Impact of Rewards and Recognition and Empowerment on Organizational Citizenship Behaviors among Technical Engineers

Authors

1 Research Scholar, Research and Development Centre, Bharathiar University, Tamilnadu, India

2 Department of Management Studies, Sri Ganesh School of Business Management, Tamilnadu, India

Abstract

In the present scenario each and every industrial organization is surrounded by an unbrokenable mount known as competition. To subdue this arduous mount, organizations have to encourage the citizenship behavior among employees which enhance the success and effectiveness of an organization, because employees are often viewed as invaluable assets of organizations. As an evident of this, earlier studies shows that HR practices have positive relationship with organizational citizenship behavior (OCB). They found organizational citizenship behavior to be of vital importance, which in turn is profoundly impacted by various HR practices. The objective of this study was to examine impact of selected HR practices i.e. Rewards & Recognition, Empowerment on OCB and its importance among professional engineers. Data was collected from 200 respondents of various manufacturing units such as Textile machines, Electric and motor pumps, Auto components and Home appliances especially working in Research and Development, product design and quality checking departments. The study revealed that rewards and recognition have significant relationship with all the four dimensions of OCB (Altruism, conscientiousness, teambuilding and loyalty) while empowerment shown a strong coordination with only teambuilding dimension of OCB  i.e. rewards & recognition practices strongly enhance organizational OCB than that of empowerment.

Keywords


Allen, T. D. and Rush, M. C. (1998). The Effects of Organizational Citizenship Behavior on Performance Judgments: A Field Study and a Laboratory Experiment. Journal of Applied Psychology. 83 (2), 247-260
Asim, M., Muhammad, A. S., Ali, I. and Syed, M.A.J. (2012). Impact of HR Practices on Organizational Citizenship Behavior and Mediating Affect of Organizational Commitment in NGO’s Of Pakistan. World applied sciences journal. 18 (7), 901-908
Boglera, R. and Somech, A. (2004). Influence of Teacher Empowerment on Teachers’ Organizational Commitment, Professional Commitment and Organizational Citizenship Behavior in Schools. Teaching and Teacher Education. 20 (3), 277-289
Ferratt, T.W. and Agarwal, R. (1999). Coping with Labor Scarcity in IT: Strategies and Practices for Effective Recruitment and Retention, Pinnaflex, Cincinnati, OH.
Ferratt, T. W., Agarwal, R., Brown, C. V. and Moore, J. E. (2005). IT Human Resource Management Configurations and IT Turnover: Theoretical Synthesis and Empirical Analysis. Information Systems Research. 16 (3), 237-255
Guest, D. E. (1997). Human Resource Management and Performance a Review and Research Agenda. International Journal of Human Resource Management. 8 (3), 263-276
Guest, D. E., Michie, J., Conway, N. and Sheehan, M. (2003). Human Resource Management and Corporate Performance in the UK. British Journal of Industrial Relations. 41 (2), 291-314
Husin, S., Chelladurai, P. and Musa, G. (2012). HRM Practices, Organizational Citizenship Behaviors, and Perceived Service Quality in Golf Courses. Journal of Sport Management. 26 (2), 143-158
Johnson, D. E., Erez, A., Kiker, D. S. and Motowidlo, S. J. (2000). Liking and Attributions of Motives as Mediators of the Relationships between Individuals' Reputations, Helpful Behaviors, and Raters' Reward Decisions. Journal of Applied Psychology. 87 (4), 808-815
Lee, J. K, Damian, J, S. and Michael, L.T. (2000). Defining and Measuring Empowering Leader Behaviors: Development of an Upward Feedback Instrument. Educational and Psychological Measurement. 60 (2), 301-303
Lightfoot, S. L. (1986). On Goodness of Schools: Themes of Empowerment. Peabody Journal of Education. 63 (3), 9-28
Maslach, C., Sehaufelli, W. B. and Leiter, M. P. (2001). Job Burnout. Annual Review of Psychology. 52 (1), 397-422
Maslow, A. (1954). Motivation and Personality, New York: Harper.
Piercy, N. F., Cravens, D. W., Lane, N. and Vohies. D. W. (2006). Driving Citizenship Behaviours and Sales person In-Role Behavior Performance: The Role of Management Control and Perceived Organizational Support. Journal of the Academy of Marketing Science. 34 (2), 244-262
Rappaport, J. (1987). Terms of Empowerment / Exemplars of Prevention: Toward a Theory for Community Psychology. American Journal of Psychology. 15 (2), 121-148
Rusbult, C. E., Farrell, D., Rogers, G. and Mainous, A. G. (1988). Impact of Exchange Variables on Exit, Voice, Loyalty, and Neglect: An Integrative Model of Responses to Declining Job Satisfaction. The Academy of Management Journal. 31 (3), 599-627
Saks, A. M. (2006). (2006). Antecedents and Consequences of Employee Engagement. Journal of managerial psychology. 27 (7), 600-619
Short, P. M. and Rinehart, J. S. (1992). School Participant Empowerment Scale: Assessment of Level of Empowerment within the School Environment. Educational and Psychological Measurement. 52 (4), 951-960
Taylor, J. (2013). Goal Setting in the Australian Public Service: Effects of Psychological Empowerment and Organizational Citizenship Behavior. Public Administration Review. 73 (3), 453-464
Werner, J. M. (1994). Dimensions That Make a Difference: Examining the Impact of In-Role and Extra-Role Behaviors on Supervisory Ratings. Journal of Applied Psychology. 79 (1), 98-107
Yung, Y.-C. (2012). High Involvement Human Resource Practices, Affective Commitment and Organizational Citizenship Behaviors. The service Industries Journal. 32 (8), 1209-1227
Zimmerman, M. A. and Rappaport, J. (1988). Citizen Participation, perceived Control, and Psychological Empowerment. American Journal of Community Psychology. 16 (5), 725-750