The relationship among change implementation, job satisfaction and organizational citizenship behavior in the Business Process Outsourcing industry in South Africa

George N Muzanenhamo,Charles O.K Allen-Ile,Chux Gervase Iwu,Anthea Adams

doi:10.21511/ppm.14(3-2).2016.03

Abstract

The unique and dynamic Business Process Outsourcing (BPO) industry in South Africa strives to thrive in a challenging business environment with the attendant need for stability, loyal and satisfied workforce. An empirical investigation was, therefore, conducted utilizing managerial and non-managerial employees in a stratified sampling technique. Questionnaires were administered to 250 employees from four selected organizations. The essence was to examine the nature of the relationship among change implementation, job satisfaction and organizational citizenship behavior (OCB). Four significant results emerged. Firstly, there is a positive but moderate relationship between change implementation and OCB; there is a high or strong positive relationship between change implementation and job satisfaction; there is a positive, but moderate relationship between OCB and job satisfaction; and lastly the results confirm the assumption that job satisfaction moderates the relationship between change implementation and OCB. BPO firms need to understand the effects of change implementation on OCB and job satisfaction. This is because change management is inevitable in the BPO industry; therefore, organizations have to be constantly alert to tackle its demands. Keywords: change management, job satisfaction, intrinsic job satisfaction, extrinsic job satisfaction, organizational citizenship behavior. JEL Classification: J240, J280, L240, M120

Highlights

Developing a workable formula for achieving and sustaining organizational superiority has become one of the most multifaceted tasks faced by organizations today
When all the organizational citizenship behavior (OCB) variables are combined as reflected in Table 4, there is still a positive, but weak correlation between change implementation and OCB (r = 0.1904)
The findings reported above validate previous research findings on the relationship between change implementation and OCB

Summary

Introduction

Developing a workable formula for achieving and sustaining organizational superiority has become one of the most multifaceted tasks faced by organizations today. Amid the tide of globalization, one of the major challenges confronting the human resources professional is gaining a competitive advantage in the rapidly changing environment of personnel management. A great many organizations are embarking on complex changes such as shared services, transformation, mergers and acquisition, and massive technology implementation. For many managers and entrepreneurs, organizational changes constitute a nightmare. There are huge potential gains for organizations which are able to effectively facilitate the successful implementation of change in terms of delivering them on time, within an allotted budget, and with all the business, technical and human objectives met

Results

Discussion

Conclusion