The relationship between Organizational Citizenship Behavior and Job Performance in Chinese Hotel Industry
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Аннотация
INTRODUCTION 9
Relevance of the Study 10
Research Gap 13
Research questions 14
Aims of the Study 14
CHAPTER 1. RELATIONSHIP BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) AND JOB PERFORMANCE (JP), WITH THE REGULATING EFFECT OF LEADERSHIP STYLE (LS)
AND ORGANIZATIONAL COMMITMENT (OC) 16
1.1 OCB and its Relevance in Hotel Industry 16
1.1.1 Concept of OCB 16
1.1.2 OCB in Hotel Industry 18
1.1.3 Dimensions and Influencing Factors of OCB under Chinese Culture 19
1.2 Job Performance 22
1.3 OCB and Job Performance 23
1.4 Organizational Commitment 25
1.5 Leadership Style 26
Conclusion 27
CHAPTER 2. PLAN OF EMPIRICAL STUDY AND THE QUESTIONNAIRE DEVELOPMENT 30
2.1 Research Methodology 30
2.2 The Basic Research Framework 30
2.3 Data Collection Proces s 32
2.4 Sample Description 35
CHAPTER 3. DATA ANALYSIS AND EMPIRICAL FINDINGS 37
3.1 Correlation Matrices 39
3.2 Regression Analysis of Organizational Citizenship Behavior (OCB) and Job Performance (JP) 41
3.3 Regression Analysis of Organizational Commitment (OC) on Organizational Citizenship
Behavior (OCB) and Job Performance (JP) 43
3.4 Regression Analysis of Leadership Style (LS) on Organizational Citizenship Behavior (OCB) and
Job Performance (JP) 47
3.5 Regression Analysis of both Organizational Commitment (OC) and Leadership Style (LS) on
Organizational Citizenship Behavior (OCB) and Job Performance (JP) 50
CONCLUSIONS 54
Main Findings 54
Theoretical Implications 55
Managerial Implications 56
Limitations 57
APPENDICES 59
Appendix 1: Questionnaires 59
Appendix 2: Correlations 64
REFERENCES
INTRODUCTION 9
Relevance of the Study 10
Research Gap 13
Research questions 14
Aims of the Study 14
CHAPTER 1. RELATIONSHIP BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) AND JOB PERFORMANCE (JP), WITH THE REGULATING EFFECT OF LEADERSHIP STYLE (LS)
AND ORGANIZATIONAL COMMITMENT (OC) 16
1.1 OCB and its Relevance in Hotel Industry 16
1.1.1 Concept of OCB 16
1.1.2 OCB in Hotel Industry 18
1.1.3 Dimensions and Influencing Factors of OCB under Chinese Culture 19
1.2 Job Performance 22
1.3 OCB and Job Performance 23
1.4 Organizational Commitment 25
1.5 Leadership Style 26
Conclusion 27
CHAPTER 2. PLAN OF EMPIRICAL STUDY AND THE QUESTIONNAIRE DEVELOPMENT 30
2.1 Research Methodology 30
2.2 The Basic Research Framework 30
2.3 Data Collection Proces s 32
2.4 Sample Description 35
CHAPTER 3. DATA ANALYSIS AND EMPIRICAL FINDINGS 37
3.1 Correlation Matrices 39
3.2 Regression Analysis of Organizational Citizenship Behavior (OCB) and Job Performance (JP) 41
3.3 Regression Analysis of Organizational Commitment (OC) on Organizational Citizenship
Behavior (OCB) and Job Performance (JP) 43
3.4 Regression Analysis of Leadership Style (LS) on Organizational Citizenship Behavior (OCB) and
Job Performance (JP) 47
3.5 Regression Analysis of both Organizational Commitment (OC) and Leadership Style (LS) on
Organizational Citizenship Behavior (OCB) and Job Performance (JP) 50
CONCLUSIONS 54
Main Findings 54
Theoretical Implications 55
Managerial Implications 56
Limitations 57
APPENDICES 59
Appendix 1: Questionnaires 59
Appendix 2: Correlations 64
REFERENCES
To improve the effectiveness of the organization, management theorists and practitioners have been conducting in-depth research on the structure, technology, strategy, and human resources of the organization, seeking the methods to improve the organizational performance and identify the success factors. Among them, one of the main important research methods is analyzing individual level factors. Currently, due to the complex and changeable business environment, especially under COVID-19 pandemic, the human resources of enterprises have become the core factor of the competition among enterprises. It is a necessity for organizations to develop contingency plans as preventative practices for managing risks associated with emerging human resource issues and their impact on business, as the effectiveness of human resource practices is critical to organizations especially during crises (Carnevale & Hatak, 2020). COVID-19 has a significant impact on traditional human resource management, which requires theoretical and empirical attention from researchers (Zhong et al. 2021). OCB as an important part in human resource, deserves raised attention, especially under the COVID-19 pandemic. Vu et al. (2022) claim that OCB is positively affected by perceived risk associated with COVID-19.
When coming to the industry influenced by COVID-19 pandemic, the tourism industry has been negatively influenced by current situation, which also has an impact on correlated industries. COVID-19 has a significant and permanent impact on the market reshuffle of the Chinese hotel industry (Hao, F., Xiao, Q., & Chon, K., 2020). Hotel industry, as a significant part, should raise great attention on how to remain profits and increase the market share, which related to hotel service. Thus, the effectiveness of organizations and human resource have been core issues for hotel industry to take consideration, in order to raise the job performance and profits. Managerial implications of the study are related to human resource management as we can provide theoretical and practical suggestions on improving job performance for Chinese hotel industry. Particularly, managers of hotel industry could gather solutions to improve employees’ job performance to raise KPIs of companies, then to enhance their core product - service, to raise the market share.
Furthermore, the paper would conclude both theoretical and practical significance according to resident income and consumption, as well as the overview of Chinese hotel industry. Additionally, the research gap, research question and aims of the study are clarified in this part.
Relevance of the Study
Theoretical significance
The earliest research on organizational citizenship behavior can be traced back to the concept of "willingness to cooperate" proposed by Chester Barnard, a famous management master, in 1938. Since then, many researchers have conducted a lot of in-depth studies on this issue and put forward some theoretical and empirical studies on organizational citizenship behavior (Podsakoff et al, 2000). Reading from these papers, there is credible evidence to suggest that the research on organizational citizenship behavior has great meaning for theoretical research under different cultural background as most of research has done under western culture. Development of organizational theories among hotel employees based on these findings have not adequately clarified the context of organizations in other cultures (Kasa and Hassan, 2016). Farh, Zhong and Organ (2000) clarify 10 dimensions of OCB, including 5 specific dimensions under Chinese culture.
While there is fewer research conducted in Chinese hotel industry, the construction of relationship between organizational citizenship behavior and job performance in Chinese hotel industry would help fulfill the relevant theories on related variables. Finding of influencing factors would also prove the relationship and further the research into a new field. Detailed analysis on theoretical framework is discussed in Chapter 1 by numerous literature review.
Practical significance
According to the database from National Data (https://data.stats.gov.cn), the paper generates three main important charts for tourism industry and hotel industry, in order to give an overview and analysis on Chinese market and future development. In China, number of both domestic and foreign tourism increased during 2012 ~ 2019. Due to COVID-19 pandemic, Chinese government has delivered several regulations and rules on dining out and gathering, which would have a significant impact on tourism industry. There was a sluggish drop in 2020 shown in the Figure 1, while recovery happened in 2021. Thus, the recovery of Chinese tourism industry would recover as soon as possible when the situation of COVID-19 pandemic tends to be stable....
When coming to the industry influenced by COVID-19 pandemic, the tourism industry has been negatively influenced by current situation, which also has an impact on correlated industries. COVID-19 has a significant and permanent impact on the market reshuffle of the Chinese hotel industry (Hao, F., Xiao, Q., & Chon, K., 2020). Hotel industry, as a significant part, should raise great attention on how to remain profits and increase the market share, which related to hotel service. Thus, the effectiveness of organizations and human resource have been core issues for hotel industry to take consideration, in order to raise the job performance and profits. Managerial implications of the study are related to human resource management as we can provide theoretical and practical suggestions on improving job performance for Chinese hotel industry. Particularly, managers of hotel industry could gather solutions to improve employees’ job performance to raise KPIs of companies, then to enhance their core product - service, to raise the market share.
Furthermore, the paper would conclude both theoretical and practical significance according to resident income and consumption, as well as the overview of Chinese hotel industry. Additionally, the research gap, research question and aims of the study are clarified in this part.
Relevance of the Study
Theoretical significance
The earliest research on organizational citizenship behavior can be traced back to the concept of "willingness to cooperate" proposed by Chester Barnard, a famous management master, in 1938. Since then, many researchers have conducted a lot of in-depth studies on this issue and put forward some theoretical and empirical studies on organizational citizenship behavior (Podsakoff et al, 2000). Reading from these papers, there is credible evidence to suggest that the research on organizational citizenship behavior has great meaning for theoretical research under different cultural background as most of research has done under western culture. Development of organizational theories among hotel employees based on these findings have not adequately clarified the context of organizations in other cultures (Kasa and Hassan, 2016). Farh, Zhong and Organ (2000) clarify 10 dimensions of OCB, including 5 specific dimensions under Chinese culture.
While there is fewer research conducted in Chinese hotel industry, the construction of relationship between organizational citizenship behavior and job performance in Chinese hotel industry would help fulfill the relevant theories on related variables. Finding of influencing factors would also prove the relationship and further the research into a new field. Detailed analysis on theoretical framework is discussed in Chapter 1 by numerous literature review.
Practical significance
According to the database from National Data (https://data.stats.gov.cn), the paper generates three main important charts for tourism industry and hotel industry, in order to give an overview and analysis on Chinese market and future development. In China, number of both domestic and foreign tourism increased during 2012 ~ 2019. Due to COVID-19 pandemic, Chinese government has delivered several regulations and rules on dining out and gathering, which would have a significant impact on tourism industry. There was a sluggish drop in 2020 shown in the Figure 1, while recovery happened in 2021. Thus, the recovery of Chinese tourism industry would recover as soon as possible when the situation of COVID-19 pandemic tends to be stable....
This part mainly summarizes the whole research above, including the qualitative analysis and quantitative analysis. The whole chapter includes three parts. First, it summarizes and discusses research findings of this paper. Then it explains the main theoretical contributions and practical significance of this research. Finally, it points out the limitations of this thesis and the prospect of future research.
Main Findings
This study has done research on the dimensions of OCB are common to the employees in PRC on the example of Hotel Industry. Compared with main dimensions performed in western hotels claimed by Khalid et al (2009), there are four main common dimensions of OCB under Chinese culture as the example of hotel industry: talking initiative, helping coworker, voice, and participation in group activities, which is based on 10 dimensions of OCB promoted by Farh, Zhong and Organ (2004). One more extended dimension, self-training, also performs well in hotels.
OCB, as an important research objective, has a bidirectional relationship with job performance. Organizational citizenship behavior is positively related to employee job performance, of which the correlation rate is up to 0.994. As well, job performance is positively related to OCB with a 0.726 correlation rate. Thus, in the Chinese hotel industry, job performance is affected by organizational citizenship behavior, and it can help employees obtain and form organizational citizenship behavior. The performance level of employees also reflects the frequency of organizational citizenship behavior to a certain extent.
For the variable organizational commitment, this study focused on three main types of it: affective commitment, continuance commitment, and normative commitment. Both affective commitment and continuance commitment had a slight effect on the relationship between OCB and job performance according to the regression analysis conducted above. As affective commitment increases, so does the employee’s OCB. And the increase in continuance commitment leads to a slight decline in OCB. Thus, in Chinese hotel industry, employees care more about the emotional experience component of experience. The achievement of affective commitment has a positive impact on increasing both OCB and job performance.
Leadership style, as another important moderating variable in this study, has slight impact on the relationship between OCB and Job Performance. Transactional leadership has positive impact on the bidirectional relationship, while transformational leadership performs less than it, thus transactional leadership is recommended for managers to adopt in the hotel industry. As transactional leadership emphasize more on the exchange, it shows that employees in Chinese hotel industry focus more on the payments, bonus, promotion, honor and so on they could achieve based on their work.
Additionally, this paper has found that different types of organizational commitment and leadership style together have different impact on bidirectional relationship between OCB and job performance. When utilizing OCB to increase job performance, continuance commitment and transactional leadership positively contribute to increase the employees’ performance. It suggests that employees’ spontaneous behavior together with extra feedback positively increase the job performance in Chinese hotel industry. For those people who perform well in their work, affective commitment has positive impact on increasing OCB of them. Thus, those employees can perform extra work spontaneously which are good for organizations to increase profits.
Furthermore, the research model of this paper has been adjusted based on the results of regression analysis as follows...
Main Findings
This study has done research on the dimensions of OCB are common to the employees in PRC on the example of Hotel Industry. Compared with main dimensions performed in western hotels claimed by Khalid et al (2009), there are four main common dimensions of OCB under Chinese culture as the example of hotel industry: talking initiative, helping coworker, voice, and participation in group activities, which is based on 10 dimensions of OCB promoted by Farh, Zhong and Organ (2004). One more extended dimension, self-training, also performs well in hotels.
OCB, as an important research objective, has a bidirectional relationship with job performance. Organizational citizenship behavior is positively related to employee job performance, of which the correlation rate is up to 0.994. As well, job performance is positively related to OCB with a 0.726 correlation rate. Thus, in the Chinese hotel industry, job performance is affected by organizational citizenship behavior, and it can help employees obtain and form organizational citizenship behavior. The performance level of employees also reflects the frequency of organizational citizenship behavior to a certain extent.
For the variable organizational commitment, this study focused on three main types of it: affective commitment, continuance commitment, and normative commitment. Both affective commitment and continuance commitment had a slight effect on the relationship between OCB and job performance according to the regression analysis conducted above. As affective commitment increases, so does the employee’s OCB. And the increase in continuance commitment leads to a slight decline in OCB. Thus, in Chinese hotel industry, employees care more about the emotional experience component of experience. The achievement of affective commitment has a positive impact on increasing both OCB and job performance.
Leadership style, as another important moderating variable in this study, has slight impact on the relationship between OCB and Job Performance. Transactional leadership has positive impact on the bidirectional relationship, while transformational leadership performs less than it, thus transactional leadership is recommended for managers to adopt in the hotel industry. As transactional leadership emphasize more on the exchange, it shows that employees in Chinese hotel industry focus more on the payments, bonus, promotion, honor and so on they could achieve based on their work.
Additionally, this paper has found that different types of organizational commitment and leadership style together have different impact on bidirectional relationship between OCB and job performance. When utilizing OCB to increase job performance, continuance commitment and transactional leadership positively contribute to increase the employees’ performance. It suggests that employees’ spontaneous behavior together with extra feedback positively increase the job performance in Chinese hotel industry. For those people who perform well in their work, affective commitment has positive impact on increasing OCB of them. Thus, those employees can perform extra work spontaneously which are good for organizations to increase profits.
Furthermore, the research model of this paper has been adjusted based on the results of regression analysis as follows...
