(Luận văn) organizational culture and organizational citizenship behavior in the service industry

UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n lo ad ju y th Nguyen Hoang Van yi pl n ua al n va ORGANIZATIONAL CULTURE AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN THE SERVICE INDUSTRY ll fu oi m at nh z z ht vb jm MASTER OF BUSINESS (Honours) k om l.c gm n a Lu n va y te re Ho Chi Minh City – Year 2012 UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n lo ad ju y th Nguyen Hoang Van yi pl al n ua ORGANIZATIONAL CULTURE AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN THE SERVICE INDUSTRY n va ll fu oi m at nh z z ht vb k jm ID: 60340102 om l.c gm MASTER OF BUSINESS (Honours) n a Lu SUPERVISOR: Dr Nguyen Huu Lam n va y te re Ho Chi Minh City – Year 2012 ACKNOWLEDGEMENTS t to This thesis could not have been completed without the support, guidance and ng hi encouragement of many people ep First of all, I would like to express my genuine appreciation to my supervisor, Dr w Nguyen Huu Lam, for the precious time of countless advice and sharing his wisdom n lo of knowledge and experience in every stage of my study I could not have ad ju y th completed this research without his teaching, support and assistance yi I would also like to thank the committee members, Dr Nguyen Dinh Tho, Dr pl Nguyen Dong Phong, Dr Tran Ha Minh Quan, Dr Nguyen Thi Mai Trang and Dr al n ua Nguyen Thi Nguyet Que Thanks for their advice, willingness to help and insightful va comments I am thankful to all staffs of International School of Business for their n support and help during the last two years as well as their experience sharing There fu ll are also a lot of other professors, classmates, colleagues and friends who supported m oi me in the long journey of my graduate study nh at Lastly, I owe a great gratitude to my family I could not have completed this z z achievement without their continued support and encouragement vb ht Ho Chi Minh City, December 31st, 2012 k jm om l.c gm Nguyen Hoang Van n a Lu n va y te re Organizational Culture and Organizational Citizenship Behavior in the Service Industry Page i ABSTRACT t to ng Research on organizational citizenship behavior (OCB) has received considerable hi ep attention over the past several decades OCB is defined as the discretionary contributions of employees that beyond a job description and not formally result w in reward Previous research have identified a wide range of antecedents of OCB, n attitudinal lo including variables (e.g., satisfaction, perceptions of justice, ad y th organizational commitment), individual characteristics (e.g., conscientiousness, ju agreeableness, positive affectivity) and elements within the organization (e.g., yi leadership, organizational supportiveness, task characteristics) The purpose of pl ua al current study is finding out the correlation between organizational culture and OCB n The research was done by quantitative approach Data was collected from 342 va n respondents who are employees from service companies in Ho Chi Minh City A fu ll two-step approach in SEM was employed to analyze the data Confirmatory factor m oi analysis (CFA) was used to validate the measurement scale of organizational nh culture and organizational citizenship behavior And structural equation model at z (SEM) was used to measure the influence of organizational culture on OCB as well z ht vb as measure the impact of each dimensions of organizational culture on OCB k jm The statistical result identified that organizational culture has a positive impact on gm OCB Among seven dimensions of organizational culture, three dimensions affected l.c positively on OCB: Competitiveness, Performance Orientation and Stability; four a Lu on Reward did not impact on OCB om remain dimensions Social Responsibility, Innovation, Supportiveness and Emphasis n Based on result of data analysis, managerial implications have been discussed; va n limitations and further research directions have also been indicated y te re Organizational Culture and Organizational Citizenship Behavior in the Service Industry Page ii TABLE OF CONTENTS t to ng hi ACKNOWLEDGEMENTS ep ABSTRACT w n TABLE OF CONTENTS lo ad y th LIST OF TABLES ju LIST OF FIGURES yi pl al ua CHAPTER I: INTRODUCTION BACKGROUND I.2 RESEARCH OBJECTIVE I.3 RESEARCH QUESTIONS I.4 SCOPE OF THE STUDY I.5 THESIS STRUCTURE n I.1 n va ll fu oi m at nh z z vb CHAPTER II: LITERATURE REVIEW ht ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) jm II.1 Definition of Organizational citizenship behavior (OCB) II.1.2 The roots of OCB within organizational theory II.1.3 The development of the concept of OCB 10 II.1.4 OCB Dimensions: 12 II.1.5 Antecedents and Consequences of OCB 15 om l.c gm n a Lu ORGANIZATIONAL CULTURE 16 n va II.2 k II.1.1 II.2.2 Levels of organizational culture 18 II.2.3 Dimensions and types of organizational culture 19 Organizational Culture and Organizational Citizenship Behavior in the Service Industry Page iii y Definition and the importance of organizational culture 16 te re II.2.1 t to II.3 RESEARCH HYPOTHESIS: 23 II.4 MODEL 25 ng hi ep CHAPTER III: RESEARCH METHODOLOGY 26 III.1 CONSTRUCT MEASUREMENT AND QUESTIONNAIRE 26 w n III.1.1 Questionnaire 26 lo ad III.1.2 Construct measurement 26 ju y th III.2 DATA COLLECTION AND SAMPLING 29 yi III.3 DATA ANALYSIS 30 pl al n ua CHAPTER IV: DATA ANALYSIS 32 va IV.1 ANALYSIS RESULTS 32 n IV.2 DESCRIPTIVE ANALYSIS 32 fu ll IV.3 CHECK THE RELIABILITY OF MEASUREMENT SCALE BY CRONBACH’S ALPHA 33 oi m nh IV.4 CONFIRMATORY FACTOR ANALYSIS (CFA) 35 at z IV.5 STRUCTURAL EQUATION MODEL ANALYSIS 45 z ht vb IV.4.1 Estimate the casual relationship between OC and OCB …………46 k jm IV.4.2 Measure the impact of each dimension of OC on OCB 47 gm V.1 om l.c CHAPTER V: DISCUSSION, IMPLICATION, LIMITATION AND SUGGESTION FOR FUTURE RESEARCH 52 DISCUSSION AND IMPLICATION 52 a Lu Discussion 52 V.1.2 Implication 53 n V.1.1 Limitations and further research directions 56 Organizational Culture and Organizational Citizenship Behavior in the Service Industry Page iv y V.2.2 te re Contribution of the study 55 n V.2.1 va V.2 CONTRIBUTION, LIMITATION AND SUGGESTIONS FOR FURTHER RESEARCH 55 REFERENCES t to APPENDICES ng hi ep Appendix A: Questionnaire i Appendix B: Regression Weights and Standardized Regression Weights of Model w n (Standardized Estimates) ix lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re Organizational Culture and Organizational Citizenship Behavior in the Service Industry Page v LIST OF TABLES t to Table 3.1: Organizational Culture measurement scale 27 ng hi ep Table 3.2: Organizational Citizenship Behavior measurement scale 28 Table 3.3: Key goodness-of-fit indices (Byrne, 2001 and Kline, 2005) 31 w n lo Table 4.1: Descriptive Analysis of respondents 33 ad ju y th Table 4.2: Cronbach’s alpha of measurement scale 35 yi Table 4.3: Goodness-of-fit Indices of CFA with Organizational Culture construct 38 pl ua al Table 4.4: Standardized Confirmatory Factor Analysis Coefficients, Construct n Reliability and Average Variance Extracted (Organizational Culture) 40 va n Table 4.5: Regression Weight and Standardized Regression Weight – CFA with fu ll OCB construct 42 oi m Standardized Confirmatory Factor Analysis Coefficients, Construct z Table 4.7: at nh Table 4.6: Goodness-of-fit Indices of CFA with OCB construct 43 z ht vb Reliability and Average Variance Extracted (Organizational Citizenship k jm Behavior) 44 gm Table 4.8: OC and OCB scale 45 om l.c Table 4.9: Regression Weight and Standardized Regression Weight – SEM 47 n a Lu Table 4.10: Regression Weight and Standardized Regression Weight – SEM 49 n va Table 4.11: Regression Weight and Standardized Regression Weight – SEM 50 y te re Organizational Culture and Organizational Citizenship Behavior in the Service Industry Page vi LIST OF FIGURES t to Figure 2.1: There levels of organizational culture Adapted from Organizational ng hi Culture and Leadership by Schein, E.H (3rd ed.), 2004, San Francisco, CA: ep Josses-Bass, Inc 18 Figure 2.2: The Competing Values Framework Quadrant Adapted from Diagnosing w n and changing organizational culture by Cameron, K.S., & Quinn, R.E., lo ad 1999 Reading, MA: Addison-Wesley 20 ju y th Figure 2.3: Dimensions of Organizational Culture Profile (OCP) Adapted from People and Organizational Culture: A Profile Comparison Approach to yi pl Assessing Person-Organization Fit by O’Reilly, Charles A.III, Chatman, J., al ua & Caldwell, D.F.,1991 Academy of Management Journal 34, 487-516 22 n Figure 2.4: A conceptual model 25 n va ll fu Figure 4.1: CFA with Organizational Culture construct 37 m oi Figure 4.2: Revised CFA – CFA with organizational culture construct 39 nh at Figure 4.3: CFA with Organizational Culture construct 41 z z ht vb Figure 4.4: Revised CFA – CFA with OCB construct 43 jm Figure 4.5: Structural Equation Model (SEM 1) 46 k gm Figure 4.6: Structural Equation Model (SEM 2) 48 l.c om Figure 4.7: Structural Equation Model (SEM 3) 50 n a Lu n va y te re Organizational Culture and Organizational Citizenship Behavior in the Service Industry Page vii Chapter I: Introduction CHAPTER I t to ng INTRODUCTION hi ep This chapter presents general information about organizational citizenship behavior w and the importance of developing organizational citizenship behavior in the n lo organization The research objective, research questions and scope of the study are ad also discussed in this chapter y th ju I.1 BACKGROUND yi pl Utilizing current resources is one of the factors for the success in any organization al ua In order to achieve the highest utilization, managers should understand the different n types of individual behavior inside the organization McShane and Von Glinow va n (2008) discussed types of work-related behaviors They are: ll fu - Task performance m oi - Exhibiting Organizational Citizenship z z vb - Maintaining Work Attendance at - Joining and Staying in the Organization nh - Counterproductive Work Behavior ht While other positive behaviors are related directly to the employee’s productivity jm k within his role, organizational citizenship behavior (OCB) focuses on extra gm activities performed by the employee beyond his formal duties OCB as definition is om l.c a type of organizational behavior that goes beyond existing role expectations (Organ, Podsakoff & MacKenzie, 2006) OCB includes positive and constructive a Lu behaviors that employees by their own volition, which supports co-workers and n benefits the company Typically, employees who frequently engage in OCB may Organizational Culture and Organizational Citizenship Behavior in the Service Industry Page y the introduction of the term Organizational Citizenship Behavior by Organ and his te re satisfactory job The study of OCB dates back several decades Since 1980s, with n extra mile” or “go above and beyond” the minimum efforts required to a merely va not always be the top performers but they are the ones who are known to “go the