Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.572213
Title: Commitment and organisational citizenship behaviours in the Libyan banking sector : insights from managerial and non-managerial employees : an interpretivist exploration
Author: Eljaaidi, Nabil M.
Awarding Body: University of Hull
Current Institution: University of Hull
Date of Award: 2012
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Abstract:
This study explores empirically insights into two organisational phenomena; commitment and Organisational Citizenship Behaviours (OCBs). This exploration includes identifying interpretations of them, perceptions of their antecedents, views of management attitudes towards them and awareness of connections between them and individual performance. This study argues that individual experience, perceptions and views construct various meanings of concepts. Thus, it explores how employees in the Libyan banking sector make sense of the meanings of both concepts. Accordingly, taking a subjective qualitative research approach, this study offers empirical insights of 20 managerial and 20 non-managerial employees in the workplace at the banking sector in Libya. Data was collected through semi-structured interviews, and thematic analysis was applied to construct networks of themes, sub-categories and categories. Commitment is interpreted as a performance-related concept, which represents both attitudinal and behavioural aspects. It refers to having positive emotions, feelings and values attached to the organisation as well as practising positive behaviours, such as adhering to work regulations, obeying orders, and being punctual. However, OCBs are interpreted as social collaborative, intangibly rewarded, two-edged and mutable behaviours. These behaviours could be seen as in-role or extra-role behaviours based on the perceptions, experiences and views of the individuals. This study contributes to theory and practice of both phenomena by highlighting characteristics of commitment and OCBs in the Libyan cultural context. Theoretically, it provides a different understanding from the mainstream conceptualisations of both phenomena, as similarities and differences were highlighted. It contributes to the theory by reaffirming the debate that commitment is an attitudinal-behavioural concept. Interestingly, this study gives evidence that commitment is directed towards performance, not just directed towards maintaining membership with the organisation. With regard to OCBs, this study supports the claim that such behaviours are social, collaborative interactional behaviours, which spontaneously occur among employees. It reaffirms the debate that OCBs are voluntary, discretionary and individual-related behaviours. Moreover, this study adds to the theory by highlighting that participants interpret OCBs as intangibly rewarded and two-edged behaviours, which could be directed towards the interest of organisation or towards the interest of individuals. However, these understandings of commitment and OCBs are deeply rooted in the social, cultural and organisational aspects of participants, which reaffirm the debate that different individuals, institutions and contexts interact differently and then produce and construct different meanings and different interpretations of phenomena. Further, this study provides details for researchers who are interested in refining measurements of commitment and OCBs in cross-cultural contexts by highlighting similarities and differences among different meanings of those phenomena. On the other hand, in practice, this study provides details for influencing the overall organisational performance of local, private and foreign investors in the banking sector in Libya. Accordingly, this study provides guidelines for increasing organisational performance through in-role and extra-role performance. It highlights different organisational antecedents, management attitudes and connections with individual performance, which could be used to increase both commitment and OCBs, as both are seen as performance-related phenomena. Thus, it provides guidance for better management of human resources of those banks, which supports the privatisation strategy introduced in 2005 by the Libyan government in order to increase productivity of the banking sector. This in general will help in improving the current situation in the banking sector, consistent with the recent political and social change in the country.
Supervisor: Miller, Susan; Swailes, Stephen; Cunliffe, Ann L. Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.572213  DOI: Not available
Keywords: Business
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