the civil action, we understand the history of
OCB dynamic, integrated to understand the complexity of the social environment you think you
need employees to engage in OCB. Second, OCB covers the most previous studies of leadership
orientation citizenship (Organ, 1997) refers to the results of the efficiency and effectiveness of
ignoring the results of OCB. Personality and Social Psychology, Third, it covers recent research
actions to perform these actions for people to show a positive effect. Eseongs view of
citizenship for the integration of research results more comprehensive understanding of OCB can
help every citizen for a long time and a high level of support elements. Fourth, it covers the
literature review and OCB update these emerging areas for the next decade for the actions of
citizens that can be added to the research program, which can help structure.
The promotion and achievement of the organization (Allen & Rush , 1998 ) is to improve
the performance of the organization , with the passage of time human resource becomes an
important Asset to an Organization. According to the results of empirical studies it benefits
Organizationsproduct or service,in various aspects such as customer satisfaction , quality and
quantity in different ways, sales performance , customer complaints and revenue generation of
the Organization.
Identifying the variables according to their performance for today organizations which
have been made into successful enterprise primarily due to knowledge workers, which is
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believed that the value of the largest producers of knowledge workers are those whose
OrganizationsOCB is the direction of the triggering Positive events.
1-1 Statement of Problem
The position of the individual and the organization is influenced by many factors. Self-
organization factors (eg, job design) and organization specific attribute configuration tasks (eg,
working conditions, wages, seniority, working groups and leading support). It is a Series of
interrelated research that focuses on the explanatory variables. Other issues and problems like
Job characteristics, job satisfaction, organizational commitment are other variables affecting
OCB can , these factors might contribute in the Research but to which extent does it relates is yet
to be known by the factors which have been chosen.
1-2 Significance of the Problem
Contribution to this study is being carried out , keeping in industrial vision of Pakistan larger and
several other variables to determine the Organizational Expansion and Structure changing withpassage of time in growing Organizations and in existing Organizations decision is to determine
the relationship.
My research will be revolving into the factors that contribute to the strengthening of civil action
to determine what to do with the application for environmental Pakistan will help It will help in
analyzing the other factors which usually High Management cannot foresee at the lower ground.
Variables which are intended to play an important part are the Leadership, Employee Age,
Motivational Factors, Fairness Perception, Employee Turnover, and Foreign Employees.
This thing should also be kept in mind that Currently Telecom Sector is going through a tough
and Critical Phase as Telecom Sector is experiencing Maturity. After 3-G Auction it is expected
that Things will start to get better.
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1-3 Objective of the Study
The purpose of this study is the history of the telecommunications sector in Pakistan was to
determine the relationship between the OCB. As dependent variables there are many antecedents
but primarily in this research the antecedents which are being focused are Altruism,
consciousness and Civic Virtue. Furthermore, the impact and relationship with the other factors
affecting these variables will be studied. The factors affecting these Variables in accordance are:
the Impact of Employee Age; The Effect of motivational factor; The Impact of Leadership; The
Effect of Fairness Perception; The Employee Turnover; Foreign Citizenship
1-4 Scope of the Study
The proposed research questions for this study are as follows:
1- Relationship between the Organizational Culture with respect to the Employee Turnover
in Telecom Sector
2- Relationship between the Organizational Cultural Behavior with respect to the age of an
employee in Telecom Sector
3- Relationship with Organization as perceived by the foreign Citizens and observation by
the Local Employee with the Foreign Employee in an Organization
4- Relationship with Leadership quality with the Employee in an Organization
5- Relationship with the motivational Factors with employees towards the Organizational
Behavior
6- Relationship between the Fairness Perception among the Employees towards the
Organizational Behavior
Along with these Relationships, intermediate relationship will also be focused as Relationship
with Fairness Perception with respect to the Leadership. It will be also focused that the
Employee turnover is either related to the Leadership. Moreover emphasizes will also be given
on the relationship on the Employee turnover and fairness Perception in an Organization.
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1-5 Delimitation of the Study
1- Only organizations whose respondents were being operated in Lahore were included in
the study sample of employees, though they belong to different areas of the country
2- The data was collected in October - November of 2013.
3- Research work related to the perception of employees and their feelings were separated.
Self-assessment of respondents researchers through their skills, knowledge and belief
reflects positively on what you want or think, but to follow these comments paper
research to find out what pitfalls can be derived.
4- For this study, respondents were approached through Contacts for questionnaire and were
asked to return filled questionnaire. This is also due to the fact that, for a limited period,
and to achieve a higher response
1-6 Assumptions of the Study
1- It's the best of the knowledge the respondents fill out the questionnaire, which is being
assumed.
2- It was assumed that the respondents fully understand the concepts in the questionnaire.3- It was presumed that questionnaire was filled by complete neutrality and honestly.
1-7 Definitions of Independent Variables Impacting the OCB
Employee Age:
Wagner and Rush (2000) at the beginning (20-34) years of evolution explained, settled afteryears (35-55), a strong sense of themselves and their position in relation to the life and work
colleagues. Children settled accordance with the needs of the organization and employees tend to
be more flexible. On the other hand, the organization's goals and needs of older workers and to
adapt to their needs tend to be stricter
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Motivational Factors:
Penner et al. (1997) Personality and five internal motivation, instrumental actual process of self-
concept external, internal, and goal internalization motivation predicted impact was studied.
Barbuto (2001) theory of motivation states that it can be used as a basis for the OCB, but
scientists source of personal motivation advice, positive actions that can affect the level of
warning.
Fairness Perception:
Greenberg (1987), the organization acknowledged the findings of Justice distributive justice , as
well as influenced show, are used to achieve these results is the fairness of the process (process
definition) affected.
Leadership:
The management and staff relations leading a strong predictor of citizenship behavior shows a
meta-analysis that conclusion. With the support of leadership, transformational leadership,
including the potential rewards (Podsakoff et al, 2000)
Employee Turnover:
OCB level as their organization would like to participate in the employee constitutes a real
desire, or to remove them from the organization (Chen et al., 1998)
Foreign Citizenship Employee:
Temporary work visas to hire foreign workers, especially their lack of skilled workers in the
local labor market (Rogler, 1994) are the trend of world trade in the country. Trend can be found
in the Europe , East-Asia, Middle East, Central America and South America (West & Bogumil,
2000) 100,000 annually recruit skilled foreign workers.
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1-8 Organization of the Study
The need and importance of establishing, problem statement, research purpose and scope of the
research are presented in Chapter I along with the terms used in this study contains definitions of
key terms.
In Chapter 2, the relationship between organizational culture and behavior in future can be
useful to identify factors that influence other factors, including historical development.
Detailed research plan sheet, methods, procedures, data collection, research houses, sample size,
measurement and pilot testing, reliability and finally testing of hypotheses are being covered in
Chapter 3.
Chapter 4 will deliver data descriptive statistics, statistical analysis and that the results of the
testing of each hypothesis.
Chapter 5 summarizes the results and conclusions of this study, discussion of the results of
organizational behavior, for future research HR / training is designed for managers and
recommendations.
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II. Literature Review
2-1 Organizational Citizenship Behavior
Organizational citizenship behavior ( OCB ) of the employee is the job description ( Bateman
and Organ , 1983 ) apart from the standard functions provided additional employment-related
actions are defined .In 1964 by Katz first time another term for role behavior in OCB was
introduced . Bateman and Organ (1983 ) OCB and develop an understanding of the concept of
"good soldier syndrome " (Organ , 1988 ) . Organizational citizenship behavior, affect the
efficiency of the working group found that in times of crisis (Organ, 1998). Conflict between
groups and different results according to the will of his consciousness, and administrators to
focus on issues that increase the level of motivation of employees urgent and important
organizations (McKenzie, 1999) and Organ (1990).OCB has direct impact on employee
performance and organization , as well as the proposed additional manpower , along with the
managers assess how to handle the changing situation . On the other hand, studies regarding the
development of OCB ( Bateman and Organ , 1983 ), was very wide. OCB in the organization (
1988) for organization survival and well-being is considered an important factor. The
organization defines OCB positive results ( Walz and Niehoff , 1996 ) describes the relationship
desirable and diverse set of organizational behavior . In this study, each study supported OCB
new decision. Each type of problem is arbitrary and results in favor of organizations that go
beyond existing role expectations and success of the organization listed in the OCB ( Van Dyne ,
etc. , 1995 ) is very important . The increasing number of OCB relatively short ( Joireman others
, 2006). Longer-term production OCB maintain a relationship with proven affinity and
commitment of employees of all the action was deemed promote the success of colleagues and
the organization ( Van Dyne , etc. , 1995 ) that contribute to the organization.
The rapid growth of theory and research undoubtedly OCB compensation for those who are
interested, but also produces some dire consequences. For example, as an anti- Dyn . (1995 )
illustrated that most empirical research emphasized on organizational citizenship behavior and
pay attention to the organization of pro-social behavior and organization related to the notion of
spontaneity Schwab ( 1980) , that effective focus to identify , rather than the bottom . In other
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words, literature , civic organizations and other civil structure itself , rather carefully defining the
characteristics to understand the relationship between focus more on . A Sue (1980 ) , Van Dyne
and more. (1995 ) and more interested in building the most comprehensive theoretical
explanation for their behavior , it is focused to value in the literature on the flow warned that the
risk of long-term . Connecting other research journals on different types of OCB and spread
some of the similarities and differences between the two buildings is a result of lack of
information . The concept of OCB (Organ,1988) , is organizational behavior (Brief and
Motowidlo,1986), organizational citizenship behavior (Graham,1991), organizational
spontaneity (George and overview,1992 ;George & Jones,1997) and contextual performance
(Borman and Motowidlo,1993) .It suggests that , the light is not unusual to see the difference, if
it is not completely ignored. These structures do not recognize the difference between the risk to
other people with the same configuration concept means that you can fall. On the other hand, the
same idea or concept literature by other researchers were given a different label indicates the
number of cases of default. This exercise literature that exists on the general trend is that it is
hard to see.
Historical Development of Organization Cultural
A recent study in the relationship between macro-level and micro-level, such as the history of
social networks, as well as considering the situation and the history of the organization extend its
vision for prediction of OCB, while previous studies mainly focused on the attitudes and
mentality. This altruism, conscience, civic virtue, fairness, civility, are including in
organizational citizenship behavior (OCB), many factors that can contribute to the decision, but
the factors studied organizational citizenship behavior, which may have a significant
relationship. As according to (Borman,2001) are altruism, conscience and civic virtue. Which are
one of the important dimensions of OCB.
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Measurement theories in OCB
Altruism
Todd ( 2003) , altruism , for example, generally to help a fellow employee motivation sentence isinterpreted to reflect and explain the organization of workers called selfishness . In addition
(Redman and Snape, 2005) , " altruism " in accordance with the contact person that you are
working to help others beyond what is required resources. Divided Tremblay (2000), as
described altruism as history of organizational citizenship behavior (OCB). It has been
recognized as one of the reasons - such as absence from work , such as helping a colleague who
has to work to help others that their behavior affects the work of other people know how heavy
workload , new staff , support staff , and support for environmental protection in order to ensure
clear signs of labor . A problem of individuals based on group values in favor of the company
with an emphasis on the group is likely to encourage altruistic behavior. Altruism and
compassion, harmony (AMOROK, 2006) as a natural consequence of the experience can be .
The more urgent task workers ( Neihoff & Yen, 2004) , to help each other , because his playing
time is available for system as Altruism and helping colleagues to work more efficiently.
(Redman and Snape, 2005) said, altruism People, especially with regard to business organization
is to help. From Altruistic person other tools (open-mindedness of their compelling personal
appearance) (Wu, 2001) can be obtained. Rich socio- psychological research on helping behavior
and altruism show that the differences between the sexes (Rush Allen, 2001) argues. Authorized
to operate independently of the participants (employees) (for example, recognize boundaries of
the group), altruism and (Yorges, 1999 ) found that the operation will cause a lot more to engage
in. As a measure altruistic (Skarlicki & Brennan, 2004 ) established peers (due to delivery
organizations) and instructions may be associated with civil action. The body of knowledge
workers and altruism (Neihoff & Yen, 2004) increase making encouragement in teamwork and
cooperation.
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Conscientiousness
Consciousness in accordance with the regulations, operation and job performance ( Redman and
Snape , 2005) , regarding the work beyond the basic requirements of any act says . In other
words, even when no one is reporting, rituals, rules and procedures for compliance with the
organization stands for. The system (organization ) states that the memorable is the idea that is If
you need flexibility and openness conscious decision-making performance decisions of previous
results to better predict unexpected changes ( Colquitt back . 2000). Konovsky Organ (1996 )
recognizes five types of OCB significantly associated with the results in their studies. It is often
perceived needs and civic virtue (Part of organizational citizenship behavior) was on .
Conscientious employees updated knowledge about the product or service ( Neihoff & Yen,
2004) and to keep up. People with high consciousness, however, they are ( as Morgan,1999 ) .
Emphasize the sense of responsibility and commitment , the organization is engaged in action for
the initiative based on personal help is probably the first pattern - consciousness , as well as in
terms of job performance and how various organizations (King, 2005) is represented as it can. A
wide range of recognition tasks (Goldberg et al , 2005 ) , the effect on the results. It is the goal
behavior ( King , 2005 ) needed for the production , providing organizational and management
theory , consciousness , an important predictor of behavior in the workplace can be. The
combination of higher consciousness ( Yorges , 1999 ) , is connected and recognized as an
organization that is unique to the citizens of the target distribution , Henry Radford (2000 ) study
consisted of . Lower and Krilowicz (1996 ) , performance monitoring, evaluation altruism and
conscience, were found to be determining job performance.
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Civic Virtue
Civic virtue is the image of the organization. It is responsible for clarifying the problem (
Redman and Snape , 2005 ) refers to the welfare of events. Civic virtue of participating
employees responsible manner, and society (represented by voluntary participation in meetings) (
Todd , 2003) , suggesting that concerns about behavior. Baker (2005 ) civic virtues of
responsibility in the political process organization , to constructive engagement is described . As
already mentioned, relatively broad consensus and civic virtue ( Konovsky and Organ , 1996 )
combined. Bacharach & Jex (2000) reported that there was only single form of OCB and that
was Civic Virtue. Ajax (2000 ) pointed out in the form of OCB (civic virtue) was a shock to the
stake. Redman and Snape (2005 ) , civic virtues of a global effort by actual evidence of partial
mediation commitment to customers and co-workers (and therefore the results of the activities
are beneficial to the body ) is estimated. Neihoff and Yen ( 2004) directed as to improve
operational efficiency , directly affect or some other cost-saving ideas , offer suggestions for
resources, including personnel, who will work as a civic virtue. Cold ( 2003) reported the virtue
of citizens and the relationship between the effectiveness of the organization was more limited
requirements , an organization that is much more efficient that the conditions of this law is likely
to develop . For extraversion altruistic behavior , civic virtue and recognition (Baker , 2005 ) ,
the relationship between heavy drinking . Help behavior and civic virtues , such as certain types
of OCB in their own way, the impact on the organization's efficiency , it seems that no action
should be noted that Todd ( 2003) pointed out. The various dimensions of civic virtue in relation
to a particular employee contributions ( OCB ) ( Shapiro et al , 2004 ) should contain. Employee
organization (ie high civic virtue) If you identify strongly, one improves the efficiency,
productivity, further efforts to improve the expected ( Neihoff & Yen, 2004).
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2-2 Present Study
Theoretical Framework
Factors Affecting the Current OCB
Leadership
The management and staff relations may lead in a strong predictor of civic engagement, which
shows the results of a meta-analysis (having macro and micro anlaysis). With the support of
leadership, transformational leadership, the potential rewards (Podsakoff et al, 2000) are
included. It is interesting that the dyadic relationship between leaders and followers more closely
and transactional leadership in this transformation (Ryan Organ, 1995. Podsakoff et al., 2000)
Organizational
Citizenship Behavior
FOREIGN CITIZEN
EMPLOYEE
EMPLOYEE TURNOVER
MOTIVATIONAL FACTORS
EMPLOYEE AGEFAIRNESS PERCEPTION
LEADERSHIP
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and universal leadership behaviors related to OCB. In fact, a leading member exchange (LMX)
POE is one of the strongest predictor previous studies on OCB, Podsakoff and colleagues (2000)
OCB between LMX Leadership not only find the best prediction, but considering all the
variables of personal characteristics, job characteristics, organizational characteristics, leadership
behaviors, such as analysis. Iiesu and colleagues (2007), reported that recent meta-analysis by
citizenship, especially between LMX and strong interpersonal relationships. In addition, studies
show staff head (Kamdar and Van Dyne, 2007) specifically for OCB-I and the same high-quality
LMX relationships. Cost and quality of the relationship between leader behavior, often called
leadership. Keeping engage in OCB clearly indicates a strong influence on the will of employees.
Fairness Perception
The feelings and dependent on formal performance evaluation, the firm's knowledge of the
existence of a system to represent and manage employee performance appraisal as to the
possibility of a fair assessment of the performance of cognitive behavioral deficiencies, intends
to increase the frequency (Bretz, Milkov & Read, 1992) to evaluate the performance of the
organization, the most important issue facing equitable system of performance evaluation shows
that awareness. Greenberg (1987), recognized result suggests justice (distributive justice), as well
as influenced show, but also in the following results (process definition) is used to achieve a fair
process is affected. (Fullford, 2005) notions of organization are defined role within the
organization in a multi-dimensional concept that describes argued. Kremer (2005)emphasized on
procedure and the possibility of interaction between distributive justice Adobe employees show a
strong sense of belonging to the organization designed to observe. Murphy and Cleveland (1991)
processes, performance evaluations that use this procedure, it is likely that realize the impact of
the entitlements. Skarlicki and Folger (1997) reports that, employees feel that the system is
biased, if the evaluation process is not political for them can be a source of extreme anger argue.
Therefore, the fair treatment of employees and their attitudes to work, when you do not feel
(Note all 2000), changing the answer. The importance of fairness in performance evaluation, and
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finally, organizational commitment, organizational citizenship behavior, improve the efficiency
of the organization and the relationship is very important for understanding the organization.
Employee Age
Age is the Next Hot Topic in near future (Kooij et sent., 2010) for best HR. So thoroughly HR
and organizational psychology (Kanfer & Ackerman, 2004), are the two field of research which
have been investigated to find the effect of age. Thus, it is to consider the specific needs ofpractice, as well as aging (Kooij Sent, 2010), the potential benefits, it is important to focus on. In
fact, many prejudices are still old (Hershey, Jacobs-Lawson tissue with age (for example, lack of
flexibility and reduce the open learning), suggesting that the processing load and maintaining a
Neukam, 2002), mature potential employees in the organization can be very useful. Research and
practice shows that if the Mature employees are effectively used, it can be managed better
because of their greater synergy between experience and knowledge (Kanfer & Ackerman,
2004), the effect will be an important contribution that can be recommended. In addition, older
workers are often considered reliable production, loyalty and organizations (Harper, Kan., and
listen Saxena, 2006; Ng & Feldman, 2008) undertook and socialize with peers may be better
(Harper et al, 2006). Due to the above advantages of older workers, and other positive outcome it
has become an interesting topic of object to study for better organizational behavior.
Employee Turnover
The relationship between OCB and turnover relationship (Chen, 1998; Chen, 2005; Mossholder,
2005) have recently begun to attract attention. Withdrawal of the application in the field of sales
or revenues OCB (Griffeth, 2000) to predict the significance of the new history. The mission of
the non-specific variables predict OCB results it is important to increase the value . Chen and his
colleagues (1998, 2005) , the history of behavior intentions and actual turnover appear to be a
significant predictor of sales. It predicts sales OCB is reasonable to use , but that tardiness and
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absenteeism, and other withdrawal behaviors. In particular, the addition of low levels of OCB
role or OCB is discretionary behavior on the welfare of employees or direct cash benefits are not
affected. High turnover and organizational weaknesses of the organizational structure will occur.
If we take a booming economy, employees can get the other options. But if a country is
experiencing recession or a particular country is found in fluctuations the scenario can get worse
for the Organization experiencing Employee Turnover. Staff turnover is high during the
recession, but the problem is compounded. Further analysis is necessary to enter fundamental
problem. Previous literature , the level of OCB would like to contribute to their organization
representing employees on how to claim that real or tissue (Chen et al , 1998 ) , how to remove
them . The main argument is that low levels of OCB , organization, and why employees leave the
organization to join the more likely reluctance to display more employees. Therefore, we intend
to know that OCB has negative relationship with turnover. Negative correlation between OCB
and turnover has also been tested and verified by other Sources of data. Similarly, Sun , Arye
and Law ( 2007) , as amended OCB is - turnover of individuals in the organization to reflect the
quality of interpersonal relationships used to describe a relational perspective. Therefore, OCB
relationships are involved in meeting the needs of individuals, and if the employee leave the
organization , the psychological cost increases of the Company.
Foreign Citizenship
Temporary work visas to hire foreign workers, especially their lack of skilled workers in the
local labor market ( Rogler , 1994 ) is the trend of world trade in the country. Trend can be found
in the Europe , East-Asia, Middle East, Central America and South America ( West & Bogumil ,
2000) 100,000 annually recruit skilled foreign workers. So hire foreign workers, employers in
the host country is a big challenge for organizations. Employment of foreign workers will
continue in millions of temporary work visa and then define their use is limited. Many countries
in order to reduce dependency on foreign workers permanent" because the suppression of a few
exceptional cases, the organization is a foreign worker can apply for a certificate of extension
updates, but does not normally provide foreign workers ( Sowell , then 1996). As a result , the
company should for local staff to build partnerships with other foreign workers is limited
depending on the operation of foreign workers , employers' organizations ( Kalleberg , 2000 ),
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making a wide range of alternative staffing strategies , and on the same day , an interesting
contrast with local workers to do the same , but the will and lasting business relationship or
(Pfeffer and Baron , 1988 ) , in the long run to hire people . Ongoing working relationship (eg
sending a temporary, contract , on -call and part-time ) have an alternative strategy , according to
human workers replaced previous research shows power strategy (Marler , Barringer and
Milkov 2002) ( Pierce , 1993) ( Van Dyne and mid, 1998) employee attitudes and behavior
relevant to the social and psychological effects ( see, eg, Ellingson , Gruys and Sackett , 1998).
This means that the state of our foreign operations (temporary work visas, continued
employment, no guarantee) job attitudes and assumptions that affect the perception of the
behavior expected.
Motivational Factors
On the social rewards (recognition or are the motivational Factors) consist of financial compensation
(Increase salaries ) and a unique compensation (weekdays boast) . Phase two matches Employee
perception. Colleagues, managers and leaders of the lack of information Inefficiency employees feel (
Cordova was found that support devaluation task A Doherty , 1993, Maslach et al , 1996). Staff People
had the same idea using the time and effort towards the rewards, as well as Reporting fatigue.
Inadequate compensation is associated with feeling Poverty and disconnection ( Lieter & Masalch ,
1999) found predictions. When Employees do their job, an important aspect in life, if not , it becomes
Burnout ( Maslach and Lieter , 2011).The staff work hard to expect that the work was Thank However
was ignored when he created stress and employee interviews To estimate the development of
combustion technology and the negative ( Maslach and Lieter ,1997). Compensation of employees
increased vulnerability several studies have shown that there Exhaustion. Writer and inadequate
compensation Maslach reported increased exhaustion (2004) and SCHAUFEL Enzmann (1998). 2009 was
a study of low compensation Due to the high cynicism ( Lasalvia others , 2009). According to several
studies refunds Irregularities in the three dimensions of burnout high score ( Maslach and writer , lead
2004 , 2009).
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Research Studies in Pakistan
Most researches which have been done related to Organizational Cultural Behavior pertain to
Banking Sector and Telecom Sector. Of those Researchers who had conducted the Research haveemphasized more on the three basic factors of the Organizational Behavior i.e. Altruism, Civic
Virtue and Conscientiousness. Organizational Cultural Behavior have been studied in other
countries, it will be beneficial to study the same impact through the Pakistan Culture. Different
Factors associated with OCB have been taken so that future research could be beneficial for
others. Some New factors such as Foreign Citizenship Employee have been taken into account,
which will help in opening the new dimension of the field. Since many Foreign companies are
interested in investing in Pakistan and along with the multi-national Companies Multi-culture
Environment comes into place.
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III. Methods and Procedures
3-1 Schematic Presentation of Variables under Study
Schematic presentations of the various variables involved in the study are mentioned in below
mentioned figure:
This theoretical framework shows that research is done on relationship between the six
dimensions of Organizational Cultural Behavior with the socio-demographics such as gender,
Organizational
Citizenship Behavior
FOREIGN CITIZEN
EMPLOYEE
EMPLOYEE TURNOVER
MOTIVATIONAL FACTORS
EMPLOYEE AGEFAIRNESS PERCEPTION
LEADERSHIP
Socio- Demographics:Gender, Age, Marital Status, Education, Ethnicity, Experience at the current position, Department,Type of organization, Salary
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age, marital status, education, ethnicity, experience in the organization, Salary, experience at the
present position, department, type of organization.
The Six Variables mentioned above in the Diagram pertains to as independent Variables.
Relationship between OCB and Six Independent Variables were studied.
3-2 Research Hypothesis
Socio-Demo Graphics
Hypothesis-1:
H1: There is a Negative Relationship between the Age of an Employee and Organization cultural
Behavior
Factors effecting Organization Cultural Behavior
Hypothesis-2:
H2: There is a Positive Relationship between the Employee turnover and fairness Perception in
an Organizational Cultural Behavior.
Hypothesis-3:
H3: There is a Negative Relationship between the Organizational Culture with respect to the
Employee Turnover in Telecom Sector.
Hypothesis-4:
H4: There is a Negative Relationship between the Organization as perceived by the foreign
Citizens and observation by the Local Employee with the Foreign Employee in an Organization.
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Hypothesis-5:
H5: There is a positive Relationship between the Leadership quality with the Employee in an
Organization.
Hypothesis-6:
H6: There is a Positive Relationship between the motivational Factors with employees towards
the Organizational Behavior.
Hypothesis-7:
H7: There is a Positive Relationship between the Fairness Perception among the Employees
towards the Organizational Behavior.
Hypothesis-8:
H8: There is a Positive Relationship between the Fairness Perception with respect to the
Leadership in an Organizational Cultural Behavior.
Hypothesis-9:
H9: There is a Negative Relationship between the Employee turnover and Leadership in an
Organizational Cultural Behavior.
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3-3 Sample Size Determination
Study of organizational citizenship behavior and decision making (altruism, conscience and civic
virtue) is to find the relationship between the impact factor target. This study will be conducted
in the telecom sector of Pakistan. Current license granted by Pakistan Telecommunication
Authority, to cellular operators are:, five carriers , 17 companies are being operated in WLL
(wireless Local Loop) and 3 companies are being operating in Wi-max division. 200 to 250
employees will be selected as samples for the study. Operating companies, contractors and sub-
conscious will be included in this study. It is primarily targeted that businesses and contractors
sub-cons doing business are associated with the survey, It will assumed that it is conducted as
random survey which is not reporting any discrimination and biasness. All respondents are
required to give the correct answer, to be honest, their understanding of the survey are expected
to understand. Furthermore, Different segments within Telecom Sector is also planned to be
targeted, as it will further help in exploring the new horizons in future for the National Interest of
the country. Other Departments which are planned to become a part of the Research Proposal
will be Marketing Dept, HR Dept, Security Dept, Sales Dept, Corporate Sales Dept, Engineering
Dept, and Call Center Dept. Thus the Variation in all these Departments will help in minimizing
the variation of the results received.
3-4 Questionnaire: development and Description
Research conducted to survey for data collection and combination of instruments. The dependent
variable and independent arbitration of respondents for each survey were combined with a
detailed survey. Variables determine the validity of the content of the most compared to previous
studies was adopted. The Items which we measured in the study are Leadership, Fairness
Perception, Employee turnover, Employee age, Foreign Citizen employee and Motivational
Factors.
OCB is measured through Nine items adopted from Motowidlo & Van Scotter (1994) and Lee &
Allen (2002). Job satisfaction is measured through Five Items adopted from Brayfield & Rothe,
(1951). Fairness Perception is measured through Seven Items from Price and Mueller (1986) &
Niehoff and Moorman (1993). Employee Turnover is measured through three items adopted
from Brayfield & Rothe, (1951). Motivational Factors is measured through eight items adopted
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from R.Eisenberger, J. Cummings, S. Armeli and P.Lynch (1997). Leadership is measured
through eight items adopted from Bass & Avolio (1989). Foreign Citizen employee is measured
through five items adopted from SOON ANG, LINN VAN DYNE AND THOMAS M.
BEGLEY (2003), and two items are self-entered to know the inside of the respondent.
To measure the responses of the respondent, 5-point likert scales ranging from 1 (strongly
Agreed) to 5 (Strongly Disagreed) was used.. The description of questionnaire used in the study
is presented below:
Table1: Instrument Description
Instrument Creator Year Number of Items
OCB Motowidlo & Van
Scotter and Lee &
Allen
1994 and 2002 9
Job Satisfaction Brayfield & Rothe, 1951 6
Fairness Perception Price and Mueller &
Niehoff and Moorman
1986 and 1993 7
Employee Turnover Brayfield & Rothe, 1951 3Motivational Factors R.Eisenberger, J.
Cummings, S. Armeli
and P.Lynch
1997 8
Leadership Bass & Avolio 1989 8
Foreign Citizen
Employee
SOON ANG, LINN
VAN DYNE AND
THOMAS M.
BEGLEY
2003 7
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Table2: Constructive and operative definitions of variables
Variable Constructive Definitions Operative Definitions
OCB OCB is focused on building
relationships within
Organizations
The Items 1-9 measured on 5
point scale of 1=Strongly Agreed
and 5=Strongly Disagreed
Job Satisfaction It is the confidence an
Employee has on its Job.
The Items 10-15 measured on 5
point scale of 1=Strongly Agreed
and 5=Strongly Disagreed
Fairness Perception Perceived fairness that
the supervisor practices
in allocating resources
and positions
The Items 16-22 measured on 5
point scale of 1=Strongly Agreed
and 5=Strongly Disagreed
Employee Turnover Employee constitutes a real
desire, or to remove them
from the organization.
The Items 23-25 measured on 5
point scale of 1=Strongly Agreed
and 5=Strongly Disagreed
Motivational Factors The monetary, social
and intrinsic rewards the
employee deserves
The Items 26-33 measured on 5
point scale of 1=Strongly Agreed
and 5=Strongly Disagreed
Leadership It is the ability which helps the
subordinate to look for
support; It helps in building
the team.
The Items 34-41 measured on 5
point scale of 1=Strongly Agreed
and 5=Strongly Disagreed
Foreign Citizen Employee Temporary work visas to hire
foreign workers.
The Items 42-48 measured on 5
point scale of 1=Strongly Agreed
and 5=Strongly Disagreed
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3-5 Scoring Procedure and cutoff Point:
The Scoring procedure used in the study is as follow:
Table 3: Scoring Procedure of variables
Variables Scoring
OCB Average ( Items: 1 ,2,3,4,5,6,7,8,9)
Job Satisfaction Average ( Items:10,11,12R,13,14R)
Fairness Perception Average ( Items: 15,16,17,18,19,20,21)
Employee Turnover Average ( Items:22R, 23R,24,25)
Motivational Factors Average ( Items: 26,27,28,29,30,31,32)
Leadership Average ( Items: 33,34,35,36,37,38,39,40)
Foreign Citizen Employee Average ( Items: 41,42,42,44,45,46,47)
All Items in the questionnaire consisted of likert Scale. Negative Statements have reversed scoring. For
all Positive and negative statements, the scoring was assigned as follow:
Table 4: Scoring statement of variables
Category Positive Statement Negative Statement
Scoring Reverse scoring
Strongly Agreed 1 5
Agreed 2 4
Neutral 3 3
Disagreed 4 2
Strongly Disagreed 5 1
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IV. ANALYSIS OF DATA
Statistical analysis is presented in this chapter. Data Analysis for this Research were generated
using SPSS version 20, later the file was being utilized in AMOS 18 for Path diagram andverification of the estimations. The Analysis is presented in two sections. The first part pertains
to the Demographics data enlisted in the questionnaire. The second part deals with the hypothesis
and include the results of correlation coefficient, ANOVA and regression tested at p-value < 5%
Significance Level.
4-1 Section I: Description of Statistical Data
Out of 240 Questionnaire 227 respondents data was entered into SPSS. The questionnaire had
reverse questions as well which catered the wrong answers given by the respondents on one go.
Invalid Responses were discarded before entering the record into SPSS.
The description is given in two parts differentiated into categorical variables and continuous
variables. The frequency data distribution is used for categorical variables whereas for
continuous Variables; Mean and Standard Deviation were used.
Description of Categorical Variables
For each of the independent variables, extra information in terms of Demographics were also
taken from the user. The extra information are labeled as Categorical Variables, which includes
Employee information (gender, age, marital status, nationality, education) and company
Information (experience, salary, department, and type of organization).
Frequency distribution of variables have been defined which further helps investigating future
relationships.
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Employee Information
Gender
The table below describes the number and percentage of males and females who participated in
this study.
Table 5: Number of Respondents by Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 168 74.0 74.0 74.0
Female 59 26.0 26.0 100.0
Total 227 100.0 100.0
The total number of observations for gender are n= 227. Data from the frequency table
demonstrates 74% of the surveyed populations were males and 26% were females. The data
indicates that the majority of employees taking survey were males.
Age
The table shows the age category of the respondents:
Table 6: Number of Respondents by Age Classification
Frequency Percent Valid Percent Cumulative
Percent
Valid
20-25 74 32.6 32.6 32.6
26-30 107 47.1 47.1 79.7
31-40 39 17.2 17.2 96.9
41-45 7 3.1 3.1 100.0
Total 227 100.0 100.0
The total respondents were 227. Data Table demonstrates that the 32.6% of the respondent
belong to Age Group of 20-25, 47.1% of the respondent belong to the Age Group 26-30, 17.2%
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of the respondent belong to the Age Group 31-40, while only 3.1% of the survey takers belong to
the Age Group 41-50. Highest Respondents were in the Age Group 26-30 accounting for 47.1%;
and the smallest portion was contributed by the Age Group 41-45. No data was available for the
Age Group 45-60.
Marital Status
The Bifurcation of respondents which participated in the survey was enlisted as:
Table 7: Number of Respondents by Marital Status
Frequency Percent Valid Percent CumulativePercent
Valid
Married 77 33.9 33.9 33.9
Single 150 66.1 66.1 100.0
Total 227 100.0 100.0
As shown above 33.9% of the Respondents were married and 66.1% of the remaining was
Single. Higher Percentage belongs to the group Unmarried Persons.
Nationality
The table below shows the percentage difference in Nationality.
Table 8: Number of Respondents by Nationality
Frequency Percent Valid Percent Cumulative
Percent
Valid
Pakistani 223 98.2 98.2 98.2
Non-Pakistani 4 1.8 1.8 100.0
Total 227 100.0 100.0
As shown above 98.2% of the Respondents were Pakistani and 1.8% of the remaining belonged
to Other Nationality. Higher Percentage belongs to Pakistani Group.
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Years of education
The table below shows the percentage difference in Years of Education an employee have.
Table 9: Number of Respondents bifurcated by Education
Frequency Percent Valid Percent Cumulative
Percent
Valid
Matriculation 4 1.8 1.8 1.8
Intermediate 16 7.0 7.0 8.8
Graduation 162 71.4 71.4 80.2
Master 45 19.8 19.8 100.0
Total 227 100.0 100.0
The Data illustrates that out of all the Respondents 1.8% belong to Matriculation Group, 7%
belong to Intermediate Group, 71.4% belong to Graduation, and 19.8% belong to Master Group.
Highest Percentage of Respondents belongs to Graduation Group having 71.4% and lowest
contribution was made by Respondents lying in Matriculation Group bearing 1.8%.
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Company Related Information
Experience
The following table shows the Experience an employee bears who have participated in the
survey:
Table 10: Number of Respondents by Experience
Frequency Percent Valid Percent Cumulative
Percent
Valid
Less than 2 years 88 38.8 38.8 38.8
More than 2 but less than 5
years63 27.8 27.8 66.5
More than 5 years 76 33.5 33.5 100.0
Total 227 100.0 100.0
As per the table it can be deduce that 38.8% of the correspondents had Professional Experience
less than 2 years, 27.8% of the correspondents had Professional experience between 2 and 5
Years while 33.5% of the Correspondents had Professional Experience more than 5 Years.
Salary
The following table shows the Salary an employee bears who have participated in the survey:
Table 11: Number of Respondents by Salary Division
Frequency Percent Valid Percent Cumulative
Percent
Valid
Less than 20K 66 29.1 29.1 29.1
20K to 50K 97 42.7 42.7 71.8
51K to 80K 38 16.7 16.7 88.5
More than 80K 26 11.5 11.5 100.0
Total 227 100.0 100.0
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Sector
The following table shows the Sector an employee works who have participated in the survey:
Table 13: Number of Respondents by Sector in Telecom Industry
Frequency Percent Valid Percent Cumulative
Percent
Valid
Operator 97 42.7 42.7 42.7
Vendor 64 28.2 28.2 70.9
Sub-con 66 29.1 29.1 100.0
Total 227 100.0 100.0
The Above data Illustrates that 42.7% surveyors belong to Operator, 28.2% belong to Vendor,and 29.1% surveyors belong to Sub-Con. Highest Contribution was made by Operator with
42.7% and lowest Contribution was made by the Sub-con.
Organization
The following table shows the Organization an employee works who have participated in the
survey:
Table 14: Number of Respondents by Organization
Frequency Percent Valid Percent Cumulative
Percent
Valid
ZonG 63 27.8 27.8 27.8
Huawei 24 10.6 10.6 38.3
NetKom 15 6.6 6.6 44.9
NTDC 15 6.6 6.6 51.5
Myson 28 12.3 12.3 63.9
Warid 11 4.8 4.8 68.7
Ufone 15 6.6 6.6 75.3
Ericson 9 4.0 4.0 79.3
KK 23 10.1 10.1 89.4
ZTE 24 10.6 10.6 100.0
Total 227 100.0 100.0
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As per the table it can be deduce that Survey which was concluded involved numerous
Organization. 27.8% contribution was done by ZONG, 10.6% contribution was done by Huawei,
6.6% by NetKom, 6.6% by NTDC, 12.3% by Myson, 4.8% by WARID, 6.6% by UFONE, 4.0%
by Ericson, 10.1% by KK, 10.6% by ZTE. It can also be seen that major contribution was made
by ZonG bearing 27.8% and Lowest Contribution was made by WARID with 4.8%.
Description of Continuous Variables
For each of the independent variables, Descriptive statistics were obtained .Variables included:
Age (Commenced from Demographics), Job satisfaction, Fairness Perception, Motivational
Factor, Leadership, Employee Turnover and Foreign Citizen Employee.
For description of continuous variables Mean and Standard Deviation was used through SPSS,
Correlation was calculated to explore the relationship of Independent Variables with Each other
and with Dependent Variables.
The table below shows the mean and standard deviation for the respondents of this study. The
rating scale used is 0 (Strongly Disagree) to 5 (Strongly Agree).
Table 15: Descriptive Statistics for OCB
N Mean Std. Deviation
Age 227 1.9075 .78441
Employee TO 227 2.4860 .99898
Foreign CE 227 3.5322 .74678
Fair Perception 227 3.2505 .80129
Job Satisfaction 227 3.3621 .78288
Leadership 227 3.7417 .67088
Motivational F 227 3.1680 .68350
OCB 227 3.7450 .70386
Valid N (listwise) 227
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Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
OCB_I 227 1.00 5.00 3.7658 .74294
OCB_O 227 1.00 5.00 3.7034 .86794OCB 227 1.11 5.00 3.7450 .70386
ET 227 1.00 5.00 2.4860 .99898
JS 227 1.40 5.00 3.3621 .78288
FCE 227 1.00 5.00 3.5322 .74678
FP 227 1.29 5.00 3.2505 .80129
MF 227 1.13 5.00 3.1680 .68350
L 227 1.38 5.00 3.7417 .67088
Valid N (listwise) 227
The Mean of OCB is 3.74 indicating a Strong level of OCB in the surveyed population. The
highest Mean belong to Factor Leadership (3.74), followed by Mean of Foreign Citizen
Employee (3.53), followed by Mean of Job Satisfaction (3.36), followed by Mean of Fairness
Perception (3.25), followed by Mean of Motivational Factor (3.16), followed by Mean of
Employee TO (2.48) and at the last Contributor factor was Mean of Age (1.90). RespondentsAgree to Foreign Citizenship Behavior, Leadership and Job satisfaction, however the surveyors
usually got almost neutral towards Motivational Factor and Fairness Perception. Whereas
Respondents were seen to Disagree with OCB according to Age and Employee TO.
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Dependent Variable- Organizational Cultural Behavior
Table 16: OCB Statistics
N Mean Std. Deviation
OCB 227 3.7450 .70386
Valid N (listwise) 227
Mean of the OCB variable is 3.745. Mean shows that the most of the respondents agreed to the
satisfaction scale.
Table 17: Correlation of OCB Components
OCB FP MF L ET JS FCE Age
OCB Pearson Correlation 1 .295** .392
** .441
** -.175
** .289
** .199
** -.14
FP Pearson Correlation 1 .382** .162
* .062 .261
** .023 -.0
MF Pearson Correlation 1 .391** -.043 .298
** .085 .0
L Pearson Correlation 1 -.147* .251
** .304
** -.0
ET Pearson Correlation 1 .053 -.042 .0
JS Pearson Correlation 1 -.089 -.14
FCE Pearson Correlation 1 .0
Age Pearson Correlation
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Fairness Perception, Motivational Factor, Leadership, Job satisfaction, and Foreign Citizenship
Behavior (0.295, 0.392, 0.441, 0.289, 0.199) are strongly Correlated whereas Employee TO and
Age (-0.175, -0.144) are inversely Strongly related to OCB.
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Figure 1: Correlation of OCB Components through Path Diagram
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The Above Diagram from AMOS can be seen as the relationship has been illustrated. The
framework drawn above can be seen as the correlation between the various variables. Age was
not being related with any other variable other than Dependent Variable, i.e. OCB.
Other Independent Variables have been correlated with each other to see if any Relations exist
between them.
As from the Above Path Diagram it can be seen that the Seven Independent Factors total consists
of 32% of Variance in OCB. All Factors are significant Predictors of OCB, Leadership being the
most Positive Predictor and Employee Turnover being the most inverse predictor from the
Model.
Correlations between the Independent Variables with OCB are the following:
Diagram illustrated earlier we can see that all independent Factors are Correlating with OCB.
Factors relating positively are Fairness Perception (0.152), Motivational Factors (0.182),
Leadership (0.253), Job Satisfaction (0.135), and Foreign Citizenship Behavior (0.111). Factors
which are negatively related are Age (-0.105) and Employee turnover (-0.141). Leadership
being the most positive correlated and Employee turnover being the most negatively
correlated.
Correlations between the Independent Variables with OCB are the following:
From the above Diagram we can see the correlations between the Independent Variables, the
most Positively Correlated Independent Variables being the Fairness Perception and
Motivational Factor. The most Negatively Correlated Independent Variables being the
Leadership and Employee turnover.
Observations from AMOS
Results from Default model are:
Minimum was achieved
Chi-Square = 6.036
Degrees of Freedom = 6
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Probability of Level = 0.419
From the above Result from Default model is that Chi-Square Test is significant.
Table 18a: CMIN
Model NPAR CMIN DF P CMIN/DF
Default model 38 6.036 6 .419 1.006
Table 18b: RMSEA
Model RMSEA
Default model .005
Value of the RMSEA of about 0.05 or less would indicate a close fit of the model in relation to
the degrees of freedom
Table 18c: Baseline Comparisons
ModelNFI
Delta1
RFI
rho1
IFI
Delta2
TLI
rho2CFI
Default model .975 .882 1.000 .999 1.000
NFI values above .95 are good. RFI, IFI, TLI, and CFI values close to 1 indicate a very good fit.
Table 18d: FMIN
Model FMIN F0 LO 90 HI 90
Default model .027 .000 .000 .045
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4-2 Section II: Testing of the Hypothesis
Data Analysis is divided into two sections; analysis of demographic data of the respondents and
statistical analysis of the data. This section deals with the Statistical analysis gathered through
SPSS. The variables of this study were analyzedby applying parametric techniques the Pearsons
correlation, ANOVA and Regression analysis. All hypotheses were tested at 0.05 level of
significance. Pearsons correlation is used for the analysis of continuous variables. ANOVA was
used to understand the level of Organization Cultural Behavior prevailing in Variables.
Further in order to verify the data AMOS was also used in order to confirm the relationship
between the various variables. Multiple regression was used for the analysis of variable such as
Job satisfaction, Fairness Perception, Motivational Factor, Leadership, Employee Turnover and
Foreign Citizen Employee.In order to explore the relationship between OCB Components, earlier Hypotheses were
formulated. These formulated hypotheses have been cited in this chapter again, and the
information in the form of data received from two hundred and twenty seven respondents was
used to test these hypotheses.
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Hypothesis-1
H1:There is a Negative Relationship between the Age of an Employee and Organization
cultural Behavior
Controlling for other variables Age Factor is negatively related to the Organization Cultural
Behavior (= -0.129), OCB was found significant at p
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Correlations
OCB Age
OCB
Pearson Correlation 1 -.144*
Sig. (2-tailed) .031
N 227 227
Age
Pearson Correlation -.144* 1
Sig. (2-tailed) .031
N 227 227
*. Correlation is significant at the 0.05 level (2-tailed).
With the passage of increase in age OCB Gets to positively correlated.
Hypothesis-2
H2:There is a Positive Relationship between the Employee turnover and fairness
Perception in an Organizational Cultural Behavior.
Controlling for other variables Employee turnover is not significantly related to the Fairness
Perception (= 0.049) . Employee Turnover was not found significant even at p
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Table 20b: Coefficients
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1(Constant) 3.128 .143 21.880 .000
ET .049 .053 .062 .924 .356
a. Dependent Variable: FP
According to Pearson correlation it can be seen that Average Fairness Perception is not
significantly related with Average Employee turnover of 0.062. It has nullified our hypotheses
i.e. No relationship between Fairness Perception and Employee turnover exists.
Correlations
FP ET
FP
Pearson Correlation 1 .062
Sig. (2-tailed) .356
N 227 227
ET
Pearson Correlation .062 1
Sig. (2-tailed) .356
N 227 227
Hypothesis-3
H3:There is a Negative Relationship between the Organizational Culture with respect to
the Employee Turnover in Telecom Sector
Controlling for other variables Employee turnover is negatively related to the OCB (= -0.123).
Employee Turnover was not found at p
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R2for Employee turnover on OCB was 3.0%, meaning the 3.0% of variance in employee
turnover was explained by the OCB. In other words, 3% of variations in employee turnover were
affected by variations in OCB.
Table 21a: Correlations: (Group number 1 - Default model)
Model Sum of Squares Df Mean Square F Sig. R Square
1
Regression 3.410 1 3.410 7.068 .008b 0.030
Residual 108.555 225 .482
Total 111.966 226
a. Dependent Variable: OCB
b. Predictors: (Constant), ET
Table 21b: Coefficients
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1(Constant) 4.051 .124 32.698 .000
ET -.123 .046 -.175 -2.659 .008
a. Dependent Variable: OCB
According to Pearson correlation it can be seen that Average OCB is negatively related with
Average Employee turnover of 0175. It has verified our hypotheses i.e. Negative relationshipbetween OCB and Employee turnover exists.
Correlations
OCB ET
OCB
Pearson Correlation 1 -.175**
Sig. (2-tailed) .008
N 227 227
ET
Pearson Correlation -.175** 1
Sig. (2-tailed) .008
N 227 227
**. Correlation is significant at the 0.01 level (2-tailed).
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Correlations
OCB FCE
OCB
Pearson Correlation 1 .199**
Sig. (2-tailed) .003
N 227 227
FCE
Pearson Correlation .199** 1
Sig. (2-tailed) .003
N 227 227
**. Correlation is significant at the 0.01 level (2-tailed).
Hypothesis-5
H5:There is a Positive Relationship between the Leadership qualities with the Employee
in an Organization
Controlling for other variables Leadership is positively related to the OCB (= 0.463).
Leadership was found significant at p
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Table 23b:Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1(Constant) 2.014 .239 8.439 .000
L .463 .063 .441 7.370 .000
a. Dependent Variable: OCB
According to Pearson correlation it can be seen that Average OCB is positively related with
Average Leadership of 0.441. It has verified our hypotheses i.e. Positive relationship between
OCB and Leadership.
Correlations
OCB L
OCB
Pearson Correlation 1 .441**
Sig. (2-tailed) .000
N 227 227
L
Pearson Correlation .441** 1
Sig. (2-tailed) .000
N 227 227
**. Correlation is significant at the 0.01 level (2-tailed).
Hypothesis-6
H6:There is a positive Relationship between the motivational Factors with employees
towards the Organizational Behavior
Controlling for other variables Motivational factor is positively related to the OCB (= 0.403).
Motivational factor was found significant at p
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R2 for Motivational factor on OCB was 15.3%, meaning the 15.3% of variance in OCB was
explained by the Motivational factor. In other words, 15.3% of variations in OCB were affected
by variations in Motivational factor.
Table 24a: Correlationsa
Model Sum of Squares df Mean Square F Sig. R square
1
Regression 17.186 1 17.186 40.799 .000b 0.153
Residual 94.779 225 .421
Total 111.966 226
a. Dependent Variable: OCB
b. Predictors: (Constant), MF
Table 24b:Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1(Constant) 2.467 .205 12.052 .000
MF .403 .063 .392 6.387 .000
a. Dependent Variable: OCB
According to Pearson correlation it can be seen that Average OCB is Positively related withAverage Motivational factor of 0.392. It has verified our hypotheses i.e. Positive relationship
between OCB and Motivational factor.
Correlations
OCB MF
OCB
Pearson Correlation 1 .392**
Sig. (2-tailed) .000
N 227 227
MF
Pearson Correlation .392** 1
Sig. (2-tailed) .000
N 227 227
**. Correlation is significant at the 0.01 level (2-tailed).
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Hypothesis-7
H7:There is a positive Relationship between the Fairness Perception among the
Employees towards the Organizational Behavior
Controlling for other variables Fairness Perception is positively related to the OCB (= 0.259) .
Fairness Perception was found significant at p
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According to Pearson correlation it can be seen that Average OCB is positively related with
Average Fairness Perception of 0.295. It has verified our hypotheses i.e. Positive relationship
between OCB and Fairness Perception.
Correlations
OCB FP
OCB
Pearson Correlation 1 .295**
Sig. (2-tailed) .000
N 227 227
FP
Pearson Correlation .295** 1
Sig. (2-tailed) .000
N 227 227
**. Correlation is significant at the 0.01 level (2-tailed).
Hypothesis-8
H8:There is a positive Relationship between the Fairness Perception with respect to the
Leadership in an Organizational Cultural Behavior
Controlling for other variables Fairness Perception is positively related to the LEADERSHIP (=
0.135). Fairness Perception was found significant at p
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Table 26a: Correlations: (Group number 1 - Default model)
Model Sum of Squares df Mean Square F Sig. R Square
1
Regression 2.660 1 2.660 6.043 .015b 0.026
Residual 99.058 225 .440
Total 101.719 226
a. Dependent Variable: L
b. Predictors: (Constant), FP
Table 26b:Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 3.302 .184 17.907 .000
FP .135 .055 .162 2.458 .015
a. Dependent Variable: L
According to Pearson correlation it can be seen that Average LEADERSHIP is positively related
with Average Fairness Perception of 0.162. It has verified our hypotheses i.e. Positive
relationship between LEADERSHIP and Fairness Perception.
Correlations
L FP
L
Pearson Correlation 1 .162*
Sig. (2-tailed) .015
N 227 227
FP
Pearson Correlation .162* 1
Sig. (2-tailed) .015
N 227 227
*. Correlation is significant at the 0.05 level (2-tailed).
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Hypothesis-9
H9:There is a Negative Relationship between the Employee turnover and Leadership in
an Organizational Cultural Behavior
Controlling for other variables Employee Turnover is negatively related to the LEADERSHIP
(= -0.147). Employee Turnover was found significant at p
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According to Pearson correlation it can be seen that Average LEADERSHIP is negatively related
with Average Employee Turnover of 0.147. It has verified our hypotheses i.e. Negative
relationship between LEADERSHIP and Employee Turnover.
Correlations
L ET
L
Pearson Correlation 1 -.147*
Sig. (2-tailed) .027
N 227 227
ET
Pearson Correlation -.147* 1
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