- Title
- Organisational citizenship behaviour (OCB) in the South African transport state-owned enterprises
- Creator
- Calvert, Candice
- Subject
- Organizational behavior -- South Africa
- Subject
- Government business enterprises -- South Africa
- Subject
- Government ownership -- South Africa
- Date Issued
- 2024-04
- Date
- 2024-04
- Type
- Doctoral theses
- Type
- text
- Identifier
- http://hdl.handle.net/10948/64896
- Identifier
- vital:73944
- Description
- The transport sector is critically important for economic growth and sustainability of a country and therefore requires carefully crafted strategical policies aimed at social enhancements. Employees who are employed in the major South African transport sector’s State-Owned Enterprises (SOEs) carry the responsibility of providing quality and effective services, thus, they are executing the mandate of the National Department of Transport (NDoT). Therefore, their willingness to contribute positively to the goals of the sector, is critically important. Extra-roles and positive behaviours displayed by employees ensure that organisations gain competitive advantage over competitors. These special behaviours are documented in literature as organisational citizenship behaviours (OCB). OCB is referred to as voluntary positive behaviours displayed by employees, which benefit the organisation and improve the overall performance of employees and the organisation but are not recognised by the reward system of the organisation. The scarcity of literature pertaining to OCB in SOEs and in particular, the transport sector globally indicates that OCB is not entrenched in organisational cultures in this sector. The primary objective of this study is to investigate the views of management and employees regarding the influential factors and the outcomes of OCB in South Africa’s major SOEs in the transport sector. A hypothetical model and a questionnaire were developed to establish the influential factors of OCB and its outcomes on the performance of South Africa’s major transport SOEs. Eight independent variables (leadership styles, organisational culture, management support, personal importance, transparency, job autonomy, employee trust and organisational commitment), the intervening variable (organisational citizenship behaviour) and the dependent variables (employee performance and employee retention) were investigated. Primary data was collected by means of electronic questionnaires, which were distributed to five provinces via a QuestionPro link that was emailed to the contact person nominated by the HR department of the two major transport SOEs. Hard copies of the questionnaire were also physically distributed to prospective participants by the researcher. Non-probability sampling was used, specifically convenience sampling technique. The study targeted 500 respondents and 318 questionnaires were usable which amounts to a response rate of 64%. The reliability of the measuring instrument was determined by means of Cronbach’s alpha coefficient and the construct validity was tested using exploratory factor analysis (EFA). Content validity for the measuring instrument was validated by experts in the fields of organisational behaviour and change management, prior to the distribution of the questionnaire to participants. EFA, descriptive statistics, multiple regression analysis and correlation analysis were determined. A STATISTICA computer programme 14.0 was used. The results of the study showed that OCB, which was tested as a seven-dimensional construct, namely, altruism, sportsmanship, loyalty, individual initiative, civic virtue, courtesy, and self-development, was perceived by respondents as two constructs, namely, OCB-selflessness (OCB-S) (altruism, sportsmanship, individual initiative, courtesy and self-development) and OCB-reliability (OCB-R) (civic virtue and loyalty). The empirical results revealed that personal importance is significantly related to OCB-S, but is not significantly related to OCB-R. Furthermore, the findings showed that transparency is not significantly related to OCB-S, however, there is a significant positive relationship between transparency and OCB-R. It was also found that job autonomy is not significantly related to OCB-S, and has a significant negative relationship with OCB-R. In addition, the research findings showed that employee trust and organisational commitment are significantly related to both OCB-S and OCB-R. OCB-S and OCB-R were found to be significantly related to employee performance and employee retention. This study contributed to the body of knowledge in the fields of organisational behaviour and human resources. Furthermore, the study will contribute to policy makers and management within the transport sector of South Africa and globally in order to develop policies and devise strategies to combat negative workplace environments, stimulate service delivery, and improve the competitive advantage of the organisation and the economic sustainability in the transport sector globally, through employee performance and employee retention.
- Description
- Thesis (DBA) -- Faculty of Business and Economic Sciences, Business School, 2024
- Format
- computer
- Format
- online resource
- Format
- application/pdf
- Format
- 1 online resource (xix, 338 pages)
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
- Rights
- All Rights Reserved
- Rights
- Open Access
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Collections
NMU Business School
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | Calvert, C April 2024.pdf | 2 MB | Adobe Acrobat PDF | View Details Download |