A STUDY OF RELATIONSHIP BETWEEN PSYCHOLOGICAL CONTRACT AND ORGANISATIONAL CITIZENSHIP BEHAVIOUR AMONG ARTS TEACHING FACULTY

Master thesis submitted in partial fulfilment of therequirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

By

VISHNU SANTHOSH SRegister No 1321341

Under the guidance of

DR ARTI ARUN KUMAR

Institute of ManagementChrist University, BangaloreMarch 2015

CHAPTER I

INTRODUCTION

1.1 BACKGROUND OF THE STUDYThe higher education sector of India is the third largest in the world, which represents a lot of opportunities and challenges for the todays youngsters. The mushrooming of colleges without emphasis on quality of the education will lead to lower employability of the students. Make in India, Served in India will just be slogans if we dont have adequate skilled graduates. On one hand, we have huge number of graduates and colleges in the country, on the other hand, we dont have adequate number of qualified faculty to teach and train our students. Therefore, it is essential to find out the problems pertaining to the faculty so that these can be sorted out to attract qualified faculty. It is also essential that the faculty performs extra-role behavior like OCB which is beyond what is mentioned in the job-description to help the students realize their true potential. The psychological contract which is an unwritten, mental contract between the employer and the employee is also experienced by the faculty because of the lesser pay when compared to other professionals and there is also the notion that the value of teaching cant be monetized. Therefore it is necessary to study the relationship between psychological contract and OCB in the context of higher education sector in India.1.2 Psychological ContractApsychological contract, a concept developed in contemporary research by organizational scholarDenise Rousseau, represents the mutual beliefs, perceptions, and informal obligations between anemployerand anemployee. It sets the dynamics for the relationship and defines the detailed practically of the work to be done. It is distinguishable from the formal writtencontractofemploymentwhich, for the most part, only identifies mutual duties and responsibilities in a generalized form.Psychological contract are becoming increasingly important in describing the relationship between employees and the organizations as well as employees performance, while psychological contract is built on the basis of trust and represents that employees believe that the organizations can fulfill their obligations and commitments.Psychological contract is a reflection of individual expectations of the obligations between employees and organizations (Rousseau, 1995), containing both aspects of individuals and organizations. Psychological contract means that there is an exchange relationship between organizations and employees and needs to consider the expectations and obligations of both parties (Schein, 1980), while psychological contract not only has the nature of expectation, but also contains commitment and reciprocity towards obligations. To break the expectations will generate disappointment, while to break the obligation will induce anger, thus making people re-evaluate the relationship between the individuals and the organizations.Mostly, the psychological contract is informal and implicit, rather than open and public. Therefore, it is essentially subjective. For example, awards for long-term service rarely become a part of a formal contract, but people have expectations on this. So most scholars agree that psychological contract is the faith possessed only by employees.Psychological contract breaches refer to employees perceptions towards organizations failure to the delivery of the obligations in psychological contract (Morrison & Robinson, 1997; Turnley & Feldman, 2000). Rousseau (1989) deemed that when one party of the organizations and employees cant fulfill their obligations, psychological contract will be breached. Although both employers and employees will perceive psychological contract breach, this study discusses the definition of psychological contract breach as most scholars have proposed, that is, psychological contract breach is employees unilaterally perception that organizations are unable to fulfill their obligations. Such perception is individual and subjective, which reflects employees psychological calculation towards their fulfilled commitments. In other words, psychological contract breach is determined subjectively rather than factually.

Psychological contracts have been often defined according to their particular characteristics. For example, Rousseau (1995 and 2000) distinguishes between two types of PC: transactional contracts, which are structured with emphasis on material rewards that have a short-term duration and are relatively narrow in their scope; and relational contracts, which are structured around less tangible rewards, have a significant duration (often without an implied end-date) and are subject to the individual parties' beliefs.According to Rousseau (1995) there are three main types of contract violation: inadvertent, which is the result of divergent interpretations that were made in good faith; disruption, which is when both or at least one of the parties wants to comply with the agreement but cannot; and reneging, which is when both or at least one of the parties is unwilling to comply with the agreement.The effects of PC violation are strongly dependent on the emotional response they trigger to employees. Due to the subjective nature of employee expectations, the reactions in the event of a violation or breach could differ leaving a portion of the employees with a strong sense of injustice on behalf of the organisation and another portion feeling less hurt (Deery, Iverson and Walsh, 2006). As we can see, how will employees perceive a violation to their PC will also be dependent on personal factors such as age, education and past experiences and altogether could create differential perceptions about the employment relationships and perhaps on how to what degree a breach or violation is perceived (Rousseau, 1995; Deery et al., 2006). Equally there can be variations to the way employees will react to a contract violation. According to Rousseau (1995) there are four principal reactions to a perceived violation employees can have: exit, which refers to the voluntary termination of the working relationship either from the employer who lays off underperforming employees or from employees who prefer to leave an unreliable organisation; voice, which refers to the effort to negotiate the violated parts of the agreement and resolve potential problems that have arisen in a constructive fashion; silence, which refers to a passive response with no reaction in hope that conditions will change to more favourable terms in the future but in essence it often ends in perpetuating the existing relationship; and destruction/neglect, which refers to passive indifference to one's duties in detriment to the interests of the organisation or more active counterproductive behaviorReasons for Interest in the Psychological Contract Breakdown of the traditional deal A career in return for loyalty A fair days work for a fair days pay Loss of professional autonomy Individualisation of the employment relationship Organizational change and violation Search for new ways of managing employment relations to meet the interests and concerns of both employees and the organisation1.3 Organizational Citizenship BehaviorEmployees exhibit certain behaviors by going beyond the normal call of duty. These behaviors are called Organizational Citizenship Behaviors (OCB) and they contribute significantly to an organization's growth. (Organ, 1988). Organ (1977, 1988) defined OCB as individual behavior that is discretionary, not directly or explicitly recognized by any formal reward system and that in aggregate promotes effective functioning of an organization. Bateman and Organ (1983) developed the first scales to measure OCB. According to them, OCB include any of those gestures often taken for granted that lubricate the social machinery. Examples like helping coworkers with job related problems, accepting orders without a fuss, tolerating temporary impositions without complaints, helping to keep work area clean or uncluttered, making timely and constructive statements about the work unit or its head to outsiders, promoting a work climate that is tolerable and minimizing distractions created by interpersonal conflict, and protecting and conserving organizational resources, for lack of a better term are referred by the authors as Citizenship Behaviors.

Research by Graham (1989, 1991) proposes a four dimensional OCB model. The dimensions are: (1) interpersonal helping: aiding coworkers in jobs when such help is needed; (2) individual initiative: communications to others in a workplace to improve individual and group performance; (3) personal industry: performance of specific task over and beyond the call of duty; and (4) loyal boosterism: promotion of the organizational image to outsiders.

Further to Organ's definition, Podsakoff, Mackenzie, Moorman and Fetter (1990) identified five major categories of OCBAltruism, Conscientiousness, Sportsmanship, Courtesy and Civic Virtue. Relevant literature defines the above five categories as follows: Altruism is selfless concern for the welfare of others. It is a traditional virtue in many cultures, and central to many religious traditions. It is the opposite of selfishness. Conscientiousness is the trait of being painstaking and careful or the quality of acting according to the dictates of one's conscience. It includes such elements as self discipline, carefulness, thoroughness, organization, deliberation (the tendency to think carefully before acting) and need for achievement. It is an aspect of what was traditionally called character. Sportsmanship is, in a basic sense, conforming to rules and proper spirit of sport. This is a term called etiquicy. More grandly, it may be considered as the ethos of sport. It is interesting that motivation for sport is often an elusive element. Sportsmanship expresses an aspiration or ethos that the activity will be enjoyed for its own sake with apt consideration for fairness, ethics, respect and a sense of fellowship with one's competitors. Courtesy is a consideration, cooperation generosity in providing something. Civic Virtue is the cultivation of habits of personal living that are claimed to be important for the success of a community. The identification of character traits that constitute civic virtue has been a major concern of political philosophy. The term civility refers to behavior between persons and groups that conforms to a social mode (that is, in accordance with the civil society), as itself being a foundational principle of society and law (Podsakoff, Mackenzie, Moorman and Fetter, 1990, pp 107-142).

Podsakoff et.al (1990) extended the research of Organ and have defined the OCB as the sum of the following behaviours. Altruism: Discretionary behaviors on part of employees that have the effect of helping another employee in a specific and an organizationally relevant problem Conscientiousness: Discretionary behaviors on part of employees that go well beyond minimum role requirements of the organization in areas of attendance and obeying rules and regulations. Sportsmanship: Willingness of the employee to tolerate less than ideal circumstances without complainingto avoid complaining, petty grievances, railing against real or imaginary slights and making federal cases out of small potatoes. Courtesy: Discretionary behavior on part of an individual aimed at preventing work related problems from occurring. Civic Virtue: Behavior on part of an individual that indicates that he / she responsibly participates in, is involved in, or is concerned about the life of the company

William and Anderson (1991) have expanded on Organ's research and identified two broad categories of OCB. These are, organizational citizenship behavior for organizations (OCBO) and organizational citizenship behavior for individuals (OCBI). OCBO is behavior that benefits the organization in general, and OCBI is behavior that immediately benefits other individuals and indirectly through this it contributes to the organization

Shore, Barksdale and Shore(1995) observed that managers feel that demonstration of OCB is a sign of employees' commitment /emotional attachment by going beyond the normal call of duty. They found that managers feel OCB is commitment of employees to the organization /emotional attachment with the organization by going beyond the normal requirements of the role. It was also important for researchers to observe the link between OCB and various national cultures. Farh, Earley and Lin (1997) explored whether OCB has ethical meaning in cultures in which expectations from employees differ drastically. They found that altruism, civic virtue and conscientiousness are relatively universal in nature. They did not find dimensions comparable to courtesy and sportsmanship, but added interpersonal harmony and protecting company resources based on Chinese National Culture. Podsakoff et al. (2000) observed that OCB are discretionary and not formally rewarded by organizations. However, they could be expected as part of the role or managers would like employees to display such behavior to be effective in an organization.1.4 Industry OverviewIndias higher education sector, amongst the largest in the world, has experienced unprecedented growth & increased investor focus over the past two decades. Yet, as it stands at the threshold of continued transformation, the sector needs to shift gears and evolve with the changing times. Despite its size and scope, the Gross Enrolment Ratio (GER) in Indian higher education continues to be far below the global average. The rapid growth witnessed in the higher education sector has generated numerous challenges with the key ones being maintaining quality, improving equity and providing access to each and every student based in any part of the country. In terms of global exposure and achieving internationalisation, our country has a long way to go.Gauging the need to catapult this sector to the next level, the governments in the recent past have conceptualized a number of reforms specifically addressed to iron out some of the pressing issues and also prepare our academic institutions to embrace the future. . In keeping with the objectives of the 12th Five Year Plan of making the Indian higher education system globally competitive and strong by focusing on state higher education system, the ministry launched the Rashtriya Uchchatar Shiksha Abhiyan (RUSA) as a Centrally sponsored scheme in October 2013. With this the ministry has completed the journey which started with Sarva Shiksha Abhiyan for universal elementary education and graduated to Rashtriya Madhyamik Shiksha Abhiyan for universal secondary education. RUSA is Indias flagship program focused on reforming higher education sector. Approved by the Cabinet in October 2013, the RUSA is a landmark initiative to completely overhaul higher education infrastructure of public sponsored universities.The private sectors role till date has been instrumental in the growth of Indias higher education sector and given the governments intent to increase our GER to 30% by 2020, people expect the role of private sector to multiply manifolds. Increased private sector participation however would need to be given special impetus by taking steps to simplify prevailing regulatory framework and overall higher education ecosystemThe Government has already taken the initial steps to make a strong case for acceptance of Indian educational institutions globally by making accreditation mandatory. Although, a bill to make accreditation mandatory in higher education was introduced however it could not receive the parliamentary accord. It was then decided to notify regulations to make accreditation mandatory for universities, colleges and technical institutions in the country. The inclusion of India as a permanent signatory of the prestigious Washington Accord this year is been viewed as one of the achievements of the Government after taking such a progressive step. This recognition would result in acceptance of Indian degrees globally besides opening up doors for employment for graduates overseas.As the third largest education system in the world, in terms of enrolment, and the largest by total number of academic institutions the India higher education sector is considered by many as a sunrise sector for investment. Indeed, the country has taken significant strides over the years in higher education. In FY14, the size of this market has been estimated well above Rs.3.83 trillion (US$62.34 billion) with over 38,000 formal degree/diploma granting higher education institutes. Indias higher education sector is considered to be amongst the largest of its kind in the world by the sheer number of institutions which currently operating across the country. Currently, about 687 universities and 37,204 colleges constitute the countrys higher education sector. The state universities constitute the largest chunk followed by private universities. More than 50% of Indias population is under 25 years of age. As a result of this favourable demographic, Indias appetite for quality education is on the rise leading to establishment of a large number of private academic institutions. Other drivers of growth in this sector are widening demand-supply gap; increasing dominance & public trust on private sector institutions; fast growing IT services sector leading to demand for skilled talent pool; rising FDI in the manufacturing and affiliated sectors and the recent thrust provided by the government on online education.With just 1% of the GDP being spent on higher education currently, the government recognizes that it needs private sector to play an active role going forward. The National Knowledge Commission has predicted that India needs an investment of about US$ 190 bn to achieve the GER target of 30% by 2020. The Government certainly needs to join hands with the private sector to achieve this daunting task.Education, under the Constitution of India, falls under the concurrent list making it both a centre and a state subject. The primary policy makers for higher education in the central/state government are MHRD, CABE and the State Councils for Higher Education. The MHRD lays down the National Policy on Education, while the CABE is responsible for coordination and cooperation between the Union and the States with respect to education. In addition, the State Councils for Higher Education coordinates the roles of the government, universities and apex regulatory agencies in higher education at the state level.The higher education sector in India is broadly classified into two segments regulated and unregulated. Higher education falls under the regulated segment and includes degree universities and colleges. These are governed by multiple regulatory bodies. There are multiple agencies which regulate higher education at the central level in addition to agencies which regulate at the state level. The regulated segment comprises formal degree-granting universities and their affiliated colleges, institutions of national importance and other institutions offering formal degrees or technical programmes and is regulated by the UGC, AICTE and other regulating and accrediting authorities. The unregulated segment include activities such as professional skill enhancement, test preparation, tutorials and coaching centres, text books and content, other services. These services though primarily provided by for-profit enterprises to higher education institutions, yet they fall outside the purview of the regulators.

Yashpal Committee Report of 2009 pointed out lack of coordination and communication among the statutory authorities, along with the existence of multiple regulators in the sector, has been identified as one of the primary challenges for the higher education sector. The complexity of overlapping mandates has further been compounded by archaic regulations that have little or no relevance in the dynamic business environment prevailing today.

While India has made important strides towards improving its higher education system, which is amongst the largest in the world, there remain significant challenges to be addressed. Access to higher education has increased over the years, but enrolment rates are still well short of developed countries.Regulatory Framework for education sector:Ministry of Human Resources Development is the highest policy-making body in the country in the field of Higher Education. It formulates National Policy on education, develops publicly funded institutes like IIMs, IITs, NITs etc, provide scholarships for the poor and meritorious students, formulate reservation for the minorities and other less privileged groups.The regulatory authorities for the various educational institutes like AICTE( All India Council for Technical Education) for engineering and technical institutes, management institutes, hotel management & catering institutes) University Grants Commission (for public universities and deemed universities) Medical Council of India( for medical colleges) Pharmacy Council of India( for Pharmacy colleges) Veterinary Council of India( for Veterinary colleges) Dental Council of India( for Dental Colleges) Bar Council of India( for legal education) India Nursing Council( for Nursing colleges) India Council for Architecture( for Architecture colleges)Main problems plaguing the higher education sector: Shortage of qualified faculty Mushrooming of engineering colleges Not enough focus on research and development Low employability of students Low-level of industry-institute interactions Abysmal Quality of education system in our country Out-dated curriculum Insufficient Funding for research and infrastructure development Low usage of technology in imparting learning Access to financial resources for the studies to the underprivilegedThese problems have affected the ranking of Indian institutes in International rankings. There is no single Indian institute in the top 200 list of Times Higher Education (THE) World University Ranking 2014-15 and QS World University Ranking.

CHAPTER II

REVIEW OF LITERATURE

The review of literature is necessary to understand other researchers point of view, their methodology, findings and suggestions to find out the research gaps and thereby undertake a suitable study in the topic considered2.1 Psychological contractLarn and Campos(2014) examined employee agency in psychological contracts by exploring how young scientists proactively shape their careers in response to unmet expectations induced by academic entrepreneurialism. It used the lens of social exchange to examine their relationships with the professors engaged in two types of activities: collaborative research characterized by diffuse/reciprocal exchange and commercial ventures, restricted/negotiated exchange. The comparison of the two categories illustrated how the enactment of particular types of agency is related to forms of exchange underlying individuals psychological contracts which influence their agentic orientations and career adaptive behaviours. Those involved in collaborative research experienced a relational psychological contract and responded to unfulfilled promises by extended investment in their current jobs. They use proxy agency by enlisting the support of their professors. However, some become trapped in perennial temporary employment and are content to be sad. By contrast, those involved in commercialization experienced a transactional contract and assert personal agency by crafting their own entrepreneurial careers. They are runaways who seek autonomy. The evidence is based on interviews with 24 pre-tenured researchers and 16 professors from three leading UK universities. The study extends psychological contract theory by highlighting career agency and sheds new light on changing academic careers.

Kiazad et.al (2014) This study integrated job embeddedness theory (Mitchell, Holtom, Lee, & Erez, 2001) and recent formulations of different types of stayers (Hom, Mitchell, Lee, & Griffeth, 2012), the present investigation tested a moderated-mediation model, in which job sacrifices mediates the effect of psychological contract fulfillment (PCF) on extra-role behaviors when employees have better fit and more links in the organization. That is, promised inducements become sacrifices that bind employees to the organization. Sacrifices, in turn, translate into greater extra-role contributions when other intrinsic forces, such as fit or links, are also boosting employees desire to stay. Data was collected from 149 employees and their immediate supervisors. PCF was related to increases in perceived sacrifices, which, in turn, was related to increases in OCB-O and work-role innovation among employees with more links and better fit (embedded engaged stayers; Hom et al., 2012). The present findings broaden and enrich our understanding of why PCF results in positive employee responses. Implications of these findings for theory and practice are discussed.

Chamber and Alcover (2011) found out that the number of call centre businesses and workers has increased considerably over recent years and has become one of the sectors with the highest growth rate in Portugal. In this cross-sectional study, covering 363 call/contact centre (C/CC) workers in a Portuguese firm, they confirmed that the relationship between employees and the organization, namely their psychological contract, is influenced by their employment conditions, that is, their status and work premises. They performed multiple regression analyses and results showed that: (1) temporary employees perceive fewer relational and balanced and more transactional organizational obligations than permanent employees; (2) employees working at the clients premises perceive more balanced obligations of the organization; (3) the psychological contract has a relationship with the attitudes and behaviours of employees with a higher general relational orientation to their work, who are more satisfied and present more civic virtue behaviours. This study provides a discussion of the practical implications and future research.

Parzefall,Jacqueline AM. CoyleShapiro(2011) highlighted the variety of ways employees perceive contract breach and the processual nature of the experience. Emotions and actions were intertwined in the process of attributing responsibility and finding an explanation for the breach. Contract breach is not necessarily a discrete event and reciprocity is integral to the sense making process. The findings provide a basis for future research that could explore the role of time, contextual factors and various employer representatives as sensegivers in psychological contract evaluations. The paper provides an underresearched sense makingperspective on psychological contract breach. Through a qualitative inquiry, the complex nature of the employees' experience of and reaction to breach, is highlighted.Harold Andrew Patrick (2008) used six psychological contract variables - relational contract, transactional contract, employer's commitment/obligation to employee, employee's commitment/obligation to employer, employer's relationship with employee, and employee's relationship with employer and were measured on 202 employees from 15 IT companies randomly chosen for the study. The study revealed that relational contract was dominant in the IT companies under study. Employees' commitment/obligation to their employers was higher than employers' commitment/obligation to their employees. Employees' relationship with their employers was also stronger than employers' relationship with their employees. The implications of the study for the IT industry have also been discussed for harnessing the energy, knowledge and creativity of employees for competitive advantage.

2.2 Organizational citizenship behavior

Bolino et.al(2014) found out that in recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, they review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. They also discussed research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well

Spector (2013) This was an introduction to a point/counterpoint exchange inJournal of Organizational Behavioron the negative versus positive sides of organizational citizenship behavior (OCB). Such behaviors go beyond the core tasks that individuals do on the job and are generally considered positive contributions that support organizations. Bolino, Klotz, Turnley, and Harvey cover the dark (negative) side of OCB, arguing that it can be performed for self-serving motives and that it can have detrimental effects. They discuss the costs of performing OCB to the individuals who perform it, and potential negative consequences for organizations. Conversely, Spitzmuller and Van Dyne cover the light (positive) side, focusing on OCB as forms of either proactive or reactive helping behavior. Proactive helping is motivated by internal needs with the individual seeking out opportunities to engage in OCB. Reactive helping is an altruistic response to a perceived need by a colleague or the organization itself. Taken together, these two papers provide a comprehensive overview of the complex effects of OCB on actors who perform it and targets who receive it.

Chou et.al(2013) proposed that in developing a successful IS development project today, good IS personnel are crucial. However, just achieving and maintaining their skills is not sufficient; they must contribute to the project in a meaningful fashion, including their supportive activity: organizational citizenship behavior (OCB). However, IS personnel have different motivational factors, informal behavior patterns, and exhibit OCBs different from those in other fields. In addition, projects present a different face than operations in an organization and alter the context of OCBs. This combination leads to a unique setting where the perceptions of equity by IS employees in project teams are unlikely to follow patterns established for functional operations. To determine if perceived equity can lead to desirable attitudes and behavior in this novel setting, they surveyed IS team members of development projects. Data from 298 respondents in 47 project teams indicated that equity, as measured by perceptions of justice, add to job commitment, which serves as a mediator between the justices and OCBs. Project leaders of teams with IS personnel must therefore work to improve the perception of equity in the distribution of rewards and treatment.

Arthaud-Day et.al (2012) The authors used Schwartz's values theory as an integrative framework for testing the relationship between individual values and peer-reported organizational citizenship behavior (OCB) in teams, controlling for sex, satisfaction, and personality traits. Using hierarchical linear modeling in a sample of 582 students distributed across 135 class project teams, the authors find positive, direct effects forachievementon citizenship behaviors directed toward individuals (OCB-I), forbenevolenceon citizenship behaviors directed toward the group (OCB-O), and for on both OCB-I and OCB-O. Applying relational demography techniques to test for contextual effects, the authors fonnd that group mean powerscores negatively moderate the relationship between individual power and OCB-I, whereas group mean self-direction scores positively moderate the relationship between self-direction and both OCB-I and OCB-O.

Eatough (2011) found out several quantitative reviews have documented the negative relationships that role stressors have with task performance. Surprisingly, much less attention has been directed at the impact of role stressors on other aspects of job performance, such as organizational citizenship behavior (OCB). The goal of this study was to therefore estimate the overall relationships of role stressors (i.e., role ambiguity, conflict, and overload) with OCB. A meta-analysis of 42 existing studies indicated that role ambiguity and role conflict were negatively related to OCB and that these relationships were moderated by the target of OCB, type of organization, OCB rating source, and publication status. As expected, role conflict had a stronger negative relationship with OCB than it did with task performance. Finally, they found support for a path model in which job satisfaction mediated relationships of role stressors with OCB and for a positive direct relationship between role overload and OCB.

2.3 Studies linking psychological contract and OCB

Hussain & Malik(2013) The study showed that if there is a breach of psychological contract on part of employer then the employee tends to show negative behaviors and attitudes. This can result in reduced loyalty, decrease in organizational commitment and organizational citizenship behavior

Banerjee,R., Banerjee, S, Patwardhan, M (2013) found out that the strong psychological contract between employee and employer can increase the citizenship behaviour and commitment of employees towards organization

Md. Hassan Jafri (2012) His present research intended to understand the influence of employees perception of psychological contract breach on their organizational citizenship behaviour and trust on employers. The study was carried out in private banks of North Delhi. Data were gathered from 90 junior level executives using convenience sampling method. Result revealed that psychological contract breach significantly predicts organizational citizenship behaviour and trust. The findings imply that the organization needs to understand and manage employees psychological contract properly otherwise perception of its breach can jeopardize employees citizenship behaviour and also their trust in employer which in turn may affect their job performance.

Philipp and Beverly (2012) investigated relationships between relational and transactional contracts, and outcomes such as organizational commitment and organizational citizenship behavior (OCB). Results indicated that relational contracts were positively associated with affective, normative, and continuance commitment, as well as with OCB target-ratings. Transactional contracts were found to be negatively related to affective and normative commitment, as well as OCB self-ratings.

Adams, John W. (2011) The objective of his research was to investigate the impact of careerist orientation and the implicit psychological contracts between employers and employees on organizational citizenship behaviour. It was hypothesized that the effect of careerist orientation and the nature of psychological contract on organisational citizenship behaviour would be mediated by turnover intention and life satisfaction. The researcher examined these relationships in two different populations of expatriates and nonexpatriates. The primary hypothesis was confirmed with psychological contract proving a significant predictor of organisational citizenship behaviour, and careerist orientation was a mediator of this relationship.

Newton, S.K., & Nowak, L.I. (2010) This research investigated the relationship among discrepancies between the employers obligations and the level of fulfillment of those obligations and the information technology (IT) professionals citizenship and innovative work behaviors. The dimensional approach to the psychological contract was used to demonstrate the IT professionals perceptions of their employers obligations and the level of fulfillment of those obligations. Survey data from 229 IT professionals across the United States were collected. Lower discrepancies were found to have a positive relationship with the loyalty citizenship behavior and innovative work behavior. These findings support using the dimensional approach in psychological contract research.

Restubog, Simon L D, Hornsey, Matthew(2008) They researched that psychological contract breach has referenced social exchange as its dominant theoretical foundation. In this study, they draw insights from the group value model as a theoretical extension to explain employees' negative responses to psychological contract breach. According to the group value model, fair treatment by group members communicates symbolic messages about the relationship between the organization and the employee, and has implications for whether employees can take pride in their organizational membership. When people are treated unfairly, they lose trust in the organization and dis-identify from the group. This in turn results in less willingness on the part of the employees to engage in organizational citizenship behaviours (OCBs). We tested these relationships across three studies. In Study 1, they conducted a longitudinal test of the role of trust as a mediator between breach and organizational identification. In Studies 2 (cross-sectional) and 3 (longitudinal), they tested the complete model in which we examined the role of trust and identification in mediating the link between breach and OCBs. All three studies provided support for the mediated model. Furthermore, as predicted by the group value model, the hypothesized relationships emerged in response to relational but not transactional contract breaches.

LIN Lan, MO Chang-Wei.(2008) This paper supported the casual relationship between psychological contract and organizational citizenship behavior (OCB) on the basis of a thorough analysis of their logical link from the perspectives of the definition, context and motive of OCB. It then critically reviewed the empirical studies on how psychological contract influences OCB in both direct and indirect ways, and made comments on the problems in current studies in terms of general situation, theoretical perspective and empirical methodology. Finally, it put forward suggestions on future studies

Mark H. Jordan,(2005) This article proposed a conceptual model highlighting the importance of perceived or real psychological contract support between the employee and the organization, taking into consideration the complex dynamics that exist between these contracts, employee attitudes, and OCB. The conceptual model also highlights the potential importance of perceived or real psychological contract support between the employee and the organization. This contract can have an important role in interacting with cynicism in employees displaying OCB. Establishing this potential interaction could have important implications for managers trying to gain a more comprehensive understanding of antecedents of OCB. the employees behavior/beliefs and the organizations potential

Hui C,Lee C (2004) This study examined the generalizability of psychological contract forms observed in the West (D. M. Rousseau, 2000) to China. Using 2 independent samples, results confirmed the generalizability of 3 psychological contract forms: transactional, relational, and balanced. This study also examined the nature of relationships of psychological contracts with organizational citizenship behavior (OCB). In particular, this study explored the role of instrumentality as a mediating psychological process. The authors found evidence that instrumentality mediates the relationship of relational and balanced forms with OCB; however, the transactional contract form is directly related to OCB.

Coyle-Shapiro, Jacqueline A.(2002) This study examined the contribution of the psychological contract framework to understanding organizational citizenship behavior (OCB) using survey data gathered at three measurement points over a three year period from 480 public sector employees. Separating perceived contract breach into its two components, the data suggest that perceived employer obligations explained unique variance in three dimensions of citizenship behavior (helping, advocacy and functional participation) beyond that accounted for by perceived employer inducements. Employees acceptance of the norm of reciprocity moderated the relationship between employer inducements and the dimensions of advocacy and functional participation. Employees trust in their employer moderated the relationship between perceived employer obligations and the dimensions of advocacy and functional participation. Contrary to the hypothesis, procedural or interactional justice were not found to moderate the relationship between the psychological contract and OCB. The implications of the findings for psychological contract research are discussed.

CHAPTER III

RESEARCH METHODOLOGY

3.1 IntroductionThe study is focused on understanding the effect of Psychological Contract on Organizational Citizenship Behaviour. This study is done on the arts faculty. A standard questionnaire for measuring Psychological Contract and OCB will be distributed to the faculty. It is to understand whether fulfillment or non-fulfillment of Psychological Contract has a positive or negative relationship with OCB.3.2 Problem StatementTodays higher education sector faces multiple issues like the weakening of relationship between faculty and students. In this context, faculty performing extra-role behavior like OCB will be able to nurture the students and unleash their potential to face the competitive world. So this study focuses on the study of relationship between psychological contract and OCB.3.3 Operational DefinitionPsychological contract is a reflection of individual expectations of the obligations between employees and organizations containing both aspects of individuals and organizations. Psychological contract means that there is an exchange relationship between organizations and employees and needs to consider the expectations and obligations of both parties

OCB as defined by Spector as Sometimes people at work may make extra efforts that go above and beyond the call of duty. They may do things to help other individuals (e.g., Volunteered to pick up a coworker at the airport") or to help the organization (e.g., Stayed late to finish up work that had to be done).

3.4 Variables under StudyIndependent Variable-Psychological ContractDependent Variable- Organizational Citizenship Behavior

3.5 Objectives of the study1.To measure psychological contract2.To measure OCB

3.6 HypothesisH0 There is no significant relation between Psychological Contract and OCBH1 There is a significant relation between psychological Contract and OCB

H0 There is no significant association between age and OCBH1 There is significant association between age and OCB

H0There is no significant association between years of experience and OCBH1 There is significant association between years of experience and OCB

3.7 PopulationFaculty who are teaching the students in the higher education sector in all the colleges 3.8 SampleFaculty who are teaching the arts students in the higher education sector3.9 Sample sizeThe sample size is 1003.10 Sampling TechniqueConvenience sampling will be adopted. 3.11 Tool usedA 20 item questionnaire to measure OCB

A Psychological Contract questionnaire to measure the strength of Psychological Contract

Dimensions of Psychological Contract:Relational/ Transactional contractEmployee commitment to employerEmployer commitment to employee

3.12 Data collection ProcedureSelection of the geographical area: Coimbatore in Tamil Nadu was chosen for conducting the study because it is the educational hub of Tamil Nadu. It is home to 7 universities and 150 arts and science colleges. The average literacy rate of Coimbatore district is 82.43% which is higher than the national average of 72.99%Selection of the sample:Of the 7 universities located in Coimbatore, one state university( Bharathiar University) and one deemed university(Avinashilingam University ) was selected for the researchSize of the sample:100 samples( 20 from Bharathiar University and 80 from Avinashilingam University) was collected

CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

4.1Tools used for data analysis:1.Likert rating scale2.Scale Reliability (Cronbach alpha)3. Chi-square analysis4.Correlation5.Multiple Regression4.2 Profile of the respondents:4.2.1 Years of experience:Experience( in years)No.of respondents

Below 512

5-1023

10-1529

15-2019

20-2517

4.2.2 AgeAge( in years)No.of respondents

Below 3031

30-4027

40-5018

50-6024

4.3 Likert rating scaleLikert rating scale was used to scale the different statements determining OCB, Relational and Transactional contract , obligation to the employer and obligation to the employee. In the Likert scale, the respondent was asked to respond to each of the statements in terms of different degrees of agreement. Each point in the scale contains a score.4.4. Pilot test result:The Cronbach alpha value for the pilot test was 0.501 which indicated the good consistency of the questionnaire used.

Table Reliability Statistics

Cronbach's AlphaCronbach's Alpha Based on Standardized ItemsN of Items

.501.43959

4.5 Chisquare TestThis was used to find out whether there is significant association between age, years of experience and the organisation citizenship behaviour. The classification of the respondents on the basis of OCB as related to age is as followsAgeHigh OCBLow OCBTotal

Below 40 years164258

Above 40 years301242

The estimated chisquare value was 4.83 which was greater than chisquare table value 3.86. The null hypothesis is rejected and hence there is association between age and OCBThe classification of respondents on the basis of OCB as related to years of experience is as followsYears of experienceHigh OCBLow OCBTotal

Below 10 years102535

Above 10 years531365

The estimated value was 4.98.This was greater than chisquare table value 3.86.Hence the null hypothesis is rejected and so there is association between years of experience and OCB

4.6 Correlation coefficient:The correlation coefficient gives a mathematical value for measuring the strength of linear relationship between the variable. It can take values from -1 to 1worth.a. +1 representing absolute positive linear relation.b. 0 representing absolute no linear relationship.c. -1 representing absolute inverse relationship.Bivariate correlation takes the strength of the relationship between two variables without giving any considering to the interference of none other variables.Partial correlation enables to examine the correlation between two variables while controlling for the effects of one or more of the additional variables.Table Correlations

VAR00001VAR00002VAR00003VAR00004

VAR00001Pearson Correlation1.679**.783**.780**

Sig. (2-tailed).000.000.000

N100100100100

VAR00002Pearson Correlation.679**1.926**.954**

Sig. (2-tailed).000.000.000

N100100100100

VAR00003Pearson Correlation.783**.926**1.979**

Sig. (2-tailed).000.000.000

N100100100100

VAR00004Pearson Correlation.780**.954**.979**1

Sig. (2-tailed).000.000.000

N100100100100

**. Correlation is significant at the 0.01 level (2-tailed).

Var1- OCBVar 2- Relational and Transactional ContractVar3 Obligation to employeeVar 4- Obligation to employer

As shown in the above table, it is found that OCB has positive correlation with Relational and Transactional Contract, Obligation to employee and Obligation to employer

There was a significant positive correlation between organisation citizenship behaviour and transactional contract since the estimated Pearson correlation coefficient is 0.679 and it was significant at 95% confidence interval. Similarly there was statistically significant correlation between organisation citizenship behaviour and obligation to employee as indicated by the estimated correlation coefficient of 0.783 . The relationship between organisational citizenship behaviour and obligation to the employer was also found to be positive 0.78 and also significant at 95% confidence interval4.7 Multiple regressionR is the multiple regression between organisational citizenship behaviour and relational contract, transactional contract, obligation to the employer and obligation to the employee concerned. The estimated R2 value is 0.66 and it implies that 66 percent of variance in OCB is accounted by the selected variables - Relational/ transactional contract, obligation to the employer and the obligation to the employee concerned. The adjusted R2 value of 0.65 indicates that the estimated model is a measure of good fit. The adjusted R2 value takes into account the number of variables in the model and the number of observations.

Table Regression ModelRR SquareAdjusted R SquareStd. Error of the EstimateChange Statistics

R Square ChangeF Changedf1df2Sig. F Change

1.813a.661.650.44653.66162.331396.000

a. Predictors: (Constant), VAR00004, VAR00002, VAR00003

CHAPTER V

FINDINGS, CONCLUSION AND SUGGESTIONS

Findings:There is significant association between age and OCBThere is significant association between years of experience and OCBThere is a positive correlation between OCB and relational/transactional contractThere is a positive correlation between OCB and obligations to employee concernedThere is a positive correlation between OCB and obligations to employerThe fulfilled obligation to the employee concerned is a high significant predictor of Organisational Citizenship Behaviour

Conclusion:

The teaching profession is a selfless, noble profession, in which also psychological contract plays a significant role in explaining the OCB

Suggestion:The study can be widened to other streams (like science, engineering, medicine) faculty and the findings can be compared.The study was conducted in the two universities. The study can be extrapolated to other affiliated colleges to the university

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