Relationship Between Performance Evaluation and Business Studies Teachers Organizational Citizenship Behaviour in Edo State
CHAPTER ONE
Objectives of the study
The primary purpose of this study is to assess the Relationship between performance, evaluation and business studies teacher’s organizational citizenship behaviour in edo state. This study attempts to examine the level of influence certain factors that have been found to have a positive relationship with OCB dimensions have on the performance of OCB and whether or not those mediators exist at all. Specifically, the project has the following objectives.
- To evaluate the relationship between performance evaluation and business studies teacher’s organizational citizenship behaviour
- To explore the level of influence job satisfaction has on OCB among the teachers.
- To determine how perceived organizational support affects the performance of OCB among the teachers.
- To assess the impact of service encounter on the performance of OCB among the teachers.
CHAPTER TWO
LITERATURE REVIEW
Organisational Citizenship Behaviour has been at the centre stage of academic research in business management and organizational behaviour literature over the years. (Farouqi, 2012), It has been studied in a variety of domains and disciplines like human resources management, marketing, organizational behavior, economics etc. The widespread interest in OCB primarily stems from the fact that OCB leads to improved organizational effectiveness in the long term (Podsakoff et al., 1997; Podsakoff and MacKenzie, 1994).
Organizational Citizenship Behaviors (OCB) is defined as those extra work-related behaviors which go above and beyond the routine duties prescribed by their job descriptions or measured in formal evaluations (Bateman and Organ, 1983). Since these efforts are made beyond the requirements specified in the job description, their presence cannot be enforced (Organ, 1988), and their absence cannot be penalized (Van Dyne et al., 1995). They are voluntary work behaviours employees bring to their employing organisations. Such behavior may include cooperation with peers, performing extra duties without complaint, punctuality, volunteering and helping others, using time efficiently, conserving resource, sharing ideas and positively representing the organization (Turnipseed and Rassuli, 2005). OCB has also been described as individual behavior that promotes the goals of the organization by contributing to its social and psychological environment (Organ, 1997; Rotundo and Sackett, 2002).
The social exchange theory as laid down by Blau (1964) formed the foundation for the conceptual framework. According to him, there are two types of exchange within the context of organisations. They are ‘social’ and ‘economic’ exchange. The social exchange is not tangible, and can be explained in an organizational setting as when employees tend to conform with organisational norms because they perceive that doing so contributes to a positive evaluation by superiors, which in return affects their rewards. On the other hand, economic exchange, which is derived from the actual contractual relationship between the employee and the organisation, involves clear and tangible exchange, such as salary, benefits and incentives (Organ, 1990).
Jin et al (2011) believe that OCB can be interpreted within the framework of social exchange, whereby employees are willing to perform extra role behaviors as a result of satisfying and rewarding relationships in the workplace. Review of literature suggests that employees do have different social exchange relationships with different individuals and groups within a work organization such as superiors, colleagues, or even with the organization as a whole (Cropanzano and Mitchell, 2005; Wayne et al, 1997). This is why many of those who researched the field in the past like LePine et al, (2002) believe employees can selectively direct citizenship behavior toward the organization or toward certain individuals such as colleagues or supervisors within the organization. The belief among theorists is that as more employees engage in OCB, the organization becomes more successful (Yen and Neihoff, 2004). Therefore, factors influencing OCB have been the central theme of many past OCB researchers.
CHAPTER THREE
RESEARCH METHODOLOGY
Introduction
In this chapter, we would describe how the study was carried out.
Research design
This study was carried out with research questions that elicited exploratory answers. The classification of the research purpose is therefore an exploratory study. As explained by (Robson 2002:59), „exploratory studies are valuable means of finding out what is happening; to seek new insights; to ask questions and to assess phenomena in new light‟. This was most appropriate as the study sought to assess the level of OCB performance in schools, find out how OCB impacts the scoring system in employee assessment and assess a model in determining OCB in the selected schools.
CHAPTER FOUR
DATA PRESENTATION ANALYSIS AND DISCUSSION OF FINDINGS
Introduction
This chapter discusses the result of the questionnaire (quantitative analysis) responded to by 58 participants. The chapter also presents the background of the interviewees who were interviewed for this research.
CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
This study clearly demonstrate the there is a strong relationship between how business studies teacher views their appraisal and the level of organizational citizenship behavior they exhibit on their job. This position is consistent with the conclusion earlier studies like Shu-Jen and Shu-Cheng (2011), and Jin et al (2011) who noted that all performance appraisals truly exert remarkable influence of the level of OCB among secondary school teachers.
This study has implications for human resources practitioners in the Nigerian secondary schools, whereby personnel involved in the appraisal of teachers should be trained to align and relate the institution’s vision, values and objectives to the appraisal process. They should carefully nurture a positive relationship with staff, so that employees are more likely to exhibit positive OCB (Jacqueline et al, 2004). The study also has potential to make an important contribution to managerial practice in higher-education institutions in Nigeria, by providing fundamental information on specific aspects of PA process, which has an effect on OCB, thereby identifying ways to generate organizational outcomes more effectively.
This is also evident in secondary school setting that if a member administrative has diverse roles in the form of coordinator or administrator in addition to teaching tasks, a teacher feels acknowledged and comfortable in extending a helping hand on different occasions. A facilitative head of department steer the departmental activities in a harmonious way and faculty tends to conform and feel comfortable. Hence the social exchange theory appears to explain the relationship at its best. The more an employee perceives his appraisal as fair and take into considerations what his job entails, the more he/she will be ready to go extra mile to help other employees and also take up extra job roles.
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