The Factors Affecting Organization Citizenship Behaviour: A Study in The Fitness Industry

Chan Farn Feng, Chong Wan Zhen,Liew Hong Leong, Tung Yan Yee, Yeong Weng Zhi &
Sofiah Kadar Khan

Faculty of Business and Finance,Universiti Tunku Abdul Rahman, Perak Campus Jalan Universiti, Bandar
Barat, 31900 Kampar, Perak

Abstract

Organ (1988) defined organizational citizenship behavior (OCB) as an individual behavior that is randomly at will
or discretionary, indirectly or not recognized by the official formal reward system that helps or effectively improve
the performance of the organization. There have been numerous researchers performed on organizational
citizenship behavior and antecedents of this behavior in service industry but not focusing in fitness industry.
According to (Dhesi, 2009), the fitness industry had been expending despite unfavorable economic climate in
Malaysia. People had become more conscious about health and quality life. As the fitness industry continuous to
grow larger, the importance of OCB towards the industry had started to make an impact for organizations to remain
their competitive advantages or to strive towards success. There has been a significant connection in the literature
between the relationships of team commitment, human resource policies, self-concept and organizational citizenship
behavior. This study intends to research on how these variables encourage the OCB among the employees in fitness
industry. The relevant hypothesis have been developed and further tested on these relationships and conducted in
order to investigate its impact on organizational citizenship behavior.

Keywords: Organization Citizenship Behavior, Team Commitment, Human Resource Policies and Self Concept

1.0 Introduction

There is an intense competition among fitness facilities in Malaysia or gym centers due to the increased awareness
of fitness and wellness programs. The public of Malaysia had become more health conscious and they realized the
importance of being in shape.(Lamb,2004). Deane Mantia (2000) reported that fitness organizations are seeking for
technological advantage, professionalism and standardization to gain competitive advantage in this industry. There
has been numerous research which has proven the significance of organization citizenship behavior and the success
of the organization for instance Payne(2013) elaborated in his study that the relationship between organization
citizenship behavior and organization was supported by researchers which stated improvement resulting in the
organizational functioning and performance. Organ(1988) defined organization citizenship behavior (OCB) as the
individuals behavior that is discretionary, not directly or explicitly recognized by the formal reward system and that
in the aggregate promotes the effective functioning of the organization. There has been studies conducted on
OCBs in academic industry (Erturk,2006) and also in schools(Paola and Costa(2009) but there is a lack of empirical
evidences suggesting the presence of organization citizenship behavior in the fitness industry. As more fitness
facilities are getting competitive the focus has been to create a pull strategy to attract customers but retaining them is
equally important not only for the business perspective but also for the well being of the members or customers in
the fitness facilties. Organization citizenship behavior is defined by Organ(1988) as discretionary which is defined
as a behavior that is not an enforceable requirement of the role or job description. This study intends to look into the
exhibition of organization citizenship behavior among the staff in the fitness industry since OCB does improve the
effectiveness and efficiency of an organization(MacKenzie,Podsakoff & Fetter,1993). Payne(2013) and Al-
ZUbi(2011) examined the benefits of OCB in several factors but there is a lack of study in the fitness industy and
this study intends to fill the gap. This study intends to establish a better understanding between the effects of human
resource policies, team commitment and self-concept on the exhibition of organization citizenship behavior.

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2.0 Literature Review

2.1 Organization Citizenship Behavior

Jahangir,Akbar and Haq (2004) defined organization citizenship behavior (OCB) as a willingness of an
employee to work beyond their job scope which will indirectly increase the organization performance. The
original concept of OCB was defined by Organ(1988) that an individual behavior which is randomly at will or
discretionary, indirectly or not recognized by the official proper reward system that helps or effectively
increase the performance of the organization. Organ(1988) also stated the five dimensions of OCB which
includes civic virtue, courtesy, sportsmanship ,altruism and conscientiousness. Altruism is defined as when
employees help others with organizationally relevant tasks. Courtesy is when they treat others with respect.
Sportsmanship implies that employees have a positive attitude and are willing to tolerate less than ideal
circumstances without complaining. Civic virtue is defined as employees responsibly participate in, and are
concerned about, the welfare of the company. Conscientiousness is discretionary behavior that goes well
beyond minimum role requirement of the organization. OCB is a behavior which is not rewarded and not a
mandatory obligation to be performed and it is a matter of choice as elaborated by Gaa(2010) defining OCB
as a role when individuals are self-motivated and they understand and recognize the importance of shared vision.
Barr and Pawar(1995) further elaborated that OCB is an expression of commitment of an employee towards the
organization their willingness to remain in the organization and actions that exceed job scopes. Its a behavior
desired by any organization from their employee since its proven to improve the success of the organization.

2.2 Team Commitment

Iverson and Buttigieg(1999) defined team commitment is an attribute from an individual in an

organization and indirectly raises the efficiency and effectiveness of an organization and further
explained that individuals who have high team commitment spirit will have a high possibility to present
in a better way and take initiative in for work. The importance and relevance of team commitment was
examined by Aube and Rousseau(2005) where it revealed the relationship between team goal
commitment and team effectiveness which consists of team performance, quality and team
capability. Aube and Rousseau(2005) implied that the role of team goal commitment is important
in performing well for the task and with a good team commitment from team members it will produce
better performance. It was concluded a strong correlation does exists between team commitment and
performance since it is able to create a synergy which resulted in better performance. Team
commitment can be identified as the psychological connection between the members opinion toward the
team(Pearce and Herbik,2014) and they agreed with other researchers such as Meyer and Allen(1984),
Mayer and Schoorman(1992) and Munene(1995) that organizational commitment has a strong
relationship with the individual commitment as they are the one who will put in their effort. Peace and
Herbik(2004) reported in their study that there is a strong significance between team commitment and
organization citizenship behavior.

2.3 Human Resource Policies

Snape and Redman(2010) revealed that human resource practices have an important role in an
organization and the relationship between human resource management practices and OCB was explored
and studied through the nature of the HRM practices-behaviors linkage Takeuchi et al.(2009) and
Zacharatos et al.(2005) believed that HRM practices can improve employees performance by providing
some intrinsic motivation and opportunity. Omari, KObonyo and Kidombo(2012) further emphasized

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 the importance of HRM practices stating that employee outcomes are affected by the locus of
control but its effect will be influenced by the application of human resource practices. Omari et
al.(2012) selected a few characteristics that have the potential to influence OCB of an employee such
demographic factors and personality characteristics. Omari et al.(2012) further elaborated that HR
practices reflect the organizational actions that will help the organization to achieve the specific goals.
Mukhtar,Sial,Imran and Jilani(2012) examined on different employee behaviors which are important in
achieving success and effectiveness of an organization. Their study suggested some elements as the HR
practices such as empowerment, training and development which is able to enrich OCB. Babaei et
al.(2012) stated that HR practices are the main role in motivating employees OCB and firms
performance indicating that human resource practices such as selection of employees, evaluation of
performance and rewards will positively affect the degree of citizenship behavior among employees.

According to Obisi ( 2011) in order to achieve efficiency and effectivenss of employees by

enhancing organizational performance to achieve competitive advantage, continuous appraisal and
evaluation is required.

2.4 Self-Concept

Katz and Kahn(1996) stated in their research on personal perspective and self-concept that OCB are
behaviors driven by intentions to conduct such behaviors. According to Clary et al.(1998) , there are two
reasons of individuals to conduct OCB that is organizational concern motives and pro social motives.
The two motives are actually under altruistic motives. It means a person is driven to exhibit OCB which is
not required by the formal job scope or working procedures at all time. Altrusistic motives ( Penner
and Finkelstein,1998) stated that it can also be determined as an individuals personal perception of
volunteering, acting on behalf of an organization and also committed to the organization. Ariani
D.W(2010) explained another motive that will effect personal perception to conduct OCB is egoistic
motives or instrumental motives. Ensher,Grant-Vallone and Donaldson,2001) mentioned that it is
important to know how the followers think as their thought can affect certain features or concept in
order to improve the organization. According to Shamir,House & Arthur (1993) they suggested that
charismatic leaders use their own beliefs as a stage to implicate the self concept to followers and with a
strong belief from the leaders itself it will bring a positive value to the followers.

Proposed Conceptual Framework

Team
commitment

Organization Citizenship Behavior

Human Resource
Policies

Self-Concept

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3.0 Methodology

3.1 Sampling and Data Collection

This research was done using quantitative business research using numerical measurement and analysis
approach. Organization citizenship behavior was measured with scales and numerical value to compute
results and prove hypotheses correct. In this research , questionnaires will be the tool to collect primary
data. The target population in this research are employees who work in the fitness facilities for example
instructors and staff. The sampling frame will be employees who work in the gym within Malaysia. The
survey was carried out mainly in Klang Valley because many fitness facilities were mushrooming . There
are two sampling techniques in conducting a business research which is probability sampling and non
probability samplings. Saunders(2009) stated probability sampling is the component in the population
being selected in known chance and usually equal for all cases. In this study, non probability sampling
techniques will be used because it is cheaper and easier to obtain information.

3.2 Measures

The study will target 300 respondents for this research. The questionnaire will have two sections which
is Section A and Section B. Section will comprise questions on demographic factors of the
respondents and Section B is on the variables which will be tested in this study which is team
commitment, human resource policies, self concept and organization citizenship behavior. Table 3.2
describes the origin source of measurement which will be applied in this study.

Table 3.2 Origins Source of Measurement

Constructs Adopted from No. of items

Self-Concept Self- Concept Clarity: Measurement, Personality

Correlates, and Cultural Boundaries. Adopt from
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Helmreich, Stapp& Ervin (1974), Costa & McCrae (1989),
Watson, Clark &Tellegen (1988).
Human HRM Practices, Organizational Citizenship Behavior and
Resource Perceived Service Quality in Golf Course. Adopted from
Policies Schneider & Bowen (1985), Johnson (1996), Jackson & 14
Schuler (1992), Smith, Organ & Near (1983), Podsakoff et
al (1990).
Team Commitment to Work Team and Organization: A
Commitment Longitudinal Study of the Impact of Communication
15
Events during Turbulent Change. Adopted from Mowday,
Steers & Porter (1979).

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Organizational Personal Spirituality and Organizational Citizenship
Citizenship Behavior: Does Personal Spirituality Affect
Behaviour Organizational Citizenship Behavior? Adopted from Near, 16
Organ & Smith (1983).

4.0 Results

In this research, the data are to be coded and analyzed using SPSS (Statistical Package for Social Science).
The result of this data analysis will then be interpreted. There are three types of analysis in this study
which is descriptive, reliability and inferential analysis.

In terms of gender 73.9% of the respondents are male and 27.0% are female. Most of the respondents fall
into the category of age between 21 to 30 years old which is 74.0%, followed by 31 to 40 year old
which is 18.0%, 41 to 50 year old is 3.0 %.The descriptive analysis under marital status
describes 26.0 % of the respondents are married and 74.0 % are single.. In the category of ethnicity
13.0% of the respondents are Indians, 60.0 % are Chinese and 27.0 % are Malays. Most of the
respondents hold a Sijil Pelajaran Malaysia is 3.0% , Bachelors Degree I s 46.0 %, ACE( American
Council on Exercise) Certification is 47.0 % and AFAA ( American Federation on Aerobics
Asssociation ) is 4.0%. . The salary range of the respondents are RM 2000 and above is 8.0%, RM
2001- RM4000 is 83.0% followed by RM4001-RM6000 is 9.0%. The length of service of the
respondent is one year and below is 12.0%, one to three years is 71.0% followed by three to five years is
17.0%. The position indicated that trainer/consultant trainers are 88.0% followed by Supervisory is 4.0%
and administration is 8.0%.

Reliability analysis is important to ensure that the data are of high validity and reliability (Zikmund
W.G.,2010). Reliability analysis was conducted during the pilot study itself before proceeding with the
research. Table 4.0 shows the reliability results for all the measurement tools that were used in this
research. The results for reliability test for all the variables are favourable. Organization citizenship
behavior is 79.9%, Team Commitment is 83.0%, Human Resource Policies are 79.1% and finally Self
Concept is 94.5%

Table 4.0 Internal Reliability Test

Constructs Cronbachs Alpha Number of Items

Organizational Citizenship
0.799 16
Behavior

Team Commitment 0.830 15

Human Resource Policies 0.791 14

Self-Concept 0.945 12

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Pearson Correlation analysis was conducted first to investigate the relationship among the variables which
were hypothesized. Table 4.1 represents the results of the Pearson Correlation Analysis .

Table 4.1 Pearson Correlation Results

Pearson Significance
Correlation
Team Commitment and OCB 0.458 0.000
Human Resource Policies and OCB 0.211 0.035
Self Concept and OCB -0.462 0.000

Table 4.1 highlights the Pearson Correlation analysis results for all variables. The relationship between
team commitment and OCB is positive and significant and also human resource policies and OCB is also
positive and significant. Team commitment and Self Concept shows a moderate relationship with OCB.
The results for Self Concept and OCB has a negative relationship but it is significant. Pearson Correlation
Analysis suggests that all research hypotheses are supported and accepted.

Table 4.2 Coefficient of Multiple Regression

Significance
Team Commitment and OCB 0.05
Human Resource Policies and OCB 0.352
Self Concept and OCB 0.007

Table 4.2 represents the information on coefficient of multiple regression and it is a important analysis to
explain the relationship between the three independent variables and dependent variable. The results
indicated that the relationship between team commitment and OCB is significant and the relationship
between self concept and OCB is also significant. However, the relationship between human resource
policies and OCB is not significant even though it is consistent with hypothesized direction.

5.0 Discussion

The relationship between team commitment and OCB is positive and multiple regression analysis indicated
a significant relationship so this relationship is supported. This was supported by Iverson and
Buttigieg(1999) highlighting that individual with high team spirit will perform better at work and also
Pearce and Herbik(2014) highlighted that team is capable of boosting the capability of an individual to
perform at a extraordinary level. The relationship between Human Resource Policies had a positive
relationship but the multiple regression results indicated a non significant relationship eventhough
numerous researches have supported this relationship such as Snape and Redman(2010), Allen et al.(2003)
and Takeuchi et al.(2009). The only explanation to this would be most employees in the fitness industry are
on free lance basis and independent income earners so perhaps there is no human resource policies binding
them thus this doesnt affect their display of citizenship behavior towards their clients. The third variable
which is self concept had a negative and significant relationship with OCB and in the multiple regression
analysis it was significant. This was supported by Shamir et al.(1993) highlighting the relationship
between self concept and OCB.

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 The results of this study indicates that team commitment and self concept plays a important role in terms of
influencing OCB among employees in the fitness industry. It is important for the management of the fitness
facilities to encourage team work among their staff and also to increase the sense of belonging. Self
concept is the perception of oneself and this forms the basis for future behavior especially when they bring
this to their workplace. Management need to focus on creating a healthy working environment so
employees have a positive attitude towards the workplace and also towards their clients.

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