Open Communication, Career Development Practices and Organizational Citizenship Behaviour in Kenya Forest Service
Journal of Human Resource Management
Volume 8, Issue 3, September 2020, Pages: 172-180
Received: Jun. 6, 2020; Accepted: Jun. 28, 2020; Published: Jul. 17, 2020
Views 117      Downloads 113
Authors
Judith Chepkemoi, Department of Management Science and Entrepreneurship, Moi University, School of Business & Economics, Eldoret, Kenya
Mwangi Kungu, Department of Management Science and Entrepreneurship, Moi University, School of Business & Economics, Eldoret, Kenya
Razia Mbaraka, Department of Management Science and Entrepreneurship, Moi University, School of Business & Economics, Eldoret, Kenya
Article Tools
Follow on us
Abstract
The study determined the moderating role of career development practices on the relationship between open communication and organizational citizenship behaviour. The study was anchored on the social exchange theory. The study employed explanatory research design ingrained with the pragmatism philosophy. The target population of the study comprised of 702 employees drawn from Kenya Forest Service North Rift Conservancy. Multi stage sampling technique was used to select a sample size of 248 respondents. The primary data for the study was collected using closed ended questionnaires and semi-structured interview schedule. Data was analyzed quantitatively using descriptive statistics (frequencies, percentages, means, standard deviation) and inferential statistics (Regression, Correlation and ANOVA) while qualitative data was analyzed using thematic analysis. The hypothesis was tested using multiple regression model and hierarchical regression for moderation. Findings of hierarchical regression showed that career development practices moderate the relationship between open communication and OCB (β=.24, p<0.05, R2Δ=.01). This implies that firms with career development practices have higher probability of improving OCB with open communication. It therefore calls for formulation and promotion of open communication and its effective implementation. Moreover, in order for open communication to enhance OCB, organization needs to implement career development practices.
Keywords
Career Development Practices, Open Communication, Organizational Citizenship Behavior
To cite this article
Judith Chepkemoi, Mwangi Kungu, Razia Mbaraka, Open Communication, Career Development Practices and Organizational Citizenship Behaviour in Kenya Forest Service, Journal of Human Resource Management. Vol. 8, No. 3, 2020, pp. 172-180. doi: 10.11648/j.jhrm.20200803.18
Copyright
Copyright © 2020 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
References
[1]
Saoula O, Johari H, Fareed M: A conceptualization of the role of organisational learning culture and organisational citizenship behaviour in reducing turnover intention. Journal of Business and Retail Management Research 2018, 12.
[2]
Allen RS, Evans WR, White CS: Affective organizational commitment and organizational citizenship behavior: examining the relationship through the lens of equity sensitivity. Organization Management Journal 2011, 8: 218-228.
[3]
Emami M, Alizadeh Z, Nazari K, Darvishi S: Antecedents and consequences of organisational citizenship behaviour (OCB). Interdisciplinary Journal of Contemporary Research in Business 2012, 3.
[4]
Oakman J, Wells Y: Working longer: What is the relationship between person–environment fit and retirement intentions? Asia Pacific Journal of Human Resources 2016, 54: 207-229.
[5]
Tsai Y, Wu SW: The relationships between organisational citizenship behaviour, job satisfaction and turnover intention. Journal of clinical nursing 2010, 19: 3564-3574.
[6]
Friedman SD: Succession systems in large corporations: Characteristics and correlates of performance. In Leadership succession. Routledge; 2017: 15-38
[7]
Podsakoff NP, Whiting SW, Podsakoff PM, Blume BD: Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of applied Psychology 2009, 94: 122.
[8]
Baron RM, Kenny DA: The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology 1986, 51: 1173.
[9]
Waheed A: Corporate entrepreneurship and business performance: The moderating role of organizational culture in selected banks in Pakistan. Corporate entrepreneurship and business performance 2016, 2: 18-45.
[10]
Kraimer ML, Seibert SE, Wayne SJ, Liden RC, Bravo J: Antecedents and outcomes of organizational support for development: The critical role of career opportunities. Journal of applied psychology 2011, 96: 485.
[11]
Okurame D: Impact of career growth prospects and formal mentoring on organisational citizenship behaviour. Leadership & Organization Development Journal 2012.
[12]
Mwai S: KFS Work Environment Survey. Breinscore Consultants Limited.; 2010.
[13]
MENR: Ministry of Environment and Natural Resources Strategic Plan 2008 - 2012. Nairobi: Ministry of Environment and Natural Resources.; 2009.
[14]
Homans GC: Social behavior as exchange. American journal of sociology 1958, 63: 597-606.
[15]
Mulkay M: Functionalism, Exchange and Theoretical Strategy (RLE Social Theory). Routledge; 2014.
[16]
Burrell G, Morgan G: Sociological paradigms and organisational analysis: Elements of the sociology of corporate life. Routledge; 2017.
[17]
Bankins S: A process perspective on psychological contract change: Making sense of, and repairing, psychological contract breach and violation through employee coping actions. Journal of Organizational Behavior 2015, 36: 1071-1095.
[18]
Mowday RT, Porter LW, Steers RM: Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic press; 2013.
[19]
Blau P: Exchange and power in social life. Routledge; 2017.
[20]
Macey WH, Schneider B, Barbera KM, Young SA: Employee engagement: Tools for analysis, practice, and competitive advantage. John Wiley & Sons; 2011.
[21]
Giri VN, Kumar BP: Assessing the impact of organizational communication on job satisfaction and job performance. Psychological Studies 2010, 55: 137-143.
[22]
Shonubi AO, Akintaro AA: The Impact of Effective Communication on Organizational Performance. International Journal of Social Sciences and Humanities Invention 2017, 3: 1904 - 1914.
[23]
Schein EH: Organizational culture and leadership. John Wiley & Sons; 2010.
[24]
DuFour R, DuFour R: Learning by doing: A handbook for Professional Learning Communities at Work TM. Solution Tree Press; 2013.
[25]
Erogluer K: Örgütsel Iletisim ile Is Tatmini Unsurlari Arasindaki Iliskiler: Kuramsal Bir Inceleme/The Relationship Between Organizational Communication and the Aspects of Job Satisfaction: A Theoretical Study. Ege Akademik Bakis 2011, 11: 1409.
[26]
Ince M, Gül H: The role of the organizational communication on employees’ perception of justice: A sample of public institution from Turkey. European Journal of Social Sciences 2011, 21: 106-124.
[27]
Eisenberger R, Karagonlar G, Stinglhamber F, Neves P, Becker TE, Gonzalez-Morales MG, Steiger-Mueller M: Leader–member exchange and affective organizational commitment: The contribution of supervisor's organizational embodiment. Journal of Applied psychology 2010, 95: 1085.
[28]
Kandlousi NSAE, Ali AJ, Abdollahi A: Organizational citizenship behavior in concern of communication satisfaction: The role of the formal and informal communication. International Journal of Business and Management 2010, 5: 51.
[29]
Katou AA: Measuring the impact of HRM on organizational performance. Journal of Industrial Engineering and Management (JIEM) 2008, 1: 119-142.
[30]
ALDamoe FMA, Yazam M, Ahmid KB: The mediating effect of HRM outcomes (employee retention) on the relationship between HRM practices and organizational performance. International Journal of Human Resource Studies 2012, 2: 75.
[31]
Shawabkeh K: Career path development and its impact on organizational citizenship behavior in greater Amman municipality. International Journal of Business and Management 2017, 12: 79.
[32]
Hausknecht JP, Rodda J, Howard MJ: Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management 2009, 48: 269-288.
[33]
Yang J-T, Wan C-S, Fu Y-J: Qualitative examination of employee turnover and retention strategies in international tourist hotels in Taiwan. International Journal of Hospitality Management 2012, 31: 837-848.
[34]
Singh S: Measuring Work-life Balance. International Journal of Advance Research in Computer Science and Management Studies 2014, 17: 15-29.
[35]
Gheorghe V: The Moderating Role of Work Locus of Control in Relationship between Interpersonal Communication and Organizational Citizenship Behaviour. Logos, Universality, Mentality, Education, Novelty Section Social Sciences 2018, 7: 1-16.
[36]
Anitha J: Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management 2014.
[37]
Krejcie RV, Morgan DW: Determining sample size for research activities. Educational and psychological measurement 1970, 30: 607-610.
[38]
Organ DW: Organizational citizenship behavior: The good soldier syndrome. Lexington Books/DC Heath and Com; 1988.
[39]
Yildirim O: The Impact of organizational communication on organizational citizenship behavior: research findings. Procedia-Social and Behavioral Sciences 2014, 150: 1095-1100.
[40]
Wane K: Effect Of Career Development Programs On Employee Retention In International Non Governmental Organizations In Kenya. School Of Business, University Of Nairobi, Kenya 2016.
[41]
Burton LJ, Mazerolle SM: Survey instrument validity part I: Principles of survey instrument development and validation in athletic training education research. Athletic Training Education Journal 2011, 6: 27-35.
[42]
Beavers AS, Lounsbury JW, Richards JK, Huck SW: Practical considerations for using exploratory factor analysis in educational research. Practical Assessment, Research, and Evaluation 2013, 18: 6.
[43]
Yong AG, Pearce S: A beginner’s guide to factor analysis: Focusing on exploratory factor analysis. Tutorials in quantitative methods for psychology 2013, 9: 79-94.
[44]
Elbashir MZ, Collier PA, Sutton SG, Davern MJ, Leech SA: Enhancing the business value of business intelligence: The role of shared knowledge and assimilation. Journal of Information Systems 2013, 27: 87-105.
[45]
Fraenkel JR, Wallen NE, Hyun HH: How to design and evaluate research in education. New York: McGraw-Hill Humanities/Social Sciences/Languages; 2011.
[46]
Aiken LS, West SG, Reno RR: Multiple regression: Testing and interpreting interactions. Sage; 1991.
[47]
Dawson JF: Moderation in management research: What, why, when, and how. Journal of business and psychology 2014, 29: 1-19.
[48]
Tordera N, Gonzalez-Roma V, Peiró JM: The moderator effect of psychological climate on the relationship between leader–member exchange (LMX) quality and role overload. European Journal of Work and Organizational Psychology 2008, 17: 55-72.
ADDRESS
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
U.S.A.
Tel: (001)347-983-5186