Factor Effecting Organizational Citizenship Behavior Telecom Sector of Pakistan Factor Effecting Organizational Citizenship Behavior

Thesis Presentation Presented to: Ma’am SHAMILA KHAN Mir Khurram Iqbal

Significance My research will be revolving into the factors that contribute to the strengthening of civil action It will help in analyzing the other factors which usually High Management cannot foresee at the lower ground. Telecom Sector is experiencing Maturity Stage

Variables Variables which are intended to play an important part are the: Leadership, Employee Age, Motivational Factors, Fairness Perception, Employee Turnover, Foreign Employees, Job Satisfaction

Objective The purpose of this study is to determine the relationship between the OCB and various Variables in Telecom Industry of Pakistan.

Scope of Study OCB Leadership Impact Fairness Perception Employee T/O Motivational Factor Foreign Employee Employee Age

Splitting OCB_I OCB_O OCB Individual Directed Organization Directed

Delimitation Only Telecom Employees in Lahore Data collected in November-2013 Respondents were approached through Direct and Indirect Contacts

Assumption Respondent have knowledge about the Questionnaire Respondent understood the Questions Questionnaire was filled with honesty and neutrality was observed.

Questionaire OCB is measured through Nine items adopted from Motowidlo & Van Scotter (1994) and Lee & Allen (2002). Job satisfaction is measured through Five Items adopted from Brayfield & Rothe, (1951). Fairness Perception is measured through Seven Items from Price and Mueller (1986) & Niehoff and Moorman (1993). Employee Turnover is measured through Three items adopted from Brayfield & Rothe, (1951).

Cont’d Motivational Factors is measured through Eight items adopted from R.Eisenberger, J. Cummings, S. Armeli and P.Lynch (1997). Leadership is measured through Eight items adopted from Bass & Avolio (1989). Foreign Citizen employee is measured through Five items adopted from Soonang, Linn Van Dyne and Thomas M. Begley (2003), and two items are self-entered to know the inside of the respondent.

Cont’d 5-point likert scales ranging from 1 (strongly Agreed) to 5 (Strongly Disagreed) was used. Negative Statements were corrected for reverse scoring Various Items were averaged to make Variables

Description of Statistical Data Out of 240, 227 respondent correctly. Relationships were measured through Correlation, regression Analysis; Powered by AMOS and SPSS. Data was split into Categorical Variables (Employee and Company Info) and Continuous Variables (Different Items).

Categorical Variables

Cont’d

Cont’d

Cont’d

Descriptive Statistics Continuous Variables Descriptive Statistics N Mean Std. Deviation OCB_I 227 3.7658 .74294 OCB_O 3.7034 .86794 OCB 3.7450 .70386 ET 2.4860 .99898 JS 3.3621 .78288 FCE 3.5322 .74678 FP 3.2505 .80129 MF 3.1680 .68350 L 3.7417 .67088 Valid N (listwise)

Correlations of components OCB FP MF L ET JS FCE Age Pearson Correlation 1 .295** .392** .441** -.175** .289** .199** -.144* .382** .162* .062 .261** .023 -.041 .391** -.043 .298** .085 .012 -.147* .251** .304** -.057 .053 -.042 .009 -.089 -.143* .003 **. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).

Theoretical Framework Initial Draft FOREIGN CITIZEN EMPLOYEE LEADERSHIP EMPLOYEE TURNOVER Organizational Citizenship Behavior FAIRNESS PERCEPTION EMPLOYEE AGE MOTIVATIONAL FACTORS

Theoretical Framework-I

Cont’d As from the Above Path Diagram it can be seen that the Seven Independent Factors total consists of 32% of Variance in OCB. The most Negatively Correlated Independent Variables being the Leadership and Employee turnover compared with OCB.

Hypothesis H1: There is a Negative Relationship between the Age of an Employee and Organization cultural Behavior H2: There is a Positive Relationship between the Employee turnover and fairness Perception in an Organizational Cultural Behavior.

Cont’d H3: There is a Negative Relationship between the Organizational Culture with respect to the Employee Turnover in Telecom Sector H4: There is a Negative Relationship between the Organization as perceived by the foreign Citizens and observation by the Local Employee with the Foreign Employee in an Organization.

Cont’d H5: There is a Positive Relationship between the Leadership qualities with the Employee in an Organization H6: There is a positive Relationship between the motivational Factors with employees towards the Organizational Behavior

Cont’d H7: There is a positive Relationship between the Fairness Perception among the Employees towards the Organizational Behavior H8: There is a positive Relationship between the Fairness Perception with respect to the Leadership in an Organizational Cultural Behavior

Cont’d H9: There is a Negative Relationship between the Employee turnover and Leadership in an Organizational Cultural Behavior

New Model

Tabulating Values CMIN/DF should be around 1~3,P value in CMIN should be insignificant in Default Model. FMIN Default model value should be less than 0.9. Good Value of RMSEA in default model should be less than 0.1 which will indicate a close fit of the model in relation to the degrees of freedom. NFI values above .95 are good. RFI, IFI, TLI, and CFI values close to 1 indicate a very good fit.

Acceptable value Old Model New Model CMIN/DF 1~3 1.006 2.52 P value   Acceptable value Old Model New Model CMIN/DF 1~3 1.006 2.52 P value Insignificant 0.419 NFI >0.8 0.975 0.86 FMIN <0.9 0.027 0.222 RMSEA <0.1 0.005 0.082 P-value is a measure of how much evidence we have against the null hypothesis. Since our hypothesis is not Null so P Value has no value to be measured.

SEM

Cont’d Model NPAR CMIN DF P CMIN/D F Default model 163 2483.56 9 917 .000 2.708 Model RMSEA Default model .087

Cont’d Paste Correlations Table into A1 and Standardized Regression Weights Table into F1, then click me. CR AVE Foreign Employee OCB_Orga OCB_Ind Job satisfaction E TO Fair Perception Motivational Factor Leadership 0.584 0.289 0.538   0.768 0.527 0.327 0.726 0.774 0.376 0.453 0.784 0.613 0.660 0.345 0.242 0.353 0.620 0.587 0.183 0.100 -0.013 0.379 0.544 0.855 0.316 0.757 0.311 0.148 0.350 0.331 0.629 0.707 0.557 0.759 0.324 0.108 0.346 0.403 0.590 1.131 0.718 0.569 0.820 0.365 0.555 0.367 0.573 0.465 0.217 0.374 0.604

Findings OCB was found to have been positively correlated with Leadership All variables Strongly Correlated with Transformational leadership People Working in Sub-cons were found to have less Job satisfaction

Cont’d In various other studies it was found that Job Satisfaction leads to Employee turnover, but in this case study this was not found true. However Organizational Culture Indirect and Direct Organizational Culture was found positively correlated with the Job Satisfaction. Market Saturation in Telecom Industry.

Future Recommendation The results of several independent variables, needs further studies to confirm or refute the need still exists after certain Time Period. SEM Model Retuning for filtering out items

Other Variables to be tested such as: Transactional leadership Employee retention appointments Burnout Job Opportunities