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UNIVERSITI TEKNIKAL MALAYSIA MELAKA
Faculty of Manufacturing Engineering
MEASUREMENT OF KEY FACTORS AFFECTING EMPLOYEE EXTRA-ROLE
BEHAVIOR IN MINISTRY OF MUNICIPALITIES AND PUBLIC WORKS IN IRAQ
Salam Oleiwi Radhi Al zubaidi
Master of Manufacturing Engineering
(Manufacturing System Engineering)
2014
© Universiti Teknikal Malaysia Melaka
MEASUREMENT OF KEY FACTORS AFFECTING EMPLOYEE EXTRA-ROLE
BEHAVIOR IN MINISTRY OF MUNICIPALITIES AND PUBLIC WORKS IN IRAQ
SALAM OLEIWI RADHI ALZUBAIDI
A thesis submitted in fulfilment of the requirement for the degree of Master of
Manufacturing Engineering (Manufacturing System Engineering)
Faculty of Manufacturing Engineering
UNIVERSITI TEKNIKAL MALAYSIA MELAKA
2014
© Universiti Teknikal Malaysia Melaka
DECLARATION
I declare that this project entitle "Measurement of key factors affecting Employee Extra
Role Behaviour in Ministry of Municipalities and Public works in Iraq" is the result of my
own research except as cited in the references. The thesis has not been accepted for any
degree and is not concurrently submitted in the candidature of any other degree.
Signature
Name : Salam Oleiwi Radhi Al-Zubaidi
Date
© Universiti Teknikal Malaysia Melaka
APPROVAL
This project submitted to the Faculty of Manufacturing Engineering of UTeM as a partial
fulfilment of the requirement for master of manufacturing engineering (manufacturing
engineering system). The member of the supervisory committee is as follows:
Signature
Name :Prof.Madya Dr.Mhod Rizal bin Salleh
Date
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ABSTRACT
This study is about the employee extra role behavior and trust within an organization. The
researcher has examined many variables including the psychological support, trust in
management, reward expectation, management value and other motivational aspects of the
research. The researcher has also made use of quantitative research methods to gather the
information required for the research study which is limited to the Ministry of
Municipalities and Public Works (MMPW) in Iraq. The gathered information was tested
using Statistical Package for the Social Sciences (SPSS) for various tests such as
regression and reliability scale to check for the reliability and validity and the results were
very significant when the hypothesis were tested which were laid down earlier in the
research study by the researcher.
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ABSTRAK
Kajian ini adalah mengenai tingkah laku pekerja terhadap peranan tambahan dan sifat
amanah dalam sesebuah organisasi. Penyelidik telah memeriksa banyak pembolehubah
termasuk sokongan psikologi, amanah dalam pengurusan, jangkaan ganjaran, nilai
pengurusan dan lain-lain aspek yang membantu motivasi penyelidikan ini . Penyelidik juga
telah menggunakan kaedah penyelidikan kuantitatif bagi tujuan mengumpul maklumat
yang diperlukan untuk kajian penyelidikan yang terhad kepada Kementerian Perbandaran
dan Kerja Raya (MMPW) di Iraq. Maklumat yang dikumpulkan telah diuji menggunakan
Statistical Package for the Social Sciences (SPSS) untuk pelbagai ujian seperti regresi dan
skala kebolehpercayaan untuk memeriksa kebolehpercayaan dan kesahan dan hasilnya
adalah amat ketara apabila hipotesis diuji seperti yang telah ditetapkan pada awal kajian
penyelidikan oleh penyelidik.
IV
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DEDICATION
I would like to present my work to those who did not stop their daily support since I was
born, my dear mother, my kindness brother, my wife and my son "Ahmed". They never
hesitate to provide me all the facilities to push me forward as much as they can. This work
is a simple and humble reply to their much goodness I have taken over during that time. I
don't forget my brothers, sisters. (Allah's mercy them).
Safam Ofeiwi CJ(flafi.iAL-Zubaidi
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ACKNOWLEDGMENT
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First and foremost, praise be to Allah, for giving me this opportunity, the strength and the
patience to complete my thesis finally, after all the challenges and difficulties. I would like
to thank my supervisor, Prof. Madya Dr. Mhod Rizal bin Salleh for his high motivation
and most significant conhibution in this thesis.
I would also like to thank the Ministry of Higher Education and Scientific Research of
Iraq, I want to thank my friends who have helped and motivated me throughout. May Allah
reward them all abundantly, Sincere thanks to all.
Vl
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Table of Contents
APPROVAL ........ ... ........ ..... .... .... ..... ... ........ ....................... .... .. .... ..... .. ...... .... ... ..................... ii
DEDICATION ... .............. ... .... ....... .. .... ......... ..... .................... ... .......... .. ...... ....... ....... ............ v
ACKNOWLEDGMENT ......................................... .... ... ............ .. ... .... ...... .. .. .... ... ..... .... ....... vi
INTRODUCTION ... ..... .. .. .... .... ... ............... ...................................... ....... ... .. ... ... .. .. ........ ..... 1
1.1 Introduction ..... ......... .. ..... ...... .. ......... .. ... .... ... .... .. ... .. ....... .. .. ... .... ....... ......... ................. 1
1.2 Background of the Study ..... .... ................................................................................... 3
1.3 Problem Statement ..... ... ..... ..... ..... ........................... .............. ... .................................. 4
1.4 Significance of the Study ..... .. ................ .. ... ........... ..... .................... .. ......................... 4
1.5 Research Question .................. .......... .. ............. .. .. ...... .... .. .. ... ...... .. ... ........ ....... ...... .. .. .. 5
1.6 Research Objectives ....................... .. ........ ............. .... ... .. ... .. ... ... ................................. 6
1. 7 Scope of the study ............ ... .... .. ............................ ......... .. .............. ..... ............... .. ...... 6
1.9 Limitations ... .... ... ... ...... .... ... ........................................................................... ...... ....... 8
1.10 Summary ... .. ....... ........ ... .. ............. .. ....... ............ .. .......... ... ............. ..... ..................... 9
CHAPTER 2 .. .... .... ...... ... .. ...... ...... ... ..... ... ... .. .. .. .... ............... ..... ................. ... .... ... ... ........ ... 10
2.1 Introduction ............ .. .... .......... .. .... ... ... .. .. ........... ......... ... ....... ... ..... ..... ...... .. ... .. .... ....... 10
2.2 Intrinsic Job Motivation ............................... ....................................................... .. .. . 11
2.3 Employee Trust in Organisation ... ... .. ........ ... ...... ...... .. ...... .. .. ... .................. ........... 12
2.4 Reward Systems ........................................................................................ .. .. ..... ..... . 15
2.5 Knowledge Sharing ...................................... .... .. ....... ..................... ..... ... .. ...... .......... 17
2.6 Management Values ...... ... .. ..... ..... ... ...... ... .... .... .. ... .. ... ...... ........... .... .. .. .. ........ ... .. .. .. .. 18
2.7 Employee Participation .. .. .. .... ....... ........ ... ... .. .... ........ ...... ..... ... ... .... ... ... .. ........ ....... .. . 19
CHAPTER 3 .... .. .. ......... .. .... .... ... .. ........ .......... .... ........ .. ... .. ... .. .. .. ...... ...... .......... .. .. .... .. .. ...... 20
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3.1 Introduction ... ............ .. .. .. ................. ... .. ........... ... ........................................ .. ... .... .... 20
3.2 Research Approach ... ... ................. ... ... ........ ................................................. ......... ... . 20
3 .3 Research Framework ........... ..... ........ ........ ..... ............ ..... ... .. ..... .... .... .... .............. ... ... 21
3 .4 Data Collection Methods ......... ..... ... ........... .................... .... ..... ... ......... .................... . 23
3.4.1 Primary Data Collection .... .. .. .. ......... ... ....... .... ... ... .. .. ... ...... ...... ... .. .. ............. ... .. . 23
3 .4.2 Secondary Data Collection .... ..... ...... .. ....... ...... .... ... .. ..... .... .. .. ..... ....... ...... .... ... .. . 24
3.5 Data Sampling ... .......... .... ... ... .. ... .. ........... .. ............ ..... .... ... ...... ....... ........... .............. . 24
3.6 The Research Instrument .... .... ....... .......... .. ......... ... .. ... .... .. ... .... ....... ........... ............. .. 25
3.7 Data Analysis .......... .. .. .. ....... ................................. ................ ..... ................... .... ... .... 26
3.8 Research Hypotheses .. ........ ..... .... ......... ....... ... .... ..... ............................. ...... ...... ........ 28
3.9 Summary ............. ..... .. .......... .................. ........................ .......................................... 28
CHAPTER 4 ... .. .. .. ... ... ...... ..... ..... .... .... ....... ..... ............ ...... ... .. ................. .. ... .... ... .. .... ... ...... 29
4.1 Introduction .......... ............................................... ............................. ......... .............. . 29
4.2 Frequency analysis ................................... ........... .. .................................... ...... ...... ....... . 30
4.2.1 Respondents Gender .............. .. ........ ......... .. ......... ........... ................. .. ... ... .. ......... .... 30
4.2 .2 Respondents Age .... .. .... ..... .... .. .... ....... ..... ..... ....... ......... ............ ...... ... .. .. ............ .. ... 31
4.2.3 Respondents highest level of education: .......... .. ..... ...... ... ...... .. .. .... .. ... .... ..... ... ... .... 33
4.2.4 Respondents Annual Income: ...... .......... .. ......... .. .... .. ... ...... ....... ..... ... ..... ... ... ........... 34
4.3 Reliability Test (Cronbach's Alpha) ........................... ... ... .. ....... .. ... .. ..... .. .. .. ......... .... ..... 36
Cronbach Alpha coefficient is the most widely used for estimating the internal consistency ... .. ......... ......... ........... ........................ .... ...... .. ...... ..... .................. ........... .. ..... ... .. ......... ......... . 36
4.3.1 Extra Role Behaviour - Dependant variable .............................. .. ..... ...... ......... . 37
4.3.2 Psychological Support - independent variable .. .. .. .... ... ... ...... ..... ... ..... .. .. ... .. .. ... 39
4.3.3 Trust Management - independent variable .... ...... ....................... .... .. ................ 41
4.3.4 Reward System - independent variable .. .... ..... .... ......... ... ........... ....... .. ... .......... 43
4 .3.5 Management Values - independent variable ... ... ..... ..... ................ ..... .. ........... .. 45
4.4 Regression Analysis ....... ... ... ... .. .... .... .... ... ............ ... ..... ... ... .... .... .. .................. .. ..... ........ 46
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CHAPTER 5 .... .. ... .. .... ... .. ...... ....... .. ...... .. ... ...... ............ .......... .. .... ...... .... ....... ........ .. ... ... .. ... 59
5.1 Introduction ..... ... .. ......... .. .. ..... .. .... ......... ...... ...... ....... .. .... ... .. ... .... .. ..... ..... ....... ... .. .. .. .... ... 59
5.2 Discussions and Findings ....... ..... ... .......... .. ..... ... ..... ........... .. ..... ... .. ... ...... .... .. ..... .. ... ...... 59
5.3 Research Contributions .. .. .... ...... ...... .......... ..... ... .... ....... .. ........ ......... ... ..... ..... .. ... ....... 61
5.4 Fulfilment of Research Objectives ... ... ...................... ... ... ..... ..... .... .. ....... .. .. ....... ... .. ..... .. 62
5.5 Limitation and Recommendation for Future Research .... ..... .. .. ......... .. .. .... ...... ..... ....... . 64
5.6 Conclusions .. ..... ..... .... .. .. .... ..... .... .... ....... ............... ...... ...... .. ....... ....... .... ... .. ........ ..... ...... 65
References .. ...... ... .. ..... ...... ..... ........ ..... ...... .... ... ........ ............. ..... ... .. .... ..... ... ....... .. ..... .... ..... . 67
List of Figures
Figure 1.1: Research Methodology Organisation ........ ... ....... ..... ...... ...... ... .... .... .. ... .. ...... .. ..... 7
Figure 1.2: The Organisation of Analysis ....... ... ..... ... ....... ...... ........ ...... ..... .. .... ...... .... .. .. .. ..... 8
Figure 3.1 : Research framework .... ......... .. ... ............. .... ........ .......... .. ... .... ..... ...... ...... .. ... .. ... 21
Figure 3.2: Research flowchart ....... ... ... .. ...... .... ... ....... ........ .... .... ..... .. .... ........ ... ... ... ..... ...... .. 22
Figure 4.1: Respondents Gender ..... .... ..... ........ .... ....... ... ...... ... .... .... .......... ...... .. ..... ..... ...... .. 30
Figure 4.2: Respondents Age ....... ... ...... ...... ............. .... ....... .............. ....... ........... ... ... ...... .... 32
Figure 4.3: Respondents highest level of education ....... ........ ....... .. ... .. ........ ... .. ......... ......... 33
Figure 4.4: Respondents Annual Income ................... .... ... ... ...... ........ .. .. ...... .... .. .. ... ..... ..... .. 35
List of Tables
Table 4.1 : Respondents Gender.. .. ........... ......... ........ ... .. .... ...... .. .......... ....... .... .... .... .... ..... .... 31
Table 4.2: Respondents Age ..... ... ..... .... ...... ... ... ... ..... ...... .. .... .... .... .. .. ....... ..... ....... ........ .. ...... 32
Table 4.3: Respondents highest level of education .. ......... ..... ......... ..................... .. ....... .. .... 34
Table 4.4: Respondents Annual Income ..... ... ........... .. .... .. .. .. ...... ...... ..... .... .... ....... .. ............. 35
Table 4.5: Extra Role Behaviuor Reliability Statistics ... .... ... .... .... .... .. ... ......... .... .... ..... .... ... 37
Table 4.6: Extra Role Behaviuor Item-Total Statistics ... .... ...... ...... .. ....... ..... ....... .. .. .. ........ . 3 7
Table 4.7 : Extra Role Behaviuor Summary Item Statistics ... .. ... .. ... ..... .. ... .. .. .. ... ....... ..... .... . 39
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Table 4.8: Psychological Support Reliability Statistics ...................................................... 39
Table 4.9: Psychological Support Item-Total Statistics .... ............ ... ..... ..... .. .... ......... .......... 40
Table 4.10: Psychological Support Summary Item Statistics .............. ....... ...... .... .............. 41
Table 4.11: Trust Management Reliability Statistics ............ ........ ...... ................... .... ......... 41
Table 4.12: Trust Management Item-Total Statistics ................. ........... ....... ... ....... .. ...... ..... 42
Table 4.13: Trust Management Summary Item Statistics ............. .. .. .. ............. .... ... ............ 43
Table 4.14: Reward System Reliability Statistics ............ ............. .......... ..... .. .. ... .. .............. 43
Table 4.15: Reward System Item-Total Statistics ........................................ ....................... 44
Table 4.16: Reward System Summary Item Statistics .... ................... .................. ............... 44
Table 4.17: Management Values Reliability Statistics ...................................................... 45
Table 4.18: Management Values Item-Total Statistics ... ....................... ... ..... ................. .... 45
Table 4.19: Management Values Summary Item Statistics .............................................. .. 46
Table 4.20: Psychological Support Correlations ....... ........ .................................................. 48
Table 4.21: Psychological Support Model Summary .. ....... ..... ... ........... .. .................... ....... . 49
Table 4.22: Psychological Support ANOVAa ..................................................................... 49
Table 4.23: Psychological Support Coefficientsa ... ..... ........................................................ 50
Table 4.24: Reward system Correlations ................ ..................... ... .... ........................... ...... 51
Table 4.25: Reward system Model Summary ................................... .................................. 51
Table 4.26: Reward system ANOVAa ......... ...................................... ... .. ............................. 52
Table 4.27: Reward system Coefficientsa .. .. ..................................................... .. ... .............. 52
Table 4.28: Trust Management Correlations .. .................................... ..... ..... .... .... .............. 53
Table 4.29: Trust Management Model Summary .......... .. ............. .. .... ................................. 54
Table 4.30: Trust Management ANOV A a ..... ..... ..... .... ... .... ....... ............... ..... ... ..... ........ ...... 54
Table 4.31 : Trust Management Coefficientsa ....... .. .... ................. ... ...... .. ......... ... .. .. .... ......... 55
Table 4.32: Management Values Correlations .......... ................ ... .. .... .. ................... .. .......... 56
Table 4.33: Management Values Model Summary ........................... ... ....... .... ... ... ... ........... 57
Table 4.34: Management Values ANOVAa .................... .... .. ....... ................................. ...... 57
Table 4.35 : Management Values Coefficientsa ....... ............................ .................. ............. . 58
Table 5.1: Discussions and Findings ............ ................. ................ .......... ............ ................ 60
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1.1 Introduction
CHAPTERl
INTRODUCTION
Employees are the most important assets in the organization. The performance of
any organization mainly depends on the firm ' s ability to capture, exploit and to develop
knowledge which is within the organization. The main block which every organisation is to
gain access to the knowledge which the employees in the organization have and this is
where the extra role behaviour comes in to the concept which is outside the job description
(Conway et al., 2004).
Employee trust is another issue which many organizations are facing over the years.
Trust is one of the main aspects and is the central hub in every organization. This is one of
the important ingredients which can enhance the co-operation within the organization.
Everybody is aware the need and importance of co-operation but even though there are
some complexities which arise in the organization and this are the consequences which
leads to changes in the nature of work and many organizations have started to make use of
intrinsic motivation as a strategy to overcome this issue of employee trust. (Bagraim and
Hime, 2007).
The role of the managers mainly in the organizations is to control the undesirable
behaviour which is exhibited by many employees and try to convert negative behaviour
into positive one (Sharkie, 2009). Managers can use misbehaviour to their advantage in
allowing it to occur and then reinforcing what behaviour should be, this way, employees
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are constantly reminded about hierarchies within the organization and it becomes a
learning process for the employee.
However, tolerance of behaviour can lead to uncertainty in what is acceptable and
unacceptable, therefore ambiguities can occur. This goes to show that management
behaviour and the way managers define misbehaviour can cause complexities in itself as it
is a very subjective issue. Managers need to find consistency in the way they define and
deal with misbehaviour in order for them to be a clear understanding amongst the
workforce of the behaviour expected of them (Sharkie, 2009).
Kiefting and Frost (1985) have taken this into account in providing us with a three
perspective framework which does not exclude the ambiguity within the research of
organizational behaviour. It provides different insights into organizational culture, insights
which aims to provide a less bias view of culture.
Motivation is originated from a variety of resources (needs, cognitions and
emotions) and refer to which processes energize behaviour in multiple ways such as
starting, sustaining, intensifying, focusing and stopping it (Reeve, 1996).
Human behaviour is already in scripted into an individual before they are employed
in an organization due to their culture and to change this is extremely difficult and to
change a whole workforces ' behaviour is almost impossible.
Trust as mentioned earlier always remains the most crucial element in the
organization when it comes to the employee performance and this is always above
expectations (Sharkie, 2009; Torlak and Koc, 2007) and the organizations need to make
sure that the employees always performed well. The management is also held the
responsible to support the employees and it can be done only by sustaining a culture with
trust and knowledge sharing among the employees for better relationships trust and
performance (Cohen and Prusak, 200 l ).
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1.2 Background of the Study
At the end of the 2003 war in Iraq, the infrastructure was seriously degraded. The
majority of the population had limited or incapable access to necessary basic services. The
Ministry of Municipalities and Public Works (MMPW) has been playing a vital role in the
sectoral challenges. It is responsible for delivery of safe drinking water, environmental
sanitation (waste water and solid waste) services, urban development, municipal road
works, and public land management. Currently, the Ministry has offices in 266
municipalities in fifteen of the eighteen govemorates in Iraq (MMPW, 2013).
The three Govemorates of the Iraqi Kurdistan Region, Dohuk, Erbil, and
Sulaimaniyah, are affiliated but administered separately. More than 40,000 employees
serve in the Ministry of Municipalities and Public Works working at over 600 locations.
The national general directorates provide administrative, financial and technical support to
each Govemorate and municipality. They are responsible for overseeing water distribution
systems, sewerage, and other municipal services. They oversee installation and
maintenance of water and sewerage treatment facilities. And they also set and oversee the
standards for design and operation for all municipal services, such as refuse collection,
municipal roads, cemeteries, abattoirs, and public parks (MMPW, 2013). Hence, the first
purpose of this study was to examine the employee extra role behaviour in (MMPW) in
Iraq, and more specifically, to explore the fundamental components of an employee extra
role behaviour in the ministry, and to identify and determine the four factors: ( 1) Rewards
expectation, (2) Management Values, (3) Psychological Support and (4) Trust in
Management that may be related to such behaviours.
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1.3 Problem Statement
Employee behaviour cannot be monitored every minute of the day; it would not be
cost effective. Therefore management often have a misperception or do not know of the
patterns of behaviour within the workforce. Behaviour, or misbehaviour, can only be
known when it is seen, unless there are employees who are very loyal towards their
managers and willing to report misbehaviour. Behaviour becomes more complicated when
misbehaviour is overlooked by management. This could be due to a number of
reasons: apart from lack of care, it may seem that the cost of eliminating the misbehaviour
may be more than the cost of eliminating it, therefore, it is dismissed. Also, the tolerance of
misbehaviour may be seen as a good thing (Conway et al, 2004). As mentioned earlier the
MMPW has more than 40,000 employees. It's become hard for the ministry to monitor the
pattern of behaviour of each employee. In addition the ministry responsibilities have been
increased compared with the years before 2003 where the country is under reconstruction
programs.
1.4 Significance of the Study
Human resource practices are mechanisms through which the human capitals of the
firm are acquired. Human capital helps (HR) managers to keep the employees motivated,
maintained and acquired. (HR) practices have many positive impacts on the firm. HR
options are investments in the human capital pool of an organization that provide the
capability to respond to future contingent events. Employee Trust in an organisation is very
important and a lot of emphasis from the top management has to be laid in this areas so
that the employees are also motivated.
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A company needs its managers to manage properly its human capital and human
assets under various circumstances. Risks in returns for investments in human capital
cannot be ignored and to do so would result in greater, rather than less variability in
relationships with employees over time. (HR) options generate the capability for use
managing changes incriminatingly. The extent use of (HR) options and their usefulness
will depend upon the extent of risks associated with the human capital of the firm. The
employee trust in the organisation is very essential. This research study will be very useful
for the students pursuing HR related courses and also for many HR professional and
management organisations to understand the importance of trust and the importance of
human assets in the organisation.
1.5 Research Question
The following are the research questions used in this research study;
1. What is the employee, extra-role behaviour concepts and how can influence m
overall organization performance?
2. What are the common key factors that influence employee, extra-role behaviour
and how to determine these factors?
3. Is there any practical value for employee, extra-role behaviour and its influence key
factors conceptual framework in Ministry of Municipalities and Public Works in
Iraq?
4. Will the validation of the conceptual framework for employee, extra-role behavior
be effective in improving the efficiency of the employee and be useful in Ministry
of Municipalities and Public Works in Iraq?
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1.6 Research Objectives
The following are the research objectives used in this research study:
I. To explore and identify the employee, extra-role behavior concepts and it necessity
for organization.
2. To study the effect of four key factors: Rewards expectation, management value,
Psychological support and trust in Management, towards employee, extra- role
behavior.
3. To examine how these factors support the employee, extra role- behavior m
(MMPW) in Iraq.
4. To propose a conceptual framework for employee, extra-role behavior.
5. To ensure the employee extra-role behavior framework its "correctness," and make
it useful to provide guidelines for future developments in Ministry of Municipalities
and Public Works.
1.7 Scope of the study
The scope of the study is examining the extra role-behaviour of the employees in
the Ministry of Municipalities and Public Works in Iraq by identifying the four factors:
Rewards expectation, Management Values, Psychological Support and Trust in
Management that may be related to such behaviours.
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1.8 Organisation of thesis
Figure 1.1 illustrates the overall organisation of the report are as follow :
The chapter one of the research study have discussed about the purpose of carrying
out this research where the researcher discusses about the various goals and objectives of
the research study. The researcher clearly mentions the problem statement and the
significance of carrying out this research study. The chapter two for the research study is
about the views expressed in the past by various researchers on this given subject. The
researcher has critically analysed the view and comments of the previous researchers on
this given subject. The chapter three of the research study have presented the various
methods of data collection to be used in this research methodology. The research will make
use of primary data and secondary data methods to collect the information which is
required for carrying out this research. Formulating the research framework and
developing the research questionnaire based on previous study which was done by (Reychav
and Sharkie, 2010) (Chapter 3 ). Figure 1.1 shows the research Methodology Organisation.
Formulating A Research The Survey Research Procedures Questionnaire Framework
,__ r----. I-+
.L
Reliability Sampling The Sample Analysis of Data Techniques
-+ Design
'---J H
Figure 1.1: Research Methodology Organisation
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The chapter four of the research study have focused on the analysis of the gathered
information. The gathered information is analysed using the statistical software package
SPSS. The analysis of the Independent Variables (Rewards expectation, Management Values,
Psychological Support and Trust in Management) and their impact on the dependent Variable
(Employee Extra Role Behavior). Figure 1.2 depicts the organisation of analysis.
Independent Dependent Mean Factor Variables Factor Variables Factor Scores for Analysis Analysis Independent
- Variables -- -
• Mean Factor Overall Perception Data Findings Scores for Towards -- -Dependent Employee Extra Variables Role behvior
Figure 1.2: The Organisation of Analysis
The chapter five of the research study is presented the findings, conclusion and
from the research study. The researcher mentions his findings of the research and the
recommendations for the future researchers in that chapter.
1.9 Limitations
The research study is limited to Ministry of Municipalities and Public Works in lraq
only. This study was conducted with a moderate sample size. From a sample of 250
questionnaires were collected and analysed. However, based on the sampling technique
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used, the number of sample is sufficient, and indeed it is big enough to run a robust
statistical analysis (Balian, 1994). The study was about the employee role behaviour in the
Ministry of Municipalities and Public Works
1.10 Summary
Chapter one provides the reader with problems and the background information of
the study, which has to be carried out. The chapter focuses research objectives however,
the main objective was to identify and examine the factors affecting the extra role
behaviour among the employees of the Ministry of Municipalities and Public Works in
Iraq. This chapter also discusses the problems, which are to be analysed later, and the
research objectives. The reason behind this paper was discussed in this chapter. The
research paper was limited to the employee of the Ministry of Municipalities and Public
Works in Iraq.
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CHAPTER2
LITERATURE REVIEW
2.1 lntroduction
Today the Modem organizations operate based on team-oriented and independent
work structures rather than individualized and centrally controlled. This structure has
significant positive influence on the cooperation and initiative among employees
(llgen & Pulakos, 1999).
Based on that, many of organization's managers were focused on employees as one
of the most important assets of any organization. They recognized that the employee
behaviour playing a crucial role in overall effectiveness of the organization, and they
developed effective strategies to motivate their employees to engage in activities that will
help in the achievement of predetermined organizational goals (Chiboiwa et al. , 2011 ).
In addition, the organization should motivate their employees to go further than their
formal job responsibilities, which are called extra-role behaviour or Organizational
Citizenship Behaviour (OCB). Extra-role behaviour is defined as individual behaviour that
is discretionary, not directly or explicitly recognized by the formal reward system, and that
in the aggregate promotes the effective functioning of the organization" (Organ, 1988, p.4).
For the last decades' employee, "Extra-role behaviour becomes an important issue
in the field of management; several Researchers and organizational managers have shown
high interest in organizational behaviour, and most of these studies that have reported that
the extra-role behaviours enhanced organizational outcome's level, include reduced level of
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cost, satisfaction of customers, increased efficiency and productivity. (Hoffman et al. ,
2007; LePine et al. , 2002).
However, the main purpose of this chapter is to review the relevant literature that
underpins this research and also describes how it is related to existing work. It starts by
reviewing and discussing issues surrounding employee behaviour, including its concept,
the theories and the critical factors , including that is an extensive review of previous
studies and recent researches on employee extra-role behaviour.
2.2 Intrinsic Job Motivation
Motivation involves an internal processes that diastoles behaviour with energy and
direction. Reis and Leticia, (200 l) proposed that throughout the years, two pathways were
used to motivate people at work, by fear and punishment or by understanding. When there
is a satisfaction towards the job, several benefits appear as low absenteeism, low turnover,
and high productivity (Reis & Leticia, 200 l ), and it will help the institution run efficiently
as well. Employers need motivated employees to accomplish survival. They are more
productive, more loyal and more effective to the organization. To be effective, managers
need to understand what motivates them within the context of the roles they perform.
Befort and Hattrup (2003) found that the motivational components of the organization are
effecting positively on the extra-role behaviour of the employees.
Some previous research shows that financial motivation may not be the best
incentive to stimulate idea generation. The intrinsic job motivations are more important to
trigger non-routine behaviours than extrinsic rewards. Amabile ( 1988) suggests that avoid
using money to "bribe" people to come up with innovative ideas. However, as intrinsic job
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