A Study On Attitude And Behaviours Of Undergraduate Students Towards Environmental Issues

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Published On: February 29, 2016

International Journal of Informative & Futuristic Research ISSN: 2347-1697

Volume 3 Issue 6 February 2016 Research Paper

Abstract

Career growth prospects, has essentially captured the imagination of growth-minded employees in their heart and mind in which they will consider whether they will have a bright future with their current organization. Career growth prospects is defined as the probability that an employee will be elevated to a higher level in the hierarchy and will achieve career development experiences from increased responsibilities and challenging assignments. Most of the employees tend to show greater interest towards their individual development rather than the development of any particular organization. The quality of this development process significantly determines the nature and quality of individuals’ lives and the kind of people they become (career growth), the sense of purpose they have, the income at their disposal and it also determines the social and economic contribution (OCB) they make to the communities and societies of which that they are part of. This illustrates as to how actually career growth impacts people lives and how it contributes to individual and organization as a whole and to perform organizational citizenship behavior (OCB). Hence this study attempts to assess the impact of Career Growth Prospects on OCB among bank

A Study On Attitude And Behaviours Of

Undergraduate Students Towards

Environmental Issues Paper ID IJIFR/ V3/ E6/ 026 Page No. 2154-2165 Subject Area

Business

Management

Keywords Career Growth Prospects, OCB, Banking Sector

1st S. Priyanka

Research Scholar

Department of Management

PSGR Krishnammal College for Women

Peelamedu, Coimbatore-Tamilnadu

2nd Dr. B. Sripirabaa

Associate Professor,

Department of Management

PSGR Krishnammal College for Women

Peelamedu, Coimbatore-Tamilnadu

http://www.ijifr.com/

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ISSN: 2347-1697

International Journal of Informative & Futuristic Research (IJIFR)

Volume - 3, Issue -6, February 2016

Continuous 30th Edition, Page No.:2154-2165

S. Priyanka, Dr. B. Sripirabaa :: A Study On Attitude And Behaviours Of Undergraduate Students Towards Environmental Issues

employees. The study is descriptive in nature and adopts survey strategy. The study used data collected from 674 respondents working in Banking Sector in Coimbatore District. The collected data was analyzed using Descriptive Statistics, correlation and regression analysis.

1. INTRODUCTION

Among HRM activities, Organ (1988) proposed that Organizational Citizenship

Behavior (OCB) attributes effectively financial and human resources, as well as assists

organizational efficiency in operations. Organ was the first individual to announce the

concept of “organizational citizenship behavior” to denote organizationally beneficial

behavior, extra role behavior, pro-social organizational behavior directed at individual,

groups and/ or an organization, that is not prescribed in job description but goes beyond the

influence of formal incentive mechanism (Organ,1990; Van Dyne et al., 1994;Turnipseed

and Wilson, 2009). There is no general agreement on the various dimensions of OCB.

Organ (1988) provided a multi-dimensional scale of OCB. This scale is composed of

five dimensions which form the structure of OCB. The five dimensions of OCB include: Altruism: Helping coworkers to cope with a task or problem in an uncommon

circumstance. Conscientiousness: Performing the assigned task in a manner beyond what is required

of. Sportsmanship: Emphasis on the positive aspects of the organization.

Civic Virtue: Supporting the administrative operations of the organization

Courtesy: Consulting and informing others before acting and exchange of

information with others

In order to extract the benefits of Organization Citizenship behavior it is vital to

focus on career growth prospects among the employees. According to Weng & Hu

(2009), organizational career growth can be explained by career goal progress,

development of professional ability, rapidity of promotion, and increase in

remuneration. Career growth aspect, has essentially captured the imagination of growth-

mined employees in their heart and mind in which they will consider whether they will

have a bright future with their current organization. The social exchange theory provides

the conceptual basis for understanding the process through which career growth

prospects may affect overall OCB and its five dimensions. The theory suggests that

employees and their employers survive in a switch over relationship that is strengthened

to the level that both parties are willing to satisfy the desires of each other. However, in

the present day situations in organizations career growth has become a key challenge for

employees due to sweeping changes taking place in an organization.

According to Organ (1988), employees recognize increased prospects for career

growth with the expectations that the organisation would fulfill its obligations contained

in its career growth policy and when this happens the employee’s perception of their importance in the organisation becomes positive, and they seek to give back such

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gestures which leads to dedicated and quality performance. Organ and Konovsky (1989)

and Ishak (2005) state that one way through which this can be achieved is OCB.

Favorable perception of career growth prospects can therefore be said to increase the

chances that an employee will engage in career associated behavior (such as OCB)

required to achieve career improvement because they view their employment as a

mutual exchange relationship (Rousseau, 1989, 1990). The relationship between OCB

and career growth opportunities that refer to the "expected utility of an employees

present job for the achievement of valued career prospects" (Chay&Aryee, 1999: p 617).

Employees attach more importance to Career growth prospects because career represents

a large proportion of goals in the workplace, and it has great influence on personal

satisfaction of an employee (Hall 1976) and therefore help employees in exhibiting

OCB. Therefore, a Career Growth initiative of an organization is one of the most

important tools for retaining talented human resources in the organization (Gulsah

Karavardar, 2014). Hence this study focuses in assessing the influence of Career Growth

Prospects on OCB.

2. LITERATURE REVIEW

I. According to the study by Weng and McElroy (2012), career growth is referred to

one's career growth within one's current organization, rather than one's assessment of

their career growth over their total career in the workforce. According to them, career

growth could be achieved by three factors: that are (1) Career Goal progressor the

degree to which one's present job is relevant to and provides opportunities for one to

achieve their career goals; (2) Professional ability development, or the extent to

which one's present job enables them to acquire new skills and knowledge; (3)

Organizational rewards being measured using (a) promotion speed, an employee's

perceptions of the rate and probability of being promoted; and (b) remuneration

growth, or employee perceptions of the speed, amount, and likelihood of increases in

compensation.

II. Weer (2006), states that career growth can enable an individual worker to enhance

his career advancement in the organization when the organization provides him

increased responsibilities, challenging assignments, and learning opportunities. This

may help individual worker to gain new skills, talent and knowledge. Leadership

Insight, (2010) the talent and career management expert, in their research found that

organizations that provide career development opportunities are six times more likely

to engage their employees than organizations that do not provide the same

opportunity.

III. Employees often hope to grow in their profession and to achieve a distinguished

career (Okurame & Balogun, 2005). The probability that this will come to realization

is the basic force of career growth prospect. Defined as the chances of getting

promoted and obtaining career development experiences, career growth prospect is

possibly an important foundation of motivated work behavior (Weer, 2006; Okurame,

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20012a). The plain expectation of moving up in an organization’s chain of command through promotion and obtaining advantageous career development experiences

increases an employee’s effort and motivates a strong attachment in organizational and career activities (Mowday, Porter & Steers, 1982; Eisenberger, Lieberman &

Williams, 2003). Indeed, empirical investigations shows that such hopefulness is

accompanied by job effectiveness (Avey, Nimnicht & Pigeon, 2010), increased job

attendance (Eisenberger, Huntington, Hutchison & Sowa, 1986), a greater readiness

to stay in an organization, and pro-social actions from employees (Meyer & Allen,

1984; Brief & Motowidlo, 1986; O’Reilly & Chatman, 1986; Okurame, 2012a). Employees tend to be more eager to go along with work changes and try to stay up-

to-date on their work procedures even when it is not particularly convenient for them,

when they have favorable perceptions of prospects of career growth (David Okurame,

2014).

IV. According to Organ (1988), employees recognize increased prospects for career

growth with the expectations that the organisation would fulfill its obligations

contained in its career growth policy and when this happens the employee’s perception of their importance in the organisation becomes positive, and they seek to

give back such gestures which leads to dedicated and quality performance. Organ and

Konovsky (1989) and Ishak (2005) state that one way through which dedicated and

quality performance can be achieved is OCB. Vazirani (2007) emphasize that career

development not only provides the employees with the oppournity of personal

development but also helps to motivate and promote work engagement and employee

retention.

V. The social exchange theory provides the conceptual basis for understanding the

process through which career growth prospects may affect overall OCB and its five

dimensions. The theory suggests that employees and their employers survive in a

switch over relationship that is strengthened to the level that both parties are willing

to satisfy the desires of each other. This involves planning, guiding and developing

employee’s careers in the organization. Howard and Foster (1999) argue that career

planning signals career security to employees, thus reducing threats of external

control. Additionally, this practice may satisfy the need for relatedness by signaling

employees that they are valued and that the company is willing to invest in a long-

term relationship with them (Suazoetal, 2009).

VI. According to David Okurame, (2014) given the significance of career growth

prospects for employee performance, many organizations have made efforts to be

open to the career needs of employees through education, mentoring, training and

upward promotion for deserving employees. This increases the opportunity of career

growth and persuades employees to go the extra mile in discharging their assigned

duties. However, in the present day situations in organizations career growth has

become a key challenge for employees due to sweeping changes taking place in an

organization. In the present global economic environment, organizations are

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reorganizing staff and traditions, break up organizational layers, downsize and engage

in mergers or acquisition to remain competitive. Unfortunately, this tendency tends to

reduce opportunities for hierarchical promotion among surviving employees ( Heslin,

2005) and creates doubts in the minds of employees which has increased the need to

focus empirical attention on career growth and development (Whiston & Blustein,

2010). Although, (Brutus, Ruderman, Ohlott, & McCauley, 2000) suggests that these

changes may offer opportunities for development experiences and content

advancement, limited opportunities for hierarchical advancement which necessarily

occur (Heslin, 2005) may hinder favorable perceptions of career growth prospects. A

promotion within an organization’s chain of command generally signify increased

responsibility and status improvement, reflects a appreciation of an employee’s merit in the organization, a better pay, and creates opportunities for even further

improvement (London &Stumpf, 1983). Since the career growth policy of an

organization is an important subject (Bedeian et al., 1991), organizations should build

psychological contracts with the employees through their career development

policies. The relation based on a psychological contract between an employee and his

organization depends upon the ability of the organization in motivating the employee

and also the employee’s wish to reach his organization’s goals (Aselage & Eisenberger, 2003). Thus the career growth policy of an organization should create

concrete sentiments of a psychological contract among employees (Bedeian et al.,

1991) who foresee progress and growth in their careers (Okurame & Balogun, 2005;

Okurame, 2012).

VII. A study by Ken Blanchard Companies (2009) emphasized that career growth must be

presented if an organization desires for employee passion to take place and extend

maximum impact and output. However, their study found that career growth is given

least importance in the many companies. It shows that organizations have not given

much attention on employees' career growth which will generally exhibit positive

behaviors at work.

VIII. Finally, the willingness to engage in career development may be interpreted as a sign

of competence, fulfilling their basic need. Research has found that hopefulness spurs

performance (Avey et al., 2010), a trustworthy policy for growth in an organisation

leads to increased job attendance (Eisenberger et al., 1986). Therefore a career growth

policy should generate strong mind-set of a psychological contract among employees

of the organisation, particularly when the career growth policy is a valued proposal

for employees (Bedeian et al., 1991) who anticipate progress and growth in their

careers (Okurame and Balogun, 2005). On the other hand, if employees feel that the

organisation is seen as going back on its promises, they as a result neglect to work

beyond explicit job requirements (Robinson and Morrison, 1995; Turnley and

Feldman, 2000). Actual or perceived failure of an organisation to fulfill with the

employee’s implicit terms of contract represents a breach, that lessens their feeling of obligation to engage in OCB (Coyle-Shapiro and Kessler, 2000; Osland et al., 2007).

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Undoubtedly too, an employee who performs poorly or is unable to meet standards

set by their organisation has little chances of utilizing a career growth policy. High

performance and positive performance evaluations are traditional requirements for

hierarchical advancement in a career. Indeed, research shows that job performance

provides behavioural clues from which management rewards an employee with

advancement and growth opportunities that influence their career growth prospects

(Van Scotter et al., 2000). Poor performing employees may experience restricted

advancement within their organisation, creating a sense of contract breach. Besides,

employees have judgments of their capacity to accomplish particular levels of

performance (Bandura, 1986), and by implication, to make use of a career growth

policy. Such beliefs are not necessarily hinged on actual abilities that an employee

may possess, but on what is believed in a prevailing circumstance (Pajares, 2002).

Career Growth initiatives of an organization are one of the most important tools of

retaining talented human resources in the organization (Gulsah Karavardar, 2014).

IX. Employees in the Nigerian banking sector have great expectations of their

organisations but prevailing circumstances such as mergers, acquisitions, downsizing

and restructuring make meeting such expectations a difficult task. Indeed, employees

in organisations where these problems exist, result in decreased participation, poor

performance and reduced OCB (Coyle-Shapiro and Kessler, 2003). These are

examples of how a psychological contract breach might occur from state of affairs

beyond the control of an organization (Porter et al., 1998; Coyle-Shapiro and Kessler,

2000). Consistent with the social exchange hypothesis of the effects of a career

growth policy on a psychological contract, a favorable career growth prospects

formed from positive actual experiences with the policy should incur a greater

obligation from employees to repay the organisation with actions characteristic of

overall OCB. Specifically, it is expected of employees to adopt the characteristics of

OCB such as sportsmanship, conscientiousness, courtesy, altruism and civic virtue

and each of the characteristics are positively affected by career growth prospects in

one or more of the following ways. According to David Okurame (2011) an employee

with the qualities of sportsmanship is likely to be more willing to go along with work

changes even when such changes are not particularly convenient for them. Again,

career growth prospects may be expected to relate positively with conscientiousness,

because prospects for career growth could spur a careful observance to an

organization’s rules and procedures without waste of supervision time and energy to watch over employees. A similar argument can be made for civic virtue, which

involves making constructive suggestions about how work groups and the

organization as a whole can improve effectiveness. Review reinforces that career

growth prospects has a positive influence on the characteristics of employees. This

article presents the results of the study undertaken to assess the influence of career

growth prospects on OCB among bank employees.

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3. OBJECTIVES OF THE STUDY

To identify the level of OCB and Career Growth prospects among bank employees

To assess the impact of OCB on career growth prospects

4. METHODOLOGY

This empirical study attempts to assess the impact of OCB on Career Growth Prospects

among the bank employees, since to cope up with the competition in the banking sector

most of the banks continue to improve its quality and overall performance including

better management to stay sustainable in this dynamic business scenario. The study is

descriptive in nature and adopted survey strategy. Data is collected using a questionnaire

from 674 bank employees working in both public and private sector bank in Coimbatore

District.

Data is collected using a questionnaire. Questions in the questionnaire were assessed

using a five point Likert scale with end points of ‘strongly agree’ and ‘strongly disagree’. The collected data is analyzed using percentage analysis, one way analysis of

variance, Correlation and Regression. The study uses OCB scale developed by

Podsakoff et al., (1990) (24 item scale), and Career growth prospects scale developed

byWeer (2006) (11 item scale). Average of the items in OCB and Career growth

prospects is considered for computing Descriptive Statistics, Correlation and

Regression.

5. ANALYSIS AND DISCUSSION

The collected data is analyzed using percentage analysis, ANOVA, Correlation and

Regression analysis. Percentage analysis was carried out to portray the demographic

profile of the respondents.

Table1: Percentage analysis

Factors Variable Percentage (%)

Age (years) Below 25 years 10

26-35 yrs 47

36-45 yrs 11

46 - 55 yrs 16

Above 55 yrs 16

Gender Male 64

Female 36

Marital Status Married 71

Unmarried 29

Education UG Arts and Science 31

UG Engineering 9

PG Arts and Science 48

PG Engineering 12

Designation Manager 22

Senior manager 8

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Assistant manager 36

Front office staffs 34

Experience 1-5 years 44

6-10 years 16

11-15 years 7

16-20 years 5

More than 20 years 28

Majority (47%) of the respondents are in the age group between 26-35 years.

36% of the respondents are female employees, because of the fact that after the banking

service recruitment board came into the picture of selecting bank employees, equal

opportunity is provided to both male and female, prior to that individual banks recruited

predominantly male employee because the banking industry mostly dealt with cash

transactions which is risky in nature. Around (71%) of the respondents are married and

the remaining are bachelors. Majority (48%) of the respondents educational qualification

is Post Graduation in Arts and Science, the banking recruitment board has stipulated the

basic educational qualification to be a graduate in Art, Commerce or Science, but how

ever people with higher qualifications preferred banking industry as it a secured and

well paid job. 36% of the respondents are Assistant manager, due to the reason that

banking industry has diversified into various activities into various fields, like mutual

fund, insurance, credit card, housing finance etc., this necessitated the need for recruiting

junior level officers designated as Assistant Managers. Majority (44%) of the

respondents have an work experience of 1-5 years, only in recent times banking industry

has gone for mass recruitment of staff in order to meet its branch expansion and other

needs.

Table 2: Descriptive Statistics

Factors Mean Std. Deviation

Career Growth

Prospects 3.8576 .77233

OCB 3.8601 .76159

It is inferred from Table 2, that the mean value of OCB is (Mean =3.8601) and

mean value of Career Growth prospects is (Mean=3.8576) with the expansion of

banking sector in our country apart from public sector banks, private sector and foreign

banks have come into play, branch expansion is taking place both in urban and rural

areas to provide financial service to people with the expansion of branch network the

need for recruiting clerical and officer cadre have increased manifold, apart from

contemporary banking activities banks have entered in the field of credit card, insurance

etc. This creates a need for more people in the industry at all levels; this proves a chance

for career growth prospects for existing employees as well as newly recruited

employees.

Correlation analysis is done in order to find whether a statistical relation between

two or more variables exists such that systematic changes in the value of one variable

are accompanied by systematic changes in the other. Correlation analysis is carried out

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to find the association/relationship between the constructs Career growth prospects and

OCB. Career growth prospects are taken as the independent variable and OCB is taken

as the dependent variable.

Table 3: Correlation Analysis

Variables Career Growth Prospects

OCB 0.684** (p<0.000)

The above table implies that the correlation exist between career growth prospects and OCB (r

=0.684, p<0.000).When an organization provides increased career growth prospects to its

employees; it results in increased monetary benefits and higher status in the work place and in

social life. This improvement instigates the employees to perform beyond the normal duty calls

for. Regression analysis is performed to find out the extent of influence of Career Growth

Prospects on OCB among the bank employees. Career Growth Prospects is taken as dependent

variable and OCB is taken as independent variable and step wise regression is carried out.

Table 4: Regression Analysis Model Summary

Unstandardized

Coefficients

Standardized

Coefficients t Sig. R

Square

Adjusted

R Square

F, Sig. Model B Std. Error Beta

Constant 1.257 .109 11.518

.468 .467 591.837,

p<0.001 Career

Growth

prospects

.675 .028 .684 24.328 0.000

Regression analysis reveals that adjusted R square value is 0.467, this implies

that 46.7% variability in the dependent variable i.e. Career Growth Prospects is being

predicted by the independent variable OCB. F-Test is statistically significant

(F=591.837, p<0.01). The table reveals that Career Growth Prospects has the impact of

0.684 on OCB (β =0.684 positive, t = 24.328 positive, p <0.00). Increased opportunity of career growth encourages employees to go an extra

mile to show better OCB characteristics. According to Organ (1988), employees

recognize increased prospects for career growth with the expectations that the

organisation would fulfill its obligations contained in its career growth policy and when

this happens the employee’s perception of their importance in the organisation becomes

positive, and they seek to give back such gestures which leads to dedicated and quality

performance which will result in OCB.

6. CONCLUSION

The present generations of employees’ are more career and growth oriented. They anticipate more in terms of personal growth and individual development. Organizations

that does not recognize and create an atmosphere to meet the employee aspirations will

be losing experienced work force. Employee turnover will have a discouraging effect on

an organization, and it will severely influence the overall efficiency of the organization.

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Career development is not just getting promotions but is about getting to the best an

individual could contribute and finding a suitable position in the organization where they

can show excellence and contribute to the goals of the organization.

In the present competitive environment, it is very important that all organizations

develop a Work environment which promotes growth and development. This work

atmosphere can be developed by implementing Career Development Programs at the

workplace. This will improve loyalty among employees towards the organisation, which

in turn result in, reduction in employee turnover, and lesser employee complaints, and

increased voluntary activities, which is one of the important characteristics of OCB. This

kind of career growth prospects inculcates the OCB of an employee to a greater extent.

Availability of Career growth prospects in organizations stimulates employees to show

improved attendance, follow prevailing work rules, and abide to the available working

conditions and keeping up-to-date on their job activities. Career growth prospects are an

important factor which positively relate to OCB of the employee. These dimensions

encourage the inclination of employees to go beyond normal job requirements by

extending assistance to co-workers.

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