Description
Citizenship denotes the link between a person and a state or an association of states. It is normally synonymous with the term nationality although the latter term may also refer to ethnic connotations.
Lim A Po Institute for Social Studies – Maastricht School of Management MBA VI – Management & Finance 2009 - 2011
Organizational Citizenship Behavior & work motivation in the granite mining industry in West-Suriname
By: Cheryl Raghoebarsing Suriname, 2011
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Executive summary
The reason for to this study was mainly because reality shows that employees in the granite mining industry are not always motivated due to several facts, which still needed to be examined. This lack of motivation sometimes leads to poor performance having its effects on the organization productivity. This behavior also results in employees not staying within in the organization for a long period.
OCB has a very strong link with individual and organizational performance, impacts the effectiveness and efficiency of workers and organizations and therefore contributes to the overall productivity of the organization, without any extra expenses. According to researches an individual?s motivation can be related to his or her organizational citizenship behavior and therefore a significant relationship were expected between employee OCB?s and their sources of motivation.
Therefore the objective of this study was to measure to what extent organizational citizenship behavior influences work motivation in the granite mining industry in WestSuriname and to know what OCB?s and sources of motivation can be recognized in this industry. This study tests OCB, using the commonly used OCB variables (altruism, conscientiousness and civic virtue) and sources of motivation, using the Motivation Sources Inventory (Barbuto, 2004).
According to the findings of this study OCB and sources of motivation are present in the granite mining industry in West-Suriname, but the extent to which OCB influences work motivation in this industry is minimum.
Motivation cannot be influenced easily and OCB is unrewarded in terms of physical return, but these factors can help organizations and their workers perform more effectively and efficiently. It is therefore recommended that managers and the organization know what levels of OCB and work motivation are present in order to know how to deal with these factors and how to benefit from them.
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Contents
Executive summary......................................................................................................... 2 Acknowledgements ......................................................................................................... 5 Glossary .......................................................................................................................... 6 Chapter 1 Introduction ........................................................................................................ 7 1.1. 1.2. 1.3. 4.3. 1.5. 2.1. 2.2. 2.3. 2.3.1. 2.3.2. 2.4. 2.5. 2.6. 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.6.1. 3.6.2. 3.6.3. 3.7. 3.8. 4.1. 4.2. Research background ........................................................................................... 7 Research problem, research questions and objectives ......................................... 9 Relevance of the study ....................................................................................... 12 Limitation of scope............................................................................................. 12 Chapters content ................................................................................................. 13 Introduction ........................................................................................................ 14 Granite Mining Industry in West-Suriname ....................................................... 14 Organizational Citizenship Behavior ................................................................. 16 Types of organizational citizenship behaviors ............................................... 17 Benefits of organizational citizenship behavior ............................................. 19 Work motivation ................................................................................................ 20 Motivation and organizational citizenship behavior .......................................... 24 Summary ............................................................................................................ 27 Introduction ........................................................................................................ 28 Research problem ............................................................................................... 28 Research approach.............................................................................................. 30 Research strategy................................................................................................ 31 Survey design ..................................................................................................... 31 Sampling methods .............................................................................................. 32 Sample ............................................................................................................ 32 Measures ......................................................................................................... 33 Procedures ...................................................................................................... 34 Methods of analysis ............................................................................................ 34 Summary ............................................................................................................ 35 Introduction ........................................................................................................ 36 Data planning ..................................................................................................... 36 3
Chapter 2 Literature review .............................................................................................. 14
Chapter 3 Methodology .................................................................................................... 28
Chapter 4 Data findings .................................................................................................... 36
4.3. 4.6. 4.7. 4.6. 4.7. 5.1. 5.2. 5.3. 5.4. 5.5. 6.1. 6.2. 6.3.
Data outline ........................................................................................................ 37 Descriptive statistics ........................................................................................... 38 Reliability analysis ............................................................................................. 42 Inferential statistics ............................................................................................ 43 Summary ............................................................................................................ 47 Data analysis ............................................................................................... 48 Introduction ........................................................................................................ 48 Descriptive analysis............................................................................................ 48 Inferential analysis ............................................................................................. 54 Study findings analysis....................................................................................... 55 Summary ............................................................................................................ 58 Conclusions and recommendations ......................................................... 59 Introduction ........................................................................................................ 59 Conclusions ........................................................................................................ 59 Recommendations .............................................................................................. 60
Chapter 5
Chapter 6
Bibliography ..................................................................................................................... 62 APPENDIX A 1: Questionnaire developed for this research ....................................... 65 APPENDIX A 2: Questionnaire developed for this research in Dutch ........................ 69 APPENDIX B: Reliability tests .................................................................................... 73 APPENDIX C: Statistics............................................................................................... 75 APPENDIX D: Relationships between variables ......................................................... 78
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Acknowledgements
The final part of the MBA Program at the FHR Institute for Social Studies was a research project. This is a highly autonomous project where a study should be carried out in which theory has to be used and applied to the concerning work field.
The realization of this research was not possible without the help, understanding and participation of several people.
First I would like to thank all the participants that participated in the survey and the company for giving me the opportunity. Also my supervisor Geert Heling, Phd and The FHR Lim A Po Institute for Social Studies for sharing knowledge and experience and giving the opportunity for doing this MBA program.
Finally I would like to thank my family and friends for their support and understanding.
Thank you all!!
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Glossary
Definitions P-value The probability that a correlation is one just by chance Pearson Correlation Coefficient A measure which indicates the strength and direction of a linear relationship between two variables R-value The extent to which you can guess the value of one variable given a value of the other variable
Abbreviations MSI OCB OCBI OCBO SPSS Motivation Sources Inventory Organizational Citizenship Behavior Organizational Citizenship Behavior directed to Individuals Organizational Citizenship Behavior directed to Organizations Statistics Package for Social Science
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Chapter 1 Introduction
1.1. Research background
Suriname has many natural resources offering a lot of potential for the mining industry which is the largest growing industry in Suriname. The mining industry in Suriname consists of bauxite mining (alumina), crude oil, gold and granite (Artist, 2009). The granite mining industry takes place on a small scale and supplies only the Suriname?s market.
Granite mining companies are located in the interior of Suriname and employ people from different areas in Suriname, different cultures and social backgrounds. Reality shows that a lot of employees lack motivation due to several reasons and for most mainly the financial reward is important, which sometimes leads to poor performance. This behavior also results in employees not staying within in the organization for a long period. Another issue which occurs in this industry, due to the fact that it is located in the interior of Suriname, is that skilled and educated people rather apply for jobs within the capital of Suriname or near the capital, than companies located in the interior. Basically because of the fact that they would have to stay on the job for a longer period (because of the distance) and the rather primitive living situation with not a lot of recreation activities. That is why the employees in these organizations are on a lower educational level and are mostly trained to perform a certain skill, such as operate a machine.
Organizational Citizenship Behavior has a very strong link with individual and organizational performance, impacts the effectiveness and efficiency of workers and organizations and therefore contributes to the overall productivity of the organization. It helps managers understand the variables affecting OCB, which therefore helps them understand what kind of environment to provide their employees, and also what motivates and satisfies them. Podsakoff?s and MacKenzie?s (Podsakoff, MacKenzie, & Scott, 1997) empirical findings found strong support for the hypothesis that OCB is related to organizational performance.
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Although it has a positive influence on organizational performance, OCB is unrewarded in terms of physical return, but it might be rewarded with appreciation. Also in the management research literature the impact of OCB is found on organizational effectiveness (Walz & Niehoff, 1996). The literature indicated that managers considered OCB for evaluating performance, pay increases and determining promotions (Podsakoff, Niehoff, & MacKenzie, 1993). Therefore it is expected that employees practicing OCB to have high job satisfaction and job motivation, leading to higher productivity and profitability.
If people in an organization are more likely to engage in OCB than others, the organization is likely to perform even better, without any extra expenses. “Employees provide organizations with unique human resource capabilities that can create a competitive advantage, and OCB is one type of behavior that may contribute to that advantage.” (Podsakoff, MacKenzie, Paine, & Bachrach, 2000, p. 46). It is therefore necessary for an organization to understand the determinants of OCB and their significance, find ways to benefit from human resources and make sure that the employees contribute to their competitive advantage. Also because of the economic difficulties and fast changes organizations have to cope with nowadays in order to maintain their revenues, increase their performance and have a competitive advantage, OCB can be an important factor that might differentiate their employees from other organizations. Some research also suggested that an individual?s motivation can be related to his or her organizational citizenship behavior (Penner, Midili, & Kegelmeyer, 1997); (Tang & Ibrahim, 1998). Statistics showed a significant relationship between three measures of motivation and organizational citizenship behavior (Tang & Ibrahim, 1998). Other researchers found a significant relationship between sources of motivation and leaders behaviors, a relationship between sources of motivation and leader-used influence tactics, transformational leadership behaviors and follower compliance (Barbuto & Scholl, 1999); (Barbuto, Fritz, & Marx, 2000).
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This research also showed that leaders base their perception of followers? motives when rating employee organizational citizenship behaviors. Therefore employee sources of motivation are expected to share some relationship with the organizational citizenship behavior that the employee displays. Employees? motives may guide their behaviors and therefore also their discretionary non-task behaviors. In some studies motives were used as predictor of OCB, but content theories of work motivation have not been researched, except for the study of Barbuto et al. (Barbuto, Brown, Wheeler, & Wilhite, 2003).
1.2. Research problem, research questions and objectives
OCB?s might influence organizational effectiveness, because they enhance coworker and managerial productivity, adapts to environmental changes, improves organizations ability to attract and retain the best people and obtain stability of organizational performance and organizational effectiveness by creating social capital (Organ, Podsakoff, & MacKenzie, 2006, pp. 200-202). But OCB might also influence organizational effectiveness by freeing up resources for more productive purposes, reducing the need to use scarce resources and improving the coordination of activities (Organ, Podsakoff, & MacKenzie, 2006). People should look for greater fulfillments in their careers and improve the quality of their work. Every organization should promote and encourage OCB behavior, which is a key feature in organizational behavior. The concept of OCB is relatively new in Suriname and also for the industry chosen for this research. Taking the above mentioned into consideration and the fact that employees in this industry sometimes lack work motivation, this study should examine the factors of organizational citizenship behavior that are present and their influence on work motivation. To create a better view of the employees? sources of motivation and their display of organizational citizenship behaviors, in order to provide a better environment for the employees and to benefit from the advantages of OCB and work motives.
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Therefore the following research problem was developed for this research:
To what extent does organizational citizenship behavior influence work motivation in the granite mining industry in West-Suriname?
Within the several studies on OCB a lot different dimensions have been developed to measure OCB and a lot of theses dimensions overlap each other. Therefore the different forms of organizational citizenship behavior identified from the OCB literature have been reviewed by Podsakoff P. , MacKenzie, Paine, & Bachrach, (2000) to have better insight in the most used dimensions in OCB research. According to the review there are three commonly used dimensions in OCB research which are linked to the OCB dimensions of (Organ D. , 1988), namely altruism, conscientiousness and civic virtue. Since these dimensions are widely used within the OCB literature, these dimensions will be used as a measure for OCB.
The sub-research questions are:
1. What is organizational citizenship behavior? 2. What is work motivation? 3. What forms of organizational citizenship behavior are commonly performed by employees in the granite mining industry in West-Suriname? 4. What sources of work motivation can be recognized in the granite mining industry in West-Suriname?
The objective of this study is to measure to what extent organizational citizenship behavior influences work motivation in the granite mining industry in West-Suriname. To have the better view of the different OCB and work motivation factors, in order for the organization to know what kind of environment to provide their employees and increase the organizations effectiveness and productivity.
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The research method will be a quantitative research, where OCB will be measured using the widely used OCB dimensions (altruism, compliance, civic virtue) and the sources of motivation will be measured using the Motivation Sources Inventory (MSI). The data will be gathered from documents, research papers, articles and theory. A field survey will also be conducted in order to measure the variables, using tested questionnaires.
The questionnaires will be distributed among all the employees in the granite mining industry in West-Suriname, since the OCB dimensions and the sources of work motivation will be tested on all the different work-levels within the organization. The results from the questionnaires will be analyzed in SPSS and with the results should be concluded to what extent OCB influences work motivation in the granite mining industry in West-Suriname.
The following figure illustrates the conceptual model for this research
Independent variables OCB •Altruism •Conscientiousness •Civic Virtue
Moderating variables •Age group •Geographic location •Job tenure •education level •Job category
Dependent variables Motivation •Intrinsic process motivation •Instrumental motivation •Self-concept external motivation •Self-concept internal motivation •Goal internalization motivation
Figure 1.1: Conceptual model of this research Source: developed for this research
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1.3. Relevance of the study
The relevance of the study is based on the following factors: ? There is a constant demand for granite products in Suriname and in the region, due to the growth of construction works for sea defenses, houses, roads and bridges and a lot of the countries in the region do not have these natural resources or not the same quality. A lot of these countries, such as Trinidad, Barbados, St Kitts, import aggregate products from Canada, which costs a lot more due to the longer distance for transportation and also a longer delivery time. ? Employees in this industry lack motivation due to several reasons resulting in poor performance and therefore less productivity. The human resources in this industry need a boost. Indentifying if there is OCB and how the OCB factors can be used in this industry is a start and also less costly measure. Creating a work environment with employees contributing to their organization beyond their job responsibilities and contributing to the total effectiveness of the organization. ? There is no research done on this topic in this industry. This research can be used for further research in this area of study.
4.3. Limitation of scope
The major limitation for this research is that it is mainly conducted (field survey) in the interior of Suriname, West-Suriname. The location is chosen because of the fact that the granite mining organization in that area has the largest number of employees, diversified in geographic location (where they live), background, age, educational level. This granite mining organization has the largest production in Suriname and is frequently contracted for large nationwide building projects. So the research limits itself to this organization, since it not only benefits the organization but also the nation, for continuance of the several- and future projects.
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1.5. Chapters content
This research consists of six chapters. Chapter 1 is an introductory chapter where the research problem is introduced and how the research problem will be approached. The second chapter is the literature review which gives a review of existing literature of the subject being researched. The third chapter is the methodology chapter that describes the approach of the study, the strategy and tools used in this research, the sampling methods and the methods of analysis. The fourth chapter describes are the findings of this research, gathered from the data. In the fifth chapter the findings are analyzed and described based on the research model. In the last chapter (chapter 6) the researcher draws conclusions from the findings and analysis and gives recommendations
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Chapter 2 Literature review
2.1. Introduction
This chapter describes the existing literature on organizational citizenship behavior and work motivation. It also gives a brief description of the granite mining industry in WestSuriname. The purpose of this chapter is to develop a theoretical framework to analyze this research. The chapter starts with an introduction, given in section 2.1, continuing with a description of the granite mining industry in West-Suriname in section 2.2. Section 2.3 analysis the existing literature on organizational citizenship behavior, followed by an analysis of the existing literature on work motivation in section 2.4. Literature on work motivation in relation to organizational citizenship behavior is analyzed in section 2.5 and closing with a summary of this chapter in section 2.6.
2.2. Granite Mining Industry in West-Suriname
In the granite mining industry in West-Suriname only one organization is operational. In the past there was also a government-owned granite mining company operational in that area, but is not operational now for the several years now. The main reason for the establishment of the granite mining industry was for the construction of the largest sea defense in Suriname, namely the Nickerie Zeedijk. After the construction of the sea defense, the demand for aggregate and boulders kept increasing and the granite mining industry became an integral part of the building industry in Suriname.
Suriname has many natural resources offering a lot of potential for the mining industry which is the largest growing industry in Suriname. The mining industry in Suriname consists of bauxite mining (alumina), crude oil, gold and granite. The granite mining industry takes place on a small scale and supplies only the Suriname?s market, but is in a growing phase due to several government contracted projects, such as the construction of sea defenses and housing projects. The industry is based on the availability of the natural resources and the ability or knowledge to explore the mining area.
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In Suriname there are several locations where granite rock formations can be found, which differ in quality and composition and are not always easy accessible.
For government contracted projects there are standards set which the products used for these projects should meet. According to tests taken in cooperation with the Anton de Kom University of Suriname the granite formation in West-Suriname meets the requirements of the international standards required for civil engineering works, construction work, including asphalt concrete. Several lab tests were taken using the General Stone Tests, existing of the Compressive Strength Tests and the Los Angeles Abrasion Tests that are specified by the American Society of Testing and Materials. Therefore the granite mining industry in West-Suriname is operational on a higher scale, in terms of production capacity and also employee amount.
Reality shows that employees in this industry area lack work motivation, where several reasons are thought to be the cause of the problem. These reasons are that the majority of the employees are unskilled and have a low education level (mostly visited primary school) and employees are mostly trained to perform a certain task. Another reason is the need for finances, where the job description is a not a main interest and in some cases because the work environment is close to the employees residence. A frequently occurring problem is also that higher educated people do not easily apply for a job if the work location is located in the interior of Suriname, mainly because of the distance and they would have to stay on the job for a longer period. The majority of the population in Suriname lives in the capital city Paramaribo (265.953 people in 2010 – total population 531.170 people)1.
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Retrieved from:http://www.statisticssuriname.org/images/stories/pdf/demografische data 2010.pdf
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2.3. Organizational Citizenship Behavior
Going back to where it all started, Chester Bernard observed the phenomena of organizational citizenship behavior in the 1930?s and named it “extra-role behavior”, (Barnard, 1938). Later on (Katz, 1964) used the term “citizenship” to represent the workers that showed “extra-role behaviors”. Employees who show “citizenship behavior” are valued by their managers, because they make their jobs easier. The extra time managers obtain, allows them to improve the organizational effectiveness by having more time for managerial issues. In the years thereafter, (Bateman & Organ, 1983) began a large series of articles into the topic of OCB. Extra-role behavior is referred to as innovative and spontaneous behavior, whereas technical performance required by the job, acceptable behavior to management is referred to as in-role behavior (Bateman & Organ, 1983). A basic notion determining the concept of in-role and extrarole behaviors is the idea that an employer can force a certain degree of work out of the employee who needs the job (in-role behavior). On the other hand the organization can encourage the extra-role behaviors that can increase their competitiveness.
Organizational Citizenship Behavior has turned out to be one of the most important concepts in controlling the efficiency and effectiveness of an organization in terms of productivity and quality of the organization. Over the past years researchers have studied and tried to define Organizational Citizenship Behavior, initially created by Dennis Organ and his colleagues (Bateman & Organ, 1983) (Smith, Organ, & Near, 1983) as individual behavior in the workplace, not directly recognized by an organization?s formal reward system, yet serves to promote the general well-being of the organization. In 1988 conceptualized by Organ as; individual behavior 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, meaning that the behavior is not an enforceable requirement, is a matter of personal choice and contributes positively to overall organizational effectiveness.
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2.3.1. Types of organizational citizenship behaviors
Organ (1988) provided a multi-dimensional scale of organizational citizenship behavior, containing the dimensions to construct OCB. These dimensions are: 1. Altruism: discretionary behaviors that help an individual with an organizationally relevant task or problem. The individual is voluntarily helping others or preventing the occurrence of work-related problems. Nowadays researchers label the factor „altruism? as the term „helping?, because critics argued that „altruism? implies something about the motive behind the behavior or suggests something like „selflessness? on the part of the actor. Whatever the factor is labeled, the target of the behavior is directed at an individual (Smith, Organ, & Near, 1983).
2. Courtesy: proactive gestures that consider consulting with other workers in the organization before acting, giving advance notice, and passing along information, actions that help prevent problems from occurring.
3. Sportsmanship: the willingness of the employee to tolerate less than ideal circumstances without complaining, not offended when others do not follow their suggestion, willing to sacrifice their personal interest for the good of the work-group. Empirical research (MacKenzie, Podsakoff, & Fetter, 1993) (MacKenzie, Podsakoff, & Paine, 1999) that has included this construct in the context of other forms of citizenship behavior has shown it to be distinct from them, and to have somewhat different antecedents (Podsakoff P. M., MacKenzie, Moorman, & Fetter, 1990) (Podsakoff, MacKenzie, & Bommer, 1996) and consequences (Podsakoff & MacKenzie, 1994); (Podsakoff, MacKenzie, & Scott, 1997); (Walz & Niehoff, 1996). Sportsmanship is a form of citizenship behavior that received much less attention in the literature.
4. Civic virtue: the involvement and concern that the employee shows in the life of the organization, the commitment to the organization as a whole. This is recognizable when an employee attends meetings, reads announcements and memos and gives
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constructive suggestions that benefit the overall well-being of the organization, keeps up with changes in the industry, reports hazards and suspicious activities, and looks out for the organizations best interest even at great personal cost. This behavior resembles a person?s recognition of being part of a larger whole, equivalent to a citizens being members of a country and accepting the responsibilities which are demanded.
5. Conscientiousness: involves employees going beyond the minimum requirements of the organization. This is extra-role behavior, meaning that it involves engaging in task-related behaviors at a level that is far beyond minimal requirement. This factor was initially labeled as „generalized compliance? and later changed „conscientiousness?, because it did not have an immediate effect of helping a specific person, but a more impersonal, generalized to the group effect.
Podsakoff, MacKenzie, Moorman and Fetter (1990) extended the work of Organ (1988) and developed OCB measures for each of the five dimensions, consisting of subscales. These dimensions, developed by Podsakoff et al. (1990) are the most widely used dimensions in the OCB literature, but the appropriateness of Organ?s five dimensions received a considerable amount of attention. (Le Pine, Erez, & Johnson, 2002), suggested in a meta-analytic review of the dimensionality of the OCB constructs, that scholars explicitly think of Organ?s (1988) OCB dimensions as a latent construct, because the measures of the five dimensions of OCB are best viewed as “equivalent indicators” (p. 61). The researchers suggested the above mentioned based on the fact that the review showed that the measures of Organ?s five dimensions were strongly related, did not differentially correlate with various attitudinal measures (such as job satisfaction, commitment etc.) and the different OCB dimensions did not explain variance beyond an overall measure in any of the attitudinal constructs that they examined. In order to measure an OCB construct, the construct must be defined, which is not a simple task. Therefore the OCB constructs used by researchers differ from study to study. Much of the literature studying OCB and its related concepts is reviewed by Podsakoff, MacKenzie, Paine and Bachrach (2000). 18
According to them, although much of the research on OCB considered the factors that determine citizenship behaviors, there was little effort spent on clearly defining OCB?s and their associated benefits. Podsakoff et al. (2000) remarked in their review that there are around thirty different forms of citizenship behaviors identified from the OCB literature, but many of the behavioral concepts overlap and can be organized into seven common themes and dimensions. These are; helping behaviors, sportsmanship, individual initiative, organizational loyalty, organizational compliance, civic virtue and self development. The five types of organizational citizenship behavior identified by Organ can be found in these seven themes and dimensions. They also remarked that the major categories of antecedents of OCB are: 1. Individual characteristics 2. Task characteristics 3. organizational characteristics 4. Leadership behavior
2.3.2. Benefits of organizational citizenship behavior
Podsakoff et al. (2000) reviews some of the work that has attempted to examine the benefits of organizational citizenship behaviors. In terms of the effect that organizational citizenship behavior has on organizational effectiveness, Podsakoff et al. (2000) discussed the different mechanisms through which an individual OCB?s are believed to affect organizational success. These mechanisms are: 1. Enhancing the productivity of co-workers, by for example helping them learn new skills and best-practice 2. Enhancing the productivity of higher managerial staff, by for example providing them with useful feedback about a specific work task 3. Freeing up resources that can be used for more productive functions, by for example being conscientious and demonstrating that time-consuming supervision is not required
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4. Reducing the need to devote scarce resources for purely maintenance functions, by for example reducing group conflict by group helping behaviors and less effort is needed for conflict mediation 5. Serving as an effective means of coordinating activities between team members and cross work groups, by for example showing courtesy and keeping members of other teams up-to-date 6. Increasing group cohesiveness and morale, to make the workplace more attractive and making it easier for the organization to attract and retain the best people 7. Enhancing the stability of organizational performance, by for example group members providing extra effort in case of a failure and maintaining performance levels 8. Enhancing an organizations ability to adapt to environmental changes, by for example the willingness to learn new skills
OCB is an effective way of using human capital to determine organizational performance where people provide organizations an important source of sustainable competitive advantage. The importance for organizations is that people carry out extra activities that are not formally written down. But because the tasks are not formally written down there is a certain overlap between tasks of employees, which the employees should be willing to carry out (Katz and Kahn, 1964). Katz et al. (1964) also explained that organizations cannot anticipate with exact accuracy to all those activities essential for reaching objectives.
2.4. Work motivation
Employee?s motives may guide their behaviors, but also their discretionary, non-task behaviors. Most content-based motivation theories are based on Maslow?s (1954) hierarchy of needs (psychological, safety, love, esteem and self-actualization). The most used and accepted classification of work-related motivation are McClelland (1961, 1985) categories of motivation (power, affiliation and achievement). 20
But despite their frequent acceptance and use, the measures were widely criticized on theoretical and measurement issues (Barbuto & Scholl, 1998; Harrell & Stahl, 1981). McClelland?s categories of motivation do not include work motives, such as task enjoyment and adherence to principles and values, and these missing aspects of motivation offer predicting value (Barbuto et al., 2000, 2002).
Leonard, Beauvais, and Scholl (1999) proposed a new typology of motivation sources, drawn from existing literature, consisting of five sources, namely: intrinsic process, instrumental, self-concept-external, self-concept-internal, and goal internalization. This typology was operationalized with subscales to measure the five sources of motivation (Barbuto and Scholl, 1998) and further developed and tested to predict leader?s behaviors (Barbuto and Scholl, 1999; Barbuto et al., 2002) and leaders? transformational leadership behaviors (Barbuto et al., 2000). The Motivation Sources Inventory (MSI), measuring the five sources of motivation gave a better prediction of influence tactics and transformational leadership than McClelland?s categories of motivation (Barbuto et al., 2000, 2002).
A description of the five sources of motivation follows:
1. Intrinsic process motivation: a person is motivated to perform certain kinds of work or behaves in a certain way just for the fun of it. The work itself acts as the incentive as employees enjoy what they are doing (Barbuto and Scholl, 1998). Similar constructs found in the literature are heteronomous morality (Kohlberg, 1976), impulsive (Kegan, 1982; Loevinger, 1976), pre-operational (Piaget, 1972), early existence needs (Alderfer, 1969), intrinsic pleasure needs (Murray, 1964) and psychological needs (Maslow, 1954). This motive has also been formulated as intrinsic motivation to obtain task pleasure (Deci, 1975) and as intrinsic task motivation nonexistent of any external controls or rewards (Staw, 1976). According to Deci (1975), this motive differs from the classic intrinsic or internal motivation mentioned in other literature. The classic intrinsic or internal motivation describes internal challenges and achievement outcomes and represented personal satisfaction 21
derived from achievements of goals and tasks. Whereas this motive was derived from immediate internal gratification, intrinsic process motivation is the driving force. 2. Instrumental motivation: instrumental rewards motivate people when they become aware that their behavior will lead to certain extrinsic tangible outcomes such as pay, promotion, bonuses etc. (Barbuto and Scholl, 1998). Similar constructs to this motive are alienative and calculative involvement (Etzioni, 1961), exchange theory (Barnard, 1938), legal compliance and external rewards (Katz and Kahn, 1978), need for power (McClelland, 1961; Murray, 1964), need for safety (Maslow, 1954) and stages of existence needs (Alderfer, 1969). This motive was derived from tangible external rewards, whereas the classic extrinsic or external motivation depended on social rewards such as praise and public recognition. 3. Self-concept external motivation: people seek affirmation of traits, competencies and values. Their motivation therefore tends to be externally based. Their ideal self is adopted from role expectations of reference groups and they behave in ways that satisfies reference group members, to gain acceptance and therefore to gain status (Barbuto and Scholl, 1998). Similar constructs are social moral involvement (Etzioni, 1961), extrinsic interpersonal motivation (Deci, 1975; Staw, 1976), social inducements, conformity to group attitudes and communion (Barnard, 1938), social identity theory (Ashford and Mael, 1989), interpersonal (Kegan, 1982; Kohlberg, 1976), early formal operational (Piaget, 1972), conformist (Loevinger, 1976), needs for affiliation (McClelland, 1961; Murray, 1964), needs for love, affection and belonging (Maslow, 1954), relatedness needs (Alderfer, 1969), employees seeking membership and seniority in organizations, approval from leaders and approval from groups (Katz and Kahn, 1978). Classic descriptions of social rewards or social exchanges are captured by self-concept external motivation. 4. Self-concept internal motivation: people with this motive are inner-directed, the motivation is internally based. Their ideal self is based on internal standards of traits, competencies and values and they behave to reinforce these standards to reach higher levels of competency (Barbuto and Scholl, 1998).
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Similar constructs to this motive are high need for achievement (McClelland, 1961; Murray, 1964)), internal motivation to overcome challenges (Deci, 1975), personal achievement (Staw, 1976), ideal of internalized motivation derived from role performance (Katz and Kahn, 1978), full formal operational (Piaget, 1972), social system (Kohlberg, 1976), institutional (Kegan, 1982), conscientious (Loevinger, 1976), need for esteem (Maslow, 1954), motivating factors (Herzberg, 1968), growth needs associated with developing one?s potential (Alderfer, 1969), self-evaluative mechanisms, self-regulation and personal standards (Bandura, 1986). 5. Goal internalization motivation: people with this motive adopt attitudes and behaviors, because the content is identical with their personal value systems. The worker believes in the cause and is motivated to work towards the goal of the collective. Similar constructs to this motive are value systems (Kelman, 1958), internalized values (Katz and Kahn, 1978), internal valence for outcome (Deci, 1975), pure moral involvement (Etzioni, 1961), postformal operational (Piaget, 1972), principled orientation (Kohlberg, 1976), interindividual (Kegan, 1982), autonomous (Loevinger, 1976), self-actualization (Maslow, 1954). Compared to the other four sources of motivation, goal internalization has a different viewpoint (Barbuto and Scholl, 1998). People who follow the intrinsic process motive need to enjoy the work being performed. People with instrumental motivation need an incentive or possible reward to perform the work. With self-concept external motivation, people comply when they believe their reputation or image will be accepted. With selfconcept internal motivation, people comply when there is a need to have a personal challenge. Whereas with goal internalized motivation it is not required that the goals of the organization can be attained with the assistance of the workers and it does not necessarily mean that the worker agrees with the organization?s mission. Goal internalized motivation represents the absence of self interest (Barbuto and Scholl, 1998). If all workers performed high in goal internalized motivation and low in the remaining four sources of motivation, leaders would only have to explain the goals of the organization and what should be done to accomplish them. 23
If the workers believed in the goals explained by the leaders, they would be motivated to perform any necessary tasks to achieve these goals.
2.5. Motivation and organizational citizenship behavior
According to researchers, an individual?s motivation is significantly related to his or her organizational citizenship behavior (Finkelstein & Penner, 2004; Rioux & Penner, 2001; Tang & Ibrahim, 1998). They statistically determined: ? ? Tang and Ibrahim (1998): significant relationship between achievement motivation and OCB Finkelstein & Penner (2004); Rioux & Penner (2001): significant relationship between organizational concern and pro-social values motives and OCB Other researchers (Allen and Rush, 1998) reported that employee OCB?s are rated by the leader?s perception of follower?s motives. Therefore it is expected that there is a significant relationship between employee OCB?s and their sources of motivation. Barbuto and Scholl (1999) (2000) reported a significant relationship between sources of motivation and leaders behaviors, leader-used influence tactics, transformational leadership behaviors and followers compliance. The motivation sources of Barbuto and Scholl (1998) were stronger predictors of leader?s behavior than McClelland?s needs constructs, which were also used as a predictor. Barbuto et al., (1998) research demonstrated that an individual?s source of motivation might account for a significant variance in leader and follower behaviors.
According to a meta-analysis (LePine, Erez and Johnson, 2002), OCB dimensions conceptualized by Organ (1998) were highly correlated to each other and there was no apparent variation in relationships with the most popular set of OCB antecedents, although many researchers considered OCB to consist of conceptually distinct behavioral dimensions.
24
People performing intrinsic process motivation participate in activities that they enjoy and create a pleasant work environment for themselves and other co-workers. Logically the assumption can be made that workers who enjoy their work are more likely to assist others and create a helping work climate and that these workers find organizational citizenships behaviors fun. But studies showed that this motive is not predictive of organizational behaviors and this trend is expected to continue in future research (Barbuto and Scholl, 1998; 1999; Barbuto et al., 2000). Instrumental motivation is also expected to have a negative relationship with organizational citizenship behavior, since people in this motive participate in formally rewarded activities and organizational citizenship behaviors are not formally rewarded. However research of Organ (1997) and others discussed the degree to which rewards motivate OCB and suggested that workers use indirect and informal beliefs about future rewards in their decisions to perform in certain organizational citizenship behaviors. OCB could be considered in larger contexts, such as future raises, performance reviews or other decisions in which rewards are made. Other researchers (Deci, Koestner and Ryan, 1999) reported in their examination of the effects of extrinsic rewards on intrinsic motivation, that tangible rewards undermine intrinsic motivation out of free choice. Barbuto et al., (2003) found a small negative relationship between instrumental motivation and OCB.
For self-concept external motivation, Barbuto and Scholl (1998) found similarities with McClelland?s (1961) need for affiliation. Tang and Ibrahim (1998) found no relationship between OCB and their need for affiliation. Barbuto et al. (2003) found a significant negative relationship, but could not proof much statistically. It is expected that OCB and self-concept external motivation would have a negative relationship, because of the fact that this motive requires some element of social reward or recognition for employee?s efforts and OCB is not formally rewarded by organizations. On the other hand because this motive is associated with positive feedback and acceptance from others, helping others may be recognized from this motive. OCB?s may be self-serving behaviors due to their positive attributions and social rewards that are created from OCB, according to Bolino, Turnley and Niehoff (2004). 25
But no studies have proven the social recognition for those engaging in OCB?s yet. The expectation for a relationship between self-concept external motivation and OCB is small negative.
People who are self-concept internally motivated highly hold themselves to a high standard of performance and perform activities that require their unique skills. For these people it is than more likely to follow activities on the job that help others or go beyond the adequate roles. Conscientiousness is considered to be the best predictor of OCB in the Big Five Personality dimensions (Organ, 1994) and individuals are than considered reliable, self-disciplined and dependable (Barrick and Mount, 1991) and these are the characteristics that people are likely to have if they score high for self-concept internal motivation. The five types of OCB found a significantly positive relation with value for achievement in Neuman and Kickul (1998) research and Tang and Ibrahim (1998) achievement motivation. Therefore a positive relationship is expected between selfconcept internal motivation and OCB.
People with a high goal internalized motive show principles and values and identify themselves with organizational goals and missions. Finkelstein and Penner (2004) determined a strong relation between OCB and motives such as organizational concern and prosocial values. They reported that organizational concern (desire to help the organization that stems from pride and identification that the individual has towards the organization) had a positive relationship with OCB?s. Therefore a small positive relationship is expected between goal internalized motivation and OCB.
26
2.6. Summary
Employees? motives may guide their behaviors, but also their discretionary, non-task behaviors (Organ, 1997). Motives as a predictor of OCB have been studied by several researchers, while content theories of work motivation have not been researched, except for the study of Barbuto, Brown, Wheeler and Wilhite (2003). Research on OCB?s continued since the introduction several years ago and was mainly focused on the effects of OCB?s on individual and organizational performance. OCB?s were widely considered positive behaviors, but their antecedents were less known. Organ (1997) advised researchers to pay more attention to the predictors of OCB?s, reminding that employee motives may offer an empirical explanation of the occurrence. At that moment there were no strong measures of employees? sources of motivation. Later on Barbuto and Scholl (1998, 1999) developed an instrument, Motivation Sources Inventory, to measure employees? work motivation and used it to predict leaders? behaviors. Following research (Barbuto, Fritz and Marx, 2000) which explored the relationship between employees? sources of motivation and organizational citizenship behavior, also demonstrated that the Motivation Sources Inventory has a strong predictive value. Most studies on work motivation focused on supervisory behaviors, thus using it to predict employee behavior was a necessary progression.
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Chapter 3 Methodology
3.1. Introduction
In quantitative research a researcher asks a narrow question, answers that question by collecting numerical data from participants and then analyses the data using statistics. The researcher hopes that these numbers will produce a fair result that can be specified to a larger population.2 The process of all these steps of quantitative research is described in this chapter. The chapter focuses on the research questions and objectives and how they have been investigated, by discussing the research approach, the research strategy, the sampling methods and the methods of analysis. The first section 3.1 gives a brief introduction of the chapter. Section 3.2 describes the research statement and objectives, while section 3.3 describes the research approach and section 3.4 the research strategy. The survey design is discussed in section 3.5 and the sampling method and method of analysis are described in respectively section 3.6 and 3.7.
3.2. Research problem
Reality shows that a lot of employees in the granite mining industry in West-Suriname lack motivation due to several reasons. For some employees the financial reward is more important, which sometimes leads to poor performance and low job tenure. Another issue that is noticed is that skilled and educated people rather apply for jobs within the more developed cities in the country. Whereas the granite mining industry in West-Suriname is located in the interior of Suriname, which is less developed and also long distance from the more developed cities (and also the capital city). Employees working in this industry would have to stay on the job for a longer period (because of the distance) and would not have a lot of recreation activities in their free time. These factors triggered the question why employees show this kind of behavior, why there is a lack of motivation and what kind of organizational behaviors influence these factors. Several studies and theories can be found to measure employee behaviors and / or organizational behavior.
2
Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Quantitative_research
28
But the interest in organizational citizenship behavior rose since several researches during the years showed that it might not only influence organizational effectiveness, but also enhance coworker and managerial productivity, adapt to environmental changes and improve the organizations ability to attract and retain the best people and obtain stability of organizational performance and organizational effectiveness by creating social capital (Organ et al., 2006, p. 200-202). OCB might also influence organizational effectiveness by freeing up resources for more productive purposes, reducing the need to use scarce resources and improving the coordination of activities (Organ et al., 2006). OCB?s are commonly considered to be positive behaviors, but their antecedents are less known. There are few studies that examined the OCB antecedents and tested several characteristics, such as conscientiousness (Organ and Lingl, 1995), agreeableness (Neuman & Kickul, 1998), need for achievement (Neuman & Kickul, 1998), organizational-based self-esteem (Tang & Ibrahim, 1998), emotional intelligence (Carmeli & Josman, 2006), and motives (Finkelstein, 2006). Organ (1997) necessitated that research of the predictors of OCB should be increased, stating that employee motives may offer empirical explanation for this phenomena. Therefore some studies examined motives as a predictor of OCB and stated that although employee motives may guide their behaviors, their motives may also guide their discretionary non-task behaviors. In the line of work motivation, only content theories have been researched, except for the study of Barbuto, Brown, Wheeler and Wilhite, 2003).
The objective of this study is: ? ? To have a better view of the different OCB factors and work motives. To measure to what extent organizational citizenship behavior influences work motivation in the granite mining industry in West-Suriname in order for the organization to know what kind of environment to provide their employees and increase the organizations effectiveness and productivity.
29
People should look for greater fulfillments in their careers and improve the quality of their work. Every organization should promote and encourage OCB behavior, which is a key feature in organizational behavior and find out what sources of motivation are triggered within employees. The concept of OCB is relatively new in Suriname and also for the industry chosen for this research. Hoping this research can help trigger the curiosity in other organizations and industries to measure these factors in their organization to perform better, produce more and work effectively in an environment where employees are comfortable working in.
3.3. Research approach
The research approach is dependent on the research question and objective and is one of the most important decisions of the thesis. To reach the purpose of this study, a quantitative approach was chosen, to discover to what extent the variables influence each other. Quantitative research is an empirical investigation of social phenomena using statistical, mathematical or computational techniques, with the objective to use mathematical models, theories and / or hypotheses related to phenomena. 3
This research used both exploratory and descriptive research. Exploratory research is also referred to as a theory to approach further research to help define research problems and research hypotheses. The research was exploratory in the sense that literature was studied to get more insight into the variables that were researched. Information on OCB, sources of work motivation and the relationship between work motivation and OCB were gathered. Thereby the different variables for this particular research problem were identified. This data was also used to support and correspond with the findings of the study. After the exploratory research, descriptive research was used to conduct a survey study to measure associations between the variables. Descriptive research describes things as they exist and is used to gather data on a particular problem or issue.4 The variables were measured using tested questionnaires for both OCB variables (Organ, 1988) and sources of motivation (MSI, Barbuto, 2004).
3 4
Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Quantitative_research Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Descriptive_research
30
For this research there were no hypotheses formulated, because this study researches whether there is OCB in the granite mining industry in West-Suriname and if these influence the work motivation. This is already answered with the results of this study. Testing for hypotheses in this study would be predicting something before knowing whether it exists or does not exist in this industry. That would be the next phase after this study.
3.4. Research strategy
This research is focused on variables influencing employee work motivation, which is explored by empirical research and a survey study. With these types of research a relatively high amount of reliable data can be collected against relatively low costs. The survey is generally easy understood and it allows the researcher to examine different variables from one survey. A survey also enables the researcher to easily identify and describe the opinion of the respondent, is simple to administrate and the most appropriate technique for descriptive research to obtain primary data.
The data for this research was gathered from documents, research papers, articles and theory. A field survey was also conducted in order to measure the variables, using tested questionnaires. The results from the questionnaires were analyzed in SPSS and with the results should be concluded to what extent OCB influences work motivation in the granite mining industry in West-Suriname.
3.5. Survey design
In descriptive research survey design is considered one of the most appropriate techniques to acquire primary data. Starting with a brief introduction about the purpose of the survey and the guidelines for answering the questions, the questionnaire consisted of three sections. In the first section the control variables were measured consisting of; age group, geographic location, educational level, job tenure and job category. Geographic location was distributed into five options based on the main cities and or countries where the respondents live. This information was provided by the organization.
31
The question regarding the educational level consisted of three options; primary education, secondary education and higher education. Primary education includes primary school, secondary education includes elementary school and high school and higher education includes college and grad school. Job category included thirteen options based on the functions of the employees.
In the second part of the questionnaire the independent variables (OCB) were measured and consisted of fourteen questions. Five questions for altruism, five questions for conscientiousness and four questions for civic virtue. In the last part of the questionnaire the dependent variables (sources of motivation) were measured and consisted of thirty questions, six questions for each motivation source.
The original questionnaire was constructed in English using existing (tested) questionnaires. Because the spoken language in Suriname is Dutch, the questionnaires were translated into Dutch. Afterwards the questionnaires were translated back into English by an independent translator in order to optimize the quality and reliability of the translation.
3.6. Sampling methods
Sampling procedures are critical in survey design. Incorrect sampling procedures will cause the data to be invalid. A sample is part of a sub-set of the entire population (group of people). It is important that in every sample there is a representation of the whole group. There is no particular sample size.5 In this part a chronological order is given of how the sample was selected, the different measures that were used and the survey procedures.
3.6.1. Sample
In the granite mining industry in West-Suriname only one organization is operational. Within that organization it was possible to survey all the employees. Therefore no specific sample strategy was used. Looking at the sample it can be noted that the total sample included 66 respondents.
5
Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Sampling_(statistics)
32
The sample consisted of employees on all levels in the organization, meaning that the sample was diverse and representative of the organization. Out of the 66 respondents only 59 could be surveyed, due to the absence of some employee?s.
3.6.2. Measures
In the first section the moderating variables (age group, geographic location, job tenure, educational level and job category) were assessed. Within the OCB research the researchers Lee and Allen (2002) could not find significant influences of the control variables age, organizational tenure and organizational level. Other researchers on the other hand found positive influences between OCB and lengths of service (Chiu and Tsai, 2006) and between OCB and educational level (Smith, Organ and Near, 1983).
In section number two the OCB dimensions (dependent variables) were assessed. To measure these variables three of the five dimensions from Podsakoff et.al (2000) were used, since these are widely used throughout OCB literature all over the world. There are different dimensions to measure OCB, but a lot of them overlap each other in concept. The three OCB dimensions selected for this research, namely; altruism, conscientiousness and civic virtue, were measured using an existing scale (Organ, 1988). Each dimension was split up into four or five items to measure the dimension in a correct way, using a likert-type scale ranging from one to four (1 = strongly agree, 2 = agree, 3 = disagree, 4 = strongly disagree).
In the last section the sources of motivation were measured using the Motivation Sources Inventory (MSI, Barbuto, 2004). The MSI contains thirty items, six for every motive, measured using a likert-type scale ranging from one to four (1 = strongly agree, 2 = agree, 3 = disagree, 4 = strongly disagree) and measures each employee?s five sources of motivation. In previous studies the MSI showed a reliability coefficient above 0.7, meaning that the scales are reliable.
To statistically analyze the data, in order to draw conclusions from the research, measurement scales are used to categorize and / or quantify variables. 33
The commonly used measurement scales in statistics are: nominal, ordinal, interval and ratio scales.6 The types of measurement scales used in the questionnaire for this research are; nominal, ordinal and interval scale. The questions in the first section of the questionnaire are nominal scale for geographic location and job category and ordinal scale for education level and job tenure. These questions are nominal, because the categories of these variables are just names and have no particular order, so there is no magnitude, no equal interval and no absolute zero. The questions concerning age group, educational level and job tenure are ordinal, because they have an inherent order, but no magnitude and absolute zero point. The questions in section two and section three are all interval scale, since they have an equal interval and they are produced in a likert-type scale.
3.6.3. Procedures
The data was collected using the personal survey method. An appointment was made when the survey could be taken and the purpose of the study and the procedure of how the questionnaires would be taken were explained. A date was set and the employees were informed in advance about the visit for the research. The survey was taken personally by the researcher and two other administrative workers, since the survey was scheduled to be taken in one day, due to the distance that needed to be traveled to visit the company site. The administrative workers were prepared and trained by the researcher how to interview the respondents and were each given a list of the respondents they needed to interview. Because of the low educational level of the respondents and the difficulty of some of the questions, the questionnaires were taken in the form of an interview. The questions were explained to the respondents and they were assured of anonymity.
3.7. Methods of analysis
The data, collected from the questionnaires, was summarized and analyzed in SPSS (Statistical Package for Social Science) version 19.0 and several data techniques were assessed to analyze the data.
6
StatTrek (2011). Retrieved from:http://stattrek.com/ap-statistics-1/measurement-scales.aspx
34
Descriptive statistics were applied to collect, organize, summarize and present the data, to interpret the data in simple and structured way.7 The descriptive statistics used in this research are frequencies and descriptives. The inferential statistics that are applied are reliability, multiple regression and Pearson correlation analysis.
The analysis of the Motivation Sources Inventory included dividing the thirty different items into five individual subscales (Intrinsic Process, Instrumental, Self Concept Internal, Self Concept External and Goal Internalization), to have a better view of the factors that are driven by the individual sources of motivation.
3.8. Summary
Based on what kind of research is done, the right research methodology is selected. This study is a quantitative study and therefore quantitative research method is chosen. Firstly the research was defined with the research problem and objectives. Afterwards was described how the research was approached, using descriptive and exploratory research methods. The tools used for gathering data for this research, being a survey were discussed. Also the design of the survey, the sample selection, sampling measures and sampling procedures were described. The last stage of methodology was the analysis of the data, where the data was interpreted using SPSS.
7
Laerd Statistics (2011). Retrieved from:http://statistics.laerd.com/statistical-guides/descriptiveinferential-statistics.php
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Chapter 4 Data findings
4.1. Introduction
This chapter reports the findings that resulted from the data that was collected. Section 4.1 gives a brief introduction of the chapter, while section 4.2 data planning describes how the data is organized and prepared for analysis. Section 4.3 shows an outline of the data gathered, while section 4.4 explains the descriptive statistics and section 4.5 explains the inferential statistics. Section 4.6 summarizes this chapter.
4.2. Data planning
In order to report the main findings, the data should be organized and screened for completeness. Out of the 66 distributed questionnaires, only 59 are complete. The other 7 questionnaires are not completed, because some respondents were absent when the survey was taken. All completed questionnaires have no errors, because they were taken using the personal survey method, where interviewers made sure all the questions were completed. A code table is conducted for the questionnaires, where each question and given answer has a code. The codes of the questions and answers in the code table are in the same order as the questionnaires. The coding of the data is necessary for processing the data in SPSS. For the ease of the analysis some variables are combined into one new variable, which is done before the analysis.
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4.3. Data outline
The data outline summarizes the data gathered through questionnaires. The table below illustrates the demographic frequencies.
No. of respondents (N = 59) 1 Age 18 – 26 years 26 – 34 years 35 – 44 years 45 + Geographic location Paramaribo Nickerie Sipaliwini Commewijne Guyana Job tenure Less than 1 year 1 – 4 years 5 – 10 years More than 10 years Educational level Primary education Secondary education Higher education Job category Manager Supervisor Truck driver Machine operator Warehouse manager Helper Welder Driller Mechanic Electrician Crusher controller Administrative worker 13 17 13 16
%
Cumulative %
22.0 28.8 22.0 27.1
22.0 50.8 72.9 100.0
2
20 4 25 1 9
33.9 6.8 42.4 1.7 15.3
33.9 40.7 83.1 84.7 100.0
3
3 36 15 5
5.1 61.0 25.4 8.5
5.1 66.1 91.5 100.0
4
39 18 2
66.1 30.5 3.4
66.1 96.6 100.0
5
2 5 5 14 2 14 3 3 5 1 2 3
3.4 8.5 8.5 23.7 3.4 23.7 5.1 5.1 8.5 1.7 3.4 5.1
3.4 11.9 20.3 44.1 47.5 71.2 76.3 81.4 89.8 91.5 94.9 100.0
Table 4.1: Frequency table of demographic factors Source: developed from survey data
37
4.6. Descriptive statistics
This part of the chapter describes the result of the independent variables (OCB) and the dependent variables (sources of motivation), starting with the questions in section II of the questionnaire which are related to the OCB variables. These are shown in the table below. Organizational citizenship behaviors
Statement N Minimum (Strongly disagree) 1. It is important to help others who have been absent Even if I?m busy with my own work, I try to help others who have heavier workloads than I do New people should ask for directions themselves, I can?t help them all the time If my colleague has a work-related problem I try my very best to help him I will only help colleagues who helped me in the past I am more attendant at work than most of my colleagues I am earlier at work than the official working time Even when no one is watching I act according the rules and regulations of the company I believe in giving an honest day?s work for an honest day?s pay 59 2 Maximum (Strongly agree) 4 3.19 3 Mean Mode
2.
59
2
4
3.07
3
3.
59
1
4
2.81
3
4.
59
3
4
3.03
3
5.
59
1
4
2.32
2
6.
59
2
4
2.47
2
7.
59
2
4
2.97
3
8.
59
2
4
3.02
3
9.
59
3
4
3.19
3
10. I tend to do things my own way to get to a result instead of doing it via the protocols of the company 11. It is important to attend all meetings, even if they are not mandatory 12. Changes in the organization don?t really interest me
59
1
4
2.12
2
59
1
4
2.98
3
59
1
3
2.08
2
38
13. I always read and try to keep up with organization announcements and memo?s 14. I try to put a lot of effort in my work in order to help the company image
59
3
4
3.10
3
59
3
4
3.24
3
Table 4.2: Descriptive results of respondents OCB’s Source: developed from survey data
There are several numerical descriptive measures to describe the data set and are useful to make inferences for a population. In this research the mean, mode, minimum and maximum are described. The mean and the mode are characterized as measures of central tendency (location). The mean indicates the extent to which the sample group agrees or does not agree with the different statements. A higher mean indicates that respondents agree more with the statement and a lower mean indicates that they disagree more with the statement. The mean is an appropriate measure for likert scale questions, since the number that is coded can give a feel for which direction the average answer is8. The mode is the item that occurs most often in the data set. There may be one mode, multiple modes or no modes. The minimum and maximum mention values as the extremes and are characterized as measures of dispersion (variability).
The questions in section III of the questionnaire measure the motivation sources inventory and consist of 30 items, six for each sub-scale. For ease of the analysis the items are divided into the five subscales, where every subscale includes the statements related to that scale. The results of these variables are shown in the tables below.
8
Retrieved from:http://www.uni.edu/its/support/article/604#fr.
39
Intrinsic Process Motivation
Statement N Minimum (Strongly disagree) 1. 2. I prefer to do things that are fun I get excited when working on things I enjoy doing I often put off work so I can do something better I get excited when I know I?ll be doing my favorite activities I prefer to spend time with people who are fun to be with When choosing jobs, I consider which job will be most fun 59 2 Maximum (Strongly agree) 4 2.71 3 Mean Mode
59 59
2 1
4 3
3.15 2.05
3 2
3.
4.
59 59
2 2
4 4
3.24 2.68
3 3
5.
6.
59
2
4
2.69
3
Table 4.3: Descriptive results of respondents’ intrinsic process motivation Source: developed from survey data Instrumental Motivation
Statement N Minimum (Strongly disagree) 1. I like to be rewarded for extra responsibilities I will work harder if I get paid for the extra effort I work harder if I know my efforts will lead to better rewards I work hard to find ways to earn more income I like to find ways to earn more money I like to keep looking for better business opportunities 59 2 Maximum (Strongly agree) 4 3.08 3 Mean Mode
2.
59
2
4
3.32
3
3.
59
2
4
3.25
3
4.
59 59
2 2
4 4
3.19 2.85
3 3
5. 6.
59
1
3
2.08
2
Table 4.4: Descriptive results of respondents’ instrumental motivation Source: developed from survey data
40
Self-concept External Motivation
Statement N Minimum (Strongly disagree) 1. It is important that others appreciate the work I do I like to get recognition for a job well done I work harder if I know my efforts will be praised I am motivated when people make me feel appreciated I work hard on the job to strengthen my reputation I give my best effort when I know others will notice 59 2 Maximum (Strongly agree) 4 3.19 3 Mean Mode
2.
59
2
4
3.36
3
3.
59
2
4
3.24
3
4.
59
2
4
3.24
3
5.
59
2
4
3.14
3
6.
59
2
4
3.00
3
Table 4.5: Descriptive results of respondents’ self concept external motivation Source: developed from survey data
Self-concept Internal Motivation
Statement N Minimum (Strongly disagree) 1. Decisions I make reflect my personal standards It is important that my work requires my unique skills I work harder if I know my skills are needed My favorite tasks are those that are the most challenging I prefer to do things that give me a sense of achievement I am motivated when my skills are needed 59 2 Maximum (Strongly agree) 4 3.07 3 Mean Mode
2.
59
3
4
3.27
3
3.
59
2
4
3.25
3
4.
59
2
4
3.10
3
5.
59
2
4
3.07
3
6.
59
2
4
3.08
3
Table 4.6: Descriptive results of respondents’ self concept internal motivation Source: developed from survey data 41
Goal Internalization Motivation
Statement N Minimum (Strongly disagree) 1. I work hard for a company if I agree with its mission I need to believe in a cause before I work hard When I believe in the cause, I work hard to help it succeed I work hard when I feel a sense of purpose in the work I am energized when I agree with an organization?s purpose My motivation will be high when I believe in what I?m doing 59 2 Maximum (Strongly agree) 4 3.15 3 Mean Mode
2.
59
2
4
3.10
3
3.
59
2
4
3.25
3
4.
59
2
4
3.19
3
5.
59
2
4
3.07
3
6.
59
3
4
3.14
3
Table 4.7: Descriptive results of respondents’ goal internalization motivation Source: developed from survey data
4.7. Reliability analysis
In order to know if the variables measured in research are consistent, a reliability test is done. A measure is considered reliable if it has a coefficient alpha (Cronbach?s alpha) of .70 or above. The Cronbach?s Alpha for the variables used in this study are shown in the table below. Cronbach’s Alpha (?)
.640 .642 .688 .754 .693 .718
Variables (Items)
OCB (14) Intrinsic process motivation (5) Instrumental motivation (5) Self concept external motivation (5) Self concept internal motivation (5) Goal internalization (5)
Table 4.8: Reliability results of dependent & independent variables Source: developed from survey data 42
Table 4.8 above shows the reliabilities of the variables measured in this research. The OCB scales had reliabilities close to the desired alpha level of .70, which is .64. The motivation subscales of the motivation sources inventory had reliabilities ranging from .64 to .75. Only the reliability of intrinsic motivation is lower than .70 and is higher if the third item in that subscale is removed. If the reliability of all the items of the motivation sources inventory is tested together, the reliability is higher than .90. The reliability of the OCB scales is tested together, because only the three commonly used scales are measured in this research. These results were expected since the instruments used for sources of motivation (Barbuto and Scholl, 2004) and OCB (Organ, 1988) have been found to be reliable in previous studies.
4.6. Inferential statistics
In this section of the chapter the relationships between the different variables are tested in order to answer the research questions. The examination of the relationships is based on the correlation of these variables. Correlation is a statistical technique that shows how strong two or more variables are related to each other or the degree of association between the variables. This is measured by the correlation coefficient and should always be in the range of -1 (perfect negative correlation) through 0 (lack of correlation) to 1 (perfect positive correlation). The correlation coefficient (r-value) tells you the extent to which you can guess the value of one variable given a value of the other variable. The significance value (p-value) tells you whether to accept or reject hypotheses and is the probability that the correlation is one just by chance9.
9
StatSoft (2011). Retrieved from:http://www.statsoft.com/textbook/basic-statistics/#Correlationsa
43
The correlation strengths are determined on the basis of the following standards:
Correlation (size) Small (low) Medium (moderate) Large (strong)
Negative -0.3 to -0.1 -0.5 to -0.3 -1.0 to -0.5
Positive 0.1 to 0.3 0.3 to 0.5 0.5 to 1.0
Table 4.9: Interpretation of the size of a correlation Source:http://en.wikipedia.org/wiki/Pearson_product-moment_correlation_coefficient
The testing of the different variables based on the correlation coefficient revealed some relationships. For the OCB variables a strong correlation is found between altruism and conscientiousness (r = 0.52) and also between conscientiousness and civic virtue (r = 0.50). Between altruism and civic virtue a moderate correlation (r = 0.33) is found.
There is a certain relationship between the different sources of motivation, because if there were no relation, these variables would not have been used to measure the concept of motivation. The correlation analysis proves that the above mentioned is correct. The correlation data results show strong correlations between the different sources of motivation. Table 4.10 below gives an overview of the r-values.
Intrinsic
Instrumental
Self-concept external
Self-concept internal
Goal internalization
Intrinsic Instrumental Self-concept external Self-concept internal Goal internalization
1.00 0.68 0.68 0.62 0.53 1.00 0.82 0.64 0.62 1.00 0.84 0.81 1.00 0.84 1.00
Table 4.10: Correlation results sources of motivation Source: developed from survey data
44
Between the moderating variables and the dependent and independent variables some relationships are found. Education level and instrumental motivation (r = 0.32) shows a moderate correlation and education level and self-concept external motivation (r = 0.27) shows a low correlation. Between job tenure and altruism a low correlation is found (r = 0.26). Also worth mentioning is the strong correlation between age group and job tenure (r = 0.56).
Looking at the relationships between the independent and dependent variables, only one relationship is shown. Between conscientiousness and goal internalization there is a moderate correlation (r = 0.33).
After the correlation analysis the next step is the regression analysis. The regression analysis is a collection of statistical techniques serving as a basis to model and analyze several variables, focusing on the relationship between a dependent variable and one or more independent variable. These relationships include a response variable and several predictors (regressors). Response variable is the dependent variable and the predictor is the independent variable. The regression analysis helps to understand how the typical value of the dependent variable changes when any one of the independent variables is varied, while the other independent variables are held fixed. It helps to understand which of the independent variables are related to the dependent variable, and to explore the forms of these relationships. When interpreting regression analysis, the research questions should always be the starting point 10.
As seen in the conceptual model in figure 1.1 the independent variables were grouped under OCB and consist of altruism, conscientiousness and civic virtue. The dependent variables were grouped under work motivation and consist of intrinsic process motivation, instrumental motivation, self-concept external motivation, self-concept internal motivation and goal internalization. The moderating variables consist of age group, geographic location, educational level, job tenure and job category.
10
Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Regression_analysis
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For this research the regression analysis was conducted using the following variables: ? OCB variables and moderating variables as predictors versus response variable intrinsic motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.32 and about 10% of the variance in intrinsic motivation is explained by the OCB- and moderating variables (R Square = 0.102) ? OCB variables and moderating variables as predictors versus response variable instrumental motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.46 and about 21% of the variance in instrumental motivation is explained by the OCB- and moderating variables (R Square = 0.212 ) ? OCB variables and moderating variables as predictors versus response variable selfconcept external motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.42 and about 18% of the variance in self-concept external motivation is explained by the OCB- and moderating variables (R Square = 0.177) ? OCB variables and moderating variables as predictors versus response variable selfconcept internal motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.35 and about 12% of the variance in self-concept internal motivation is explained by the OCB- and moderating variables (R Square = 0.121) ? OCB variables and moderating variables as predictors versus response variable goal internalization motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.45 and about 20% of the variance in goal internalization motivation is explained by the OCB- and moderating variables (R Square = 0.203)
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4.7. Summary
This chapter describes the findings of the data gathered from the survey, to gain more insight on the data. The findings start with a data outline of the demographic factors and the organizational citizenship behaviors and the sources of motivation of the sample size, expressed in numbers and percentages. Thereafter the inferential statistics are described, which show the possible relationships between the different variables by correlation and regression analysis.
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Chapter 5 Data analysis
5.1. Introduction
This chapter describes the analysis of the data based on the findings described in the previous chapter. The focus is on the research questions and answering the research questions according to the results of the data. The results of the descriptive and inferential statistics are analyzed in respectively section 5.2 and section 5.3, preceded with an introduction of this chapter in section 5.1. The chapter is closed with a summary in section 5.4.
5.2. Descriptive analysis
The frequency table of the demographic factors in (table 4.1) shows the distribution of the sample size. Looking at age group there is an equally fair distribution with the biggest age group of 26 to 34 years (28.8%). As expected the majority of the employees lives in Sipaliwini (West-Suriname, where the company is located), according to the frequency results (42.2%). This was expected because with the establishment of the company in West-Suriname they created employment for the local population. The second biggest group of employees lives in the capital city Paramaribo (33.9%). In terms of educational level there is not an equal distribution. The majority of the employees received primary education (66.1%), while only 3.4% has higher education and 30.5% secondary education. Employees staying within the company between 1 to 4 years (61%) is the largest group, while 8.5% of the employees work for more than 10 years. The second part of the descriptive statistics analyzes the respondents OCB?s and sources of work motivation. The following table describes the frequency results of the OCB statements.
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Organizational citizenship behaviors
Statement Strongly disagree 1. It is important to help others who have been absent Even if I?m busy with my own work, I try to help others who have heavier workloads than I do New people should ask for directions themselves, I can?t help them all the time If my colleague has a work-related problem I try my very best to help him I will only help colleagues who helped me in the past I am more attendant at work than most of my colleagues I am earlier at work than the official working time Even when no one is watching I act according the rules and regulations of the company I believe in giving an honest day?s work for an honest day?s pay 1 (1.7%) 52 (88.1%) 3 (5.1%) 37 (62.7%) 1 (1.7%) 4 (6.8%) 40 (67.8%) Disagree Agree Strongly agree 15 (25.4%)
2.
3 (5.1%)
49 (83.1%)
7 (11.9%)
3.
13 (22%)
41 (69.5%)
4 (6.8%)
4.
57 (96.6%)
2 (3.4%)
5.
16 (27.1%)
3 (5.1%)
6.
34 (57.6%)
22 (37.3%)
3 (5.1%)
7.
6 (10.2%)
49 (83.1%)
4 (6.8%)
8.
3 (5.1%)
52 (88.1%)
4 (6.8%)
9.
48 (81.4%)
11 (18.6%)
10. I tend to do things my own way to get to a result instead of doing it via the protocols of the company 11. It is important to attend all meetings, even if they are not mandatory 12. Changes in the organization don?t really interest me 13. I always read and try to keep up with organization announcements and memo?s 14. I try to put a lot of effort in my work in order to help the company image
4 (6.8%)
2 (3.4%)
1 (1.7%)
4 (6.8%)
49 (83.1%)
5 (8.5%)
2 (3.4%)
50 (84.7%)
7 (11.9%)
53 (89.8%)
6 (10.2%)
45 (76.3%)
14 (23.7%)
Table 5.1: Frequency results of OCB statements Source: developed from survey data
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The highest frequency per category is marked in red. Looking at these results we can state that a major part of the respondents disagree that they would only help colleagues who helped them in the past (62.7%). Employees also disagree that they are more attendant than most of their colleagues (57.6%. Furthermore they disagree that they tend to do things their own way to get results instead of following company rules (88.1%) and that changes in the organization don?t really interest them (84.7%). On the other hand a major part of the respondents agree with the remaining statements. It can be concluded that employees find it important to help others who have been absent (67.8%), have heavier workloads (83.1%) or work-related problems (96.6%). Employees also attend work earlier than required (83.1%), obey company rules and regulations (88.1%), attend meetings (83.1%) and keep up with company announcements (89.8%). Employees put effort in their work to help the company image (76.3%) and believe in an honest day?s work for an honest day?s pay (81.4%).
The following tables 5.2 to 5.6 describe the frequency results of the sources of work motivation statements.
Intrinsic process motivation
Statement Strongly disagree 1. 2. I prefer to do things that are fun I get excited when working on things I enjoy doing I often put off work so I can do something better I get excited when I know I?ll be doing my favorite activities I prefer to spend time with people who are fun to be with When choosing jobs, I consider which job will be most fun 2 (3.4%) 18 (30.5%) 5 (8.5%) 40 (67.8% 40 (67.8%) Disagree Agree Strongly agree 1 (1.7%) 14 (23.7%)
3.
52 (88.1%)
5 (8.5%)
4.
4 (6.8%)
37 (62.7%)
18 (30.5%)
5.
25 (42.4%)
28 (47.5%)
6 (10.2%)
6.
22 (37.3%)
33 (55.9%)
4 (6.8%)
Table 5.2: Frequency results of intrinsic process motivation statements Source: developed from survey data 50
Instrumental Motivation
Statement Strongly disagree 1. I like to be rewarded for extra responsibilities I will work harder if I get paid for the extra effort I work harder if I know my efforts will lead to better rewards I work hard to find ways to earn more income I like to find ways to earn more money I like to keep looking for better business opportunities 3 (5.1%) 6 (10.2%) 42 (71.2%) Disagree Agree Strongly agree 11 (18.6%)
2.
4 (6.8%)
32 (54.2%)
23 (39%)
3.
6 (10.2%)
32 (54.5%)
21 (35.6%)
4.
7 (11.9%)
34 (57.6%)
18 (30.5%)
5. 6.
17 (28.8%) 48 (81.4%)
34 (57.6%) 8 (13.6%)
8 (13.6%)
Table 5.3: Frequency results of instrumental motivation statements Source: developed from survey data
Self-concept External Motivation
Statement Strongly disagree 1. It is important that others appreciate the work I do I like to get recognition for a job well done I work harder if I know my efforts will be praised I am motivated when people make me feel appreciated I work hard on the job to strengthen my reputation I give my best effort when I know others will notice 3 (5.1%) 42 (71.2%) Disagree Agree Strongly agree 14 (23.7%)
2.
1 (1.7%)
36 (61%)
22 (37.3%)
3.
7 (11.9%)
31 (52.5%)
21 (35.6%)
4.
2 (3.4%)
41 (69.5%)
16 (27.1%)
5.
3 (5.1%)
45 (76.3%)
11 (18.6%)
6.
5 (8.5%)
49 (83.1%)
5 (8.5%)
Table 5.4: Frequency results of self concept external motivation statements Source: developed from survey data
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Self-concept Internal Motivation
Statement Strongly disagree 1. Decisions I make reflect my personal standards It is important that my work requires my unique skills I work harder if I know my skills are needed My favorite tasks are those that are the most challenging I prefer to do things that give me a sense of achievement I am motivated when my skills are needed 5 (8.5%) 7 (11.9%) 41 (69.5%) Disagree Agree Strongly agree 11 (18.6%)
2.
43 (72.9%)
16 (27.1%)
3.
34 (57.6%)
20 (33.9%)
4.
5 (8.5%)
43 (72.9%)
11 (18.6%)
5.
4 (6.8%)
47 (79.7%)
8 (13.6%)
6.
1 (1.7%)
52 (88.1%)
6 (10.2%)
Table 5.5: Frequency results of self concept internal motivation statements Source: developed from survey data
Goal Internalization Motivation
Statement Strongly disagree 1. I work hard for a company if I agree with its mission I need to believe in a cause before I work hard When I believe in the cause, I work hard to help it succeed I work hard when I feel a sense of purpose in the work I am energized when I agree with an organization?s purpose My motivation will be high when I believe in what I?m doing 2 (3.4%) 46 (78%) Disagree Agree Strongly agree 11 (18.6%)
2.
11 (18.6%)
31 (52.5%)
17 (28.8%)
3.
1 (1.7%)
42 (71.2%)
16 (27.1%)
4.
2 (3.4%)
44 (74.6%)
13 (22%)
5.
5 (8.5%)
45 (76.3%)
9 (15.3%)
6.
51 (86.4%)
8 (13.6%)
Table 5.6: Frequency results of goal internalization motivation statements Source: developed from survey data
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The majority of the respondents agree with the statements covering the sources of motivation. Within the intrinsic source of motivation statements about 88.1% of the respondents disagree that they put off work so that they can do something better. Within the instrumental source of motivation statements 81.4% of the respondents disagree that they like to keep looking for better business opportunities. For the rest of the intrinsicand instrumental motivation statements, respondents mostly agree with the statements. Within the self-concept external-, self-concept internal- and goal internalization source of motivation the respondents mostly agree with the statements. Therefore can be concluded that employees showing intrinsic motivation prefer doing fun things (67.8%) and spending time with fun people (47.5%). They get excited while working on things they enjoy doing (67.8%) and knowing that they will be doing their favorite activities (62.7%). They also consider whether a job will be most fun when choosing jobs (55.9%).
Employees showing instrumental motivation like to be rewarded for extra responsibilities (71.2%) and paid for extra work (54.2%). They work harder if their efforts will lead to rewards (54.5%), work hard finding ways to earn more income (57.6%) and like to find ways to earn more money (57.6%).
Looking at self-concept external motivation, employees find it important (71.2%) and are motivated (69.5%) by the fact that others appreciate, praise (52.5%) and recognize (61%) their work and effort. They also give their best effort when others notice (83.1%) it and they work hard on strengthening their reputation (76.3%).
Employees also have high self-concept internal motivation, because they mostly agree that they are motivated (88.1%) and work harder (57.6%) when their skills are needed and find it important that their unique skills are required in their work (72.9%). Challenging tasks are their favorite (72.9%), they prefer doing things that give them a sense of achievement (79.7%) and 69.5% make decisions that reflect their personal standards.
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For goal internalization motivation respondents mostly agree on the fact that they need to believe in a cause before they work hard (52.5%) and if they believe in it they work hard to help it succeed (71.2%). They work hard if they agree with the company mission (78%) and feel a sense of purpose in their work (74.6%). They are energized when they believe in the organizations purpose (76.3%) and their motivation is high when they believe in what they are doing (86.4%).
5.3. Inferential analysis
This section analyses the results of the correlation and regression findings. Starting with the correlation findings it can be stated that the correlation coefficient revealed some relationships. The different sources of motivation did seem to correlate with each other as expected (table 4.10: correlation results sources of motivation), because if there were no relation, these variables would not have been used to measure the concept of motivation. The same argument applies for the OCB variables. As also mentioned in the literature review a meta-analysis conducted by LePine, Erez and Johnson (2002), OCB dimensions conceptualized by Organ (1998) are highly correlated to each other.
Furthermore it is interesting to see that goal internalization and conscientiousness show a moderate positive correlation (r = 0.33). This means that a higher conscientiousness behavior would motivate employees in a goal internalized way. Just like described in the definition of goal internalization motivation, people with this motive adopt attitudes and behaviors that are identical with their personal values systems, believe in a cause and are motivated to work towards the goal of the collective. Whereas the definition of conscientiousness states that people with this behavior go beyond the minimum organization requirements and is not related to helping a specific person but generalized to the group. Looking at the definitions of both variables the positive relationship is noticeable, because both variables value a group or collective.
Another aspect that draws attention is the relationship between educational level and instrumental motivation, which shows a moderate correlation (r = 0.32). This means that a higher educational level would motivate employees in an instrumental way. 54
People who are motivated in an instrumental way are motivated by rewards when they become aware that their behavior will lead to a certain extrinsic tangible outcome such as pay, promotion, bonuses etc. Educational level also relates to self-concept external motivation (low correlation; r = 0.27), meaning that a higher educational level would motivate employees in a self-concept external way. Meaning the employees motivations will be based on external facts, such as adopting role expectations from reference groups, gaining acceptance and therefore gain status.
For the other moderating variables can be noted that there is a small (low) relationship (r = 0.26) between job tenure and altruism, meaning a higher job tenure would lead to altruism behavior. So the longer an employee stays within the company, the more altruism behavior the employee will show. But this is just a small relationship. Job tenure also relates to age group (high correlation; r = 0.56), meaning a higher age group would lead to a higher job tenure.
5.4. Study findings analysis
The research question of this study is; “to what extent does organizational citizenship behavior influence work motivation in the granite mining industry in West-Suriname?” But before answering the research question, the questions that should be answered are whether these variables (OCB and work motivation) exist or do not exist in the industry selected for this research. This is done by answering the sub research questions.
The first sub research question is: What forms of organizational citizenship behavior are commonly performed by employees in the granite mining industry in West-Suriname? Referring back to the findings of the descriptive statistics in section 4.6 it shows that for the OCB variables the majority of the statements have high mean values, meaning that the respondents agree more with the statements. Looking at the frequency results of these variables in table 5.1 the percentages show that respondents agree more to these statements. There is disagreement on some statements, but much less than agreement.
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Looking at these results can be stated that the OCB variables (altruism, conscientiousness and civic virtue) can be recognized in the granite mining industry in West-Suriname.
The second sub research question is: What sources of work motivation can be recognized in the granite mining industry in West-Suriname? Referring back to the findings of the descriptive statistics in section 4.6 it shows that for the sources of motivation the majority of the statements have high mean values, meaning that the respondents agree more with the statements. The mode values (the item that occurs most often in the data set) of these statements also reveal that most respondents agree with the statements. The overall mode values are 3 (agree), only two statements show a mode of 2 (disagree). Looking at the frequency results of these variables in table 5.2 to 5.6 the percentages show that respondents agree more to these statements. Looking at these results can be stated that the sources of motivation can be recognized in the granite mining industry in West-Suriname.
Now that the results have shown that OCB and sources of motivation are recognized in the granite mining industry, the conclusion can be drawn whether OCB influences work motivation. According to the literature researchers (Finkelstein & Penner, 2004; Rioux & Penner, 2001; Tang & Ibrahim, 1998) state that an individual?s motivation is significantly related to his or her organizational citizenship behavior. Also mentioned in other researches (Allen and Rush, 1998) is that employee OCB?s are rated by the leader?s perception of follower?s motives. Therefore it is expected that there is a significant relationship between employee OCB?s and their sources of motivation.
Studies of Barbuto and Scholl, (1998); (1999); Barbuto et al., (2000) show that intrinsic process motivation is not predictive of organizational behaviors and this trend is expected to continue in future research. People with intrinsic process motive participate in activities that they enjoy and create a pleasant work environment for themselves and other co-workers. Often the assumption is made that workers who enjoy their work are more likely to assist others and create a helping work climate and that these workers find organizational citizenships behaviors fun. 56
Instrumental motivation is also expected to have a negative relationship with organizational citizenship behavior, since people in this motive participate in formally rewarded activities and organizational citizenship behaviors are not formally rewarded. Barbuto et al., (2003) found a small negative relationship between instrumental motivation and OCB. According to the quantitative analysis of this research there is no relationship between intrinsic process motivation and OCB and no relationship between instrumental motivation and OCB (correlation results shown in table D3 in the appendices). Instrumental motivation is only moderately correlated to educational level in this research (r = 0.32) at 0.05 significance level.
According to the literature review self-concept external motivation would have a negative relationship with OCB because this motive requires some element of social reward or recognition for employee?s efforts and OCB is not formally rewarded by organizations. On the other hand this motive may recognize helping others because it is associated with acceptance and giving others positive feedback. But no studies have proven this social recognition in OCB?s yet and the expectation for a relationship is small negative. According to this research there also is
It is expected that OCB and self-concept external motivation would have a negative relationship, because of the fact that this motive requires On the other hand because this motive is associated with positive feedback and acceptance from others, helping others may be recognized from this motive. OCB?s may be self-serving behaviors due to their positive attributions and social rewards that are created from OCB, according to Bolino, Turnley and Niehoff (2004). But no studies have proven the social recognition for those engaging in OCB?s yet. The expectation for a relationship between self-concept external motivation and OCB is small negative. In this study no significant relationship was found between these variables.
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People who are self-concept internally motivated highly hold themselves to a high standard of performance and perform activities that require their unique skills. For these people it is than more likely to follow activities on the job that help others or go beyond the adequate roles. Conscientiousness is considered to be the best predictor of OCB in studies where individuals are considered reliable, self-disciplined and dependable (Barrick and Mount, 1991) and these are the characteristics that people are likely to have if they score high for self-concept internal motivation. The five types of OCB found a significantly positive relation with value for achievement in Neuman and Kickul (1998) research and Tang and Ibrahim (1998) achievement motivation. Therefore a positive relationship is expected between self-concept internal motivation and OCB. In this study there is no significant relationship found between these variables.
People with a high goal internalized motive show principles and values and identify themselves with organizational goals and missions. Finkelstein and Penner (2004) determined a strong relation between OCB and motives such as organizational concern and prosocial values. They reported that organizational concern (desire to help the organization that stems from pride and identification that the individual has towards the organization) had a positive relationship with OCB?s. Therefore a small positive relationship is expected between goal internalized motivation and OCB. According to the quantitative analysis goal internalization and conscientiousness show a moderate positive correlation (r = 0.33) at 0.05 significance level.
5.5. Summary
Based on the findings described in the previous chapter, the final analysis was made. With this analysis is proven that employees in the granite mining industry in WestSuriname have OCB?s and motivation. The results show that most of the employees agree with the OCB and sources of motivation statements. Comparing these results with the literature, referred to in chapter 2, it is shown that this study does not differ much from the previous studies or researches done on the influence or relationship between OCB and work motivation (sources of motivation).
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Chapter 6
Conclusions and recommendations
6.1. Introduction
This final chapter gives the outcome of the research problem and the corresponding research questions and other findings. This research is carried out in order to examine to what extent organizational citizenship behavior influences work motivation in the granite mining industry in West-Suriname. Starting with the conclusions in section 6.2 and ending this chapter with the recommendations in section 6.3.
6.2. Conclusions
The reason for to this study was mainly because reality shows that employees in the granite mining industry are not always motivated due to several facts, which still needed to be examined. This lack of motivation sometimes leads to poor performance having its effects on the organization productivity. This behavior also results in employees not staying within in the organization for a long period. Looking at the results of this study it is shown that 61% of the employees work within the company for 1 to 4 years. Only 8.5% works longer than 10 years.
Another issue which occurs in this industry, due to the fact that it is located in the interior of Suriname, is that skilled and educated people rather apply for jobs within the capital of Suriname or near the capital, than companies located in the interior. Basically because of the fact that they would have to stay on the job for a longer period (because of the distance) and the rather primitive living situation with not a lot of recreation activities. That is why the employees in these organizations are on a lower educational level and are mostly trained to perform a certain skill, such as operate a machine. Looking at the results of this study about 66.1% of the employees received primary education, while only 3.4% has higher education. The highest percentage for geographic location is 42.2% for Sipaliwini (West-Suriname, where the company is located). These issues are proven with these results.
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As already mentioned in the study findings analysis OCB and sources of work motivation are present in the granite mining industry in West-Suriname, but the extent to which OCB influences work motivation in this industry is minimum. Only some small (low) correlations are found. Previous studies also found some relationships between OCB and either one or more sources of motivation.
6.3. Recommendations
This research definitely has some pointers for the managers within the organization and for other researchers. Research found that OCB is strongly linked with individual and organizational performance, impacts the effectiveness and efficiency of workers and organizations and therefore contributes to the overall productivity of the organization. It helps managers understand the variables affecting OCB, which therefore helps them understand what kind of environment to provide their employees, and also what motivates and satisfies them. Therefore it is important for organizations to have employees that show a high level of OCB.
Motivation cannot be influenced easily, but managers should try to recognize the factors (attitudes, cultural differences, job descriptions, organization protocols) that could influence their employees? motivation in order to receive higher levels of OCB.
OCB can benefit them from human resources, because they would have fewer issues concerning related to human resources. This behavior can also contribute to their competitive advantage, mainly because organizations engaging in OCB, perform better, work more effective and efficient, it contributes to the overall productivity and can be an important factor that might differentiate their employees from other organizations, without any extra expenses.
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OCB is unrewarded in terms of physical return, but it might be rewarded with appreciation. Providing employees with physical rewards such as bonuses, higher salaries etc. will help increase their performance and overall effectiveness, but that is not the nature of OCB and will not lead to higher levels of OCB. Hopefully the findings within this study make managers, organizations profit from the benefits from OCB and the output that OCB gives employees to go beyond their required tasks.
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APPENDIX A 1: Questionnaire developed for this research
To complete my education at the FHR Lim A Po Institute for Social Studies I’m conducting a study on the motivation of workers in the granite mining industry in West-Suriname. For gathering information questionnaires will be used. The questionnaire consists of multiple-choice questions. It is important that all questions are answered and not more than one answer per question should be given. There are no right or wrong answers. Please give honest answers, you remain completely anonymous and the information will be treated confidentially. Thank you for your cooperation!!
Section I - Biographical characteristics Age 18 – 25 years 26 – 34 years 35 – 44 years 45+
Geographic location Paramaribo Nickerie Sipaliwini (Apoera, Washabo, Section) Commewijne Guyana
Job tenure Less than 1 year 1 – 4 years 5 – 10 years More than 10 years
Education level Primary education Secondary education Higher education
Job category Manager Supervisor Truck driver Machine Operator Warehouse manager Helper Welder Driller Mechanic Electrician Crusher controller Administrative worker
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Section II - Organizational Citizenship Behavior Statement Strongly disagree 1 Strongly agree 4
disagree 2
agree 3
1. It is important to help others who have been absent 2. Even if I’m busy with my own work, I try to help others who have heavier workloads than I do 3. New people should ask for directions themselves, I can’t help them all the time 4. If my colleague has a work-related problem I try my very best to help him 5. I will only help colleagues who helped me in the past 6. I am more attendant at work than most of my colleagues 7. I am earlier at work than the official working time 8. Even when no one is watching I act according the rules and regulations of the company 9. I believe in giving an honest day’s work for an honest day’s pay 10. I tend to do things my own way to get to a result instead of doing it via the protocols of the company 11. It is important to attend all meetings, even if they are not mandatory 12. Changes in the organization don’t really interest me 13. I always read and try to keep up with organization announcements and memo’s 14. I try to put a lot of effort in my work in order to help the company image
66
Section III - Work motivation Statement Strongly disagree 1 Strongly agree 4
disagree 2
agree 3
1. I prefer to do things that are fun 2. I like to be rewarded for extra responsibilities 3. It is important that others appreciate the work I do 4. Decisions I make reflect my personal standards 5. I work hard for a company if I agree with its mission 6. I get excited when working on things I enjoy doing 7. I will work harder if I get paid for the extra effort 8. I like to get recognition for a job well done 9. It is important that my work requires my unique skills 10. I need to believe in a cause before I work hard 11. I often put off work so I can do something better 12. I work harder if I know my efforts will lead to better rewards 13. I work harder if I know my efforts will be praised 14. I work harder if I know my skills are needed 15. When I believe in the cause, I work hard to help it succeed 16. I get excited when I know I’ll be doing my favorite activities 17. I work hard to find ways to earn more income 18. I am motivated when people make me feel appreciated 19. My favorite tasks are those that are the most challenging 20. I work hard when I feel a sense of purpose in the work 21. I prefer to spend time with people who are fun to be with
67
22. I like to find ways to earn more money 23. I work hard on the job to strengthen my reputation 24. I prefer to do things that give me a sense of achievement 25. I am energized when I agree with an organization’s purpose 26. When choosing jobs, I consider which job will be most fun 27. I like to keep looking for better business opportunities 28. I give my best effort when I know others will notice 29. I am motivated when my skills are needed 30. My motivation will be high when I believe in what I’m doing
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APPENDIX A 2: Questionnaire developed for this research in Dutch
Om mijn opleiding aan de FHR Lim A Po Institute af te ronden, ben ik voor mijn afstudeeronderzoek bezig met een onderzoek naar de motivatie van werknemers in de mijnbouw industrie in West-Suriname. Om informatie te kunnen verzamelen gebruik ik vragenlijsten en aan u zou ik willen verzoeken om deze vragenlijst in te vullen. Deze vragenlijst bestaat uit meerkeuzevragen. Het is van belang dat u alle vragen beantwoord en niet meer dan 1 antwoord geeft per vraag. Er zijn geen goede of foute antwoorden. Geef alstublieft eerlijke antwoorden, u blijft volledig anoniem en met de informatie zal vertrouwelijk worden omgegaan. Bedankt voor uw medewerking!!
Section I – Biografische gegevens Leeftijdsgroep 18 – 25 jaar 26 – 34 jaar 35 – 44 jaar 45+
Woonplaats Paramaribo Nickerie Sipaliwini (Apoera, Washabo, Section) Commewijne Guyana
Diensttijd Minder dan 1 jaar 1 – 4 jaar 5 – 10 jaar Langer dan 10 jaar
Opleidingsniveau Basis onderwijs Middelbaar onderwijs Hoger onderwijs
Functie Voorman Boormeester Truck Chauffeur Machine Operator Magazijnmeester Handlanger Lasser Medisch werker Monteur Electrician Checker Administratief medewerker
69
Section II – Organizational Citizenship Behavior Helemaal mee eens 1 Helemaal niet mee eens 4
Vraagstelling 1. Het is belangrijk om anderen te helpen die afwezig zijn 2. Zelfs als ik bezig ben met mijn eigen werk, probeer ik anderen te helpen die zwaarder werk hebben dan ik 3. Nieuwe werknemers moeten zelf vragen wat ze moeten doen , Ik kan ze niet de hele tijd helpen 4. Als mijn collega een werk-gerelateerd problem heeft, probeer ik mijn uiterste best te doe om hem te helpen 5. Ik help alleen collegas die mij in het verleden hebben geholpen 6. Ik ben meer begeleider op het werk dan de meeste van mijn collegas 7. Ik ben eeder aan het werk dan de officiële werktijd 8. Zelfs als niemand kijkt, handel ik volgens de regels en voorschriften van het bedrijf 9. Ik geloof in verdienen waarvoor ik heb gewerkt 10. Ik doe dingen liever op mijn eigen manier om een resultaat te zien, in plaats van het te doen via de regels van het bedrijf 11. Het is belangrijk om alle vergaderingen bij te wonen, zelfs als ze niet verplicht zijn 12. Veranderingen in het bedrijf interesseren mij niet echt 13. Ik lees en probeer altijd de aankondigingen, berichten en memo’s van het bedrijf bij te houden 14. Ik doe erg mijn best om het bedrijf een goede naam te geven
Eens 2
Niet eens 3
70
Section III - Section III - Work motivation Helemaal mee eens 1 Helemaal niet mee eens 4
Vraagstelling 1. Ik geef de voorkeur aan dingen die leuk zijn om te doen 2. Ik wil beloond worden voor extra werkzaamheden 3. Het is belangrijk dat anderen het werk wat ik doe waarderen 4. Alles dat ik doe laat zien wat voor een mens ik ben 5. Ik werk hard voor een bedrijf, als ik eens ben met de doelen van het bedrijf 6. Ik wordt enthousiast bij het werken aan dingen die ik leuk vind om te doen 7. Ik zal harder werken als ik betaald wordt voor de extra inspanning 8. Ik wil erkenning krijgen als ik mijn werk goed heb gedaan 9. Het is belangrijk dat ik bij het werk laat zien wat ik kan 10. Ik moet in iets geloven voordat ik eraan werk. 11. Ik heb vaak werk uitgesteld, zodat ik iets anders kan gaan doen 12. Ik werk harder als ik weet dat ik extra zal verdienen 13. Ik werk harder als ik weet dat de baas trots op me zal zijn 14. Ik werk harder als ik weet dat mijn ervaring nodig zal zijn 15. Wanneer ik geloof heb in iets werk ik hard om het te helpen slagen 16. Ik wordt enthousiast als ik weet dat ik mijn favoriete activiteiten ga doen 17. Ik werk hard om manieren te vinden om meer geld te verdienen 18. Ik ben gemotiveerd als mensen mij waarderen 19. Mijn favoriete taken zijn die met de meeste uitdagingen 20. Ik werk hard als ik het gevoel heb dat het werk een bepaald doel heft
Eens 2
Niet mee eens 3
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21. Ik geef de voorkeur om tijd te besteden met mensen die leuk zijn om mee om te gaan 22. Ik zoek naar manieren om meer geld te verdienen 23. Ik werk hard aan het werk zodat mensen mij een goede arbeider vinden 24. Ik geef de voorkeur aan zaken die me goed laten voelen 25. Ik heb meer energie als ik het eens ben met het doel van het bedrijf 26. Bij de keuze van een baan / job kijk ik eerst of het leuk is 27. Ik blijf elke keer zoeken naar ander werk 28. Ik doe mijn uiterste best als ik weet dat anderen dat zullen opmerken 29. Ik ben gemotiveerd als mijn ervaring nodig heeft 30. Mijn motivatie zal hoog zijn als ik geloof in wat ik doe
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APPENDIX B: Reliability tests
Reliability Statistics Cronbach's Alpha .640 N of Items 14
Table B1: reliability test of OCB variables Source: developed from survey data by SPSS
Reliability Statistics Cronbach's Alpha .642 N of Items 6
Table B2: reliability test of intrinsic motivation variables Source: developed from survey data by SPSS
Reliability Statistics Cronbach's Alpha .688 N of Items 6
TableB3: reliability test of instrumental motivation variables Source: developed from survey data by SPSS
Reliability Statistics Cronbach's Alpha .754 N of Items 6
Table B4: reliability test of self-concept external motivation variables Source: developed from survey data by SPSS 73
Reliability Statistics Cronbach's Alpha .693 N of Items 6
Table B5: reliability test of self concept internal motivation variables Source: developed from survey data by SPSS
Reliability Statistics Cronbach's Alpha .718 N of Items 6
Table B6: reliability test of goal internalization variables Source: developed from survey data by SPSS
74
APPENDIX C: Statistics
Statistics Q1 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.19 3.00 3 .541 .292 2 4 Q2 59 0 3.07 3.00 3 .410 .168 2 4 Q3 59 0 2.81 3.00 3 .572 .327 1 4 Q4 59 0 3.03 3.00 3 .183 .033 3 4 Q5 59 0 2.32 2.00 2 .655 .429 1 4 Q6 59 0 2.47 2.00 2 .598 .357 2 4 Q7 59 0 2.97 3.00 3 .414 .171 2 4 Q8 59 0 3.02 3.00 3 .347 .120 2 4 Q9 59 0 3.19 3.00 3 .393 .154 3 4 Q10 59 0 2.12 2.00 2 .458 .210 1 4 Q11 59 0 2.98 3.00 3 .473 .224 1 4 Q12 59 0 2.08 2.00 2 .385 .148 1 3 Q13 59 0 3.10 3.00 3 .305 .093 3 4 Q14 59 0 3.24 3.00 3 .429 .184 3 4
Table C1: OCB variables statistics Source: developed from survey data
Statistics Q1 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 2.71 3.00 3 .493 .243 2 4 Q6 59 0 3.15 3.00 3 .551 .304 2 4 Q11 59 0 2.05 2.00 2 .344 .118 1 3 Q16 59 0 3.24 3.00 3 .567 .322 2 4 Q21 59 0 2.68 3.00 3 .655 .429 2 4 Q26 59 0 2.69 3.00 3 .595 .354 2 4
Table C2: intrinsic motivation variables statistics Source: developed from survey data
75
Statistics Q2 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.08 3.00 3 .535 .286 2 4 Q7 59 0 3.32 3.00 3 .600 .360 2 4 Q12 59 0 3.25 3.00 3 .632 .400 2 4 Q17 59 0 3.19 3.00 3 .629 .396 2 4 Q22 59 0 2.85 3.00 3 .638 .407 2 4 Q27 59 0 2.08 2.00 2 .427 .182 1 3
Table C3: instrumental motivation variables statistics Source: developed from survey data
Statistics Q3 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.19 3.00 3 .508 .258 2 4 Q8 59 0 3.36 3.00 3 .517 .268 2 4 Q13 59 0 3.24 3.00 3 .652 .425 2 4 Q18 59 0 3.24 3.00 3 .503 .253 2 4 Q23 59 0 3.14 3.00 3 .472 .223 2 4 Q28 59 0 3.00 3.00 3 .415 .172 2 4
Table C4: self-concept external motivation variables statistics Source: developed from survey data
76
Statistics Q4 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.07 3.00 3 .553 .306 2 4 Q9 59 0 3.27 3.00 3 .448 .201 3 4 Q14 59 0 3.25 3.00 3 .604 .365 2 4 Q19 59 0 3.10 3.00 3 .515 .265 2 4 Q24 59 0 3.07 3.00 3 .450 .202 2 4 Q29 59 0 3.08 3.00 3 .337 .113 2 4
Table C5: self-concept internal motivation variables statistics Source: developed from survey data
Statistics Q5 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.15 3.00 3 .448 .200 2 4 Q10 59 0 3.10 3.00 3 .687 .472 2 4 Q15 59 0 3.25 3.00 3 .477 .227 2 4 Q20 59 0 3.19 3.00 3 .473 .223 2 4 Q25 59 0 3.07 3.00 3 .487 .237 2 4 Q30 59 0 3.14 3.00 3 .345 .119 3 4
Table C6: goal internalization statistics Source: developed from survey data
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APPENDIX D: Relationships between variables
Correlations altruism altruism Pearson Correlation Sig. (2-tailed) N conscientiousness Pearson Correlation Sig. (2-tailed) N Civic virtue Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed). 59 .520
**
conscientiousness Civic virtue 1 .520
**
.331
*
.000 59 1
.010 59 .496
**
.000 59 .331
*
.000 59 .496
**
59 1
.010 59
.000 59 59
Table D1: Correlations between OCB variables - Source: developed from survey data
78
Correlations Self-concept intrinsic intrinsic Pearson Correlation Sig. (2-tailed) N instrumental Pearson Correlation Sig. (2-tailed) N Self-concept external Pearson Correlation Sig. (2-tailed) N Self-concept internal Pearson Correlation Sig. (2-tailed) N Goal internalization Pearson Correlation Sig. (2-tailed) N 59 .676
**
Self-concept internal
Goal internalization
**
instrumental .676
**
external .669
**
1
.617
.526
**
.000 59 1
.000 59 .822
**
.000 59 .636
**
.000 59 .622
**
.000 59 .669
**
.000 59 .822
**
.000 59 .836
**
.000 59 .811
**
59 1
.000 59 .617
**
.000 59 .636
**
.000 59 .836
**
.000 59 .843
**
59 1
.000 59 .526
**
.000 59 .622
**
.000 59 .811
**
.000 59 .843
**
59 1
.000 59
.000 59
.000 59
.000 59 59
**. Correlation is significant at the 0.01 level (2-tailed).
Table D2: Correlations between sources of motivation Source: developed from survey data
79
Self-concept intrinsic altruism Pearson Correlation Sig. (2-tailed) N conscientiousness Pearson Correlation Sig. (2-tailed) N Civic virtue Pearson Correlation Sig. (2-tailed) N -.100 .450 59 -.041 .757 59 -.068 .610 59 instrumental .097 .465 59 .231 .078 59 .147 .266 59 external .061 .644 59 .186 .159 59 .151 .253 59
Self-concept internal -.026 .846 59 .092 .488 59 .062 .643 59
Goal internalization .192 .145 59 .326
*
.012 59 .142 .285 59
Table D3: Correlations between OCB variables and sources of motivation Source: developed from survey data
80
conscientiousne altruism age group Pearson Correlation Sig. (2-tailed) N geographic location Pearson Correlation Sig. (2-tailed) N job tenure Pearson Correlation Sig. (2-tailed) N education level Pearson Correlation Sig. (2-tailed) N job category Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed) *. Correlation is significant at the 0.05 level (2-tailed). .101 .444 59 -.104 .431 59 .258
*
ss -.012 .926 59 .062 .641 59 .076 .567 59 -.162 .220 59 -.013 .922 59
civicvirtue .036 .784 59 .203 .124 59 .027 .841 59 -.184 .162 59 -.012 .926 59
.048 59 -.073 .585 59 -.064 .629 59
Table D4: Correlations between OCB variables and moderating variables (demographics) - Source: developed from survey data
81
Self-concept intrinsic age group Pearson Correlation Sig. (2-tailed) N geographic location Pearson Correlation Sig. (2-tailed) N job tenure Pearson Correlation Sig. (2-tailed) N education level Pearson Correlation Sig. (2-tailed) N job category Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed) *. Correlation is significant at the 0.05 level (2-tailed). -.142 .282 59 .031 .816 59 -.152 .250 59 .167 .206 59 .227 .084 59 instrumental -.081 .540 59 -.086 .520 59 -.049 .710 59 .322
*
Self-concept internal -.273
*
Goal internalization -.267
*
external -.224 .087 59 -.026 .845 59 -.126 .342 59 .266
*
.036 59 .012 .927 59 -.238 .069 59 .128 .333 59 .108 .414 59
.041 59 .049 .712 59 -.153 .246 59 .142 .283 59 .028 .830 59
.013 59 .084 .528 59
.042 59 .083 .534 59
Table D5: Correlations between sources of motivation and moderating variables (demographics) Source: developed from survey data
82
Model Summary Adjusted R Model 1 R .319
a
Std. Error of the Estimate 2.009
R Square .102
Square -.042
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
a
Coefficients
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue a. Dependent Variable: intrinsic B 13.267 -.086 .045 -.113 .621 .158 -.110 .063 -.083 Std. Error 3.681 .330 .228 .480 .537 .097 .284 .259 .371 -.049 .032 -.041 .175 .226 -.064 .042 -.036 Coefficients Beta t 3.605 -.260 .197 -.235 1.156 1.616 -.388 .242 -.223 Sig. .001 .796 .844 .815 .253 .112 .700 .810 .824
Table D6: Regression OCB & moderating variables versus intrinsic motivation Source: developed from survey data
83
Model Summary Adjusted R Model 1 R .460
a
Std. Error of the Estimate
R Square .212
Square .086
2.084
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
Coefficients
a
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue a. Dependent Variable: instrumental B 3.384 .051 -.074 -.119 1.521 .088 -.078 .445 .281 Std. Error 3.818 .343 .236 .498 .557 .101 .294 .269 .385 .026 -.047 -.039 .386 .113 -.041 .268 .110 Coefficients Beta t .886 .148 -.314 -.239 2.728 .866 -.264 1.651 .729 Sig. .380 .883 .755 .812 .009 .391 .793 .105 .469
Table D7: Regression OCB & moderating variables versus instrumental motivation Source: developed from survey data
84
Model Summary Adjusted R Model 1 R .421
a
Std. Error of the Estimate
R Square .177
Square .045
2.057
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
Coefficients
a
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue B 4.762 -.342 -.136 -.029 1.002 .076 -.085 .293 .371 Std. Error 3.767 .338 .233 .491 .550 .100 .290 .266 .380 -.182 -.089 -.010 .264 .102 -.046 .183 .150 Coefficients Beta t 1.264 -1.012 -.583 -.059 1.822 .767 -.292 1.104 .976 Sig. .212 .316 .563 .953 .074 .447 .772 .275 .334
a. Dependent Variable: self-concept external
Table D8: Regression OCB & moderating variables versus self-concept external motivation Source: developed from survey data
85
Model Summary Adjusted R Model 1 R .348
a
Std. Error of the Estimate 1.873
R Square .121
Square -.019
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
Coefficients
a
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue a. Dependent Variable: self-concept internal B 10.306 -.382 -.147 -.263 .257 .057 -.095 .157 .162 Std. Error 3.431 .308 .212 .448 .501 .091 .265 .242 .346 -.230 -.109 -.102 .077 .087 -.059 .111 .075 Coefficients Beta t 3.004 -1.241 -.692 -.588 .514 .628 -.360 .647 .468 Sig. .004 .220 .492 .559 .610 .533 .721 .520 .641
Table D9: Regression OCB & moderating variables versus self-concept internal motivation Source: developed from survey data
86
Model Summary Adjusted R Model 1 R .450
a
Std. Error of the Estimate
R Square .203
Square .075
1.845
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
Coefficients
a
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue a. Dependent Variable: goal internalization B 5.230 -.345 -.031 -.203 .493 .018 .132 .457 .001 Std. Error 3.379 .303 .209 .441 .493 .089 .261 .238 .341 -.201 -.023 -.076 .142 .027 .079 .313 .001 Coefficients Beta t 1.548 -1.136 -.150 -.460 .998 .203 .506 1.918 .003 Sig. .128 .261 .881 .647 .323 .840 .615 .061 .997
Table D10: Regression OCB & moderating variables versus goal internalization Source: developed from survey data
87
doc_630665977.pdf
Citizenship denotes the link between a person and a state or an association of states. It is normally synonymous with the term nationality although the latter term may also refer to ethnic connotations.
Lim A Po Institute for Social Studies – Maastricht School of Management MBA VI – Management & Finance 2009 - 2011
Organizational Citizenship Behavior & work motivation in the granite mining industry in West-Suriname
By: Cheryl Raghoebarsing Suriname, 2011
1
Executive summary
The reason for to this study was mainly because reality shows that employees in the granite mining industry are not always motivated due to several facts, which still needed to be examined. This lack of motivation sometimes leads to poor performance having its effects on the organization productivity. This behavior also results in employees not staying within in the organization for a long period.
OCB has a very strong link with individual and organizational performance, impacts the effectiveness and efficiency of workers and organizations and therefore contributes to the overall productivity of the organization, without any extra expenses. According to researches an individual?s motivation can be related to his or her organizational citizenship behavior and therefore a significant relationship were expected between employee OCB?s and their sources of motivation.
Therefore the objective of this study was to measure to what extent organizational citizenship behavior influences work motivation in the granite mining industry in WestSuriname and to know what OCB?s and sources of motivation can be recognized in this industry. This study tests OCB, using the commonly used OCB variables (altruism, conscientiousness and civic virtue) and sources of motivation, using the Motivation Sources Inventory (Barbuto, 2004).
According to the findings of this study OCB and sources of motivation are present in the granite mining industry in West-Suriname, but the extent to which OCB influences work motivation in this industry is minimum.
Motivation cannot be influenced easily and OCB is unrewarded in terms of physical return, but these factors can help organizations and their workers perform more effectively and efficiently. It is therefore recommended that managers and the organization know what levels of OCB and work motivation are present in order to know how to deal with these factors and how to benefit from them.
2
Contents
Executive summary......................................................................................................... 2 Acknowledgements ......................................................................................................... 5 Glossary .......................................................................................................................... 6 Chapter 1 Introduction ........................................................................................................ 7 1.1. 1.2. 1.3. 4.3. 1.5. 2.1. 2.2. 2.3. 2.3.1. 2.3.2. 2.4. 2.5. 2.6. 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.6.1. 3.6.2. 3.6.3. 3.7. 3.8. 4.1. 4.2. Research background ........................................................................................... 7 Research problem, research questions and objectives ......................................... 9 Relevance of the study ....................................................................................... 12 Limitation of scope............................................................................................. 12 Chapters content ................................................................................................. 13 Introduction ........................................................................................................ 14 Granite Mining Industry in West-Suriname ....................................................... 14 Organizational Citizenship Behavior ................................................................. 16 Types of organizational citizenship behaviors ............................................... 17 Benefits of organizational citizenship behavior ............................................. 19 Work motivation ................................................................................................ 20 Motivation and organizational citizenship behavior .......................................... 24 Summary ............................................................................................................ 27 Introduction ........................................................................................................ 28 Research problem ............................................................................................... 28 Research approach.............................................................................................. 30 Research strategy................................................................................................ 31 Survey design ..................................................................................................... 31 Sampling methods .............................................................................................. 32 Sample ............................................................................................................ 32 Measures ......................................................................................................... 33 Procedures ...................................................................................................... 34 Methods of analysis ............................................................................................ 34 Summary ............................................................................................................ 35 Introduction ........................................................................................................ 36 Data planning ..................................................................................................... 36 3
Chapter 2 Literature review .............................................................................................. 14
Chapter 3 Methodology .................................................................................................... 28
Chapter 4 Data findings .................................................................................................... 36
4.3. 4.6. 4.7. 4.6. 4.7. 5.1. 5.2. 5.3. 5.4. 5.5. 6.1. 6.2. 6.3.
Data outline ........................................................................................................ 37 Descriptive statistics ........................................................................................... 38 Reliability analysis ............................................................................................. 42 Inferential statistics ............................................................................................ 43 Summary ............................................................................................................ 47 Data analysis ............................................................................................... 48 Introduction ........................................................................................................ 48 Descriptive analysis............................................................................................ 48 Inferential analysis ............................................................................................. 54 Study findings analysis....................................................................................... 55 Summary ............................................................................................................ 58 Conclusions and recommendations ......................................................... 59 Introduction ........................................................................................................ 59 Conclusions ........................................................................................................ 59 Recommendations .............................................................................................. 60
Chapter 5
Chapter 6
Bibliography ..................................................................................................................... 62 APPENDIX A 1: Questionnaire developed for this research ....................................... 65 APPENDIX A 2: Questionnaire developed for this research in Dutch ........................ 69 APPENDIX B: Reliability tests .................................................................................... 73 APPENDIX C: Statistics............................................................................................... 75 APPENDIX D: Relationships between variables ......................................................... 78
4
Acknowledgements
The final part of the MBA Program at the FHR Institute for Social Studies was a research project. This is a highly autonomous project where a study should be carried out in which theory has to be used and applied to the concerning work field.
The realization of this research was not possible without the help, understanding and participation of several people.
First I would like to thank all the participants that participated in the survey and the company for giving me the opportunity. Also my supervisor Geert Heling, Phd and The FHR Lim A Po Institute for Social Studies for sharing knowledge and experience and giving the opportunity for doing this MBA program.
Finally I would like to thank my family and friends for their support and understanding.
Thank you all!!
5
Glossary
Definitions P-value The probability that a correlation is one just by chance Pearson Correlation Coefficient A measure which indicates the strength and direction of a linear relationship between two variables R-value The extent to which you can guess the value of one variable given a value of the other variable
Abbreviations MSI OCB OCBI OCBO SPSS Motivation Sources Inventory Organizational Citizenship Behavior Organizational Citizenship Behavior directed to Individuals Organizational Citizenship Behavior directed to Organizations Statistics Package for Social Science
6
Chapter 1 Introduction
1.1. Research background
Suriname has many natural resources offering a lot of potential for the mining industry which is the largest growing industry in Suriname. The mining industry in Suriname consists of bauxite mining (alumina), crude oil, gold and granite (Artist, 2009). The granite mining industry takes place on a small scale and supplies only the Suriname?s market.
Granite mining companies are located in the interior of Suriname and employ people from different areas in Suriname, different cultures and social backgrounds. Reality shows that a lot of employees lack motivation due to several reasons and for most mainly the financial reward is important, which sometimes leads to poor performance. This behavior also results in employees not staying within in the organization for a long period. Another issue which occurs in this industry, due to the fact that it is located in the interior of Suriname, is that skilled and educated people rather apply for jobs within the capital of Suriname or near the capital, than companies located in the interior. Basically because of the fact that they would have to stay on the job for a longer period (because of the distance) and the rather primitive living situation with not a lot of recreation activities. That is why the employees in these organizations are on a lower educational level and are mostly trained to perform a certain skill, such as operate a machine.
Organizational Citizenship Behavior has a very strong link with individual and organizational performance, impacts the effectiveness and efficiency of workers and organizations and therefore contributes to the overall productivity of the organization. It helps managers understand the variables affecting OCB, which therefore helps them understand what kind of environment to provide their employees, and also what motivates and satisfies them. Podsakoff?s and MacKenzie?s (Podsakoff, MacKenzie, & Scott, 1997) empirical findings found strong support for the hypothesis that OCB is related to organizational performance.
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Although it has a positive influence on organizational performance, OCB is unrewarded in terms of physical return, but it might be rewarded with appreciation. Also in the management research literature the impact of OCB is found on organizational effectiveness (Walz & Niehoff, 1996). The literature indicated that managers considered OCB for evaluating performance, pay increases and determining promotions (Podsakoff, Niehoff, & MacKenzie, 1993). Therefore it is expected that employees practicing OCB to have high job satisfaction and job motivation, leading to higher productivity and profitability.
If people in an organization are more likely to engage in OCB than others, the organization is likely to perform even better, without any extra expenses. “Employees provide organizations with unique human resource capabilities that can create a competitive advantage, and OCB is one type of behavior that may contribute to that advantage.” (Podsakoff, MacKenzie, Paine, & Bachrach, 2000, p. 46). It is therefore necessary for an organization to understand the determinants of OCB and their significance, find ways to benefit from human resources and make sure that the employees contribute to their competitive advantage. Also because of the economic difficulties and fast changes organizations have to cope with nowadays in order to maintain their revenues, increase their performance and have a competitive advantage, OCB can be an important factor that might differentiate their employees from other organizations. Some research also suggested that an individual?s motivation can be related to his or her organizational citizenship behavior (Penner, Midili, & Kegelmeyer, 1997); (Tang & Ibrahim, 1998). Statistics showed a significant relationship between three measures of motivation and organizational citizenship behavior (Tang & Ibrahim, 1998). Other researchers found a significant relationship between sources of motivation and leaders behaviors, a relationship between sources of motivation and leader-used influence tactics, transformational leadership behaviors and follower compliance (Barbuto & Scholl, 1999); (Barbuto, Fritz, & Marx, 2000).
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This research also showed that leaders base their perception of followers? motives when rating employee organizational citizenship behaviors. Therefore employee sources of motivation are expected to share some relationship with the organizational citizenship behavior that the employee displays. Employees? motives may guide their behaviors and therefore also their discretionary non-task behaviors. In some studies motives were used as predictor of OCB, but content theories of work motivation have not been researched, except for the study of Barbuto et al. (Barbuto, Brown, Wheeler, & Wilhite, 2003).
1.2. Research problem, research questions and objectives
OCB?s might influence organizational effectiveness, because they enhance coworker and managerial productivity, adapts to environmental changes, improves organizations ability to attract and retain the best people and obtain stability of organizational performance and organizational effectiveness by creating social capital (Organ, Podsakoff, & MacKenzie, 2006, pp. 200-202). But OCB might also influence organizational effectiveness by freeing up resources for more productive purposes, reducing the need to use scarce resources and improving the coordination of activities (Organ, Podsakoff, & MacKenzie, 2006). People should look for greater fulfillments in their careers and improve the quality of their work. Every organization should promote and encourage OCB behavior, which is a key feature in organizational behavior. The concept of OCB is relatively new in Suriname and also for the industry chosen for this research. Taking the above mentioned into consideration and the fact that employees in this industry sometimes lack work motivation, this study should examine the factors of organizational citizenship behavior that are present and their influence on work motivation. To create a better view of the employees? sources of motivation and their display of organizational citizenship behaviors, in order to provide a better environment for the employees and to benefit from the advantages of OCB and work motives.
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Therefore the following research problem was developed for this research:
To what extent does organizational citizenship behavior influence work motivation in the granite mining industry in West-Suriname?
Within the several studies on OCB a lot different dimensions have been developed to measure OCB and a lot of theses dimensions overlap each other. Therefore the different forms of organizational citizenship behavior identified from the OCB literature have been reviewed by Podsakoff P. , MacKenzie, Paine, & Bachrach, (2000) to have better insight in the most used dimensions in OCB research. According to the review there are three commonly used dimensions in OCB research which are linked to the OCB dimensions of (Organ D. , 1988), namely altruism, conscientiousness and civic virtue. Since these dimensions are widely used within the OCB literature, these dimensions will be used as a measure for OCB.
The sub-research questions are:
1. What is organizational citizenship behavior? 2. What is work motivation? 3. What forms of organizational citizenship behavior are commonly performed by employees in the granite mining industry in West-Suriname? 4. What sources of work motivation can be recognized in the granite mining industry in West-Suriname?
The objective of this study is to measure to what extent organizational citizenship behavior influences work motivation in the granite mining industry in West-Suriname. To have the better view of the different OCB and work motivation factors, in order for the organization to know what kind of environment to provide their employees and increase the organizations effectiveness and productivity.
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The research method will be a quantitative research, where OCB will be measured using the widely used OCB dimensions (altruism, compliance, civic virtue) and the sources of motivation will be measured using the Motivation Sources Inventory (MSI). The data will be gathered from documents, research papers, articles and theory. A field survey will also be conducted in order to measure the variables, using tested questionnaires.
The questionnaires will be distributed among all the employees in the granite mining industry in West-Suriname, since the OCB dimensions and the sources of work motivation will be tested on all the different work-levels within the organization. The results from the questionnaires will be analyzed in SPSS and with the results should be concluded to what extent OCB influences work motivation in the granite mining industry in West-Suriname.
The following figure illustrates the conceptual model for this research
Independent variables OCB •Altruism •Conscientiousness •Civic Virtue
Moderating variables •Age group •Geographic location •Job tenure •education level •Job category
Dependent variables Motivation •Intrinsic process motivation •Instrumental motivation •Self-concept external motivation •Self-concept internal motivation •Goal internalization motivation
Figure 1.1: Conceptual model of this research Source: developed for this research
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1.3. Relevance of the study
The relevance of the study is based on the following factors: ? There is a constant demand for granite products in Suriname and in the region, due to the growth of construction works for sea defenses, houses, roads and bridges and a lot of the countries in the region do not have these natural resources or not the same quality. A lot of these countries, such as Trinidad, Barbados, St Kitts, import aggregate products from Canada, which costs a lot more due to the longer distance for transportation and also a longer delivery time. ? Employees in this industry lack motivation due to several reasons resulting in poor performance and therefore less productivity. The human resources in this industry need a boost. Indentifying if there is OCB and how the OCB factors can be used in this industry is a start and also less costly measure. Creating a work environment with employees contributing to their organization beyond their job responsibilities and contributing to the total effectiveness of the organization. ? There is no research done on this topic in this industry. This research can be used for further research in this area of study.
4.3. Limitation of scope
The major limitation for this research is that it is mainly conducted (field survey) in the interior of Suriname, West-Suriname. The location is chosen because of the fact that the granite mining organization in that area has the largest number of employees, diversified in geographic location (where they live), background, age, educational level. This granite mining organization has the largest production in Suriname and is frequently contracted for large nationwide building projects. So the research limits itself to this organization, since it not only benefits the organization but also the nation, for continuance of the several- and future projects.
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1.5. Chapters content
This research consists of six chapters. Chapter 1 is an introductory chapter where the research problem is introduced and how the research problem will be approached. The second chapter is the literature review which gives a review of existing literature of the subject being researched. The third chapter is the methodology chapter that describes the approach of the study, the strategy and tools used in this research, the sampling methods and the methods of analysis. The fourth chapter describes are the findings of this research, gathered from the data. In the fifth chapter the findings are analyzed and described based on the research model. In the last chapter (chapter 6) the researcher draws conclusions from the findings and analysis and gives recommendations
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Chapter 2 Literature review
2.1. Introduction
This chapter describes the existing literature on organizational citizenship behavior and work motivation. It also gives a brief description of the granite mining industry in WestSuriname. The purpose of this chapter is to develop a theoretical framework to analyze this research. The chapter starts with an introduction, given in section 2.1, continuing with a description of the granite mining industry in West-Suriname in section 2.2. Section 2.3 analysis the existing literature on organizational citizenship behavior, followed by an analysis of the existing literature on work motivation in section 2.4. Literature on work motivation in relation to organizational citizenship behavior is analyzed in section 2.5 and closing with a summary of this chapter in section 2.6.
2.2. Granite Mining Industry in West-Suriname
In the granite mining industry in West-Suriname only one organization is operational. In the past there was also a government-owned granite mining company operational in that area, but is not operational now for the several years now. The main reason for the establishment of the granite mining industry was for the construction of the largest sea defense in Suriname, namely the Nickerie Zeedijk. After the construction of the sea defense, the demand for aggregate and boulders kept increasing and the granite mining industry became an integral part of the building industry in Suriname.
Suriname has many natural resources offering a lot of potential for the mining industry which is the largest growing industry in Suriname. The mining industry in Suriname consists of bauxite mining (alumina), crude oil, gold and granite. The granite mining industry takes place on a small scale and supplies only the Suriname?s market, but is in a growing phase due to several government contracted projects, such as the construction of sea defenses and housing projects. The industry is based on the availability of the natural resources and the ability or knowledge to explore the mining area.
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In Suriname there are several locations where granite rock formations can be found, which differ in quality and composition and are not always easy accessible.
For government contracted projects there are standards set which the products used for these projects should meet. According to tests taken in cooperation with the Anton de Kom University of Suriname the granite formation in West-Suriname meets the requirements of the international standards required for civil engineering works, construction work, including asphalt concrete. Several lab tests were taken using the General Stone Tests, existing of the Compressive Strength Tests and the Los Angeles Abrasion Tests that are specified by the American Society of Testing and Materials. Therefore the granite mining industry in West-Suriname is operational on a higher scale, in terms of production capacity and also employee amount.
Reality shows that employees in this industry area lack work motivation, where several reasons are thought to be the cause of the problem. These reasons are that the majority of the employees are unskilled and have a low education level (mostly visited primary school) and employees are mostly trained to perform a certain task. Another reason is the need for finances, where the job description is a not a main interest and in some cases because the work environment is close to the employees residence. A frequently occurring problem is also that higher educated people do not easily apply for a job if the work location is located in the interior of Suriname, mainly because of the distance and they would have to stay on the job for a longer period. The majority of the population in Suriname lives in the capital city Paramaribo (265.953 people in 2010 – total population 531.170 people)1.
1
Retrieved from:http://www.statisticssuriname.org/images/stories/pdf/demografische data 2010.pdf
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2.3. Organizational Citizenship Behavior
Going back to where it all started, Chester Bernard observed the phenomena of organizational citizenship behavior in the 1930?s and named it “extra-role behavior”, (Barnard, 1938). Later on (Katz, 1964) used the term “citizenship” to represent the workers that showed “extra-role behaviors”. Employees who show “citizenship behavior” are valued by their managers, because they make their jobs easier. The extra time managers obtain, allows them to improve the organizational effectiveness by having more time for managerial issues. In the years thereafter, (Bateman & Organ, 1983) began a large series of articles into the topic of OCB. Extra-role behavior is referred to as innovative and spontaneous behavior, whereas technical performance required by the job, acceptable behavior to management is referred to as in-role behavior (Bateman & Organ, 1983). A basic notion determining the concept of in-role and extrarole behaviors is the idea that an employer can force a certain degree of work out of the employee who needs the job (in-role behavior). On the other hand the organization can encourage the extra-role behaviors that can increase their competitiveness.
Organizational Citizenship Behavior has turned out to be one of the most important concepts in controlling the efficiency and effectiveness of an organization in terms of productivity and quality of the organization. Over the past years researchers have studied and tried to define Organizational Citizenship Behavior, initially created by Dennis Organ and his colleagues (Bateman & Organ, 1983) (Smith, Organ, & Near, 1983) as individual behavior in the workplace, not directly recognized by an organization?s formal reward system, yet serves to promote the general well-being of the organization. In 1988 conceptualized by Organ as; individual behavior 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, meaning that the behavior is not an enforceable requirement, is a matter of personal choice and contributes positively to overall organizational effectiveness.
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2.3.1. Types of organizational citizenship behaviors
Organ (1988) provided a multi-dimensional scale of organizational citizenship behavior, containing the dimensions to construct OCB. These dimensions are: 1. Altruism: discretionary behaviors that help an individual with an organizationally relevant task or problem. The individual is voluntarily helping others or preventing the occurrence of work-related problems. Nowadays researchers label the factor „altruism? as the term „helping?, because critics argued that „altruism? implies something about the motive behind the behavior or suggests something like „selflessness? on the part of the actor. Whatever the factor is labeled, the target of the behavior is directed at an individual (Smith, Organ, & Near, 1983).
2. Courtesy: proactive gestures that consider consulting with other workers in the organization before acting, giving advance notice, and passing along information, actions that help prevent problems from occurring.
3. Sportsmanship: the willingness of the employee to tolerate less than ideal circumstances without complaining, not offended when others do not follow their suggestion, willing to sacrifice their personal interest for the good of the work-group. Empirical research (MacKenzie, Podsakoff, & Fetter, 1993) (MacKenzie, Podsakoff, & Paine, 1999) that has included this construct in the context of other forms of citizenship behavior has shown it to be distinct from them, and to have somewhat different antecedents (Podsakoff P. M., MacKenzie, Moorman, & Fetter, 1990) (Podsakoff, MacKenzie, & Bommer, 1996) and consequences (Podsakoff & MacKenzie, 1994); (Podsakoff, MacKenzie, & Scott, 1997); (Walz & Niehoff, 1996). Sportsmanship is a form of citizenship behavior that received much less attention in the literature.
4. Civic virtue: the involvement and concern that the employee shows in the life of the organization, the commitment to the organization as a whole. This is recognizable when an employee attends meetings, reads announcements and memos and gives
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constructive suggestions that benefit the overall well-being of the organization, keeps up with changes in the industry, reports hazards and suspicious activities, and looks out for the organizations best interest even at great personal cost. This behavior resembles a person?s recognition of being part of a larger whole, equivalent to a citizens being members of a country and accepting the responsibilities which are demanded.
5. Conscientiousness: involves employees going beyond the minimum requirements of the organization. This is extra-role behavior, meaning that it involves engaging in task-related behaviors at a level that is far beyond minimal requirement. This factor was initially labeled as „generalized compliance? and later changed „conscientiousness?, because it did not have an immediate effect of helping a specific person, but a more impersonal, generalized to the group effect.
Podsakoff, MacKenzie, Moorman and Fetter (1990) extended the work of Organ (1988) and developed OCB measures for each of the five dimensions, consisting of subscales. These dimensions, developed by Podsakoff et al. (1990) are the most widely used dimensions in the OCB literature, but the appropriateness of Organ?s five dimensions received a considerable amount of attention. (Le Pine, Erez, & Johnson, 2002), suggested in a meta-analytic review of the dimensionality of the OCB constructs, that scholars explicitly think of Organ?s (1988) OCB dimensions as a latent construct, because the measures of the five dimensions of OCB are best viewed as “equivalent indicators” (p. 61). The researchers suggested the above mentioned based on the fact that the review showed that the measures of Organ?s five dimensions were strongly related, did not differentially correlate with various attitudinal measures (such as job satisfaction, commitment etc.) and the different OCB dimensions did not explain variance beyond an overall measure in any of the attitudinal constructs that they examined. In order to measure an OCB construct, the construct must be defined, which is not a simple task. Therefore the OCB constructs used by researchers differ from study to study. Much of the literature studying OCB and its related concepts is reviewed by Podsakoff, MacKenzie, Paine and Bachrach (2000). 18
According to them, although much of the research on OCB considered the factors that determine citizenship behaviors, there was little effort spent on clearly defining OCB?s and their associated benefits. Podsakoff et al. (2000) remarked in their review that there are around thirty different forms of citizenship behaviors identified from the OCB literature, but many of the behavioral concepts overlap and can be organized into seven common themes and dimensions. These are; helping behaviors, sportsmanship, individual initiative, organizational loyalty, organizational compliance, civic virtue and self development. The five types of organizational citizenship behavior identified by Organ can be found in these seven themes and dimensions. They also remarked that the major categories of antecedents of OCB are: 1. Individual characteristics 2. Task characteristics 3. organizational characteristics 4. Leadership behavior
2.3.2. Benefits of organizational citizenship behavior
Podsakoff et al. (2000) reviews some of the work that has attempted to examine the benefits of organizational citizenship behaviors. In terms of the effect that organizational citizenship behavior has on organizational effectiveness, Podsakoff et al. (2000) discussed the different mechanisms through which an individual OCB?s are believed to affect organizational success. These mechanisms are: 1. Enhancing the productivity of co-workers, by for example helping them learn new skills and best-practice 2. Enhancing the productivity of higher managerial staff, by for example providing them with useful feedback about a specific work task 3. Freeing up resources that can be used for more productive functions, by for example being conscientious and demonstrating that time-consuming supervision is not required
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4. Reducing the need to devote scarce resources for purely maintenance functions, by for example reducing group conflict by group helping behaviors and less effort is needed for conflict mediation 5. Serving as an effective means of coordinating activities between team members and cross work groups, by for example showing courtesy and keeping members of other teams up-to-date 6. Increasing group cohesiveness and morale, to make the workplace more attractive and making it easier for the organization to attract and retain the best people 7. Enhancing the stability of organizational performance, by for example group members providing extra effort in case of a failure and maintaining performance levels 8. Enhancing an organizations ability to adapt to environmental changes, by for example the willingness to learn new skills
OCB is an effective way of using human capital to determine organizational performance where people provide organizations an important source of sustainable competitive advantage. The importance for organizations is that people carry out extra activities that are not formally written down. But because the tasks are not formally written down there is a certain overlap between tasks of employees, which the employees should be willing to carry out (Katz and Kahn, 1964). Katz et al. (1964) also explained that organizations cannot anticipate with exact accuracy to all those activities essential for reaching objectives.
2.4. Work motivation
Employee?s motives may guide their behaviors, but also their discretionary, non-task behaviors. Most content-based motivation theories are based on Maslow?s (1954) hierarchy of needs (psychological, safety, love, esteem and self-actualization). The most used and accepted classification of work-related motivation are McClelland (1961, 1985) categories of motivation (power, affiliation and achievement). 20
But despite their frequent acceptance and use, the measures were widely criticized on theoretical and measurement issues (Barbuto & Scholl, 1998; Harrell & Stahl, 1981). McClelland?s categories of motivation do not include work motives, such as task enjoyment and adherence to principles and values, and these missing aspects of motivation offer predicting value (Barbuto et al., 2000, 2002).
Leonard, Beauvais, and Scholl (1999) proposed a new typology of motivation sources, drawn from existing literature, consisting of five sources, namely: intrinsic process, instrumental, self-concept-external, self-concept-internal, and goal internalization. This typology was operationalized with subscales to measure the five sources of motivation (Barbuto and Scholl, 1998) and further developed and tested to predict leader?s behaviors (Barbuto and Scholl, 1999; Barbuto et al., 2002) and leaders? transformational leadership behaviors (Barbuto et al., 2000). The Motivation Sources Inventory (MSI), measuring the five sources of motivation gave a better prediction of influence tactics and transformational leadership than McClelland?s categories of motivation (Barbuto et al., 2000, 2002).
A description of the five sources of motivation follows:
1. Intrinsic process motivation: a person is motivated to perform certain kinds of work or behaves in a certain way just for the fun of it. The work itself acts as the incentive as employees enjoy what they are doing (Barbuto and Scholl, 1998). Similar constructs found in the literature are heteronomous morality (Kohlberg, 1976), impulsive (Kegan, 1982; Loevinger, 1976), pre-operational (Piaget, 1972), early existence needs (Alderfer, 1969), intrinsic pleasure needs (Murray, 1964) and psychological needs (Maslow, 1954). This motive has also been formulated as intrinsic motivation to obtain task pleasure (Deci, 1975) and as intrinsic task motivation nonexistent of any external controls or rewards (Staw, 1976). According to Deci (1975), this motive differs from the classic intrinsic or internal motivation mentioned in other literature. The classic intrinsic or internal motivation describes internal challenges and achievement outcomes and represented personal satisfaction 21
derived from achievements of goals and tasks. Whereas this motive was derived from immediate internal gratification, intrinsic process motivation is the driving force. 2. Instrumental motivation: instrumental rewards motivate people when they become aware that their behavior will lead to certain extrinsic tangible outcomes such as pay, promotion, bonuses etc. (Barbuto and Scholl, 1998). Similar constructs to this motive are alienative and calculative involvement (Etzioni, 1961), exchange theory (Barnard, 1938), legal compliance and external rewards (Katz and Kahn, 1978), need for power (McClelland, 1961; Murray, 1964), need for safety (Maslow, 1954) and stages of existence needs (Alderfer, 1969). This motive was derived from tangible external rewards, whereas the classic extrinsic or external motivation depended on social rewards such as praise and public recognition. 3. Self-concept external motivation: people seek affirmation of traits, competencies and values. Their motivation therefore tends to be externally based. Their ideal self is adopted from role expectations of reference groups and they behave in ways that satisfies reference group members, to gain acceptance and therefore to gain status (Barbuto and Scholl, 1998). Similar constructs are social moral involvement (Etzioni, 1961), extrinsic interpersonal motivation (Deci, 1975; Staw, 1976), social inducements, conformity to group attitudes and communion (Barnard, 1938), social identity theory (Ashford and Mael, 1989), interpersonal (Kegan, 1982; Kohlberg, 1976), early formal operational (Piaget, 1972), conformist (Loevinger, 1976), needs for affiliation (McClelland, 1961; Murray, 1964), needs for love, affection and belonging (Maslow, 1954), relatedness needs (Alderfer, 1969), employees seeking membership and seniority in organizations, approval from leaders and approval from groups (Katz and Kahn, 1978). Classic descriptions of social rewards or social exchanges are captured by self-concept external motivation. 4. Self-concept internal motivation: people with this motive are inner-directed, the motivation is internally based. Their ideal self is based on internal standards of traits, competencies and values and they behave to reinforce these standards to reach higher levels of competency (Barbuto and Scholl, 1998).
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Similar constructs to this motive are high need for achievement (McClelland, 1961; Murray, 1964)), internal motivation to overcome challenges (Deci, 1975), personal achievement (Staw, 1976), ideal of internalized motivation derived from role performance (Katz and Kahn, 1978), full formal operational (Piaget, 1972), social system (Kohlberg, 1976), institutional (Kegan, 1982), conscientious (Loevinger, 1976), need for esteem (Maslow, 1954), motivating factors (Herzberg, 1968), growth needs associated with developing one?s potential (Alderfer, 1969), self-evaluative mechanisms, self-regulation and personal standards (Bandura, 1986). 5. Goal internalization motivation: people with this motive adopt attitudes and behaviors, because the content is identical with their personal value systems. The worker believes in the cause and is motivated to work towards the goal of the collective. Similar constructs to this motive are value systems (Kelman, 1958), internalized values (Katz and Kahn, 1978), internal valence for outcome (Deci, 1975), pure moral involvement (Etzioni, 1961), postformal operational (Piaget, 1972), principled orientation (Kohlberg, 1976), interindividual (Kegan, 1982), autonomous (Loevinger, 1976), self-actualization (Maslow, 1954). Compared to the other four sources of motivation, goal internalization has a different viewpoint (Barbuto and Scholl, 1998). People who follow the intrinsic process motive need to enjoy the work being performed. People with instrumental motivation need an incentive or possible reward to perform the work. With self-concept external motivation, people comply when they believe their reputation or image will be accepted. With selfconcept internal motivation, people comply when there is a need to have a personal challenge. Whereas with goal internalized motivation it is not required that the goals of the organization can be attained with the assistance of the workers and it does not necessarily mean that the worker agrees with the organization?s mission. Goal internalized motivation represents the absence of self interest (Barbuto and Scholl, 1998). If all workers performed high in goal internalized motivation and low in the remaining four sources of motivation, leaders would only have to explain the goals of the organization and what should be done to accomplish them. 23
If the workers believed in the goals explained by the leaders, they would be motivated to perform any necessary tasks to achieve these goals.
2.5. Motivation and organizational citizenship behavior
According to researchers, an individual?s motivation is significantly related to his or her organizational citizenship behavior (Finkelstein & Penner, 2004; Rioux & Penner, 2001; Tang & Ibrahim, 1998). They statistically determined: ? ? Tang and Ibrahim (1998): significant relationship between achievement motivation and OCB Finkelstein & Penner (2004); Rioux & Penner (2001): significant relationship between organizational concern and pro-social values motives and OCB Other researchers (Allen and Rush, 1998) reported that employee OCB?s are rated by the leader?s perception of follower?s motives. Therefore it is expected that there is a significant relationship between employee OCB?s and their sources of motivation. Barbuto and Scholl (1999) (2000) reported a significant relationship between sources of motivation and leaders behaviors, leader-used influence tactics, transformational leadership behaviors and followers compliance. The motivation sources of Barbuto and Scholl (1998) were stronger predictors of leader?s behavior than McClelland?s needs constructs, which were also used as a predictor. Barbuto et al., (1998) research demonstrated that an individual?s source of motivation might account for a significant variance in leader and follower behaviors.
According to a meta-analysis (LePine, Erez and Johnson, 2002), OCB dimensions conceptualized by Organ (1998) were highly correlated to each other and there was no apparent variation in relationships with the most popular set of OCB antecedents, although many researchers considered OCB to consist of conceptually distinct behavioral dimensions.
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People performing intrinsic process motivation participate in activities that they enjoy and create a pleasant work environment for themselves and other co-workers. Logically the assumption can be made that workers who enjoy their work are more likely to assist others and create a helping work climate and that these workers find organizational citizenships behaviors fun. But studies showed that this motive is not predictive of organizational behaviors and this trend is expected to continue in future research (Barbuto and Scholl, 1998; 1999; Barbuto et al., 2000). Instrumental motivation is also expected to have a negative relationship with organizational citizenship behavior, since people in this motive participate in formally rewarded activities and organizational citizenship behaviors are not formally rewarded. However research of Organ (1997) and others discussed the degree to which rewards motivate OCB and suggested that workers use indirect and informal beliefs about future rewards in their decisions to perform in certain organizational citizenship behaviors. OCB could be considered in larger contexts, such as future raises, performance reviews or other decisions in which rewards are made. Other researchers (Deci, Koestner and Ryan, 1999) reported in their examination of the effects of extrinsic rewards on intrinsic motivation, that tangible rewards undermine intrinsic motivation out of free choice. Barbuto et al., (2003) found a small negative relationship between instrumental motivation and OCB.
For self-concept external motivation, Barbuto and Scholl (1998) found similarities with McClelland?s (1961) need for affiliation. Tang and Ibrahim (1998) found no relationship between OCB and their need for affiliation. Barbuto et al. (2003) found a significant negative relationship, but could not proof much statistically. It is expected that OCB and self-concept external motivation would have a negative relationship, because of the fact that this motive requires some element of social reward or recognition for employee?s efforts and OCB is not formally rewarded by organizations. On the other hand because this motive is associated with positive feedback and acceptance from others, helping others may be recognized from this motive. OCB?s may be self-serving behaviors due to their positive attributions and social rewards that are created from OCB, according to Bolino, Turnley and Niehoff (2004). 25
But no studies have proven the social recognition for those engaging in OCB?s yet. The expectation for a relationship between self-concept external motivation and OCB is small negative.
People who are self-concept internally motivated highly hold themselves to a high standard of performance and perform activities that require their unique skills. For these people it is than more likely to follow activities on the job that help others or go beyond the adequate roles. Conscientiousness is considered to be the best predictor of OCB in the Big Five Personality dimensions (Organ, 1994) and individuals are than considered reliable, self-disciplined and dependable (Barrick and Mount, 1991) and these are the characteristics that people are likely to have if they score high for self-concept internal motivation. The five types of OCB found a significantly positive relation with value for achievement in Neuman and Kickul (1998) research and Tang and Ibrahim (1998) achievement motivation. Therefore a positive relationship is expected between selfconcept internal motivation and OCB.
People with a high goal internalized motive show principles and values and identify themselves with organizational goals and missions. Finkelstein and Penner (2004) determined a strong relation between OCB and motives such as organizational concern and prosocial values. They reported that organizational concern (desire to help the organization that stems from pride and identification that the individual has towards the organization) had a positive relationship with OCB?s. Therefore a small positive relationship is expected between goal internalized motivation and OCB.
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2.6. Summary
Employees? motives may guide their behaviors, but also their discretionary, non-task behaviors (Organ, 1997). Motives as a predictor of OCB have been studied by several researchers, while content theories of work motivation have not been researched, except for the study of Barbuto, Brown, Wheeler and Wilhite (2003). Research on OCB?s continued since the introduction several years ago and was mainly focused on the effects of OCB?s on individual and organizational performance. OCB?s were widely considered positive behaviors, but their antecedents were less known. Organ (1997) advised researchers to pay more attention to the predictors of OCB?s, reminding that employee motives may offer an empirical explanation of the occurrence. At that moment there were no strong measures of employees? sources of motivation. Later on Barbuto and Scholl (1998, 1999) developed an instrument, Motivation Sources Inventory, to measure employees? work motivation and used it to predict leaders? behaviors. Following research (Barbuto, Fritz and Marx, 2000) which explored the relationship between employees? sources of motivation and organizational citizenship behavior, also demonstrated that the Motivation Sources Inventory has a strong predictive value. Most studies on work motivation focused on supervisory behaviors, thus using it to predict employee behavior was a necessary progression.
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Chapter 3 Methodology
3.1. Introduction
In quantitative research a researcher asks a narrow question, answers that question by collecting numerical data from participants and then analyses the data using statistics. The researcher hopes that these numbers will produce a fair result that can be specified to a larger population.2 The process of all these steps of quantitative research is described in this chapter. The chapter focuses on the research questions and objectives and how they have been investigated, by discussing the research approach, the research strategy, the sampling methods and the methods of analysis. The first section 3.1 gives a brief introduction of the chapter. Section 3.2 describes the research statement and objectives, while section 3.3 describes the research approach and section 3.4 the research strategy. The survey design is discussed in section 3.5 and the sampling method and method of analysis are described in respectively section 3.6 and 3.7.
3.2. Research problem
Reality shows that a lot of employees in the granite mining industry in West-Suriname lack motivation due to several reasons. For some employees the financial reward is more important, which sometimes leads to poor performance and low job tenure. Another issue that is noticed is that skilled and educated people rather apply for jobs within the more developed cities in the country. Whereas the granite mining industry in West-Suriname is located in the interior of Suriname, which is less developed and also long distance from the more developed cities (and also the capital city). Employees working in this industry would have to stay on the job for a longer period (because of the distance) and would not have a lot of recreation activities in their free time. These factors triggered the question why employees show this kind of behavior, why there is a lack of motivation and what kind of organizational behaviors influence these factors. Several studies and theories can be found to measure employee behaviors and / or organizational behavior.
2
Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Quantitative_research
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But the interest in organizational citizenship behavior rose since several researches during the years showed that it might not only influence organizational effectiveness, but also enhance coworker and managerial productivity, adapt to environmental changes and improve the organizations ability to attract and retain the best people and obtain stability of organizational performance and organizational effectiveness by creating social capital (Organ et al., 2006, p. 200-202). OCB might also influence organizational effectiveness by freeing up resources for more productive purposes, reducing the need to use scarce resources and improving the coordination of activities (Organ et al., 2006). OCB?s are commonly considered to be positive behaviors, but their antecedents are less known. There are few studies that examined the OCB antecedents and tested several characteristics, such as conscientiousness (Organ and Lingl, 1995), agreeableness (Neuman & Kickul, 1998), need for achievement (Neuman & Kickul, 1998), organizational-based self-esteem (Tang & Ibrahim, 1998), emotional intelligence (Carmeli & Josman, 2006), and motives (Finkelstein, 2006). Organ (1997) necessitated that research of the predictors of OCB should be increased, stating that employee motives may offer empirical explanation for this phenomena. Therefore some studies examined motives as a predictor of OCB and stated that although employee motives may guide their behaviors, their motives may also guide their discretionary non-task behaviors. In the line of work motivation, only content theories have been researched, except for the study of Barbuto, Brown, Wheeler and Wilhite, 2003).
The objective of this study is: ? ? To have a better view of the different OCB factors and work motives. To measure to what extent organizational citizenship behavior influences work motivation in the granite mining industry in West-Suriname in order for the organization to know what kind of environment to provide their employees and increase the organizations effectiveness and productivity.
29
People should look for greater fulfillments in their careers and improve the quality of their work. Every organization should promote and encourage OCB behavior, which is a key feature in organizational behavior and find out what sources of motivation are triggered within employees. The concept of OCB is relatively new in Suriname and also for the industry chosen for this research. Hoping this research can help trigger the curiosity in other organizations and industries to measure these factors in their organization to perform better, produce more and work effectively in an environment where employees are comfortable working in.
3.3. Research approach
The research approach is dependent on the research question and objective and is one of the most important decisions of the thesis. To reach the purpose of this study, a quantitative approach was chosen, to discover to what extent the variables influence each other. Quantitative research is an empirical investigation of social phenomena using statistical, mathematical or computational techniques, with the objective to use mathematical models, theories and / or hypotheses related to phenomena. 3
This research used both exploratory and descriptive research. Exploratory research is also referred to as a theory to approach further research to help define research problems and research hypotheses. The research was exploratory in the sense that literature was studied to get more insight into the variables that were researched. Information on OCB, sources of work motivation and the relationship between work motivation and OCB were gathered. Thereby the different variables for this particular research problem were identified. This data was also used to support and correspond with the findings of the study. After the exploratory research, descriptive research was used to conduct a survey study to measure associations between the variables. Descriptive research describes things as they exist and is used to gather data on a particular problem or issue.4 The variables were measured using tested questionnaires for both OCB variables (Organ, 1988) and sources of motivation (MSI, Barbuto, 2004).
3 4
Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Quantitative_research Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Descriptive_research
30
For this research there were no hypotheses formulated, because this study researches whether there is OCB in the granite mining industry in West-Suriname and if these influence the work motivation. This is already answered with the results of this study. Testing for hypotheses in this study would be predicting something before knowing whether it exists or does not exist in this industry. That would be the next phase after this study.
3.4. Research strategy
This research is focused on variables influencing employee work motivation, which is explored by empirical research and a survey study. With these types of research a relatively high amount of reliable data can be collected against relatively low costs. The survey is generally easy understood and it allows the researcher to examine different variables from one survey. A survey also enables the researcher to easily identify and describe the opinion of the respondent, is simple to administrate and the most appropriate technique for descriptive research to obtain primary data.
The data for this research was gathered from documents, research papers, articles and theory. A field survey was also conducted in order to measure the variables, using tested questionnaires. The results from the questionnaires were analyzed in SPSS and with the results should be concluded to what extent OCB influences work motivation in the granite mining industry in West-Suriname.
3.5. Survey design
In descriptive research survey design is considered one of the most appropriate techniques to acquire primary data. Starting with a brief introduction about the purpose of the survey and the guidelines for answering the questions, the questionnaire consisted of three sections. In the first section the control variables were measured consisting of; age group, geographic location, educational level, job tenure and job category. Geographic location was distributed into five options based on the main cities and or countries where the respondents live. This information was provided by the organization.
31
The question regarding the educational level consisted of three options; primary education, secondary education and higher education. Primary education includes primary school, secondary education includes elementary school and high school and higher education includes college and grad school. Job category included thirteen options based on the functions of the employees.
In the second part of the questionnaire the independent variables (OCB) were measured and consisted of fourteen questions. Five questions for altruism, five questions for conscientiousness and four questions for civic virtue. In the last part of the questionnaire the dependent variables (sources of motivation) were measured and consisted of thirty questions, six questions for each motivation source.
The original questionnaire was constructed in English using existing (tested) questionnaires. Because the spoken language in Suriname is Dutch, the questionnaires were translated into Dutch. Afterwards the questionnaires were translated back into English by an independent translator in order to optimize the quality and reliability of the translation.
3.6. Sampling methods
Sampling procedures are critical in survey design. Incorrect sampling procedures will cause the data to be invalid. A sample is part of a sub-set of the entire population (group of people). It is important that in every sample there is a representation of the whole group. There is no particular sample size.5 In this part a chronological order is given of how the sample was selected, the different measures that were used and the survey procedures.
3.6.1. Sample
In the granite mining industry in West-Suriname only one organization is operational. Within that organization it was possible to survey all the employees. Therefore no specific sample strategy was used. Looking at the sample it can be noted that the total sample included 66 respondents.
5
Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Sampling_(statistics)
32
The sample consisted of employees on all levels in the organization, meaning that the sample was diverse and representative of the organization. Out of the 66 respondents only 59 could be surveyed, due to the absence of some employee?s.
3.6.2. Measures
In the first section the moderating variables (age group, geographic location, job tenure, educational level and job category) were assessed. Within the OCB research the researchers Lee and Allen (2002) could not find significant influences of the control variables age, organizational tenure and organizational level. Other researchers on the other hand found positive influences between OCB and lengths of service (Chiu and Tsai, 2006) and between OCB and educational level (Smith, Organ and Near, 1983).
In section number two the OCB dimensions (dependent variables) were assessed. To measure these variables three of the five dimensions from Podsakoff et.al (2000) were used, since these are widely used throughout OCB literature all over the world. There are different dimensions to measure OCB, but a lot of them overlap each other in concept. The three OCB dimensions selected for this research, namely; altruism, conscientiousness and civic virtue, were measured using an existing scale (Organ, 1988). Each dimension was split up into four or five items to measure the dimension in a correct way, using a likert-type scale ranging from one to four (1 = strongly agree, 2 = agree, 3 = disagree, 4 = strongly disagree).
In the last section the sources of motivation were measured using the Motivation Sources Inventory (MSI, Barbuto, 2004). The MSI contains thirty items, six for every motive, measured using a likert-type scale ranging from one to four (1 = strongly agree, 2 = agree, 3 = disagree, 4 = strongly disagree) and measures each employee?s five sources of motivation. In previous studies the MSI showed a reliability coefficient above 0.7, meaning that the scales are reliable.
To statistically analyze the data, in order to draw conclusions from the research, measurement scales are used to categorize and / or quantify variables. 33
The commonly used measurement scales in statistics are: nominal, ordinal, interval and ratio scales.6 The types of measurement scales used in the questionnaire for this research are; nominal, ordinal and interval scale. The questions in the first section of the questionnaire are nominal scale for geographic location and job category and ordinal scale for education level and job tenure. These questions are nominal, because the categories of these variables are just names and have no particular order, so there is no magnitude, no equal interval and no absolute zero. The questions concerning age group, educational level and job tenure are ordinal, because they have an inherent order, but no magnitude and absolute zero point. The questions in section two and section three are all interval scale, since they have an equal interval and they are produced in a likert-type scale.
3.6.3. Procedures
The data was collected using the personal survey method. An appointment was made when the survey could be taken and the purpose of the study and the procedure of how the questionnaires would be taken were explained. A date was set and the employees were informed in advance about the visit for the research. The survey was taken personally by the researcher and two other administrative workers, since the survey was scheduled to be taken in one day, due to the distance that needed to be traveled to visit the company site. The administrative workers were prepared and trained by the researcher how to interview the respondents and were each given a list of the respondents they needed to interview. Because of the low educational level of the respondents and the difficulty of some of the questions, the questionnaires were taken in the form of an interview. The questions were explained to the respondents and they were assured of anonymity.
3.7. Methods of analysis
The data, collected from the questionnaires, was summarized and analyzed in SPSS (Statistical Package for Social Science) version 19.0 and several data techniques were assessed to analyze the data.
6
StatTrek (2011). Retrieved from:http://stattrek.com/ap-statistics-1/measurement-scales.aspx
34
Descriptive statistics were applied to collect, organize, summarize and present the data, to interpret the data in simple and structured way.7 The descriptive statistics used in this research are frequencies and descriptives. The inferential statistics that are applied are reliability, multiple regression and Pearson correlation analysis.
The analysis of the Motivation Sources Inventory included dividing the thirty different items into five individual subscales (Intrinsic Process, Instrumental, Self Concept Internal, Self Concept External and Goal Internalization), to have a better view of the factors that are driven by the individual sources of motivation.
3.8. Summary
Based on what kind of research is done, the right research methodology is selected. This study is a quantitative study and therefore quantitative research method is chosen. Firstly the research was defined with the research problem and objectives. Afterwards was described how the research was approached, using descriptive and exploratory research methods. The tools used for gathering data for this research, being a survey were discussed. Also the design of the survey, the sample selection, sampling measures and sampling procedures were described. The last stage of methodology was the analysis of the data, where the data was interpreted using SPSS.
7
Laerd Statistics (2011). Retrieved from:http://statistics.laerd.com/statistical-guides/descriptiveinferential-statistics.php
35
Chapter 4 Data findings
4.1. Introduction
This chapter reports the findings that resulted from the data that was collected. Section 4.1 gives a brief introduction of the chapter, while section 4.2 data planning describes how the data is organized and prepared for analysis. Section 4.3 shows an outline of the data gathered, while section 4.4 explains the descriptive statistics and section 4.5 explains the inferential statistics. Section 4.6 summarizes this chapter.
4.2. Data planning
In order to report the main findings, the data should be organized and screened for completeness. Out of the 66 distributed questionnaires, only 59 are complete. The other 7 questionnaires are not completed, because some respondents were absent when the survey was taken. All completed questionnaires have no errors, because they were taken using the personal survey method, where interviewers made sure all the questions were completed. A code table is conducted for the questionnaires, where each question and given answer has a code. The codes of the questions and answers in the code table are in the same order as the questionnaires. The coding of the data is necessary for processing the data in SPSS. For the ease of the analysis some variables are combined into one new variable, which is done before the analysis.
36
4.3. Data outline
The data outline summarizes the data gathered through questionnaires. The table below illustrates the demographic frequencies.
No. of respondents (N = 59) 1 Age 18 – 26 years 26 – 34 years 35 – 44 years 45 + Geographic location Paramaribo Nickerie Sipaliwini Commewijne Guyana Job tenure Less than 1 year 1 – 4 years 5 – 10 years More than 10 years Educational level Primary education Secondary education Higher education Job category Manager Supervisor Truck driver Machine operator Warehouse manager Helper Welder Driller Mechanic Electrician Crusher controller Administrative worker 13 17 13 16
%
Cumulative %
22.0 28.8 22.0 27.1
22.0 50.8 72.9 100.0
2
20 4 25 1 9
33.9 6.8 42.4 1.7 15.3
33.9 40.7 83.1 84.7 100.0
3
3 36 15 5
5.1 61.0 25.4 8.5
5.1 66.1 91.5 100.0
4
39 18 2
66.1 30.5 3.4
66.1 96.6 100.0
5
2 5 5 14 2 14 3 3 5 1 2 3
3.4 8.5 8.5 23.7 3.4 23.7 5.1 5.1 8.5 1.7 3.4 5.1
3.4 11.9 20.3 44.1 47.5 71.2 76.3 81.4 89.8 91.5 94.9 100.0
Table 4.1: Frequency table of demographic factors Source: developed from survey data
37
4.6. Descriptive statistics
This part of the chapter describes the result of the independent variables (OCB) and the dependent variables (sources of motivation), starting with the questions in section II of the questionnaire which are related to the OCB variables. These are shown in the table below. Organizational citizenship behaviors
Statement N Minimum (Strongly disagree) 1. It is important to help others who have been absent Even if I?m busy with my own work, I try to help others who have heavier workloads than I do New people should ask for directions themselves, I can?t help them all the time If my colleague has a work-related problem I try my very best to help him I will only help colleagues who helped me in the past I am more attendant at work than most of my colleagues I am earlier at work than the official working time Even when no one is watching I act according the rules and regulations of the company I believe in giving an honest day?s work for an honest day?s pay 59 2 Maximum (Strongly agree) 4 3.19 3 Mean Mode
2.
59
2
4
3.07
3
3.
59
1
4
2.81
3
4.
59
3
4
3.03
3
5.
59
1
4
2.32
2
6.
59
2
4
2.47
2
7.
59
2
4
2.97
3
8.
59
2
4
3.02
3
9.
59
3
4
3.19
3
10. I tend to do things my own way to get to a result instead of doing it via the protocols of the company 11. It is important to attend all meetings, even if they are not mandatory 12. Changes in the organization don?t really interest me
59
1
4
2.12
2
59
1
4
2.98
3
59
1
3
2.08
2
38
13. I always read and try to keep up with organization announcements and memo?s 14. I try to put a lot of effort in my work in order to help the company image
59
3
4
3.10
3
59
3
4
3.24
3
Table 4.2: Descriptive results of respondents OCB’s Source: developed from survey data
There are several numerical descriptive measures to describe the data set and are useful to make inferences for a population. In this research the mean, mode, minimum and maximum are described. The mean and the mode are characterized as measures of central tendency (location). The mean indicates the extent to which the sample group agrees or does not agree with the different statements. A higher mean indicates that respondents agree more with the statement and a lower mean indicates that they disagree more with the statement. The mean is an appropriate measure for likert scale questions, since the number that is coded can give a feel for which direction the average answer is8. The mode is the item that occurs most often in the data set. There may be one mode, multiple modes or no modes. The minimum and maximum mention values as the extremes and are characterized as measures of dispersion (variability).
The questions in section III of the questionnaire measure the motivation sources inventory and consist of 30 items, six for each sub-scale. For ease of the analysis the items are divided into the five subscales, where every subscale includes the statements related to that scale. The results of these variables are shown in the tables below.
8
Retrieved from:http://www.uni.edu/its/support/article/604#fr.
39
Intrinsic Process Motivation
Statement N Minimum (Strongly disagree) 1. 2. I prefer to do things that are fun I get excited when working on things I enjoy doing I often put off work so I can do something better I get excited when I know I?ll be doing my favorite activities I prefer to spend time with people who are fun to be with When choosing jobs, I consider which job will be most fun 59 2 Maximum (Strongly agree) 4 2.71 3 Mean Mode
59 59
2 1
4 3
3.15 2.05
3 2
3.
4.
59 59
2 2
4 4
3.24 2.68
3 3
5.
6.
59
2
4
2.69
3
Table 4.3: Descriptive results of respondents’ intrinsic process motivation Source: developed from survey data Instrumental Motivation
Statement N Minimum (Strongly disagree) 1. I like to be rewarded for extra responsibilities I will work harder if I get paid for the extra effort I work harder if I know my efforts will lead to better rewards I work hard to find ways to earn more income I like to find ways to earn more money I like to keep looking for better business opportunities 59 2 Maximum (Strongly agree) 4 3.08 3 Mean Mode
2.
59
2
4
3.32
3
3.
59
2
4
3.25
3
4.
59 59
2 2
4 4
3.19 2.85
3 3
5. 6.
59
1
3
2.08
2
Table 4.4: Descriptive results of respondents’ instrumental motivation Source: developed from survey data
40
Self-concept External Motivation
Statement N Minimum (Strongly disagree) 1. It is important that others appreciate the work I do I like to get recognition for a job well done I work harder if I know my efforts will be praised I am motivated when people make me feel appreciated I work hard on the job to strengthen my reputation I give my best effort when I know others will notice 59 2 Maximum (Strongly agree) 4 3.19 3 Mean Mode
2.
59
2
4
3.36
3
3.
59
2
4
3.24
3
4.
59
2
4
3.24
3
5.
59
2
4
3.14
3
6.
59
2
4
3.00
3
Table 4.5: Descriptive results of respondents’ self concept external motivation Source: developed from survey data
Self-concept Internal Motivation
Statement N Minimum (Strongly disagree) 1. Decisions I make reflect my personal standards It is important that my work requires my unique skills I work harder if I know my skills are needed My favorite tasks are those that are the most challenging I prefer to do things that give me a sense of achievement I am motivated when my skills are needed 59 2 Maximum (Strongly agree) 4 3.07 3 Mean Mode
2.
59
3
4
3.27
3
3.
59
2
4
3.25
3
4.
59
2
4
3.10
3
5.
59
2
4
3.07
3
6.
59
2
4
3.08
3
Table 4.6: Descriptive results of respondents’ self concept internal motivation Source: developed from survey data 41
Goal Internalization Motivation
Statement N Minimum (Strongly disagree) 1. I work hard for a company if I agree with its mission I need to believe in a cause before I work hard When I believe in the cause, I work hard to help it succeed I work hard when I feel a sense of purpose in the work I am energized when I agree with an organization?s purpose My motivation will be high when I believe in what I?m doing 59 2 Maximum (Strongly agree) 4 3.15 3 Mean Mode
2.
59
2
4
3.10
3
3.
59
2
4
3.25
3
4.
59
2
4
3.19
3
5.
59
2
4
3.07
3
6.
59
3
4
3.14
3
Table 4.7: Descriptive results of respondents’ goal internalization motivation Source: developed from survey data
4.7. Reliability analysis
In order to know if the variables measured in research are consistent, a reliability test is done. A measure is considered reliable if it has a coefficient alpha (Cronbach?s alpha) of .70 or above. The Cronbach?s Alpha for the variables used in this study are shown in the table below. Cronbach’s Alpha (?)
.640 .642 .688 .754 .693 .718
Variables (Items)
OCB (14) Intrinsic process motivation (5) Instrumental motivation (5) Self concept external motivation (5) Self concept internal motivation (5) Goal internalization (5)
Table 4.8: Reliability results of dependent & independent variables Source: developed from survey data 42
Table 4.8 above shows the reliabilities of the variables measured in this research. The OCB scales had reliabilities close to the desired alpha level of .70, which is .64. The motivation subscales of the motivation sources inventory had reliabilities ranging from .64 to .75. Only the reliability of intrinsic motivation is lower than .70 and is higher if the third item in that subscale is removed. If the reliability of all the items of the motivation sources inventory is tested together, the reliability is higher than .90. The reliability of the OCB scales is tested together, because only the three commonly used scales are measured in this research. These results were expected since the instruments used for sources of motivation (Barbuto and Scholl, 2004) and OCB (Organ, 1988) have been found to be reliable in previous studies.
4.6. Inferential statistics
In this section of the chapter the relationships between the different variables are tested in order to answer the research questions. The examination of the relationships is based on the correlation of these variables. Correlation is a statistical technique that shows how strong two or more variables are related to each other or the degree of association between the variables. This is measured by the correlation coefficient and should always be in the range of -1 (perfect negative correlation) through 0 (lack of correlation) to 1 (perfect positive correlation). The correlation coefficient (r-value) tells you the extent to which you can guess the value of one variable given a value of the other variable. The significance value (p-value) tells you whether to accept or reject hypotheses and is the probability that the correlation is one just by chance9.
9
StatSoft (2011). Retrieved from:http://www.statsoft.com/textbook/basic-statistics/#Correlationsa
43
The correlation strengths are determined on the basis of the following standards:
Correlation (size) Small (low) Medium (moderate) Large (strong)
Negative -0.3 to -0.1 -0.5 to -0.3 -1.0 to -0.5
Positive 0.1 to 0.3 0.3 to 0.5 0.5 to 1.0
Table 4.9: Interpretation of the size of a correlation Source:http://en.wikipedia.org/wiki/Pearson_product-moment_correlation_coefficient
The testing of the different variables based on the correlation coefficient revealed some relationships. For the OCB variables a strong correlation is found between altruism and conscientiousness (r = 0.52) and also between conscientiousness and civic virtue (r = 0.50). Between altruism and civic virtue a moderate correlation (r = 0.33) is found.
There is a certain relationship between the different sources of motivation, because if there were no relation, these variables would not have been used to measure the concept of motivation. The correlation analysis proves that the above mentioned is correct. The correlation data results show strong correlations between the different sources of motivation. Table 4.10 below gives an overview of the r-values.
Intrinsic
Instrumental
Self-concept external
Self-concept internal
Goal internalization
Intrinsic Instrumental Self-concept external Self-concept internal Goal internalization
1.00 0.68 0.68 0.62 0.53 1.00 0.82 0.64 0.62 1.00 0.84 0.81 1.00 0.84 1.00
Table 4.10: Correlation results sources of motivation Source: developed from survey data
44
Between the moderating variables and the dependent and independent variables some relationships are found. Education level and instrumental motivation (r = 0.32) shows a moderate correlation and education level and self-concept external motivation (r = 0.27) shows a low correlation. Between job tenure and altruism a low correlation is found (r = 0.26). Also worth mentioning is the strong correlation between age group and job tenure (r = 0.56).
Looking at the relationships between the independent and dependent variables, only one relationship is shown. Between conscientiousness and goal internalization there is a moderate correlation (r = 0.33).
After the correlation analysis the next step is the regression analysis. The regression analysis is a collection of statistical techniques serving as a basis to model and analyze several variables, focusing on the relationship between a dependent variable and one or more independent variable. These relationships include a response variable and several predictors (regressors). Response variable is the dependent variable and the predictor is the independent variable. The regression analysis helps to understand how the typical value of the dependent variable changes when any one of the independent variables is varied, while the other independent variables are held fixed. It helps to understand which of the independent variables are related to the dependent variable, and to explore the forms of these relationships. When interpreting regression analysis, the research questions should always be the starting point 10.
As seen in the conceptual model in figure 1.1 the independent variables were grouped under OCB and consist of altruism, conscientiousness and civic virtue. The dependent variables were grouped under work motivation and consist of intrinsic process motivation, instrumental motivation, self-concept external motivation, self-concept internal motivation and goal internalization. The moderating variables consist of age group, geographic location, educational level, job tenure and job category.
10
Wikipedia (2011). Retrieved from:http://en.wikipedia.org/wiki/Regression_analysis
45
For this research the regression analysis was conducted using the following variables: ? OCB variables and moderating variables as predictors versus response variable intrinsic motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.32 and about 10% of the variance in intrinsic motivation is explained by the OCB- and moderating variables (R Square = 0.102) ? OCB variables and moderating variables as predictors versus response variable instrumental motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.46 and about 21% of the variance in instrumental motivation is explained by the OCB- and moderating variables (R Square = 0.212 ) ? OCB variables and moderating variables as predictors versus response variable selfconcept external motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.42 and about 18% of the variance in self-concept external motivation is explained by the OCB- and moderating variables (R Square = 0.177) ? OCB variables and moderating variables as predictors versus response variable selfconcept internal motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.35 and about 12% of the variance in self-concept internal motivation is explained by the OCB- and moderating variables (R Square = 0.121) ? OCB variables and moderating variables as predictors versus response variable goal internalization motivation. The regression results show that the strength of the relationship expressed in correlation coefficient is 0.45 and about 20% of the variance in goal internalization motivation is explained by the OCB- and moderating variables (R Square = 0.203)
46
4.7. Summary
This chapter describes the findings of the data gathered from the survey, to gain more insight on the data. The findings start with a data outline of the demographic factors and the organizational citizenship behaviors and the sources of motivation of the sample size, expressed in numbers and percentages. Thereafter the inferential statistics are described, which show the possible relationships between the different variables by correlation and regression analysis.
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Chapter 5 Data analysis
5.1. Introduction
This chapter describes the analysis of the data based on the findings described in the previous chapter. The focus is on the research questions and answering the research questions according to the results of the data. The results of the descriptive and inferential statistics are analyzed in respectively section 5.2 and section 5.3, preceded with an introduction of this chapter in section 5.1. The chapter is closed with a summary in section 5.4.
5.2. Descriptive analysis
The frequency table of the demographic factors in (table 4.1) shows the distribution of the sample size. Looking at age group there is an equally fair distribution with the biggest age group of 26 to 34 years (28.8%). As expected the majority of the employees lives in Sipaliwini (West-Suriname, where the company is located), according to the frequency results (42.2%). This was expected because with the establishment of the company in West-Suriname they created employment for the local population. The second biggest group of employees lives in the capital city Paramaribo (33.9%). In terms of educational level there is not an equal distribution. The majority of the employees received primary education (66.1%), while only 3.4% has higher education and 30.5% secondary education. Employees staying within the company between 1 to 4 years (61%) is the largest group, while 8.5% of the employees work for more than 10 years. The second part of the descriptive statistics analyzes the respondents OCB?s and sources of work motivation. The following table describes the frequency results of the OCB statements.
48
Organizational citizenship behaviors
Statement Strongly disagree 1. It is important to help others who have been absent Even if I?m busy with my own work, I try to help others who have heavier workloads than I do New people should ask for directions themselves, I can?t help them all the time If my colleague has a work-related problem I try my very best to help him I will only help colleagues who helped me in the past I am more attendant at work than most of my colleagues I am earlier at work than the official working time Even when no one is watching I act according the rules and regulations of the company I believe in giving an honest day?s work for an honest day?s pay 1 (1.7%) 52 (88.1%) 3 (5.1%) 37 (62.7%) 1 (1.7%) 4 (6.8%) 40 (67.8%) Disagree Agree Strongly agree 15 (25.4%)
2.
3 (5.1%)
49 (83.1%)
7 (11.9%)
3.
13 (22%)
41 (69.5%)
4 (6.8%)
4.
57 (96.6%)
2 (3.4%)
5.
16 (27.1%)
3 (5.1%)
6.
34 (57.6%)
22 (37.3%)
3 (5.1%)
7.
6 (10.2%)
49 (83.1%)
4 (6.8%)
8.
3 (5.1%)
52 (88.1%)
4 (6.8%)
9.
48 (81.4%)
11 (18.6%)
10. I tend to do things my own way to get to a result instead of doing it via the protocols of the company 11. It is important to attend all meetings, even if they are not mandatory 12. Changes in the organization don?t really interest me 13. I always read and try to keep up with organization announcements and memo?s 14. I try to put a lot of effort in my work in order to help the company image
4 (6.8%)
2 (3.4%)
1 (1.7%)
4 (6.8%)
49 (83.1%)
5 (8.5%)
2 (3.4%)
50 (84.7%)
7 (11.9%)
53 (89.8%)
6 (10.2%)
45 (76.3%)
14 (23.7%)
Table 5.1: Frequency results of OCB statements Source: developed from survey data
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The highest frequency per category is marked in red. Looking at these results we can state that a major part of the respondents disagree that they would only help colleagues who helped them in the past (62.7%). Employees also disagree that they are more attendant than most of their colleagues (57.6%. Furthermore they disagree that they tend to do things their own way to get results instead of following company rules (88.1%) and that changes in the organization don?t really interest them (84.7%). On the other hand a major part of the respondents agree with the remaining statements. It can be concluded that employees find it important to help others who have been absent (67.8%), have heavier workloads (83.1%) or work-related problems (96.6%). Employees also attend work earlier than required (83.1%), obey company rules and regulations (88.1%), attend meetings (83.1%) and keep up with company announcements (89.8%). Employees put effort in their work to help the company image (76.3%) and believe in an honest day?s work for an honest day?s pay (81.4%).
The following tables 5.2 to 5.6 describe the frequency results of the sources of work motivation statements.
Intrinsic process motivation
Statement Strongly disagree 1. 2. I prefer to do things that are fun I get excited when working on things I enjoy doing I often put off work so I can do something better I get excited when I know I?ll be doing my favorite activities I prefer to spend time with people who are fun to be with When choosing jobs, I consider which job will be most fun 2 (3.4%) 18 (30.5%) 5 (8.5%) 40 (67.8% 40 (67.8%) Disagree Agree Strongly agree 1 (1.7%) 14 (23.7%)
3.
52 (88.1%)
5 (8.5%)
4.
4 (6.8%)
37 (62.7%)
18 (30.5%)
5.
25 (42.4%)
28 (47.5%)
6 (10.2%)
6.
22 (37.3%)
33 (55.9%)
4 (6.8%)
Table 5.2: Frequency results of intrinsic process motivation statements Source: developed from survey data 50
Instrumental Motivation
Statement Strongly disagree 1. I like to be rewarded for extra responsibilities I will work harder if I get paid for the extra effort I work harder if I know my efforts will lead to better rewards I work hard to find ways to earn more income I like to find ways to earn more money I like to keep looking for better business opportunities 3 (5.1%) 6 (10.2%) 42 (71.2%) Disagree Agree Strongly agree 11 (18.6%)
2.
4 (6.8%)
32 (54.2%)
23 (39%)
3.
6 (10.2%)
32 (54.5%)
21 (35.6%)
4.
7 (11.9%)
34 (57.6%)
18 (30.5%)
5. 6.
17 (28.8%) 48 (81.4%)
34 (57.6%) 8 (13.6%)
8 (13.6%)
Table 5.3: Frequency results of instrumental motivation statements Source: developed from survey data
Self-concept External Motivation
Statement Strongly disagree 1. It is important that others appreciate the work I do I like to get recognition for a job well done I work harder if I know my efforts will be praised I am motivated when people make me feel appreciated I work hard on the job to strengthen my reputation I give my best effort when I know others will notice 3 (5.1%) 42 (71.2%) Disagree Agree Strongly agree 14 (23.7%)
2.
1 (1.7%)
36 (61%)
22 (37.3%)
3.
7 (11.9%)
31 (52.5%)
21 (35.6%)
4.
2 (3.4%)
41 (69.5%)
16 (27.1%)
5.
3 (5.1%)
45 (76.3%)
11 (18.6%)
6.
5 (8.5%)
49 (83.1%)
5 (8.5%)
Table 5.4: Frequency results of self concept external motivation statements Source: developed from survey data
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Self-concept Internal Motivation
Statement Strongly disagree 1. Decisions I make reflect my personal standards It is important that my work requires my unique skills I work harder if I know my skills are needed My favorite tasks are those that are the most challenging I prefer to do things that give me a sense of achievement I am motivated when my skills are needed 5 (8.5%) 7 (11.9%) 41 (69.5%) Disagree Agree Strongly agree 11 (18.6%)
2.
43 (72.9%)
16 (27.1%)
3.
34 (57.6%)
20 (33.9%)
4.
5 (8.5%)
43 (72.9%)
11 (18.6%)
5.
4 (6.8%)
47 (79.7%)
8 (13.6%)
6.
1 (1.7%)
52 (88.1%)
6 (10.2%)
Table 5.5: Frequency results of self concept internal motivation statements Source: developed from survey data
Goal Internalization Motivation
Statement Strongly disagree 1. I work hard for a company if I agree with its mission I need to believe in a cause before I work hard When I believe in the cause, I work hard to help it succeed I work hard when I feel a sense of purpose in the work I am energized when I agree with an organization?s purpose My motivation will be high when I believe in what I?m doing 2 (3.4%) 46 (78%) Disagree Agree Strongly agree 11 (18.6%)
2.
11 (18.6%)
31 (52.5%)
17 (28.8%)
3.
1 (1.7%)
42 (71.2%)
16 (27.1%)
4.
2 (3.4%)
44 (74.6%)
13 (22%)
5.
5 (8.5%)
45 (76.3%)
9 (15.3%)
6.
51 (86.4%)
8 (13.6%)
Table 5.6: Frequency results of goal internalization motivation statements Source: developed from survey data
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The majority of the respondents agree with the statements covering the sources of motivation. Within the intrinsic source of motivation statements about 88.1% of the respondents disagree that they put off work so that they can do something better. Within the instrumental source of motivation statements 81.4% of the respondents disagree that they like to keep looking for better business opportunities. For the rest of the intrinsicand instrumental motivation statements, respondents mostly agree with the statements. Within the self-concept external-, self-concept internal- and goal internalization source of motivation the respondents mostly agree with the statements. Therefore can be concluded that employees showing intrinsic motivation prefer doing fun things (67.8%) and spending time with fun people (47.5%). They get excited while working on things they enjoy doing (67.8%) and knowing that they will be doing their favorite activities (62.7%). They also consider whether a job will be most fun when choosing jobs (55.9%).
Employees showing instrumental motivation like to be rewarded for extra responsibilities (71.2%) and paid for extra work (54.2%). They work harder if their efforts will lead to rewards (54.5%), work hard finding ways to earn more income (57.6%) and like to find ways to earn more money (57.6%).
Looking at self-concept external motivation, employees find it important (71.2%) and are motivated (69.5%) by the fact that others appreciate, praise (52.5%) and recognize (61%) their work and effort. They also give their best effort when others notice (83.1%) it and they work hard on strengthening their reputation (76.3%).
Employees also have high self-concept internal motivation, because they mostly agree that they are motivated (88.1%) and work harder (57.6%) when their skills are needed and find it important that their unique skills are required in their work (72.9%). Challenging tasks are their favorite (72.9%), they prefer doing things that give them a sense of achievement (79.7%) and 69.5% make decisions that reflect their personal standards.
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For goal internalization motivation respondents mostly agree on the fact that they need to believe in a cause before they work hard (52.5%) and if they believe in it they work hard to help it succeed (71.2%). They work hard if they agree with the company mission (78%) and feel a sense of purpose in their work (74.6%). They are energized when they believe in the organizations purpose (76.3%) and their motivation is high when they believe in what they are doing (86.4%).
5.3. Inferential analysis
This section analyses the results of the correlation and regression findings. Starting with the correlation findings it can be stated that the correlation coefficient revealed some relationships. The different sources of motivation did seem to correlate with each other as expected (table 4.10: correlation results sources of motivation), because if there were no relation, these variables would not have been used to measure the concept of motivation. The same argument applies for the OCB variables. As also mentioned in the literature review a meta-analysis conducted by LePine, Erez and Johnson (2002), OCB dimensions conceptualized by Organ (1998) are highly correlated to each other.
Furthermore it is interesting to see that goal internalization and conscientiousness show a moderate positive correlation (r = 0.33). This means that a higher conscientiousness behavior would motivate employees in a goal internalized way. Just like described in the definition of goal internalization motivation, people with this motive adopt attitudes and behaviors that are identical with their personal values systems, believe in a cause and are motivated to work towards the goal of the collective. Whereas the definition of conscientiousness states that people with this behavior go beyond the minimum organization requirements and is not related to helping a specific person but generalized to the group. Looking at the definitions of both variables the positive relationship is noticeable, because both variables value a group or collective.
Another aspect that draws attention is the relationship between educational level and instrumental motivation, which shows a moderate correlation (r = 0.32). This means that a higher educational level would motivate employees in an instrumental way. 54
People who are motivated in an instrumental way are motivated by rewards when they become aware that their behavior will lead to a certain extrinsic tangible outcome such as pay, promotion, bonuses etc. Educational level also relates to self-concept external motivation (low correlation; r = 0.27), meaning that a higher educational level would motivate employees in a self-concept external way. Meaning the employees motivations will be based on external facts, such as adopting role expectations from reference groups, gaining acceptance and therefore gain status.
For the other moderating variables can be noted that there is a small (low) relationship (r = 0.26) between job tenure and altruism, meaning a higher job tenure would lead to altruism behavior. So the longer an employee stays within the company, the more altruism behavior the employee will show. But this is just a small relationship. Job tenure also relates to age group (high correlation; r = 0.56), meaning a higher age group would lead to a higher job tenure.
5.4. Study findings analysis
The research question of this study is; “to what extent does organizational citizenship behavior influence work motivation in the granite mining industry in West-Suriname?” But before answering the research question, the questions that should be answered are whether these variables (OCB and work motivation) exist or do not exist in the industry selected for this research. This is done by answering the sub research questions.
The first sub research question is: What forms of organizational citizenship behavior are commonly performed by employees in the granite mining industry in West-Suriname? Referring back to the findings of the descriptive statistics in section 4.6 it shows that for the OCB variables the majority of the statements have high mean values, meaning that the respondents agree more with the statements. Looking at the frequency results of these variables in table 5.1 the percentages show that respondents agree more to these statements. There is disagreement on some statements, but much less than agreement.
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Looking at these results can be stated that the OCB variables (altruism, conscientiousness and civic virtue) can be recognized in the granite mining industry in West-Suriname.
The second sub research question is: What sources of work motivation can be recognized in the granite mining industry in West-Suriname? Referring back to the findings of the descriptive statistics in section 4.6 it shows that for the sources of motivation the majority of the statements have high mean values, meaning that the respondents agree more with the statements. The mode values (the item that occurs most often in the data set) of these statements also reveal that most respondents agree with the statements. The overall mode values are 3 (agree), only two statements show a mode of 2 (disagree). Looking at the frequency results of these variables in table 5.2 to 5.6 the percentages show that respondents agree more to these statements. Looking at these results can be stated that the sources of motivation can be recognized in the granite mining industry in West-Suriname.
Now that the results have shown that OCB and sources of motivation are recognized in the granite mining industry, the conclusion can be drawn whether OCB influences work motivation. According to the literature researchers (Finkelstein & Penner, 2004; Rioux & Penner, 2001; Tang & Ibrahim, 1998) state that an individual?s motivation is significantly related to his or her organizational citizenship behavior. Also mentioned in other researches (Allen and Rush, 1998) is that employee OCB?s are rated by the leader?s perception of follower?s motives. Therefore it is expected that there is a significant relationship between employee OCB?s and their sources of motivation.
Studies of Barbuto and Scholl, (1998); (1999); Barbuto et al., (2000) show that intrinsic process motivation is not predictive of organizational behaviors and this trend is expected to continue in future research. People with intrinsic process motive participate in activities that they enjoy and create a pleasant work environment for themselves and other co-workers. Often the assumption is made that workers who enjoy their work are more likely to assist others and create a helping work climate and that these workers find organizational citizenships behaviors fun. 56
Instrumental motivation is also expected to have a negative relationship with organizational citizenship behavior, since people in this motive participate in formally rewarded activities and organizational citizenship behaviors are not formally rewarded. Barbuto et al., (2003) found a small negative relationship between instrumental motivation and OCB. According to the quantitative analysis of this research there is no relationship between intrinsic process motivation and OCB and no relationship between instrumental motivation and OCB (correlation results shown in table D3 in the appendices). Instrumental motivation is only moderately correlated to educational level in this research (r = 0.32) at 0.05 significance level.
According to the literature review self-concept external motivation would have a negative relationship with OCB because this motive requires some element of social reward or recognition for employee?s efforts and OCB is not formally rewarded by organizations. On the other hand this motive may recognize helping others because it is associated with acceptance and giving others positive feedback. But no studies have proven this social recognition in OCB?s yet and the expectation for a relationship is small negative. According to this research there also is
It is expected that OCB and self-concept external motivation would have a negative relationship, because of the fact that this motive requires On the other hand because this motive is associated with positive feedback and acceptance from others, helping others may be recognized from this motive. OCB?s may be self-serving behaviors due to their positive attributions and social rewards that are created from OCB, according to Bolino, Turnley and Niehoff (2004). But no studies have proven the social recognition for those engaging in OCB?s yet. The expectation for a relationship between self-concept external motivation and OCB is small negative. In this study no significant relationship was found between these variables.
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People who are self-concept internally motivated highly hold themselves to a high standard of performance and perform activities that require their unique skills. For these people it is than more likely to follow activities on the job that help others or go beyond the adequate roles. Conscientiousness is considered to be the best predictor of OCB in studies where individuals are considered reliable, self-disciplined and dependable (Barrick and Mount, 1991) and these are the characteristics that people are likely to have if they score high for self-concept internal motivation. The five types of OCB found a significantly positive relation with value for achievement in Neuman and Kickul (1998) research and Tang and Ibrahim (1998) achievement motivation. Therefore a positive relationship is expected between self-concept internal motivation and OCB. In this study there is no significant relationship found between these variables.
People with a high goal internalized motive show principles and values and identify themselves with organizational goals and missions. Finkelstein and Penner (2004) determined a strong relation between OCB and motives such as organizational concern and prosocial values. They reported that organizational concern (desire to help the organization that stems from pride and identification that the individual has towards the organization) had a positive relationship with OCB?s. Therefore a small positive relationship is expected between goal internalized motivation and OCB. According to the quantitative analysis goal internalization and conscientiousness show a moderate positive correlation (r = 0.33) at 0.05 significance level.
5.5. Summary
Based on the findings described in the previous chapter, the final analysis was made. With this analysis is proven that employees in the granite mining industry in WestSuriname have OCB?s and motivation. The results show that most of the employees agree with the OCB and sources of motivation statements. Comparing these results with the literature, referred to in chapter 2, it is shown that this study does not differ much from the previous studies or researches done on the influence or relationship between OCB and work motivation (sources of motivation).
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Chapter 6
Conclusions and recommendations
6.1. Introduction
This final chapter gives the outcome of the research problem and the corresponding research questions and other findings. This research is carried out in order to examine to what extent organizational citizenship behavior influences work motivation in the granite mining industry in West-Suriname. Starting with the conclusions in section 6.2 and ending this chapter with the recommendations in section 6.3.
6.2. Conclusions
The reason for to this study was mainly because reality shows that employees in the granite mining industry are not always motivated due to several facts, which still needed to be examined. This lack of motivation sometimes leads to poor performance having its effects on the organization productivity. This behavior also results in employees not staying within in the organization for a long period. Looking at the results of this study it is shown that 61% of the employees work within the company for 1 to 4 years. Only 8.5% works longer than 10 years.
Another issue which occurs in this industry, due to the fact that it is located in the interior of Suriname, is that skilled and educated people rather apply for jobs within the capital of Suriname or near the capital, than companies located in the interior. Basically because of the fact that they would have to stay on the job for a longer period (because of the distance) and the rather primitive living situation with not a lot of recreation activities. That is why the employees in these organizations are on a lower educational level and are mostly trained to perform a certain skill, such as operate a machine. Looking at the results of this study about 66.1% of the employees received primary education, while only 3.4% has higher education. The highest percentage for geographic location is 42.2% for Sipaliwini (West-Suriname, where the company is located). These issues are proven with these results.
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As already mentioned in the study findings analysis OCB and sources of work motivation are present in the granite mining industry in West-Suriname, but the extent to which OCB influences work motivation in this industry is minimum. Only some small (low) correlations are found. Previous studies also found some relationships between OCB and either one or more sources of motivation.
6.3. Recommendations
This research definitely has some pointers for the managers within the organization and for other researchers. Research found that OCB is strongly linked with individual and organizational performance, impacts the effectiveness and efficiency of workers and organizations and therefore contributes to the overall productivity of the organization. It helps managers understand the variables affecting OCB, which therefore helps them understand what kind of environment to provide their employees, and also what motivates and satisfies them. Therefore it is important for organizations to have employees that show a high level of OCB.
Motivation cannot be influenced easily, but managers should try to recognize the factors (attitudes, cultural differences, job descriptions, organization protocols) that could influence their employees? motivation in order to receive higher levels of OCB.
OCB can benefit them from human resources, because they would have fewer issues concerning related to human resources. This behavior can also contribute to their competitive advantage, mainly because organizations engaging in OCB, perform better, work more effective and efficient, it contributes to the overall productivity and can be an important factor that might differentiate their employees from other organizations, without any extra expenses.
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OCB is unrewarded in terms of physical return, but it might be rewarded with appreciation. Providing employees with physical rewards such as bonuses, higher salaries etc. will help increase their performance and overall effectiveness, but that is not the nature of OCB and will not lead to higher levels of OCB. Hopefully the findings within this study make managers, organizations profit from the benefits from OCB and the output that OCB gives employees to go beyond their required tasks.
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APPENDIX A 1: Questionnaire developed for this research
To complete my education at the FHR Lim A Po Institute for Social Studies I’m conducting a study on the motivation of workers in the granite mining industry in West-Suriname. For gathering information questionnaires will be used. The questionnaire consists of multiple-choice questions. It is important that all questions are answered and not more than one answer per question should be given. There are no right or wrong answers. Please give honest answers, you remain completely anonymous and the information will be treated confidentially. Thank you for your cooperation!!
Section I - Biographical characteristics Age 18 – 25 years 26 – 34 years 35 – 44 years 45+
Geographic location Paramaribo Nickerie Sipaliwini (Apoera, Washabo, Section) Commewijne Guyana
Job tenure Less than 1 year 1 – 4 years 5 – 10 years More than 10 years
Education level Primary education Secondary education Higher education
Job category Manager Supervisor Truck driver Machine Operator Warehouse manager Helper Welder Driller Mechanic Electrician Crusher controller Administrative worker
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Section II - Organizational Citizenship Behavior Statement Strongly disagree 1 Strongly agree 4
disagree 2
agree 3
1. It is important to help others who have been absent 2. Even if I’m busy with my own work, I try to help others who have heavier workloads than I do 3. New people should ask for directions themselves, I can’t help them all the time 4. If my colleague has a work-related problem I try my very best to help him 5. I will only help colleagues who helped me in the past 6. I am more attendant at work than most of my colleagues 7. I am earlier at work than the official working time 8. Even when no one is watching I act according the rules and regulations of the company 9. I believe in giving an honest day’s work for an honest day’s pay 10. I tend to do things my own way to get to a result instead of doing it via the protocols of the company 11. It is important to attend all meetings, even if they are not mandatory 12. Changes in the organization don’t really interest me 13. I always read and try to keep up with organization announcements and memo’s 14. I try to put a lot of effort in my work in order to help the company image
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Section III - Work motivation Statement Strongly disagree 1 Strongly agree 4
disagree 2
agree 3
1. I prefer to do things that are fun 2. I like to be rewarded for extra responsibilities 3. It is important that others appreciate the work I do 4. Decisions I make reflect my personal standards 5. I work hard for a company if I agree with its mission 6. I get excited when working on things I enjoy doing 7. I will work harder if I get paid for the extra effort 8. I like to get recognition for a job well done 9. It is important that my work requires my unique skills 10. I need to believe in a cause before I work hard 11. I often put off work so I can do something better 12. I work harder if I know my efforts will lead to better rewards 13. I work harder if I know my efforts will be praised 14. I work harder if I know my skills are needed 15. When I believe in the cause, I work hard to help it succeed 16. I get excited when I know I’ll be doing my favorite activities 17. I work hard to find ways to earn more income 18. I am motivated when people make me feel appreciated 19. My favorite tasks are those that are the most challenging 20. I work hard when I feel a sense of purpose in the work 21. I prefer to spend time with people who are fun to be with
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22. I like to find ways to earn more money 23. I work hard on the job to strengthen my reputation 24. I prefer to do things that give me a sense of achievement 25. I am energized when I agree with an organization’s purpose 26. When choosing jobs, I consider which job will be most fun 27. I like to keep looking for better business opportunities 28. I give my best effort when I know others will notice 29. I am motivated when my skills are needed 30. My motivation will be high when I believe in what I’m doing
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APPENDIX A 2: Questionnaire developed for this research in Dutch
Om mijn opleiding aan de FHR Lim A Po Institute af te ronden, ben ik voor mijn afstudeeronderzoek bezig met een onderzoek naar de motivatie van werknemers in de mijnbouw industrie in West-Suriname. Om informatie te kunnen verzamelen gebruik ik vragenlijsten en aan u zou ik willen verzoeken om deze vragenlijst in te vullen. Deze vragenlijst bestaat uit meerkeuzevragen. Het is van belang dat u alle vragen beantwoord en niet meer dan 1 antwoord geeft per vraag. Er zijn geen goede of foute antwoorden. Geef alstublieft eerlijke antwoorden, u blijft volledig anoniem en met de informatie zal vertrouwelijk worden omgegaan. Bedankt voor uw medewerking!!
Section I – Biografische gegevens Leeftijdsgroep 18 – 25 jaar 26 – 34 jaar 35 – 44 jaar 45+
Woonplaats Paramaribo Nickerie Sipaliwini (Apoera, Washabo, Section) Commewijne Guyana
Diensttijd Minder dan 1 jaar 1 – 4 jaar 5 – 10 jaar Langer dan 10 jaar
Opleidingsniveau Basis onderwijs Middelbaar onderwijs Hoger onderwijs
Functie Voorman Boormeester Truck Chauffeur Machine Operator Magazijnmeester Handlanger Lasser Medisch werker Monteur Electrician Checker Administratief medewerker
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Section II – Organizational Citizenship Behavior Helemaal mee eens 1 Helemaal niet mee eens 4
Vraagstelling 1. Het is belangrijk om anderen te helpen die afwezig zijn 2. Zelfs als ik bezig ben met mijn eigen werk, probeer ik anderen te helpen die zwaarder werk hebben dan ik 3. Nieuwe werknemers moeten zelf vragen wat ze moeten doen , Ik kan ze niet de hele tijd helpen 4. Als mijn collega een werk-gerelateerd problem heeft, probeer ik mijn uiterste best te doe om hem te helpen 5. Ik help alleen collegas die mij in het verleden hebben geholpen 6. Ik ben meer begeleider op het werk dan de meeste van mijn collegas 7. Ik ben eeder aan het werk dan de officiële werktijd 8. Zelfs als niemand kijkt, handel ik volgens de regels en voorschriften van het bedrijf 9. Ik geloof in verdienen waarvoor ik heb gewerkt 10. Ik doe dingen liever op mijn eigen manier om een resultaat te zien, in plaats van het te doen via de regels van het bedrijf 11. Het is belangrijk om alle vergaderingen bij te wonen, zelfs als ze niet verplicht zijn 12. Veranderingen in het bedrijf interesseren mij niet echt 13. Ik lees en probeer altijd de aankondigingen, berichten en memo’s van het bedrijf bij te houden 14. Ik doe erg mijn best om het bedrijf een goede naam te geven
Eens 2
Niet eens 3
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Section III - Section III - Work motivation Helemaal mee eens 1 Helemaal niet mee eens 4
Vraagstelling 1. Ik geef de voorkeur aan dingen die leuk zijn om te doen 2. Ik wil beloond worden voor extra werkzaamheden 3. Het is belangrijk dat anderen het werk wat ik doe waarderen 4. Alles dat ik doe laat zien wat voor een mens ik ben 5. Ik werk hard voor een bedrijf, als ik eens ben met de doelen van het bedrijf 6. Ik wordt enthousiast bij het werken aan dingen die ik leuk vind om te doen 7. Ik zal harder werken als ik betaald wordt voor de extra inspanning 8. Ik wil erkenning krijgen als ik mijn werk goed heb gedaan 9. Het is belangrijk dat ik bij het werk laat zien wat ik kan 10. Ik moet in iets geloven voordat ik eraan werk. 11. Ik heb vaak werk uitgesteld, zodat ik iets anders kan gaan doen 12. Ik werk harder als ik weet dat ik extra zal verdienen 13. Ik werk harder als ik weet dat de baas trots op me zal zijn 14. Ik werk harder als ik weet dat mijn ervaring nodig zal zijn 15. Wanneer ik geloof heb in iets werk ik hard om het te helpen slagen 16. Ik wordt enthousiast als ik weet dat ik mijn favoriete activiteiten ga doen 17. Ik werk hard om manieren te vinden om meer geld te verdienen 18. Ik ben gemotiveerd als mensen mij waarderen 19. Mijn favoriete taken zijn die met de meeste uitdagingen 20. Ik werk hard als ik het gevoel heb dat het werk een bepaald doel heft
Eens 2
Niet mee eens 3
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21. Ik geef de voorkeur om tijd te besteden met mensen die leuk zijn om mee om te gaan 22. Ik zoek naar manieren om meer geld te verdienen 23. Ik werk hard aan het werk zodat mensen mij een goede arbeider vinden 24. Ik geef de voorkeur aan zaken die me goed laten voelen 25. Ik heb meer energie als ik het eens ben met het doel van het bedrijf 26. Bij de keuze van een baan / job kijk ik eerst of het leuk is 27. Ik blijf elke keer zoeken naar ander werk 28. Ik doe mijn uiterste best als ik weet dat anderen dat zullen opmerken 29. Ik ben gemotiveerd als mijn ervaring nodig heeft 30. Mijn motivatie zal hoog zijn als ik geloof in wat ik doe
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APPENDIX B: Reliability tests
Reliability Statistics Cronbach's Alpha .640 N of Items 14
Table B1: reliability test of OCB variables Source: developed from survey data by SPSS
Reliability Statistics Cronbach's Alpha .642 N of Items 6
Table B2: reliability test of intrinsic motivation variables Source: developed from survey data by SPSS
Reliability Statistics Cronbach's Alpha .688 N of Items 6
TableB3: reliability test of instrumental motivation variables Source: developed from survey data by SPSS
Reliability Statistics Cronbach's Alpha .754 N of Items 6
Table B4: reliability test of self-concept external motivation variables Source: developed from survey data by SPSS 73
Reliability Statistics Cronbach's Alpha .693 N of Items 6
Table B5: reliability test of self concept internal motivation variables Source: developed from survey data by SPSS
Reliability Statistics Cronbach's Alpha .718 N of Items 6
Table B6: reliability test of goal internalization variables Source: developed from survey data by SPSS
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APPENDIX C: Statistics
Statistics Q1 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.19 3.00 3 .541 .292 2 4 Q2 59 0 3.07 3.00 3 .410 .168 2 4 Q3 59 0 2.81 3.00 3 .572 .327 1 4 Q4 59 0 3.03 3.00 3 .183 .033 3 4 Q5 59 0 2.32 2.00 2 .655 .429 1 4 Q6 59 0 2.47 2.00 2 .598 .357 2 4 Q7 59 0 2.97 3.00 3 .414 .171 2 4 Q8 59 0 3.02 3.00 3 .347 .120 2 4 Q9 59 0 3.19 3.00 3 .393 .154 3 4 Q10 59 0 2.12 2.00 2 .458 .210 1 4 Q11 59 0 2.98 3.00 3 .473 .224 1 4 Q12 59 0 2.08 2.00 2 .385 .148 1 3 Q13 59 0 3.10 3.00 3 .305 .093 3 4 Q14 59 0 3.24 3.00 3 .429 .184 3 4
Table C1: OCB variables statistics Source: developed from survey data
Statistics Q1 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 2.71 3.00 3 .493 .243 2 4 Q6 59 0 3.15 3.00 3 .551 .304 2 4 Q11 59 0 2.05 2.00 2 .344 .118 1 3 Q16 59 0 3.24 3.00 3 .567 .322 2 4 Q21 59 0 2.68 3.00 3 .655 .429 2 4 Q26 59 0 2.69 3.00 3 .595 .354 2 4
Table C2: intrinsic motivation variables statistics Source: developed from survey data
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Statistics Q2 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.08 3.00 3 .535 .286 2 4 Q7 59 0 3.32 3.00 3 .600 .360 2 4 Q12 59 0 3.25 3.00 3 .632 .400 2 4 Q17 59 0 3.19 3.00 3 .629 .396 2 4 Q22 59 0 2.85 3.00 3 .638 .407 2 4 Q27 59 0 2.08 2.00 2 .427 .182 1 3
Table C3: instrumental motivation variables statistics Source: developed from survey data
Statistics Q3 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.19 3.00 3 .508 .258 2 4 Q8 59 0 3.36 3.00 3 .517 .268 2 4 Q13 59 0 3.24 3.00 3 .652 .425 2 4 Q18 59 0 3.24 3.00 3 .503 .253 2 4 Q23 59 0 3.14 3.00 3 .472 .223 2 4 Q28 59 0 3.00 3.00 3 .415 .172 2 4
Table C4: self-concept external motivation variables statistics Source: developed from survey data
76
Statistics Q4 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.07 3.00 3 .553 .306 2 4 Q9 59 0 3.27 3.00 3 .448 .201 3 4 Q14 59 0 3.25 3.00 3 .604 .365 2 4 Q19 59 0 3.10 3.00 3 .515 .265 2 4 Q24 59 0 3.07 3.00 3 .450 .202 2 4 Q29 59 0 3.08 3.00 3 .337 .113 2 4
Table C5: self-concept internal motivation variables statistics Source: developed from survey data
Statistics Q5 N Valid Missing Mean Median Mode Std. Deviation Variance Minimum Maximum 59 0 3.15 3.00 3 .448 .200 2 4 Q10 59 0 3.10 3.00 3 .687 .472 2 4 Q15 59 0 3.25 3.00 3 .477 .227 2 4 Q20 59 0 3.19 3.00 3 .473 .223 2 4 Q25 59 0 3.07 3.00 3 .487 .237 2 4 Q30 59 0 3.14 3.00 3 .345 .119 3 4
Table C6: goal internalization statistics Source: developed from survey data
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APPENDIX D: Relationships between variables
Correlations altruism altruism Pearson Correlation Sig. (2-tailed) N conscientiousness Pearson Correlation Sig. (2-tailed) N Civic virtue Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed). 59 .520
**
conscientiousness Civic virtue 1 .520
**
.331
*
.000 59 1
.010 59 .496
**
.000 59 .331
*
.000 59 .496
**
59 1
.010 59
.000 59 59
Table D1: Correlations between OCB variables - Source: developed from survey data
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Correlations Self-concept intrinsic intrinsic Pearson Correlation Sig. (2-tailed) N instrumental Pearson Correlation Sig. (2-tailed) N Self-concept external Pearson Correlation Sig. (2-tailed) N Self-concept internal Pearson Correlation Sig. (2-tailed) N Goal internalization Pearson Correlation Sig. (2-tailed) N 59 .676
**
Self-concept internal
Goal internalization
**
instrumental .676
**
external .669
**
1
.617
.526
**
.000 59 1
.000 59 .822
**
.000 59 .636
**
.000 59 .622
**
.000 59 .669
**
.000 59 .822
**
.000 59 .836
**
.000 59 .811
**
59 1
.000 59 .617
**
.000 59 .636
**
.000 59 .836
**
.000 59 .843
**
59 1
.000 59 .526
**
.000 59 .622
**
.000 59 .811
**
.000 59 .843
**
59 1
.000 59
.000 59
.000 59
.000 59 59
**. Correlation is significant at the 0.01 level (2-tailed).
Table D2: Correlations between sources of motivation Source: developed from survey data
79
Self-concept intrinsic altruism Pearson Correlation Sig. (2-tailed) N conscientiousness Pearson Correlation Sig. (2-tailed) N Civic virtue Pearson Correlation Sig. (2-tailed) N -.100 .450 59 -.041 .757 59 -.068 .610 59 instrumental .097 .465 59 .231 .078 59 .147 .266 59 external .061 .644 59 .186 .159 59 .151 .253 59
Self-concept internal -.026 .846 59 .092 .488 59 .062 .643 59
Goal internalization .192 .145 59 .326
*
.012 59 .142 .285 59
Table D3: Correlations between OCB variables and sources of motivation Source: developed from survey data
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conscientiousne altruism age group Pearson Correlation Sig. (2-tailed) N geographic location Pearson Correlation Sig. (2-tailed) N job tenure Pearson Correlation Sig. (2-tailed) N education level Pearson Correlation Sig. (2-tailed) N job category Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed) *. Correlation is significant at the 0.05 level (2-tailed). .101 .444 59 -.104 .431 59 .258
*
ss -.012 .926 59 .062 .641 59 .076 .567 59 -.162 .220 59 -.013 .922 59
civicvirtue .036 .784 59 .203 .124 59 .027 .841 59 -.184 .162 59 -.012 .926 59
.048 59 -.073 .585 59 -.064 .629 59
Table D4: Correlations between OCB variables and moderating variables (demographics) - Source: developed from survey data
81
Self-concept intrinsic age group Pearson Correlation Sig. (2-tailed) N geographic location Pearson Correlation Sig. (2-tailed) N job tenure Pearson Correlation Sig. (2-tailed) N education level Pearson Correlation Sig. (2-tailed) N job category Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed) *. Correlation is significant at the 0.05 level (2-tailed). -.142 .282 59 .031 .816 59 -.152 .250 59 .167 .206 59 .227 .084 59 instrumental -.081 .540 59 -.086 .520 59 -.049 .710 59 .322
*
Self-concept internal -.273
*
Goal internalization -.267
*
external -.224 .087 59 -.026 .845 59 -.126 .342 59 .266
*
.036 59 .012 .927 59 -.238 .069 59 .128 .333 59 .108 .414 59
.041 59 .049 .712 59 -.153 .246 59 .142 .283 59 .028 .830 59
.013 59 .084 .528 59
.042 59 .083 .534 59
Table D5: Correlations between sources of motivation and moderating variables (demographics) Source: developed from survey data
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Model Summary Adjusted R Model 1 R .319
a
Std. Error of the Estimate 2.009
R Square .102
Square -.042
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
a
Coefficients
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue a. Dependent Variable: intrinsic B 13.267 -.086 .045 -.113 .621 .158 -.110 .063 -.083 Std. Error 3.681 .330 .228 .480 .537 .097 .284 .259 .371 -.049 .032 -.041 .175 .226 -.064 .042 -.036 Coefficients Beta t 3.605 -.260 .197 -.235 1.156 1.616 -.388 .242 -.223 Sig. .001 .796 .844 .815 .253 .112 .700 .810 .824
Table D6: Regression OCB & moderating variables versus intrinsic motivation Source: developed from survey data
83
Model Summary Adjusted R Model 1 R .460
a
Std. Error of the Estimate
R Square .212
Square .086
2.084
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
Coefficients
a
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue a. Dependent Variable: instrumental B 3.384 .051 -.074 -.119 1.521 .088 -.078 .445 .281 Std. Error 3.818 .343 .236 .498 .557 .101 .294 .269 .385 .026 -.047 -.039 .386 .113 -.041 .268 .110 Coefficients Beta t .886 .148 -.314 -.239 2.728 .866 -.264 1.651 .729 Sig. .380 .883 .755 .812 .009 .391 .793 .105 .469
Table D7: Regression OCB & moderating variables versus instrumental motivation Source: developed from survey data
84
Model Summary Adjusted R Model 1 R .421
a
Std. Error of the Estimate
R Square .177
Square .045
2.057
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
Coefficients
a
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue B 4.762 -.342 -.136 -.029 1.002 .076 -.085 .293 .371 Std. Error 3.767 .338 .233 .491 .550 .100 .290 .266 .380 -.182 -.089 -.010 .264 .102 -.046 .183 .150 Coefficients Beta t 1.264 -1.012 -.583 -.059 1.822 .767 -.292 1.104 .976 Sig. .212 .316 .563 .953 .074 .447 .772 .275 .334
a. Dependent Variable: self-concept external
Table D8: Regression OCB & moderating variables versus self-concept external motivation Source: developed from survey data
85
Model Summary Adjusted R Model 1 R .348
a
Std. Error of the Estimate 1.873
R Square .121
Square -.019
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
Coefficients
a
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue a. Dependent Variable: self-concept internal B 10.306 -.382 -.147 -.263 .257 .057 -.095 .157 .162 Std. Error 3.431 .308 .212 .448 .501 .091 .265 .242 .346 -.230 -.109 -.102 .077 .087 -.059 .111 .075 Coefficients Beta t 3.004 -1.241 -.692 -.588 .514 .628 -.360 .647 .468 Sig. .004 .220 .492 .559 .610 .533 .721 .520 .641
Table D9: Regression OCB & moderating variables versus self-concept internal motivation Source: developed from survey data
86
Model Summary Adjusted R Model 1 R .450
a
Std. Error of the Estimate
R Square .203
Square .075
1.845
a. Predictors: (Constant), civicvirtue, job category, age group, education level, altruism, geographic location, conscientiousness, job tenure
Coefficients
a
Standardized Unstandardized Coefficients Model 1 (Constant) age group geographic location job tenure education level job category altruism conscientiousness civicvirtue a. Dependent Variable: goal internalization B 5.230 -.345 -.031 -.203 .493 .018 .132 .457 .001 Std. Error 3.379 .303 .209 .441 .493 .089 .261 .238 .341 -.201 -.023 -.076 .142 .027 .079 .313 .001 Coefficients Beta t 1.548 -1.136 -.150 -.460 .998 .203 .506 1.918 .003 Sig. .128 .261 .881 .647 .323 .840 .615 .061 .997
Table D10: Regression OCB & moderating variables versus goal internalization Source: developed from survey data
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