TABLE OF CONTENTS
Title page i
Certification Page ii
Dedication iii
Acknowledgements iv
Table of Contents v
List of Tables vi
Abstract vii
CHAPTER ONE: Introduction 1
Statement of the Problem 18
Purpose of the Study 20
Operational Definition of Terms 20
CHAPER TWO: Review of Related Literature 22
Theoretical Review 22
Organizational identification theory 22
Social exchange theory 25
Role identity theory 27
Self determination theory 29
Empirical Review 31
Job Resources and Extra-role Behaviour 31
Psychological Empowerment and Extra-Role Behaviour 33
Organizational Justice and Extra role behaviour 35
Summary of Literature Review 37
HYPOTHESES 38
CHAPTER THREE: Method 39
Participants 39
Instruments 39
Procedure 41
Design and statistics 42
CHAPTER FOUR: Result 43
Summary of Results 44
CHAPTER FIVE: Discussion 45
Implications of the findings 46
Limitations of the study 47
Suggestions for further study 48
Conclusion 49
Recommendations 49 REFERENCES 50
APPENDICES
LIST OF TABLES
Table 1: Description of the Study Respondents
Table 2: The results of Multiple Regression Test on Job Resources, Psychological Empowerment and Organizational Justice as Predictors of Extra Role Behaviour among Nigerian Police Officers.
ABSTRACT
This study
examined job resources, psychological empowerment and organizational justice as
predictors of extra-role behaviours among Nigeria police officers. A total of 250
particitants comprising 154 male and 96 female, 162 married and 88 single, 110
old and 140, and 98 with high qualification and 152 police officers with low qualification. Job
demand/resources scale was to measure job resources, psychological empowerment
scale was used to measure psychological empowerment, organizational justice was
measure with organizational justice scale and extra-role behavior scale was
used to measure extra-role behavior. A
cross-sectional survey design was used. Multiple regressions analysis was used
to analyze the data. The psychological empowerment independently, had a
positive impact/prediction on extra role behaviour with a β value of .124,
which is statistically significant since the P-value < .05 and t= 2.076.
Whereas, job resources and organizational justice have no impact/prediction on
extra role behaviour with a β value of .004 and -.041, which were statistically
not significant since the P-values >.05 and t= .209 and -1.547 respectively.
The results were discussed and recommendations were made in light of the
findings.
CHAPTER ONE
Introduction
The notion of giving something extra back to an organization fits well with research on non-traditional aspect of work behaviour referred to in the literature generally as extra role behaviour (Organ & Konovsky, 1989; Schnake, 1991; Smith, Organ, & Near, 1983).
Extra-role behaviours are in two categories: organization-oriented and people/co-worker-oriented (Zhu, 2013). The organization-oriented extra-role behaviour behaviour refers to adherence to non-formal norms formed in the organization and extra effort to improve outcomes, while the people-oriented includes conveying useful information to the colleagues and the cooperation effort as well as helping them (Resick, Giberson, Dickson, Wynne, & Bajdo, 2013). The focus of this study is on extra-role behaviour in the Nigeria police force.
The importance of extra-role behaviours in the workplace are enormous, especially in the Nigerian Police Force: For many years, scholars have recognized the significant impact of extra-role behaviour on the success of an organization. As several authors have noted (George, 1996; Organ & Konovsky, 1989), extra-role behaviour provides the organization with additional resources and removes the need for expensive formal mechanisms otherwise crucial to successful restructuring processes. Extra-role behaviours give opportunity for innovative behaviours (Xerri & Brunetto, 2013), it increases organizational effectiveness; increase in work quality, reduction in the cost of hiring external hand, and even client satisfaction (Podsakoff, Whiting, & Blume, 2009). It can make the employees to have a better understanding of their job especially newly recruited officers that will be attached to a boss (Senior Officer/colleague); Teh and Yong (2011) term it as organizational learning.
One may ask how could we stimulate or make Nigeria Police Officers extra-role behaviour if they have not been engaging in it, or when there is decrease in the level of discretionary behaviours among Officers? According to Ilies, Scott and Judge, (2006); Greguras and Diefendorff (2010) extra-role behaviour or organizational citizenship behaviours are strongly dependent on the subject’s disposition (personality, emotions etc), officers conduct (Cohen, 2006), organizational justice (Niehoff & Moorman, 1993, Fassina, Jone & Uggerslev, 2008), management style (Organ, Podsakoff & Mackenzie, 2006) and the functioning of the organization (Britt, Mckibben, Greene-Shortridge, Odle-Dusseau & Herleman, 2012).
According to George and Brief (1992), all of these types of behaviours (e.g prosoical, spontaneous organizational behaviour, etc) refer to the additional things people do at work that are beneficial to the organization but the workers are not mandated to do them. For example, workers choose throughout the day whether to help co-workers, to share insight on improvements, and in general, to do what is needed to help their organization perform smoothly and productively. Several researchers have argued that extra role behaviour is especially suitable material for reciprocity, because, workers have much discretion in performing it, whereas traditional, in-role behaviours such as productivity are primarily a function of work processes and workers abilities (Konovsky & Pugh, 1994; Moorman, 1991; Organ, 1988). Extra role behaviours are discretionary behaviours that are not enforceable requirements of an employee’s job (Van Dyne, Cummings & Parks, 1995).
Organ (1988) emphasized the discretionary nature of extra-role behaviour when he defined it as constructive behaviour not included in an employee’s formal job description, such as assisting co-workers with their work, helping peers learn new task, volunteering to do things that benefit their work groups and orienting the new workers. Since these behaviours are not required by the job, there is no formal sanction for not engaging in them. Thus, extra role behaviour can be viewed as a behavioural indicator of workers’ responses to their employment relationship (Organ 1988).
Extra-role behaviour goes beyond and above the call of duty, that is discretionary and not explicitly recognized by the employing organization’s formal reward system, and that contributes to organizational effectiveness (Organ, 1988; Smith, Organ, & Near 1983). Extra role behaviour is desirable from an organizational point of view because, such behaviour is thought to increase available resources and decrease the need for more formal and costly mechanisms of control (Organ, 1988; Podsakoff, & Mackenzie, 1997). It is seen as voluntary behaviour outside one’s official job duties that positively affect the organization or its members (Borman & Motowidlo, 1993; Organ, 1988).
Role can be defined as the expected pattern of behaviour attached to a position with an organization (Ilgen, Hollenbeck & Crampton, 1992). The expectations encoded within a role specify a wide variety of requirements. Examples includes what task role holders should perform, how they should interact with others, how they should dress, how they should speak, what opinion and attitudes they should hold, what goals they should work towards and what means they should employ to attain the goals (Sarbin & Allen, 1968).
According to Aikhionbare (2016), Nigeria Police is one of the cardinal Agencies of government. They are tasked with the sole responsibility of protecting the lives and properties of citizens of the country. The diverse roles of Nigeria police are as follows; crime prevention, crime investigation, road traffic control, election protection duties, controlling and quelling civil unrest, military duties, VIP protection services etc.
