Abstract
AbstractAs global market competition heightens and societies becoming more and more complex, the task that now confronts management is no longer in retaining their best performers, but in building a culture that encourages them to go beyond their usual work schedule to engage in other on-the-job, work-related behavior, organizational citizenship behavior (OCB) that is not related to the formal organizational reward system, but promotes the effective functioning of the organizations. Some dispositional variables have been linked to the performance of OCB. Thus, this study attempted to investigate work centrality, emotional intelligence, and employee optimism as predictors of OCB (N = 175) among civil defense corps in the Southeast, Nigeria. The results of the regression analyses computed, which revealed that work centrality has a significant positive predictive value on OCB is in line with our first speculation. Consistent with hypothesis 2, emotional intelligence significantly and positively predicted OCB...
Highlights
As global market competition continues to intensify, the task that is before management is no longer in retaining their performing employees, but in building a culture that encourages them to go beyond their work schedule to help the organization to be competitive
This study investigated whether employees with work centrality, emotional intelligence, and optimism will be more likely to engage in organizational citizenship behavior among 175 employees of the Nigeria civil defense corps
The results of the correlational analyses indicated that work centrality, Emotional Intelligence (EI), and optimism were all significantly and positively related to Organizational Citizenship Behavior (OCB) (r = .30, p < .001), (r = .47, p < .001), and (r = .46, p < .001), respectively
Summary
As global market competition continues to intensify, the task that is before management is no longer in retaining their performing employees, but in building a culture that encourages them to go beyond their work schedule to help the organization to be competitive. Three variables that have the potential to predict OCB are explored in the present study They are work centrality, emotional intelligence, and employee optimism. 2. Work centrality and OCB Work centrality is conceptualized as a popular construct of what comprises a general commitment to work (Paullay, Alliger, & Stone-Romero, 1994). It has been observed that people with high work centrality find meaning and identify very strongly with work roles They continue to work even when they are eligible for retirement or when there is basically no tangible reward for working (Arvey, Harpaz, & Liao, 2004). Many researchers (e.g. Wallace, 1999) looked at work centrality as a predominantly cognitive construct that covers one’s general commitment to work, but not many have considered whether work centrality could spur employees into engaging in OCB
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