thesis proposal final
TRANSCRIPT
Thesis Proposal
Organizational Citizenship behavior in Pakistan Telecommunication Company Limited
By
Allah Rakha Sandhu
MS (HRM)
Riphah International University Islamabad
Supervised By
Dr. Moeen Aizaz Zafar
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Document Information
Document Name Version Number State Date Submission Date
Thesis Proposal 1.0
Domain: Human Resource management
Area: Organizational citizenship behavior in Pakistan Telecommunication Company
Limited.
Result: In final the Independent variables have positive result on the Organizational
citizenship behavior.
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1. Introduction.
The proposal is related to the topic “Organizational citizenship behavior in Pakistan
telecommunication limited”. Pakistan Telecommunication Company Limited (PTCL) is
the largest telecommunication company in Pakistan. The company provides telephony
services nation-wide and is the backbone for country's telecommunication infrastructure
despite arrival of a dozen other telecommunication companies, including giants like
Telenor and China Mobile. The company operates around 2000 telephone exchanges
across the country, providing the largest fixed line network. Data and backbone services
such as GSM, CDMA, Broadband Internet, and IPTV, wholesale are an increasing part of
its business. Originally fully owned by the Government of Pakistan, this holding has
since 2006 been reduced to 62%, when 26% of shares and control was sold to Etisalat -
and the remaining 12% to the general public.
For a country that is very strategically placed on the world map and which is trying to
break the chains of third world, has great importance of economic growth. In the complex
and ever growing world of communication, cellular technology is of great importance. It
surely shrinks the world as it is in true sense “global”. And PTCL is fulfilling this need of
our country. PTCL provide its users with worldwide access. Its subscribers make up a
very large and a mix as they belong to all the classes of society. Telecom Company’s
main aim is to provide grade “A” quality to all its users belonging to different social
classes. PTCL often provide new schemes and packages to its customers who all have
different need. Pakistan Telecommunication Authority (PTA) Chairman Dr Mohammad
Yasin has said that Pakistan telecommunication limited has been growing faster than that
of India with over 62 percent teledensity, encouraging the foreign direct investment
(FDI), during an interview with Business Recorder. Dr. Yasin said that India lagged far
behind Pakistan with 37 percent teledensity as compared to 62 percent in Pakistan.
The current study is based on the research on OCB and its antecedents in PTCL
sector of Rawalpindi/Islamabad. OCB is defined as the type of behavior by
employees that support the interests of their organization even though they may
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not directly lead to individual benefits. This job behavior is considered of crucial
importance to employers. Managers often find it difficult to reward good
citizenship directly, just as it is difficult to punish the absence of such behavior
directly. (Chen, 2009). As telecom industry is a service industry and OCB is an
extremely important issue within the service and hospitality industry, Morrison's
(1996) research showed that OCB is an indication of high service quality. Recent
studies have shown abundant proof that OCB is positively related to service
quality. Conscientious employees would go beyond customer expectations.
Altruistic workers would help internal and external customers. Those exhibiting
civic virtue would make suggestions to improve quality and customer satisfaction.
Sportsmanship and courtesy would create a positive climate among employees that
spills over to customers. In another cross-sectional study, civic virtue,
sportsmanship, and altruism were positively correlated with financial results and
customer satisfaction (Walz & Niehoff, 1996).
2. Thesis Motivation
The study focuses on the following topics
2.1 Job commitment and OCB
Job satisfaction correlated positively with OCB. This supports previous findings
suggesting Organ and Ryan (1995) found in their meta-analytic review of 55 studies that
job satisfaction and organizational commitment were the two robust correlates of OCBs.
2.2 Job satisfaction with OCB
Results yielded a significant and very strong positive relationship between Job
satisfaction and OCB in the present study. It supported previous findings that says a
meta-analysis showed that citizenship behaviors correlated with job satisfaction,
perceived fairness, organizational commitment, and leader supportiveness (Organ &
Ryan, 1995).
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2.3 Work place value with OCB
This significant value of this independent variable means that if employees believe that
their organization values quality products or services, they will be more likely to become
attached to it and engage in behaviors that will contribute to high quality.
2.4 Job Characteristics with OCB
To the extent that a job is structured to provide regular feedback and autonomy as well as
a sense of task completion, employees can monitor their own behavior and gain an
increased sense of personal control.
2.5 Job level with OCB
Studies of civic citizenship have consistently found socioeconomic status to be the single
strongest predictor of the active citizenship syndrome because high status tends to in-
crease both the motivation and the ability to be actively involved (Campbell, Converse,
Miller, & Stokes, 1966; Milbrath & Goel, 1977.).
3. Research Questions.
More recently, Podsakoff, Blume, Whiting, and Podsakoff (2009) found that OCBs were
positively related to unit-level performance and customer satisfaction. Nielsen, Hrivnak,
and Shaw (2009), in their meta-analytic review of the existing group literature, examined
the relationship between OCBs and performance at the group level. These researchers
found a positive and significant relationship between overall OCB and performance at the
group level. In addition, Nielsen et al (2009) found that similar patterns of relationships
existed for each dimension of OCB: civic virtue, sportsmanship, altruism,
conscientiousness and courtesy. There are some research questions on which the research
work is based:
1. How much organizational citizenship behavior is fruitful in the Pakistan
telecommunication limited?
2. How much resistance rate is there to follow the organizational citizenship
behavior with respect to internal and external factors?
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3. What is the effect of organizational citizenship behavior on the development of
the ptcl sector?
4. How scholars define the concept of organizational citizenship behavior and
recommend implementing it on any organization.
5. What is the total percentage of OCB in PTCL?
4. Thesis Objectives.
This thesis aims to discuss on the following issues and aim to achieve objectives by OCB
implementation in PTCL.
1. What is the future road map after adopting organizational citizenship behavior in
PTCL sector?
2. What should be the top management strategy for the motivation and creating a
positive perception of the working employees in PTCL?
3. Hoe the Government policies are implemented on OCB and their effect on the
Organization?
4. Hoe much OCB helps the PTCL decision makers to make the organizational
decisions?
5. To study the relationship of OCB with the factors that are job attitudes, job
characteristics, tenure, work place values, and job level of PTCL sector.
6. Examine other antecedents of OCB such as cynicism, rewards, trust, TQM,
leadership as well as economic conditions, to determine the extra role behavior.
7. Examine other demographic factors such as salary range, educational
qualifications, and job performance ratings.
5. Literature Review
As a result of literature review it has been reveal that Organizational citizenship behavior
is being studied since 1970’s. “Individual behavior that is discretionary, not directly or
explicitly recognized by the formal reward system, and that in the aggregate promotes the
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effective functioning of the organization” (Organ,1988). More recently, however, Organ
(1997) refined this definition, conceptualizing organizational citizenship behavior as any
form of performance that supports the social or psychological environment in which the
work tasks are embedded-a definition that more closely corresponds to contextual
performance, as defined by Borman and Motowidlo (1993, 1997). Since this time, many
related concepts have emerged, such as extra-role behavior (Van Dyne, Cummings, &
Parks, 1995), organizational citizenship performance (Borman, 2004), organizational
spontaneity (George & Brief, 1992; George & Jones, 1997). These terms are related, but
often emphasize different features. . In several studies the relationship between
satisfaction, commitment, and OCBs has been found to create underlying positive
attitudes about the job and the organization that encourage people to exhibit citizenship
behaviors (Allen & Meyer, 1996). Nevertheless, as job satisfaction and organizational
commitment have been found to be strongly related to each other,some scholars indicate
that they should be examined together to determine their influence on OCBs (Alotaibi,
2001). Organizational commitment (OC) has for many years been identified as a central
construct in understanding the relationship between the employee and the employer (cf.
Allen & Meyer, 1996). Definitions of the construct indicate its significance in binding the
individual both to the organization and to courses of action which are relevant to the
target of the commitment (Meyer & Herscovitch, 2001). With regard to the former,
analyses consistently indicate significant correlations between OC and turnover intention
(cf. Randall, 1990). Organizational citizenship behavior is positively related to job
satisfaction. Nevertheless, the precise relationship differs between affective and cognitive
job satisfaction. In particular, researchers sometimes distinguish affective and cognitive
job satisfaction. Questions about the feelings their job evokes, such as "I enjoy my work",
represent affective job satisfaction. Questions that invite more deliberate appraisals, such
as "My job fulfills my expectations", represent cognitive job satisfaction. In the study
conducted by Moorman and Blakely (1995), participants completed a series of scales,
some of which assessed affective job satisfaction, cognitive job satisfaction, and
organizational citizenship behavior. Their analyses showed that organizational citizenship
behavior was more strongly related to cognitive, rather than affective, job satisfaction. In
general, organizational citizenship behavior is indeed related to measures of workplace
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effectiveness (Dunlop & Lee, 2004; Koys, 2001; Podsakoff & MacKenzie, 1994; Walz &
Niehoff, 2000). That is, these behaviors coincide with reductions in costs but
improvements in efficiency, profitability, and production quantity. Several mechanisms
might underpin the associations between organizational citizenship behavior and
workplace effectiveness (see Borman & Motowidlo, 1993; Organ, 1988; Podsakoff &
MacKenzie, 1997). First, when experienced employees exhibit organizational citizenship
behavior, they might impart their knowledge and skills to novice employees-whose
productivity might thus improve exponentially. Second, some facets of exhibit
organizational citizenship behavior, particularly civic virtue and voice behavior, might
facilitate the identification of insightful and innovative solutions to improve the
organization. Third, organizational citizenship behaviors might promote positive
emotions and feelings, including morale and cohesion. The job characteristic model helps
to explain why employees may respond some what differently to an increase in some of
the core characteristics of their jobs. The model identifies three types of individual
difference that affect the relationship between the core dimensions and the psychological
states and the relationship between the psychological states and outcomes. (McShane and
Glinow, 2000). A job that allows a high degree of autonomy and the absence of close
supervision or supervisory monitoring suggests a situation characterized by trust. Recent
results of a study by Niehoff and Moorman (1993) support this view and demonstrate that
monitoring negatively influences citizenship. Thus, the freedom associated with
autonomy and low monitoring is balanced by the reciprocal response of responsibility
and constructive behavior. Studies of civic citizenship have consistently found
socioeconomic status to be the single strongest predictor of the active citizenship
syndrome because high status tends to in- crease both the motivation and the ability to be
actively involved (Campbell, Converse, Miller, & Stokes, 1966;). Those in high-level
jobs may feel social pressure to report attachment to their organizations and may feel
subject to expectations from both peers and subordinates that they will "go the extra
mile."
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6. Research Model
Job commitment
Job satisfaction
Work place value
Job Characteristics
Job level
7. Hypothesis
H1: Employees Job commitment will positively affect the Organizational citizenship
behavior.
H2: Employees job satisfaction positively affects on Organizational citizenship
behavior.
H3: Employees Perceptions of socially desirable work place values will positively
affects Organizational citizenship behavior.
H4: Highly motivating job characteristics will positively affect the Organizational
citizenship behavior.
H5: High employee’s job level positively affects Organizational citizenship
behavior.
Organizational citizenship behavior
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8. Research Methodology
As there is selected some independent variable with organizational citizenship behavior
as dependent one. The variables are fully supported by the theories in the research work.
There is used both the primary and secondary data to support the research questions. For
first hand data there is used samples of 100 questionnaires. The Likert scale range from
1 – 5 will be used indicating 1 for completely disagree, to 5 completely agree.
9. Time Frame
S/NO Activity Time Required Running Time
1 Search and collection of
research material
Mostly Already done
Later
2 Literature Review Two weeks -do-
3 Data Collection 1 Months -do-
4 Data analysis 1 Weeks -do-
5 Compilation, review and
Finalization of Thesis
2 Weeks -do-
6 Final Presentation 1 Week notice -do-
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10. References
1. Allen, and Meyer (1996), Ratings of organizational citizenship behavior: Does the
source make a difference? Human Resource Management Review, 10, 97-114.
2. Alotaibi, A. G., (2001). Antecedents of Organizational Citizenship Behavior: A Study
of Public Personnel in Kuwait. Public Personnel Management. Retrieved from
www.entrepreneur.com/tradejournals. And Applications. Sage Publications.
3. Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include
elements of contextual performance. In N. Schmitt, W. C. Borman, & Associates (Eds.),
Personnel selection in organizations (pp. 71–98). San-Francisco: Jossey-Bass. Brief, A.
P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of
Management Review, 11, 710-725.
4. Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include
elements of contextual performance. In N. Schmitt, W. C. Borman, & Associates (Eds.),
Personnel selection in organizations (pp. 71-98). San Francisco Jossey-Bass.
5. Borman, (2004). Expanding the criterion domain to include elements of contextual
performance. In N. Schmitt & W. C. Borman (Eds.), Personality selection (pp. 71-98).
San Francisco: Jossey-Bass.
6. Campbell, A., Converse, P. E., Miller, W. E., & Stokes, D. E. (1966). The American
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7. Cf. Randall (1990). Relationship between job characteristics and organizational
citizenship behavior: the Mediational role of Job satisfaction. Social Behavior and
Personality: an international journal, Vol. 33, No. 6, p. 523-540.
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8. Chen, Niu. L., Wang. H., Yang. Y., & Hshiung. S. (2009). Does job standardization
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of organizational behavior. Vol. 25, No. 1, p. 67 – 80.
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