MODERATOR ROLE OF NATIONAL CULTURE IN RELATIONS BETWEEN THE DIMENSIONS OF THE FIVE-FACTOR PERSONALITY MODEL AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR
DOI:
https://doi.org/10.19090/pp.2017.1.103-117Ključne reči:
odgovorno organizaciono ponašanje, Velikih pet, nacionalna kulturaApstrakt
The aim of this study was to examine the predictive contribution of the dimensions of the Five-factor personality model to the organizational citizenship behaviour of employees, and to test the moderator role of the national culture in relations between the dimensions of personality and organizational citizenship behaviour using the framework of the national cultures of the Republic of Srpska and Austria. The Big Five Inventory and the Organizational Citizenship Behaviour Questionnaire were applied on the sample consisting of 651 employees, of whom 332 were from the Republic of Srpska and 319 from Austria. Results of the hierarchical regression analyses indicated significant positive effects of pleasure, conscientiousness, and openness to the organizational citizenship behaviour of employees, whereby conscientiousness made the highest individual contribution to the organizational citizenship behaviour. The obtained results also showed that the national culture represented an important moderator between conscientiousness and organizational citizenship behaviour, and it proved that the positive effect of conscientiousness on organizational citizenship behaviour was stronger in the employees from Austria than in the employees from the Republic of Srpska. Finally, the obtained results show that the national culture has also an important direct effect on the organizational citizenship behaviour of employees, and that the employees from the Republic of Srpska are more prone to the organizational citizenship behaviour than the employees from Austria. The results have significant practical implications for the selection procedures in order to improve the organizational citizenship behaviour.
Metrics
Reference
Akinbode, G. A. (2011). Demographic and dispositional characteristics as predictors of organisational citizenship behaviour: An appraisal of OCB in a non-English culture workgroups. Ife Psychologia, 19(1), 1–21.
Barrick M. R., & Mount M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44(1), 1–26. doi:10.1111/j.1744-6570.1991.tb00688.x
Borman, W. C. (2004). The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), 238–241. doi:10.1111/j.0963-7214.2004.00316.x
Coleman, V. I., & Borman, W. C. (2000). Investigating the underlying structure of the citizenship performance domain. Human Resource Management Review, 10(1), 25–44.
Elanain, H. A. (2007). Relationship between personality and organizational citizenship behavior: Does personality influence employee citizenship?. International Review of Business Research Papers, 3(4), 31–43.
Epstein, S. (1980). The stability of behavior: II. Implications for psychological research. American Psychologist, 35, 790–806. doi:10.1037/0003-066X.35.9.790
Hofstede, G. (1991). Cultures and Organizations: Software of the mind. London: McGraw-Hill.
Hofstede, G. (2001). Culture’s Consequences. Thousand Ouks: Sage Publications.
John, O. P., Donahue, E. M., & Kentle, R. L. (1991). The "Big Five" Inventory – Versions 4a and 54. Berkeley: University of California, Berkeley, Institute of Personality and Social Research. Retrieved February 10, 2012 from https://www.ocf.berkeley.edu/~johnlab/bfi.php
Judge, T. A. Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127, 376–407. doi:10.1037/0033-2909.127.3.376
Konovsky, M. A., & Organ, D. W (1996). Dispositional and contextual determinants of organizational citizenship behavior. Journal of Organizational Behavior, 17, 253–266. doi:10.1002/(SICI)1099–1379(199605)17:3<253::AID-JOB747>3.0.CO;2-Q
Kumar, K., Bakhshi, A., & Rani, E. (2009). Linking the ‘Big Five’ personality domains to organizational citizenship behavior. International Jurnal of Psychological Studies, 1(2), 73–81.
LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability. Journal of Applied Psychology, 86(2), 326–336. doi:10.1037/0021-9010.86.2.326
Li, S. (2013). The culture heritage on OCB – a life case study between China and Sweden. Master Thesis, Stockholm School of Economics, Stockholm. Retrieved September 20, 2014 from http://arc.hhs.se/download.aspx?MediumId=2054
Lorenzo-Seva, U., & ten Berge, J. M. F. (2006). Tucker's congruence coefficient as a meaningful index of factor similarity. Methodology, 2, 57–64. doi:10.1027/1614-1881.2.2.57
McCrae, R. R., & Costa, P. T. (1990). Personality' in adulthood. New York: Guilford.
McCrae, R. R., & Costa, P. T. (1999). A five-factor theory of personality. In L. A. Pervin & O. P. John (Eds.), Handbook of personality (pp. 139–153). New York: Guilford.
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52. doi:10.1006/jvbe.2001.1842
Midili, A., & Penner, L. A. (1995). Dispositional and environmental influences on organizational citizenship behavior. New York: American Psychological Association.
Mischel, W. (1977). The interaction of person and situation. In D. Magnusson & N. S. Endler (Eds.), Personality at the crossroads: Current issues in interactional psychology (pp. 166–207). Hillsdale, N J: Erlbaum.
Moorman, R. H., & Blakely, G. L. (1995). Individualism-collectivism as an individual difference predictor of organizational citizenship behavior. Journal of Organizational Behavior, 16(2), 127–142. doi:10.1002/job.4030160204
Mount M. K., Barrick, M. R., & Stewart, G. L. (1998). Five-factor model of personality and performance in jobs involving interpersonal interactions. Human Performance, 11(2–3), 145–165. doi:10.1080/089 59285.1998.9668029
Neuman, G. A., Wagner, S. H., & Christiansen, N. D. (1999). The relationship between work-team personality composition and the job performance of teams. Group & Organization Management, 24(1), 28–45. doi:10.1177/1059601199241003
Organ, D. W. (1988). Organizational citizenship behaviour: The good soldier syndrome. Lexington: Lexington Books.
Organ, D. W., & Lingl, A. (1995). Personality, satisfaction, and organizational citizenship behavior. Journal of Social Psychology, 135, 339–350.
Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775–802. doi:10.1111/j.1744-6570.1995.tb01781.x
Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior. Its nature, antecedents, and consequences. Thousand Oaks: Sage Publications, Inc.
Paine, J. B., & Organ, D. W. (2000). The cultural matrix of organizational citizenship behavior: Some preliminary conceptual and empirical observations. Human Resource Management Review, 10(1), 45–59. doi:10.1016/S1053-4822(99)00038-8
Parkes, L. P., Bochner, S., & Schneider, S. K. (2001). Person-organisation fit across cultures: An empirical investigation of individualism and collectivism. Applied Psychology: An International Review, 50(1), 81–108. doi:10.1111/1464-0597.00049
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). A meta-analysis of the relationships between Kerr and Jermier’s substitutes for leadership and employee job attitudes, role perceptions, and performance. Journal of Applied Psychology, 81(4), 380–399.
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513–563. doi:10.1177/01420630002600307
Robinson, C., & Schumacher., R. E. (2009). Interaction effects: centering, Variance Inflation Factor, and interpretation issues. Multiple Linear Regression Viewpoints, 35(1), 6–11. doi:10.1177/0162243913504305
Singh, A. K., & Singh, A. P. (2009). Does personality predict organisational citizenship behaviour among managerial personnel. Journal of the Indian Academy of Applied Psychology, 35(2), 291–298.
Tang, T. L. P., & Ibrahim, A. H. S. (1998). Antecedents of organizational citizenship behavior revisited: Public personnel in the United States and in the Middle East. Public Personnel Management, 27(4), 529–550.
Tenjović, L. (2000). Statistika u psihologiji: Priručnik. Beograd: Centar za primjenjenu psihologiju.
Usman, R. (2004). The relationship of the big five personality dimensions to personal and organizational outcomes. Answering the questions Who? and When? (Doctoral dissertation). Concordia University, Montreal, Quebec, Canada.
Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of Applied Psychology, 81(5), 525–531. doi:10.1037/0021-9010.81.5.525
Witt, L. A., Burke, L. A., Barrick, M. R., & Mount, M. K. (2002). The interactive effects of conscientiousness and agreeableness on job performance. Journal of Applied Psychology, 87(1), 164–169. doi:10.1037//0021-9010.87.1.164
Xian Xu, X. (2004). OCB through cultural lenses: Exploring the relations among personality, OCB and cultural values (Master thesis). College of Arts and Sciences, University of South Florida, Tampa.
Downloads
Objavljeno
Kako citirati
Broj časopisa
Sekcija
