Chapter 2

CHAPTER II
REVIEW OF LITERATURE
2.1 INTRODUCTION
In this chapter, the researcher has presented the detailed review of literature
which is related to the development of this research. The review of literature has
been categorised under three heads namely, motivational practices in
organisations, organisational citizenship behaviour and the relationship between
motivation and job satisfaction, employee performance and organisation
commitment.
2.2 MOTIVATIONAL PRACTICES IN ORGANISATIONS
Motivation is defined as some kind of internal drive which pushes someone

to do things in order to achieve something‖80. In an organisation, motivation can
be defined as a glue that holds things together. In addition Stephens81 defined
motivation as ―the willingness to exert high levels of effort toward organisational
goals, conditioned by the effort‘s ability to satisfy some individual need‖.
Employee Motivation is the core of management. Employee Motivation is

an effective instrument in the hands of the management in inspiring the work
force. It is the major task of every manager to motivate his subordinates or to
create the will to work among the subordinates. Ideally, motivating techniques
should help people in common place situations to achieve excellence, without
hurting their own self respect and well being. Tradition, training and their sense of
80
Harmer, J. (2001). The Practice of English Language Teaching. Essex: Longman Press.
81
Stephens, P. (1989). Organisational Behaviour. New Jersey: Prentice-Hall International, Inc.
37
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duty generally induce ordinary people to try and contribute their best. Motivating
techniques should help them to improve their innate aspirations.
. Kim82 explained the necessity to reemphasise and analyse some

components of employee motivation, to contemporary managers; especially those
who were inexperienced and could enhance their knowledge and understanding of
employee motivation. Managers realised that employee motivation and its process
were there to motivate their employees and employee input must be valued and
included throughout this process. The findings showed that the understanding of
individual differences was the most complex component of this process because
managers had to deal with human behaviour which often seems unpredictable and
irrational. In addition, human beings often act from emotions rather than with
reason.
Pandey et al.,83 found that the public service motivation (PSM) facilitates
desirable organisational attitudes and behaviours such as job satisfaction,
organisational commitment and work effort. The paper tests the direct and indirect
relationship between individual levels of PSM and interpersonal citizenship
behaviour using a structural equation model. The findings showed that PSM had a
direct and positive effect on interpersonal citizenship behaviour in public
organisations while accounting for a significant role of co-worker‘s support.
Iordache and Criveanu84 found that employees preoccupation with what

they want should be one of the main concerns of the companies. This is because
between motivation and performance there is a reciprocity condition relationship.
82
Kim, D. (2006). Employee Motivation: ―Just Ask Your Employees‖. Seoul Journal of Business,
12(1), 19-35.
83
Pandey, S.K., Wright, B.E. & Moynihan, D.P. (2007). Public Service Motivation and
Interpersonal Citizenship Behaviour in Public Organisations: Testing a Preliminary Model.
La Follette School Working Paper No. 2007-028, University of Wisconsin-Madison.
84
Iordache, L. & Criveanu, I. (2010). Employees‘ Motivation, Essential Premise of Performance
Ensuring. Ovidius University Annals, 10(1), 1081-1085.
38
Practical experience shows that active or talented individuals who aren't
appreciated according to their influence on the company tend to leave it. And this
appreciation and motivation doesn't have to be represented just by money.
Sometimes, a good organisational climate can sustain a long term motivation even
if the financial stimulants are fewer. Still, the motivational system must be chosen
depending on people who work and the motivating factors have to be different
from one person to another.
Renate85 carried out a research on employee motivation within PT. Sarandi

Karya Nugraha in Sukabumi, Indonesia. The objective of this research was to get
insight in the current motivation of Sarandi‘s employees. Employee motivation is
the result of how the employees feel about the motivators and hygiene factors.
Practices identified in this research regarding the improvement of employee
motivation were recruitment, selection and placement, staff planning, training and
development, performance appraisal and compensation. Recognition for
achievement and growth and advancement are motivators which currently do not
contribute to employee motivation. The hygiene factors supervision, interpersonal
relationships between subordinate and supervisor and salary cause dissatisfaction
for the shop floor workers.
Adeogun et al.,86 noted that motivation is the combination of a person's

desire and energy directed at achieving a goal. It is the cause of action. Motivation
can be intrinsic, such as satisfaction and feelings of achievement; or extrinsic, such
as rewards, punishment, and goal obtainment. The study assessed the motivating
factors affecting the job performance of two palm oil companies‘ employees, in
Edo State, Nigeria. The specific objectives of the study was to ascertain the
85
Westrik, Renate A.M. ―Improving Employee Motivation through HR Practices at PT”.
SarndiKaryaNugraha, 2010.
86
Adeogun,S., Fapojuwo, O.E., Ajayi, M.T., (2011). Motivation Factors Affecting Employees Job
Performance in Selected Agricultural Oil Palm industries in Edo State. Nigeria. Global Journal of
Agricultural Sciences, 10(2), 111-118.
39
socioeconomic characteristics of employees, the challenges faced by both
employees and management of selected companies; and to determine motivating
factors affecting employees‘ job performance in selected palm oil companies in
Edo state. The most important motivating factors for respondents‘ was job
performance and annual leave granted.
Lub et al.,87 in their research aimed to shed light on OCBs of different

generations of hospitality workers in relation to their psychological contract. Data
was collected using face-to-face surveys in 7 hotels of an international hotel chain.
The findings indicated that hospitality managers increasingly had to consider
motivating their staff through satisfaction of intrinsic needs for development, job
content and a pleasant working atmosphere. More attention was particularly
needed for management styles that satisfy intrinsic needs such as personal
development, proper support, opportunity to take responsibility for tasks and
pleasure at work in order to retain talent for the industry.
Chowdhury88 examined the importance of authoritarian and positive

achievement motivation behaviour of the supervisors in enhancing sales people‘s
motivation and work performance. Survey data were collected from 105 sales
employees in two retail organisations. The findings indicated that the extent to
which the supervisors engaged in positive motivational behaviours, salespersons‘
intrinsic motivations also increased, which, in turn, increased their performance.
Paul and Dasgupta89 examined the nature of OCB and its dimensions in the
private and public sector organisations in India and also investigated the
87
Lub, X., Blomme, R.J. & Bal, P.M. (2011). Psychological contract and organisational citizenship
behaviour: A new deal for new generations?.Advances in Hospitality and Leisure, 7, 109-130.
88
Chowdhury, M.S. (2012). Enhancing motivation and work performance of the salespeople: The
impact of supervisors‘ behavior, The International Journal of Applied Management and
Technology, 6(1), 166-181.
89
Paul, D. & Dasgupta, S.K. (2012). Work Motivation Vis-a-Vis Organisational Citizenship
Behaviour. Journal of the Indian Academy of Applied Psychology, 38(2), 352-360.
40
relationship that OCB bears with sources of work motivation. The standard item
analysis technique was followed to develop the OCB scale and simple correlation
was also done to understand the relationship of OCB with that of motivational
sources in the private and public sectors. Work Motivation with respect to the
workers of the two sectors presented a mixed picture, with ―t‖ differences being
significant on three sources and insignificant on the other two. The relationship of
OCB with that of work motivation as depicted by the correlation analysis was
significant in private sector organisations whereas the same relationship was
insignificant in public sector organisations.
Oren et al.,90 attempted to predict OCB by organisational justice, work

motivation and self-efficacy. OCB was found to be positively correlated with the
three predictors and a hierarchical regression analysis revealed that only
organisational justice and work motivation were significant predictors of OCBs.
The study emphasised the importance of using an integrationist perspective,
integrating endogenous and exogenous forces in studying the antecedents of
OCBs. OCBs may be closely related to task performance and may be predicted by
motivation related variables.
Wani91 observed that work stress was an important phenomenon affecting

the organisational health and health of its members. It affected the behaivour of
employees in the organisations. It had far reaching impact on motivation and
satisfaction of employees. The productivity of employees and overall productivity
of organisation was affected by levels of stress and motivation. The study revealed
that clerical grade employees experienced more stress than officers and there was
a strong relationship between job stress and employee motivation. Under
90
Oren, L., Tziner, A., Nahshon, Y. & Sharoni, G. (2013). Relations Between OCBS, Organisational
Justice, Work Motivation And Self-Efficacy. Amfiteatru Economic, 15(34), 505-516.
91
Wani, S.K. (2013). Job Stress and Its Impact on Employee Motivation: A Study of a Select
Commercial Bank. International Journal of Business and Management Invention, 2(3), 13-18.
41
utilisation of abilities of employees emerged as the important finding. The study
showed that large percentage of employees of the sample organisation complained
that they were not in a position to utilise their abilities fully to prove themselves.
2.3 ORGANISATIONAL CITIZENSHIP BEHAVIOUR
OCB is a term that encompasses anything positive and constructive that

employees do, of their own volition, which supports co-workers and benefits the
company. Typically, employees who frequently engage in OCB may not always
be the top performers (though they could be, as task performance is related to
OCB), but they are the ones who are known to ‗go the extra mile‘ or ‗go above
and beyond‘ the minimum efforts required to do a merely satisfactory job. The
organisation will benefit from encouraging employees to engage in OCB, because
it has been shown to increase productivity, efficiency and employee satisfaction,
and reduce costs and rates of turnover and absenteeism (Podsakoff, Whiting,
Podsakoff & Blume92). OCB refers to anything that employees choose to do,
spontaneously and of their own accord, which often lies outside their specified
contractual obligations.
Podsakoff et al.,93 studied the effects of OCB on the quantity and quality of
the performance of 218 people working in 40 machine in a paper mill located in
the Northeastern United States were examined. The results indicated that helping
behaviour and sportsmanship had significant effects on performance quantity and
that helping behaviour had a significant impact on performance quality. However,
civic virtue had no effect on performance measure.
92
Podsakoff, N.P., Whiting, S.W., Podsakoff, P.M. & Blume, B.D. (2009). Individual-and
organisational-level consequences of organisational citizenship behaviors: A meta-analysis.
Journal of Applied Psychology, 94 (1), 122-141.
93
Podsakoff, P. M., Ahearne, M. & Mackenzie, S. B. (1997). Organisational citizenship behaviour
and the quantity and quality of work group performance. Journal of Applied Psychology, 82(2),
262-270.
42
Hui et al.,94 in their study examined the relationship between promotion,
perceived instrumentality of OCB for promotion and employees OCB before and
after promotion. Both supervisors and employees provided OCB ratings 3 months
before and 3 months after the promotion decision was announced. The job of bank
tellers involved contact with clients and limited contact with colleagues. The
authors found that employees who perceived OCB as instrumental to their
promotion and who were promoted were more likely to decline in their OCB after
the promotion.
Ang et al.,95 studied the personality-OCB relationship by exploring a new

disposition factor i.e. an employee's motivational traits. They specifically
examined the motivational traits such as competitive excellence and anxiety of
employees in relation to their self-development. A critical form of OCB that
involves the proactive enhancement of skills, knowledge and abilities. Under the
configurational approach, the results support the tenability of the motivational
typology and offer particular insights to the ―kiasu‖ (fear of losing) profile by its
close match to the Singaporean psyche of ―kiasu-ism‖ (Ang, Tan & Ng96). The
results further demonstrate that employees with ―positively challenged‖ profile
were most likely to display self-development OCB.
Jahangir et al.,97 explored various existing definitions of OCB and

examined the dimensions of OCB. Based on the dimensions of OCB, a number of
antecedents were identified. When the antecedents were known, managers would
94
Hui, C., Lam, S. S. & Law, K. K. (2000). Instrumental values of organisational citizenship
behaviour for promotion: A field quasi-experiment. Journal of Applied Psychology, 85(5), 822-
828.
95
Ang, S., Ng, K.Y. & Goh, K. (2004). Motivational Traits And Self-Development DCB: A
Dimensional And Configurational Analysis. Handbook of Organisational Citizenship Behaviour,
New York : Nova Science Publishers, 265-287.
96
Ang, S., Tan, M.L. & Ng, K.Y. (2000). Psychological Contracts in Singapore. In D.M. Rousseau
& Schalk (Eds.), Psychological Contracts in Employment: Cross-national perspectives (pp.213-
230). Thousand Oaks, CA: Sage.
97
Jahangir, N., Akbar, M. M. & Haq, M. (2004). Organisational citizenship behaviour: its nature and
antecedents. BRAC University Journal, 1(2), 2004, 75-85.
43
be able to promote OCB among their employees for better performance. The main
implication of the study was that, knowing the antecedents‘ managers could be
better able to foster employees‘ OCB. Apart from the traditional measures of
employee productivity, it is important for managers to monitor that set of work
behaviours that goes beyond the role description but are also important
contributors to the effectiveness of the organisation.
Madhu and Krishnan98 observed the effect of transformational leadership

and leader‘s Karma-Yoga on OCB of followers. Using the experimental design,
transformational leadership and leader‘s Karma-Yoga were manipulated and OCB
of followers was measured. Five dimensions of OCB-altruism, conscientiousness,
sportsmanship, courtesy and civic virtue - of participants were peer evaluated
through a questionnaire. Results indicated that transformational leadership
enhances altruism and conscientiousness and reduces civic virtue. Moderate
support was found for negative impact on sportsmanship but no support was found
for impact on courtesy. The combined effect of transformational leadership and
Karma-Yoga on altruism, conscientiousness and courtesy was positive and effect
on sportsmanship and civic virtue was negative.
Darmawan99 explored the OCB practices among employee in

manufacturing institution and determined the relationship between demographic
factor and personal ethics to OCB. The study also tried to determine whether the
dimensions of personal ethics moderate the relationship with OCB. The study
showed that employees did not display OCB, with high altruism and
conscientiousness. The employees also display personal ethics with high social
participation but low in functional participation. Demographic factors were not
found to be related to OCB but age and experience were related to personal ethics.
98
Madhu, B. & Krishnan, V.R. (2005).Impact of Transformational Leadership and Karma-Yoga on
Organisational Citizenship Behaviour.Prestige Journal of Management and Research, 9(1), 1-20.
99
Darmawan, S. F. (2006). The relationship between personal ethics and organisational citizenship
behaviour: a case of PT. Toa Galva industries, Jakarta, Masters thesis, Universiti Utara Malaysia.
44
The study also found that the dimensions of personal ethics influenced OCB and
dimension of OCB and the dimension of personal ethics were related significantly.
Mulyagonja100 examined the level of organisational support, OCB and the

quality of customer service in URA. The study revealed that the levels of
organisational support, OCB and the quality of customer service in URA were
neither high nor low.
Boerner et al.,101 in their study analysed the impact of followers stress on

the relationship between charismatic leadership and OCB. Stressors were
distinguished as the objective component of work stress and strain as the
subjective component of work stress. It was assumed that stressors will moderate
the relationship between charismatic leadership and OCB (Hypothesis 1). In
addition, it was hypothesised that followers strain will mediate the relationship
between charismatic leadership and OCB (Hypothesis 2). Results from a study
interviewing 142 nurses from three German hospitals confirmed the second
hypothesis that followers strain fully mediated the relationship between
charismatic leadership and followers OCB. Leaders who intend to improve their
charismatic skills especially under the perspective of reducing followers strain
should therefore consider this form of leadership training.
Burns and Carpenter102 examined the concept of OCB through the lenses of
social-psychology within the dominion of elementary and secondary education.
Leadership style and trust between leader and followers were highlighted as
100
Mulyagonja, N. (2007). Organisational Support, Organisational Citizenship Behaviour, Customer
Service after Restructuring in Uganda Revenue Authority. Unpublished MBA Thesis, Makerere
University.
101
Boerner, S., Dutschke, E. & Wied, S. (2008). Charismatic leadership and organisational
citizenship behaviour: examining the role of stressors and strain. Human Resource Development
International, 11 (5), 507-521.
102
Burns, T. & Carpenter, J. (2008).Organisational citizenship and student achievement. Journal of
Cross-Disciplinary Perspectives in Education, 1 (1), 51-58.
45
significant factors in promoting OCB. A school leader who understood the power
of leadership style and trust was likely to be more successful in bringing about
positive change that enhanced the quality of educational programs and student
achievement.
Cohen and Avrahami103 in their study examined the relationship between

individualism, collectivism, the perception of justice and demographic variables
and OCB. The findings showed that collectivist employees tended to display OCB
more frequently than individualistic employees. Positive relationships were found
between justice variables and OCB. Of the demographic variables, married
employees tended to display OCB more than unmarried workers. In addition, more
experienced employees exhibited fewer OCBs than their less experienced
colleagues.The flexibility of individualism/collectivism as representing both a
personal construct and a cross-cultural dimension strengthens its potential as an
important determinant of OCB.
Modassir and Singh104 studied the relationship of emotional intelligence

(EI) with transformational leadership (TL) and OCB of the followers. EI was
significantly correlated to conscientiousness, civic virtue and altruistic behaviours
of followers. The method suggested by Barron and Kenny105 was used to test
mediation of EI between TL and OCB but nothing significant was found. The
results indicated that EI of leaders enhanced the OCB of followers and EI was an
103
Cohen, A. & Avrahami, A. (2008). The Relationship between Individualism, Collectivism, the
Perception of Justice, Demographic Characteristics and Organisational Citizenship Behaviour. The
Service Industries Journal, 26(8), 889-901.
104
Modassir, A. & Singh, T. (2008). Relationship of Emotional Intelligence with Transformational
Leadership and Organisational Citizenship Behaviour. International Journal of Leadership
Studies, 4(1), 3-21.
105
Barron, R. M., & Kenny, D. A. (1986). The moderator–Mediator Variable Distinction in Social
Psychology Research: Conceptual, Strategic and Statistical Consideration. Journal of Personality
and Social Psychology, 51(6), 1173-1182.
46
important component for being an effective leader. However, EI was an important
characteristic to be perceived as a transformational leader.
Babcock-Roberson and Strickland106 in their study tested a meditation

model linking leader charisma to OCB via work engagement. The results indicated
a significant positive relation between charismatic leadership and work
engagement, between work engagement and OCB and between charismatic
leadership and OCB. It also indicated a full mediation of leadership‘s effects on
OCB via work engagement. The results also showed a mediating role for work
engagement in the relation between charismatic leadership and OCB. Work
engagement explained the relation between charismatic leadership and OCB. This
finding supported the notion that when a charismatic supervisor was present, an
employee was more engaged in the work which in turn promoted organisational
citizenship.
Kandlousi et al.,107 explained that the communication cues play an

important role in the development of satisfaction within an organisation. The study
specifically proposed formal and informal communication as predictors of
communication satisfaction. The study proposed communication satisfaction as an
antecedent of OCB. Formal communication and informal communication were
found to predict communication satisfaction. Besides, communication satisfaction
was a strong predictor of all dimensions of OCB. The findings of the study
provided valuable insight for management to adopt various and effective tools in
their workplace.
106
Babcock-Roberson, M.E. & Strickland, O.J. (2010). The Relationship between Charismatic
Leadership, Work Engagement and Organisational Citizenship Behaviours. The Journal of
Psychology, 144(3), 313-326.
107
Kandlousi, N.S.A.E., Ali, A. J. & Abdollahi, A. (2010). Organisational citizenship behaviour in
concern of communication satisfaction: The role of the formal and informal communication.
International Journal of Business and Management, 5(10), 51-61.
47
Sharma et al.,108 in their study hypothesised that there was a significant
difference in the degree of OCB of employees in public sector and private sector
organisation. The results showed that employees in public sector organisation had
greater degree of OCB in comparison to private sector organisations and also the
job satisfaction increases or decreases based on increase or decrease in OCB. The
purpose of this study was to invoke OCB in private sector organisation. Obtained
result was in line of the hypotheses. In terms of OCB, a significant difference was
noticed between public sector and private sector organisations. The public sector
employees had exhibited higher degree of OCB as compared to private sector
employees. Most importantly, OCB was being proven as the catalyst for
enhancing job satisfaction level of employees.
Chin109 found that diversity, collaboration, co-operation and teamwork had

become increasingly important issues for management to handle. The purpose of
the study was to analyse the level of emotional intelligence and OCB among
middle management employees in the Malaysian manufacturing sector. Based on
the descriptive analysis, employees in some industries tended to have a lower level
of emotional intelligence and OCB.
Ince and Gul110 analysed the effects of organisational justice perceptions of

public sector employees on the OCB. The research was conducted with 83
employees who worked for provincial directorate of land registry and cadastre,
provincial directorate of national education and provincial governorship services
of Karaman. Correlation and regression were employed to analyse the collected
108
Sharma, J. P., Bajpai, N. & Holani, U. (2010). Organisational citizenship behaviour in public and
private sector and its impact on job satisfaction: A comparative study in Indian perspective.
International Journal of Business and Management, 6(1), 67-75.
109
Chin, S.T.S., Anantharaman, R. & Tong, D.Y.K. (2011). Emotional intelligence and
organisational citizenship behaviour of manufacturing sector employees: an analysis.
Management, 6 (2), 107-125.
110
Ince, M. & Gul, H. (2011). The effect of employees' perceptions of organisational justice on
organisational citizenship behaviour: an application in Turkish public institutions. International
Journal of Business and Management, 6 (6), 134-149.
48
data and regression results showed positive relations between procedural justice
and contribution to organisational development.
Kaur111 found that no employee in any organisation was indispensable and

that every employee‘s efforts to become indispensable brought forward the
citizenship. The biggest challenge faced by the leaders was managing and
motivating people in an organisation. The organisations were operating in an ever
changing and volatile environment. Therefore, changes in organisational
environments and their consequential advancements and flexibility were
emphasised which necessarily called for deliberate but voluntary change in the
behaviour among members of an organisation. Accordingly, an organisation
should be proficient of changing the attitudes and behaviours of their members so
they can pursue their own desires, morals, inclinations and ambitions vicariously
on a community basis. One solution to obtain the above situation was OCB. The
paper tried to create an insight into what OCB meant and how it can be inculcated
in an organisation and the consequences of exploiting it.
Naqshbandi and Sharan112 observed that with increasing technological

advances, the need to create not only innovations but faster innovation had
become a part of sustaining or gaining competitive advantage. The paper proposed
that practicing OCBs by the employees enhances the chances of creation of open
innovation while not doing so can botch up the whole exercise particularly during
the infancy stage. It was also proposed that informal organisational structures
favour creation of innovation in the open innovation paradigm more than the rigid
formal structures.
111
Kaur, P. (2011). Organisational Citizenship Behaviour: Changing Employees into Citizens.
International Journal of Management & Business Studies, 1(4), 87-89.
112
Naqshbandi, M. M. & Sharan, K. (2011). A study of organisational citizenship behaviours,
organisational structures and open innovation. International Journal of Business and Social
Science, 2(6), 182-193.
49
Rehman et al.,113 in their study measured the impact of independent
variables with OCB. The study tested the relationship between training and
development (T&D) empowerment practices, leadership styles and OCB. The
study scrutinised the relationship of T&D Empowerment practices (EP) and
leadership style (LS) to OCB in corporate sector of a developing country like
Pakistan. The outcomes of the entire study showed that T&D, Empowerment
practices (EP) and LS had significant positive relationship with OCB. The results
of the entire study demonstrated that there was a significant relationship between
dependent variable (OCB) and independent variables (T&D, EP and LS). All these
variables had significant impact in exhibiting citizenship behaviour and also to
serve as a key antecedent to demonstrate such extra role behaviour.
Wan114 found that perceptions of justice in the workplace were widely

recognised as an influential factor in employee attitudes at the workplace.
Employees were more likely to exhibit OCB if they perceived that their
supervisors personally treated them fairly. Examining the relationship between
organisational justice, leader member exchange (LMX) and OCB from a sample of
267 employees in the manufacturing sector, it was found that interpersonal justice
tended to be a stronger predictor of OCB. Interpersonal justice correlates
significantly with courtesy, altruism and conscientiousness. Though all dimensions
of organisational justice correlates positively with LMX, informational justice
appears to be the most significant. LMX had a significant relationship with all
dimensions of OCB except sportsmanship which correlates positively with age.
However, when the influence of justice had been controlled, the effect of LMX on
OCB was restricted to altruism and conscientiousness. It was concluded that even
113
Rehman, O., Mansoor, A., Rafiq, M. & Rashid, M. (2011).Training and Development, Leadership
Style and Empowerment Practices as Determinants of Organisation Citizenship Behaviour in
Corporate Sector of Developing Country Pakistan.Far East Journal of Psychology and Business,
4(2), 16-26.
114
Wan, H.L. (2011). The Role of Leader-Member Exchange in Organisational Justice:
Organisational Citizenship Behaviour Relationship. Research and Practice in Human Resource
Management, 19(2), 71-91.
50
though LMX may be related to OCB, organisational justice, in particular,
interpersonal justice seem to have a stronger influence on OCB.
Malik et al.,115 identified that human resources were the strength of any
organisation. They studied the determinants of OCB namely leadership and
personality traits in the banking sector of Pakistan. The objective of the study was
to find out the extent to which leadership and personality traits affect OCB. This
study was conducted in the banking sector of Pakistan in various cities of Punjab
province. After applying different techniques namely regression and correlation
analysis, the results showed that leadership qualities and positive personality traits
significantly enhance OCB.
Yunus116 examined the influence of emotional intelligence and leader-

member exchange (LMX) on OCB. Using a sample of 180 supervisor-
subordinates dyads, this study hypothesised that emotional intelligence and leader
member exchange had a stronger relationship to OCB. The result showed that
other‘s emotion appraisal and regulation of emotion had a positive influence on
altruism and civic virtue respectively. Other‘s emotion appraisal also showed a
positive influence on LMX.
Ariani117 tested the relationship between employee engagement, OCB and

counterproductive work behaviour (CWB). The result indicated a significant
positive relation between employee engagement and OCB and a significant
negative relation between employee engagement and CWB and between OCB and
115
Malik, M.E., Ghafoor, M.M., & Iqba, H.K. (2012).Leadership and Personality Traits as
Determinants of Organisational Citizenship Behaviour (OCB) in Banking Sector of Pakistan.
World Applied Sciences Journal, 20 (8), 1152-1158.
116
Yunus, N.H. (2012). Displaying Employees‘ Organisational Citizenship Behaviour: The Impact of
Emotional Intelligence and Leader-Member Exchange in Development Bank in Malaysia.
International Journal of Social Science and Humanity, 2(4), 2012.
117
Ariani, D. W. (2013). The relationship between employee engagement, organisational citizenship
behaviour, and counterproductive work behaviour. International Journal of Business
Administration, 4 (2), 46-56.
51
CWB. The result also indicated no differences between employee engagement of
female and male employees. There was a difference in the mean score of OCB and
CWB between males and females.
Beheshtifar and Hesani118 stated that organisational conflict was a

disagreement between or within groups in an organisation. Organisational conflict
was common in the workplace because people always had divergent views on
various issues, interests, ideologies, goals and aspirations. OCB was held to be
vital to the survival of an organisation. OCB had been viewed as promotive
behaviours that demonstrate the actor‘s desire to maintain a relationship with the
target and contribute to the target's success. This condition could remove conflict
among employees.
Davila and Finkelstein119 studied the relationship between prosocial

behaviour and well-being, specifically to examine the relationship between OCB,
citizenship motives, perceptions of OCB as extra-role and employee well-being.
Both OCB and its motives were associated with well-being with altruistic motives
showing a stronger correlation than egoistic motives. The perception of OCB as
in-role was also related with well-being. The study examined the extent to which
OCB, citizenship motives and the perception of citizenship activities as in-role
were associated with well-being. Both OCBO (OCB aimed at organisation) and
OCBI (OCB aimed at individuals) were associated with subjective well-being in
the form of positive affect and with job engagement in relation to psychological
well-being.
118
Beheshtifar, M. & Hesani, G. (2013). Organisational citizenship behaviour (OCB): A factor to
decrease organisational conflict. Interdisciplinary Journal of Contemporary Research In Business,
5(1), 214-222.
119
Davila, M.C. & Finkelstein, M.A. (2013). Organisational citizenship behaviour and well-being:
preliminary results. International Journal of Applied, 3 (3), 45-51.
52
Gorji and Ranjbar120 identified the relationship between psychological
empowerment of employees and OCB in water and waste water companies. The
results indicated that there was a direct and meaningful relationship between
indicators of psychological empowerment of employees such as feeling of being
qualified, independent, efficient, meaningful and civic behaviour.
Harwiki121 attempted to investigate the influences of servant leadership to

motivation, organisation culture, OCB, and employees‘ performance and the
influences of motivation to OCB and employees‘ performance and the influences
of organisation culture to OCB and to employees‘ performance and the influence
of OCB to employees‘ performance. The research showed the following findings:
servant leadership influenced motivation, organisation culture and employees‘
performance, but not OCB; motivation influenced OCB and employees‘
performance; organisation culture influenced OCB and employees‘ performance
and OCB influenced employees‘ performance of outstanding cooperatives in East
Java.
Lee et al.,122 in their study investigated the effects of procedural justice,

transformational leadership and complexity which were directed at the
organisation as a whole on OCB. This study investigated the relationship between
OCB and job satisfaction. The major findings were: Procedural justice,
transformational leadership and complexity had a positive effect on employees‘
OCB. OCB was also positively related to job satisfaction. The results suggested
120
Gorji, B.M. & Ranjbar, M. (2013).Relationship between psychological empowerment of
employees and organisational citizenship behaviour. Australian Journal of Basic & Applied
Sciences, 7 (1), 67-75.
121
Harwiki (2013).Influence of Servant Leadership to Motivation, Organisation Culture,
Organisational Citizenship Behaviour (OCB), and Employee‘s Performance in Outstanding
Cooperatives East Java Province, Indonesia. IOSR Journal of Business and Management, 8(5), 50-
58.
122
Lee, U. H., Kim, H. K. & Kim, Y. H. (2013). Determinants of organisational citizenship behaviour
and its outcomes. Global Business and Management Research: An International Journal, 5(1), 54-
65.
53
that employees could be engaged in OCB when they perceive fairness of the
decision-making process, receive leaders‘ support and recognise less complexity
of the organisational process.
Paille et al.,123 reported a field study on the relationship between

environmental management practices and OCB for the environment via exchange
process (i.e. perceived superior support, perceived organisational support and
employee commitment). The purpose of this study was to analyse the relationships
between EMPs and OCBEs with a view to improving the understanding of the
factors that promote voluntary environmental initiatives among employees.
Results from the survey conducted with 407 employees from several organisations
suggest that employees were more likely to make extra environmental efforts if
they perceived that the organisation supports supervisor by granting the decision-
making latitude and necessary resources to engage in pro-environmental
behaviour.
Rasheed et al.,124 suggested that OCB had been signified as one of the
antecedents of organisational effectiveness. The study explored and examined
number of predictors of OCB in the Arabic-speaking context (Saudi Arabia in
Gulf). Predictors of OCB examined job satisfaction and organisational
commitment, role perceptions, fairness perceptions, leadership behaviour,
individual dispositions, motivation and feedback. The results supported
hypotheses stating the positive relationship between the predictors of OCB and
OCB except motivation that found no relationship with OCB.
123
Paille, P., Boiral, O. & Chen, Y. (2013).Linking environmental management practices and
organisational citizenship behaviour for the environment: a social exchange perspective. The
International Journal of Human Resource Management, (ahead-of-print), 1-24.
124
Rasheed, A., Jehanzeb, K. & Rasheed, M.F. (2013). An Investigation of the Antecedents of
Organisational Citizenship Behaviour: Case of Saudi Arabia. International Journal of
Psychological Studies, 5(1), 128-138.
54
Saufi et al.,125 in their research surveyed the causative relations between
organisational justice, psychological empowerment, job involvement and OCB.
All the hypotheses of the research were accepted according to their significant
figure except for the relation between the organisational justice and OCB. This
study indicated that employees‘ psychological empowerment positively influences
OCB. The psychological empowerment comprised work value and self-
determination of work and so the employees had more control and freedom in
their work and value their work, behave altruistically and this encouraged the
employees to have stronger OCB.
2.4 MOTIVATION AND EMPLOYEE SATISFACTION
Work is an important part of life. The satisfaction that employees get from
the job has a great impact on their lives. Job satisfaction is a feeling which
describes how content or discontent a person is with the job he/she does. There are
different factors that affect a person‘s level of job satisfaction. These factors
include salary, benefits, job security, working conditions, working hours, the work
itself, leadership and social relationship. Each individual is unique, so they are
satisfied in different ways. As job satisfaction is a significant issue in running of
organisations , managers or directors should know their staff well to be able to
keep their satisfaction at high levels. More importantly, the level of job
satisfaction should be measured frequently by institutions. ―Job satisfaction which
is closely linked with motivation is defined by Schaffer126 as being one of
individuals‘ needs fulfilments: ―Overall job satisfaction will vary directly with the
extent to which those needs of an individual which can be satisfied in a job are
125
Saufi, M.A., Kojuri, M.A.S., Badi, M. & Agheshlouei, H. (2013). The impacts of organisational
justice and psychological empowerment on organisational citizenship behaviour: the mediating
effect of job involvement. International Journals of Research in Organisational Behaviour and
Human Resource Management, 1 (3), 116-135.
126
Schaffer, R.H. (1953). Job satisfaction as related to need satisfaction in work, Psychological
Monographs: General Applied, 67(14), 1-29.
55
actually satisfied‖. Lawler127 claims that job satisfaction is determined by the
difference between all those things a person feels he should receive from his job
and all those things he actually does receive.
Huang and Liu128 examined the relationship of external environment, self-

serving motivation and OCB of physicians. The empirical result showed that
external environment had no significant impact on job satisfaction, but had
significantly negative effect on OCB. Self-serving motivation and job satisfaction
also had positive effects on OCB. The meditative effect of job satisfaction was
also significant.
Ayub and Rafif129 attempted to explore the relationship between work

motivation and job satisfaction. Two hypotheses were formulated: there would be
positive relationship between work motivation and job satisfaction and there
would be a gender difference on the variable of work motivation and job
satisfaction. A Pearson Product Moment Correlation Coefficient was calculated
for the correlation between the work motivation and job satisfaction. In order to
find out gender differences ‗t‘ test was computed. The findings of the study
suggested that there was a positive correlation between work motivation and job
satisfaction. Furthermore, there was a significant gender difference on the variable
of work motivation and job satisfaction.
Mohammad et al.,130 investigated the effects of two dimensions of job

satisfaction, intrinsic and extrinsic on two types of OCB: OCBI and OCBO in the
127
Lawler, E.E. (1973). Motivation in work organisations. Monterey, CA:Brookes/Cole.
128
Huang, M. & Liu, T. (2010).The impact of external environment and self-serving motivation on
physician‘s organisational citizenship behaviours. Journal of Behavioural Studies in Business, 2,
1-10.
129
Ayub, N. & Rafif.S. (2011). The relationship between work motivation and job satisfaction.
Pakistan Business Review, 2011.
130
Mohammad, J., Habib, F.Q. & Alias, M.A. (2011).Job Satisfaction and Organisational Citizenship
Behaviour: An Empirical Study at Higher Learning Institutions. Asian Academy of Management
Journal, 16(2), 149–165.
56
context of higher education institutions. The study was intended to measure the
two dimensions of OCB (i.e., OCBI and OCBO) and to examine how these OCB
were related to the two facets of job satisfaction (intrinsic and extrinsic). Findings
of this study revealed that both extrinsic and intrinsic job satisfaction were very
important in predicting citizenship behaviour.
Roos and Eeden131 examined the relationships between employee

motivation, job satisfaction and corporate culture. The sample that was
investigated consisted of majority of the permanent-staff of a marketing research
company in South Africa. A possible moderator effect of employee motivation
was explored. The findings provided support for the linear relationships and,
identified the drivers of these relationships. The findings did not support the
moderator effect.
Saepung et al.,132 examined the relationship between job satisfaction and

OCB among retail employees in Indonesia. The survey was conducted to test the
hypothesised relationship between job satisfaction and OCB of the retail
employees. In this research, OCB was defined as being composed of 3 main
dimensions, namely, helping behaviours; civic virtue and sportsmanship. Based on
the multiple regression analysis, it was found that overall job satisfaction and
demographic variables could account for about 43.2 percent of the variation in
retail employee OCB level.
131
Roos, W., Eeden, R.V. (2011).The relationship between employee motivation, job satisfaction and
corporate culture. SA Journal of Industrial Psychology, 34(1), 54-63.
132
Saepung, W., Sukirno & Siengthai, S. (2011). The Relationship between Job Satisfaction and
Organisational Citizenship Behaviour (OCB) in the Retail Industry in Indonesia. World Review of
Business Research, 1(3), 162-178.
57
Ahmed et al.,133 found that OCB was presumed as one of the emerging
management concepts that was being emphasised for organisational effectiveness.
The aim of this study was to explore OCB and its significance for the
organisations in the present scenario particularly banking sector. A model was
presented by the researchers elaborating OCB and its relationship with job
satisfaction, commitment, employee engagement and human resource
development climate (HRDC). It was proposed that well established predictors of
OCB may lead to promote required behaviours among employees for improved
performance and negative voluntary intentions.
Mehboob and Bhutto134 found the relationship between job satisfaction and
OCB. The purpose of the paper was to examine whether job satisfaction was a
strong predictor of OCB on all dimensions or not. Job satisfaction was measured
on the basis of extrinsic and intrinsic factors being responded by the faculty
members. The OCB was measured on the basis of five dimensions such as
Altruism, Conscientious, Sportsmanship, Courtesy and Civic virtue. The faculty
members were found to be satisfied as well as inducing a moderate level of OCB
at Business Institutes. The study found a weak relationship between job
satisfaction and OCB‘s dimensions. Job satisfaction was only found to be related
with courtesy and altruism dimensions of OCB, while with other dimensions it
was found to be insignificantly related to job satisfaction. The result showed that
job satisfaction was a weak predictor of OCB and only had partial influence on the
various dimensions of OCB.
133
Ahmed, N., Rasheed, A. & Jehanzeb, K. (2012).An exploration of predictors of organisational
citizenship behaviour and its significant link to employee engagement. International Journal of
Business, Humanities and Technology, 2 (4), 99-106.
134
Mehboob, F. & Bhutto, N.A. (2012).Job satisfaction as a Predictor of Organisational Citizenship
Behaviour. International Conference on Business, Economics, Management and Behavioural
Sciences (ICBEMBS'2012) Jan. 7-8, 2012 Dubai.
58
Sunaryo and Suyono135 analysed the influence of public service motivation
on job satisfaction and OCB. The results showed that public service motivation
had a positive impact on job satisfaction. The results showed that public service
motivation had a positive and significant effect on job satisfaction which means
that public servants had higher motivation in providing public service and were
more likely to be satisfied with their job. Job satisfaction was also found to be
related to the OCB. Having higher job satisfaction lead public servants to process
OCB in a better way. The findings indicated that public servants had a high
motivation in providing public service and high satisfaction with their jobs may
also strongly intend to show pro-social behaviours beyond the behaviours that
were formally prescribed by the organisation.
2.5 ORGANISATIONAL COMMITMENT
Today‘s organisation because of global competition and cost cutting had

led to great changes in the organisations, leading to greater effect of organisational
behaviours. Employee commitment is a crucial element to increase job
performance. An important predictor of this type of commitment is motivation,
which motivates employees to spend time and energy in the organisation.
Commitment in general is defined by Meyer & Herscovitch136 as ‗a force that
binds an individual to a course of action that is of relevance to a particular target‘.
Shiverick & Janelle137 define commitment as ‗a measure of the alignment of the
employee‘s motivations with the mission of the organisation; in other words, to
what degree does the employee felt that he or she was making a positive
135
Sunaryo, S. & Suyono, J. (2013).A test of model of the relationship between public service
motivation, job satisfaction and organisational citizenship behaviour. Rev. Integr. Bus. Econ. Res.,
2(1), 384-398.
136
Meyer, J.P. & Herscovitch, L. (2001). Commitment in the workplace: toward a general model.
Human Resource Management Review, 11, 299-326.
137
Shiverick, B. & Janelle, P. (2009). Achieving Excellence Through Employee Commitment. My
Inner View, 1-4.
59
contribution to the ultimate outcome?‘ Motivation leads to organisational
commitment which in turn leads to better job performance and job satisfaction.
Jahangir et al.,138 investigated the effects of employee perception of

managers social power on OCB mediated by procedural justice, employees
organisational commitment and job satisfaction. To test the framework, structural
equation modelling techniques were applied to data collected from 195 top and
middle level employees of a private commercial bank in Bangladesh. The study
aimed to test the theoretical models to measure the causality whether social power,
procedural justice, organisational commitment, and job satisfaction could foster
OCB. The results of the study indicated that procedural justice was significantly
and positively related to job satisfaction and organisational commitment. The
findings indicated that organisational commitment had a positive relationship with
OCB but the relationship was found to be insignificant. In addition, the results
showed that employees with high job satisfaction had higher OCB, suggesting that
bank management needs to value employees job satisfaction to increase
employees‘ OCB.
Gan and Cheung139 studied the moderating role of interpersonal harmony in

relation to proactive personality with OCB. 158 employees in Chinese State-
owned companies completed the Proactive Personality Scale Bateman &Crant,
1993, Harmony scale and OCB Questionnaire. Proactive personality had
insignificant correlation with job dedication. The correlation between
interpersonal facilitation and proactive personality was significant but quite low.
Results of the hierarchical regression analyses indicated that when demographic
variables were controlled, harmony had significant moderating effects on the
138
Jahangir, N., Akbar, M. & Begum, N. (2006).The role of social power, procedural justice,
organisational commitment, and job satisfaction to engender organisational citizenship behaviour.
ABAC Journal, 26(3), 21-36.
139
Gan, Y. & Cheung, F.M. (2010).From Proactive Personality to Organisational Citizenship
Behaviour: Mediating Role of Harmony. Psychological Reports, 106 (3), 755-765.
60
relations of proactive behaviour and job dedication/interpersonal facilitation. In
the high Harmony group, the correlation between proactive personality and OCB
was significant whereas in the low Harmony group, this correlation was not
significant.
Chang140 examined the relationship between OCB, organisational

commitments and organisational learning effects. The researchers used SEM to
test three hypotheses about OCB, organisational commitments and organisational
learning effects. The results of the research indicated that OCB and organisational
commitments influence organisational learning effects positively and OCB can be
influenced positively by organisational commitments. The effects of
organisational learning were influenced by the OCB and the organisational
commitments positively. The organisational commitments can positively influence
OCB.
Trivellas141 in his paper outlined the critical role of employees'

organisational commitment in the link between work motivation and job
performance. The empirical findings from a survey of 220 bank frontline
employees in Greece confirmed the mediating role of organisational commitment.
The main implication of the findings for managers was that motivated frontline
bank employees were more likely to achieve better job performance when they are
committed, as a result of enforced HRM practices.
140
Chang, C., Tsai, M. & Tsai, M. (2011). The organisational citizenship behaviours and
organisational commitments of organisational members influences the effects of organisational
learning. International Journal of Trade, Economics and Finance, 2 (1), 61-66.
141
Trivellas, P., (2011). Work motivation and job performance of frontline employees: The mediating
role of organisational commitment, Industrial Engineering and Engineering Management (IEEM),
IEEE International Conference on 6-9 Dec. 2011.
61
Ahmadizadeh et al.142 found that organisational climate had a great effect
on staff OCB which ultimately led to efficiency and effectiveness of organisation.
The aim of the study was to investigate the relation between organisational climate
and OCB. The results showed a significant positive relationship between
organisational climate and its factors with staff OCB. Also step-by-step multi-
variable regression analysis showed that goal and communication factors were
good predictors of OCB of physical education headquarters staff, respectively.
2.6 EMPLOYEE PERFORMANCE
A worker may be immensely capable of doing some work, nothing can be

achieved if he is not willing to work. Creation of a will to work is motivation in
simple but true sense of the term. Employee Motivation is an important function
which every manager performs for actuating the people to work towards
accomplishment of objectives of the organisation. Issuance of well conceived
instructions and orders does not mean that they will be followed. A manager has to
make appropriate use of motivation to enthuse the employees to follow them.
Effective motivation succeeds not only in having an order accepted but also in
gaining a determination to see that it is executed efficiently and effectively.
Kamery143 found that employees are motivated on the job by many things
such as a sense of achievement, recognition, enjoyment of the job, promotion
opportunities, responsibility and the chance for personal growth. Employee
motivation and performance were tied directly to the style of management that was
applied and to principles of positive or negative reinforcement. The study
discussed the motivation relationship related to effectiveness, efficiency,
142
Ahmadizadeh, Z., Heydarinejad, S., Farzam, F. & Boshehri, N. (2012). Investigation the relation
between organisational climate and organisational citizenship behaviour. International Journal of
Sport Studies, 2 (3), 163-167.
143
Kamery, R.H. (2004). Employee Motivation As It Relates To Effectiveness, Efficiency,
Productivity, and Performance. Proceedings of the Academy of Legal, Ethical and Regulatory
Issue, 8(2), 139-144.
62
productivity and performance. The first necessary step was to determine what
motivational tools would actually be effective in a particular situation. It was
suggested that individuals compared their performance and compensation against
their co-workers' performance and compensation and act to correct any
inequalities.
Khan144 noted that the performance of any government was dependent upon
its employees, especially the low and middle ranking ones, just like the
performance of any organisation was dependent on its workers. Therefore, it was
required that the government employees be motivated in order to achieve higher
levels of performance. However, motivating government employees was not
without constraints. Usually these barriers or constraints were different from the
ones faced by profit making private organisations. Money was widely used by
profit making organisations as a motivator whereas it was usually not available to
motivated government employees. Similarly, punishment including firing from the
service was common in the private profit making concerns whereas civil servants
or the government employees were usually protected by the civil service rules.
Yun et al.,145 examined the effects of employee self-enhancement motives

on job performance behaviours (OCB and task performance) and the value of
these behaviours to them. The authors proposed that employees display job
performance behaviours in part to enhance their self-image, especially when their
role was not clearly defined. The effects of these behaviours on managerial reward
recommendation decisions would be stronger when managers believed the
employees to be more committed. The results from a sample of 84 working
144
Khan, S.A. (2005). How to Motivate Good Performance among Government Employees. Pakistan
Journal of Social Sciences, 3(9), 1138-1143.
145
Yun, S., Takeuchi, R. & Liu, W. (2007). Employee Self-Enhancement Motives and Job
Performance Behaviours: Investigating the Moderating Effects of Employee Role Ambiguity and
Managerial Perceptions of Employee Commitment. Journal of Applied Psychology, 92(3), 745-
756.
63
students indicated that role ambiguity moderated the effects of self-enhancement
motives on job performance behaviours and that managerial perceptions of an
employee‘s commitment moderated the effects of those OCB that were aimed at
other individuals on managers‘ reward allocation decisions.
Ann146 found that the federal government is often criticised for performance
that fails to meet the public's expectations. Its traditional pay system receives
much of the blame for rewarding seniority instead of performance. While
everyone agrees that performance matters, they don't always agree on the best way
to improve it. The researcher investigated human resource management strategies
designed to motivate better performance and productivity. Findings reveal that pay
for performance and success are greatly affected by performance management, fair
treatment in all personnel matters, supervisory fairness in decision-making, and
organisational culture. Further results indicated that managers can markedly
improve productivity by ensuring that employees are highly engaged in their work,
delivering effective performance management, providing a supportive
organisational culture and giving employees adequate resources and training.
Salleh et al.,147 investigated the relationship between motivations and job

performance in state government employees. The research examined the
relationships between overall job performance and motivation dimensions. A
positive relationship as measured by annual salary progression was found between
affiliation motivation and performance. The results suggested that affiliation
motivation and job performance was positively related. Conclusions, management
strategies particularly can be formulated according to motivation level of
employees. The findings of the study showed that overall job motivation and job
146
Ann, F.S. (2011). What does it take to motivate better performance and productivity in the federal
workplace? Ask the employees. Georgia Institute of Technology, Unpublished Thesis, 2011.
147
Salleh, F., Dzulkifli, Z., Wan Abdullah, W.A., & Yaakob, N.H.M. (2011). The Effect of
Motivation on Job Performance of State Government Employees in Malaysia. International
Journal of Humanities and Social Science, 1(4), 147-154.
64
performance were not significant which suggests that employees with high
achievement and low achievement motivation had the same performance.
Chaudhary and Sharma148 identified the factors that encourage positive

motivational behaviour among employees. To survive in a profitable way in the
highly challenging and competitive global market economy, all the factor of
employee retention and production - machine, materials and men should be
managed in an impressive way. Among the factors of production, the human
resource constituted the biggest challenge because unlike other inputs employee
management calls for accomplished handling of thoughts, feelings and emotions to
protect the highest productivity. High productivity was a long term benefit of
employee motivation. Motivated employees were a valuable asset which delivered
huge value to the organisation in maintaining and strengthening its business and
revenue growth. The study showed that improved job performances of the
employees add value to the organisation itself and to the employee‘s productivity.
The experimental results of this study showed that the motivation of the employee
rewarded the employee and the organisation.
Naseem et al.,149 noted that organisations were keenly concerned with

employee comfort for increased performance. The study measured the impact of
favorable working environment, good office design and motivations on
employees‘ performance. The main objective of the study was to find out the
relationship between the above mentioned variables and employees‘ performance.
The data was collected from different organisations in Hazara division. Workplace
recreations had a good effect on employee performance. When recreation was well
148
Chaudhary, N. & Sharma, B. (2012). Impact of Employee Motivation on Performance
(Productivity) In Private Organisation. International Journal of Business Trends and Technology,
2(4), 29-35.
149
Nazeem, I., Sikander, A., Nazish, A.H. & Ruqia, K. Factors Affecting Employees' Performance:
Evidence from Pakistan. Science Series Data Report, 4 (6), 141-174.
65
planned then it could significantly contribute to higher levels of employees‘
commitment for the organisation. It played a key role in bonding among
employees and with customers. Recreational activities had been providing an
opportunity for socialisation and strengthening relationship among workers and
customers as well as for skills development e.g. leadership, interaction and
communication which were essential in providing effective service delivery.
Based on the findings related to motivation, it showed that the most important
driver of bank employees‘ job performance was the satisfaction of higher order
needs such as the growth needs referred to the employee needs of self-esteem and
self-actualisation.
Ramasamy and Ramesh150 observed that motivation was one among the
many factors affecting individual performance. Motivation was influenced
significantly by the needs of a person and the extent to which these had been
fulfilled. Hence, it was the duty and responsibility of every organisation to identify
the needs of employees. Sakthi Sugars Ltd. was providing welfare schemes such
as bonus, housing facilities (at low rent), education facilities and transportation
facilities to the employees for the purpose of motivating them. The main objective
was to know the opinion of employees on the motivation given by the organisation
and to determine whether the motivation had an impact on the performance of the
employees. It was found that the various motivation activities were undertaken
sincerely and employees were mostly satisfied with all the facilities provided by
Sakthi Sugars Ltd.
Sofat151 stated that in any organisation employee motivation was the key
factor for organisational performance. The research paper attempted to provide
150
Ramasamy, T. & Ramesh, S. (2003). A study on the relationship between motivation and
performance of employees of Sakthi sugars Ltd, Sivaganga. An International Multidisciplinary
Research Journal, 3(2), 69-91.
151
Sofat, S. (2012). Effect of Motivation on Employee Performance and Organisational Productivity.
Journal of Applied Management & Computer Science, 1, 1-11.
66
empirical evidence of the effects of motivation on performance of the employees
working in insurance companies and organisational productivity and also
evaluated the important factors which motivated the employees working in
different insurance companies. Two hypotheses were also framed: There is no
positive relationship between motivation and employee performance. There is no
positive relationship between motivation and organisational productivity. The
findings of the study showed that motivation is positively related to the employee
performance and organisational productivity.
HYPOTHESES OF THE STUDY
Based on the above research reviews, the following research hypotheses

have been proposed after discussion with the research supervisor.
Relationship between motivational practices, motivation and OCB
H11-10 : There is no significant association between safety and security,

provision of welfare measures, monetary benefits, promotion and
transfer, work efficiency, employee interpersonal relationship, social
relationship, grievance handling procedures, training and
development and performance management system and motivation.
H2 : There is no significant association between motivation and job

satisfaction.
H3 : There is no significant association between motivation and

organisational commitment.
H4 : There is no significant association between motivation and employee

performance.
67
Relationship between motivational practices and OCB

development and performance management system and employees
satisfaction.

development and performance management system and
organisational commitment.

development and performance management system and employees
performance.
MODEL FRAMED FOR TESTING THE HYPOTHESES IN THIS STUDY
The review of literature supports the major influencing variables which are
implemented as motivational practices among employees working in
manufacturing companies in Coimbatore district. The following two models
which comprises of the research hypotheses have been formulated.
68
Model 1: Relationship between motivational practices, motivation and
OCB
This model has been divided into two sections. In the first section, the
relationship between motivational practices that influence motivation of the
employees in manufacturing industries was analysed. The second section analysed
the effect of motivation on job satisfaction (or) organisational commitment (or)
employee performance. A total of 13 hypotheses have framed in this model to
evaluate the two sections.
H11
H12
H13
H14
H2
H15
H3
H16
H17 H4
H18
H19
H110
69
Model 2: Relationship between motivational practices and OCB i.e. job
satisfaction, organisational commitment and employee
performance
This model has been divided into three sections. The first section examines
the relationship between motivational practices and job satisfaction, the second
section examines the influence of motivational practices on organisational
commitment and the third section analyses the influence of motivational practices
on employee performance. A total of 30 hypotheses have been framed to evaluate
the three sections.
H51
H52
H53
H54
H55
H56
H57
H58
H59 H5
10
H6
H62 1
H63
H64
H65
H66
H67
H68
H69 H6
10
H71
H7H7
3 2
H74
H75
H76
H77
H78
H79
H710
70

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CHAPTER II

2.2 MOTIVATIONAL PRACTICES IN ORGANISATIONS

Motivation is defined as some kind of internal drive which pushes someone

Employee Motivation is the core of management. Employee Motivation is

. Kim82 explained the necessity to reemphasise and analyse some

Iordache and Criveanu84 found that employees preoccupation with what

Renate85 carried out a research on employee motivation within PT. Sarandi

Adeogun et al.,86 noted that motivation is the combination of a person's

Lub et al.,87 in their research aimed to shed light on OCBs of different

Chowdhury88 examined the importance of authoritarian and positive

Oren et al.,90 attempted to predict OCB by organisational justice, work

Wani91 observed that work stress was an important phenomenon affecting

2.3 ORGANISATIONAL CITIZENSHIP BEHAVIOUR

OCB is a term that encompasses anything positive and constructive that

Ang et al.,95 studied the personality-OCB relationship by exploring a new

Jahangir et al.,97 explored various existing definitions of OCB and

Madhu and Krishnan98 observed the effect of transformational leadership

Darmawan99 explored the OCB practices among employee in

Mulyagonja100 examined the level of organisational support, OCB and the

Boerner et al.,101 in their study analysed the impact of followers stress on

Cohen and Avrahami103 in their study examined the relationship between

Modassir and Singh104 studied the relationship of emotional intelligence

Babcock-Roberson and Strickland106 in their study tested a meditation

Kandlousi et al.,107 explained that the communication cues play an

Chin109 found that diversity, collaboration, co-operation and teamwork had

Ince and Gul110 analysed the effects of organisational justice perceptions of

Kaur111 found that no employee in any organisation was indispensable and

Naqshbandi and Sharan112 observed that with increasing technological

Wan114 found that perceptions of justice in the workplace were widely

Yunus116 examined the influence of emotional intelligence and leader-

Ariani117 tested the relationship between employee engagement, OCB and

Beheshtifar and Hesani118 stated that organisational conflict was a

Davila and Finkelstein119 studied the relationship between prosocial

Harwiki121 attempted to investigate the influences of servant leadership to

Lee et al.,122 in their study investigated the effects of procedural justice,

Paille et al.,123 reported a field study on the relationship between

2.4 MOTIVATION AND EMPLOYEE SATISFACTION

Huang and Liu128 examined the relationship of external environment, self-

Ayub and Rafif129 attempted to explore the relationship between work

Mohammad et al.,130 investigated the effects of two dimensions of job

Roos and Eeden131 examined the relationships between employee

Saepung et al.,132 examined the relationship between job satisfaction and

2.5 ORGANISATIONAL COMMITMENT

Today‘s organisation because of global competition and cost cutting had

Jahangir et al.,138 investigated the effects of employee perception of

Gan and Cheung139 studied the moderating role of interpersonal harmony in

Chang140 examined the relationship between OCB, organisational

Trivellas141 in his paper outlined the critical role of employees'

2.6 EMPLOYEE PERFORMANCE

A worker may be immensely capable of doing some work, nothing can be

Yun et al.,145 examined the effects of employee self-enhancement motives

Salleh et al.,147 investigated the relationship between motivations and job

Chaudhary and Sharma148 identified the factors that encourage positive

Naseem et al.,149 noted that organisations were keenly concerned with

HYPOTHESES OF THE STUDY

Based on the above research reviews, the following research hypotheses

Relationship between motivational practices, motivation and OCB

H11-10 : There is no significant association between safety and security,

H2 : There is no significant association between motivation and job

H3 : There is no significant association between motivation and

H4 : There is no significant association between motivation and employee

H51-10 : There is no significant association between safety and security,

H61-10 : There is no significant association between safety and security,

H71-10 : There is no significant association between safety and security,