Maryam Ahmed Al-Mandoos has focused on strengthening in-house training programs and international opportunities. Her studies have included the existing innovative training programs that must be reviewed, redeveloped, implemented, monitored, and evaluated by the current management and leadership group of the Ministry of Interior (MOI) on a regular basis.
Within public service organizations in the Ministry of Interior (MOI) of the United Arab Emirates (UAE) cooperative citizenship behaviors among employees is critical to maintaining an effective internal security system and effective police force committed to public and private community safety. As the leading government agency in the UAE, the MOI with a rapidly changing social environment, is interested in learning how citizenship behavior predicts organizational performance and success among employees. Therefore, using a quantitative and qualitative methodology, this study examined eight interrelated Organizational Citizenship Behaviors (OCBs), which Organ (1988) broadly characterized as individual behavior that is not directly or explicitly recognized by the formal workplace reward system, but positively benefits the organizational environment.
This comparison research study examined group differences using the Eight Factors of Organizational Behavior instrument to assess eight Organizational Citizenship Behavior dimensions using two OCB constructs identified as OCBI- Individual and OCBO ? Organization, with a diverse sample of MOI employees. The entire sample was first administered the demographic profile questionnaire and OCB factor survey to examine the relationship between OCBI/O and organizational performance measures with effectiveness, efficiency, and relevance as the dependent variables and awareness, appreciation and application as the intervening variables. The four OCBI-Individual dimensions examined were: altruism, courtesy, conscientiousness, and sportsmanship. The four OCBO– Organization dimensions measured were: civil virtue, commitment, compliance, and loyalty. The demographic characteristics examined included employee tenure, employee work role, age, gender, civil status, and highest educational attainment.
The combined quantitative and qualitative methodologies used for data gathering purposes on OCBI/O beliefs, utilized a total sample of 650 MOI employees for the quantitative survey and 15 respondents for the semi-structured qualitative interviews (12 males; 3 females; see Appendix G). As for the descriptive statistical procedures, the collected values from the survey instrument “Eight Factors of Organizational Behavior” were computed and analyzed using SPSS to analyze the descriptive statistics (frequencies and means) and analysis of variance (ANOVA) to examine hypothesis 1; the value differences between TMGs and MMGs on OCBO variables using awareness, appreciation, and application as the intervening variables across two different time frames (e.g., before and after) to reveal the impact on organizational performance.
As expected, the findings showed that TMG had higher, but not significant positive beliefs on the OCBO four dimensions. The higher OCB ratings are positively associated with stronger organizational performance. Hypothesis 2, however found no support that OCBI is a significant predictor of citizenship behavior then OCBO on the after scale (2011-2013) for appreciation, because all the groups had similar mean scores within the high to very high range. Overall, the study findings showed that OCBI/O are both meaningful constructs that can influence OCB among leaders and support staff members, which in turn indicates that OCB can attribute to positive organizational performance outcomes. The managerial implications of these findings are discussed and strategic recommendations are offered to administrative leaders, managers, and HR personnel on the antecedents and contextual conditions needed to promote OCBs as an employee retention strategy.
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