faculty of manufacturing engineeringeprints.utem.edu.my/14758/1/measurement of key factors...

UNIVERSITI TEKNIKAL MALAYSIA MELAKA

Faculty of Manufacturing Engineering

MEASUREMENT OF KEY FACTORS AFFECTING EMPLOYEE EXTRA-ROLE

BEHAVIOR IN MINISTRY OF MUNICIPALITIES AND PUBLIC WORKS IN IRAQ

Salam Oleiwi Radhi Al zubaidi

Master of Manufacturing Engineering

(Manufacturing System Engineering)

2014

© Universiti Teknikal Malaysia Melaka

MEASUREMENT OF KEY FACTORS AFFECTING EMPLOYEE EXTRA-ROLE

BEHAVIOR IN MINISTRY OF MUNICIPALITIES AND PUBLIC WORKS IN IRAQ

SALAM OLEIWI RADHI ALZUBAIDI

A thesis submitted in fulfilment of the requirement for the degree of Master of

Manufacturing Engineering (Manufacturing System Engineering)

Faculty of Manufacturing Engineering

UNIVERSITI TEKNIKAL MALAYSIA MELAKA

2014


DECLARATION

I declare that this project entitle "Measurement of key factors affecting Employee Extra

Role Behaviour in Ministry of Municipalities and Public works in Iraq" is the result of my

own research except as cited in the references. The thesis has not been accepted for any

degree and is not concurrently submitted in the candidature of any other degree.

Signature

Name : Salam Oleiwi Radhi Al-Zubaidi

Date


APPROVAL

This project submitted to the Faculty of Manufacturing Engineering of UTeM as a partial

fulfilment of the requirement for master of manufacturing engineering (manufacturing

engineering system). The member of the supervisory committee is as follows:

Signature

Name :Prof.Madya Dr.Mhod Rizal bin Salleh

Date

11


ABSTRACT

This study is about the employee extra role behavior and trust within an organization. The

researcher has examined many variables including the psychological support, trust in

management, reward expectation, management value and other motivational aspects of the

research. The researcher has also made use of quantitative research methods to gather the

information required for the research study which is limited to the Ministry of

Municipalities and Public Works (MMPW) in Iraq. The gathered information was tested

using Statistical Package for the Social Sciences (SPSS) for various tests such as

regression and reliability scale to check for the reliability and validity and the results were

very significant when the hypothesis were tested which were laid down earlier in the

research study by the researcher.

111


ABSTRAK

Kajian ini adalah mengenai tingkah laku pekerja terhadap peranan tambahan dan sifat

amanah dalam sesebuah organisasi. Penyelidik telah memeriksa banyak pembolehubah

termasuk sokongan psikologi, amanah dalam pengurusan, jangkaan ganjaran, nilai

pengurusan dan lain-lain aspek yang membantu motivasi penyelidikan ini . Penyelidik juga

telah menggunakan kaedah penyelidikan kuantitatif bagi tujuan mengumpul maklumat

yang diperlukan untuk kajian penyelidikan yang terhad kepada Kementerian Perbandaran

dan Kerja Raya (MMPW) di Iraq. Maklumat yang dikumpulkan telah diuji menggunakan

Statistical Package for the Social Sciences (SPSS) untuk pelbagai ujian seperti regresi dan

skala kebolehpercayaan untuk memeriksa kebolehpercayaan dan kesahan dan hasilnya

adalah amat ketara apabila hipotesis diuji seperti yang telah ditetapkan pada awal kajian

penyelidikan oleh penyelidik.

IV


DEDICATION

I would like to present my work to those who did not stop their daily support since I was

born, my dear mother, my kindness brother, my wife and my son "Ahmed". They never

hesitate to provide me all the facilities to push me forward as much as they can. This work

is a simple and humble reply to their much goodness I have taken over during that time. I

don't forget my brothers, sisters. (Allah's mercy them).

Safam Ofeiwi CJ(flafi.iAL-Zubaidi

v


ACKNOWLEDGMENT

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First and foremost, praise be to Allah, for giving me this opportunity, the strength and the

patience to complete my thesis finally, after all the challenges and difficulties. I would like

to thank my supervisor, Prof. Madya Dr. Mhod Rizal bin Salleh for his high motivation

and most significant conhibution in this thesis.

I would also like to thank the Ministry of Higher Education and Scientific Research of

Iraq, I want to thank my friends who have helped and motivated me throughout. May Allah

reward them all abundantly, Sincere thanks to all.

Vl


Table of Contents

APPROVAL ........ ... ........ ..... .... .... ..... ... ........ ....................... .... .. .... ..... .. ...... .... ... ..................... ii

DEDICATION ... .............. ... .... ....... .. .... ......... ..... .................... ... .......... .. ...... ....... ....... ............ v

ACKNOWLEDGMENT ......................................... .... ... ............ .. ... .... ...... .. .. .... ... ..... .... ....... vi

INTRODUCTION ... ..... .. .. .... .... ... ............... ...................................... ....... ... .. ... ... .. .. ........ ..... 1

1.1 Introduction ..... ......... .. ..... ...... .. ......... .. ... .... ... .... .. ... .. ....... .. .. ... .... ....... ......... ................. 1

1.2 Background of the Study ..... .... ................................................................................... 3

1.3 Problem Statement ..... ... ..... ..... ..... ........................... .............. ... .................................. 4

1.4 Significance of the Study ..... .. ................ .. ... ........... ..... .................... .. ......................... 4

1.5 Research Question .................. .......... .. ............. .. .. ...... .... .. .. ... ...... .. ... ........ ....... ...... .. .. .. 5

1.6 Research Objectives ....................... .. ........ ............. .... ... .. ... .. ... ... ................................. 6

1. 7 Scope of the study ............ ... .... .. ............................ ......... .. .............. ..... ............... .. ...... 6

1.9 Limitations ... .... ... ... ...... .... ... ........................................................................... ...... ....... 8

1.10 Summary ... .. ....... ........ ... .. ............. .. ....... ............ .. .......... ... ............. ..... ..................... 9

CHAPTER 2 .. .... .... ...... ... .. ...... ...... ... ..... ... ... .. .. .. .... ............... ..... ................. ... .... ... ... ........ ... 10

2.1 Introduction ............ .. .... .......... .. .... ... ... .. .. ........... ......... ... ....... ... ..... ..... ...... .. ... .. .... ....... 10

2.2 Intrinsic Job Motivation ............................... ....................................................... .. .. . 11

2.3 Employee Trust in Organisation ... ... .. ........ ... ...... ...... .. ...... .. .. ... .................. ........... 12

2.4 Reward Systems ........................................................................................ .. .. ..... ..... . 15

2.5 Knowledge Sharing ...................................... .... .. ....... ..................... ..... ... .. ...... .......... 17

2.6 Management Values ...... ... .. ..... ..... ... ...... ... .... .... .. ... .. ... ...... ........... .... .. .. .. ........ ... .. .. .. .. 18

2.7 Employee Participation .. .. .. .... ....... ........ ... ... .. .... ........ ...... ..... ... ... .... ... ... .. ........ ....... .. . 19

CHAPTER 3 .... .. .. ......... .. .... .... ... .. ........ .......... .... ........ .. ... .. ... .. .. .. ...... ...... .......... .. .. .... .. .. ...... 20

Vil


3.1 Introduction ... ............ .. .. .. ................. ... .. ........... ... ........................................ .. ... .... .... 20

3.2 Research Approach ... ... ................. ... ... ........ ................................................. ......... ... . 20

3 .3 Research Framework ........... ..... ........ ........ ..... ............ ..... ... .. ..... .... .... .... .............. ... ... 21

3 .4 Data Collection Methods ......... ..... ... ........... .................... .... ..... ... ......... .................... . 23

3.4.1 Primary Data Collection .... .. .. .. ......... ... ....... .... ... ... .. .. ... ...... ...... ... .. .. ............. ... .. . 23

3 .4.2 Secondary Data Collection .... ..... ...... .. ....... ...... .... ... .. ..... .... .. .. ..... ....... ...... .... ... .. . 24

3.5 Data Sampling ... .......... .... ... ... .. ... .. ........... .. ............ ..... .... ... ...... ....... ........... .............. . 24

3.6 The Research Instrument .... .... ....... .......... .. ......... ... .. ... .... .. ... .... ....... ........... ............. .. 25

3.7 Data Analysis .......... .. .. .. ....... ................................. ................ ..... ................... .... ... .... 26

3.8 Research Hypotheses .. ........ ..... .... ......... ....... ... .... ..... ............................. ...... ...... ........ 28

3.9 Summary ............. ..... .. .......... .................. ........................ .......................................... 28

CHAPTER 4 ... .. .. .. ... ... ...... ..... ..... .... .... ....... ..... ............ ...... ... .. ................. .. ... .... ... .. .... ... ...... 29

4.1 Introduction .......... ............................................... ............................. ......... .............. . 29

4.2 Frequency analysis ................................... ........... .. .................................... ...... ...... ....... . 30

4.2.1 Respondents Gender .............. .. ........ ......... .. ......... ........... ................. .. ... ... .. ......... .... 30

4.2 .2 Respondents Age .... .. .... ..... .... .. .... ....... ..... ..... ....... ......... ............ ...... ... .. .. ............ .. ... 31

4.2.3 Respondents highest level of education: .......... .. ..... ...... ... ...... .. .. .... .. ... .... ..... ... ... .... 33

4.2.4 Respondents Annual Income: ...... .......... .. ......... .. .... .. ... ...... ....... ..... ... ..... ... ... ........... 34

4.3 Reliability Test (Cronbach's Alpha) ........................... ... ... .. ....... .. ... .. ..... .. .. .. ......... .... ..... 36

Cronbach Alpha coefficient is the most widely used for estimating the internal consistency ... .. ......... ......... ........... ........................ .... ...... .. ...... ..... .................. ........... .. ..... ... .. ......... ......... . 36

4.3.1 Extra Role Behaviour - Dependant variable .............................. .. ..... ...... ......... . 37

4.3.2 Psychological Support - independent variable .. .. .. .... ... ... ...... ..... ... ..... .. .. ... .. .. ... 39

4.3.3 Trust Management - independent variable .... ...... ....................... .... .. ................ 41

4.3.4 Reward System - independent variable .. .... ..... .... ......... ... ........... ....... .. ... .......... 43

4 .3.5 Management Values - independent variable ... ... ..... ..... ................ ..... .. ........... .. 45

4.4 Regression Analysis ....... ... ... ... .. .... .... .... ... ............ ... ..... ... ... .... .... .. .................. .. ..... ........ 46

Vlll


CHAPTER 5 .... .. ... .. .... ... .. ...... ....... .. ...... .. ... ...... ............ .......... .. .... ...... .... ....... ........ .. ... ... .. ... 59

5.1 Introduction ..... ... .. ......... .. .. ..... .. .... ......... ...... ...... ....... .. .... ... .. ... .... .. ..... ..... ....... ... .. .. .. .... ... 59

5.2 Discussions and Findings ....... ..... ... .......... .. ..... ... ..... ........... .. ..... ... .. ... ...... .... .. ..... .. ... ...... 59

5.3 Research Contributions .. .. .... ...... ...... .......... ..... ... .... ....... .. ........ ......... ... ..... ..... .. ... ....... 61

5.4 Fulfilment of Research Objectives ... ... ...................... ... ... ..... ..... .... .. ....... .. .. ....... ... .. ..... .. 62

5.5 Limitation and Recommendation for Future Research .... ..... .. .. ......... .. .. .... ...... ..... ....... . 64

5.6 Conclusions .. ..... ..... .... .. .. .... ..... .... .... ....... ............... ...... ...... .. ....... ....... .... ... .. ........ ..... ...... 65

References .. ...... ... .. ..... ...... ..... ........ ..... ...... .... ... ........ ............. ..... ... .. .... ..... ... ....... .. ..... .... ..... . 67

List of Figures

Figure 1.1: Research Methodology Organisation ........ ... ....... ..... ...... ...... ... .... .... .. ... .. ...... .. ..... 7

Figure 1.2: The Organisation of Analysis ....... ... ..... ... ....... ...... ........ ...... ..... .. .... ...... .... .. .. .. ..... 8

Figure 3.1 : Research framework .... ......... .. ... ............. .... ........ .......... .. ... .... ..... ...... ...... .. ... .. ... 21

Figure 3.2: Research flowchart ....... ... ... .. ...... .... ... ....... ........ .... .... ..... .. .... ........ ... ... ... ..... ...... .. 22

Figure 4.1: Respondents Gender ..... .... ..... ........ .... ....... ... ...... ... .... .... .......... ...... .. ..... ..... ...... .. 30

Figure 4.2: Respondents Age ....... ... ...... ...... ............. .... ....... .............. ....... ........... ... ... ...... .... 32

Figure 4.3: Respondents highest level of education ....... ........ ....... .. ... .. ........ ... .. ......... ......... 33

Figure 4.4: Respondents Annual Income ................... .... ... ... ...... ........ .. .. ...... .... .. .. ... ..... ..... .. 35

List of Tables

Table 4.1 : Respondents Gender.. .. ........... ......... ........ ... .. .... ...... .. .......... ....... .... .... .... .... ..... .... 31

Table 4.2: Respondents Age ..... ... ..... .... ...... ... ... ... ..... ...... .. .... .... .... .. .. ....... ..... ....... ........ .. ...... 32

Table 4.3: Respondents highest level of education .. ......... ..... ......... ..................... .. ....... .. .... 34

Table 4.4: Respondents Annual Income ..... ... ........... .. .... .. .. .. ...... ...... ..... .... .... ....... .. ............. 35

Table 4.5: Extra Role Behaviuor Reliability Statistics ... .... ... .... .... .... .. ... ......... .... .... ..... .... ... 37

Table 4.6: Extra Role Behaviuor Item-Total Statistics ... .... ...... ...... .. ....... ..... ....... .. .. .. ........ . 3 7

Table 4.7 : Extra Role Behaviuor Summary Item Statistics ... .. ... .. ... ..... .. ... .. .. .. ... ....... ..... .... . 39

lX


Table 4.8: Psychological Support Reliability Statistics ...................................................... 39

Table 4.9: Psychological Support Item-Total Statistics .... ............ ... ..... ..... .. .... ......... .......... 40

Table 4.10: Psychological Support Summary Item Statistics .............. ....... ...... .... .............. 41

Table 4.11: Trust Management Reliability Statistics ............ ........ ...... ................... .... ......... 41

Table 4.12: Trust Management Item-Total Statistics ................. ........... ....... ... ....... .. ...... ..... 42

Table 4.13: Trust Management Summary Item Statistics ............. .. .. .. ............. .... ... ............ 43

Table 4.14: Reward System Reliability Statistics ............ ............. .......... ..... .. .. ... .. .............. 43

Table 4.15: Reward System Item-Total Statistics ........................................ ....................... 44

Table 4.16: Reward System Summary Item Statistics .... ................... .................. ............... 44

Table 4.17: Management Values Reliability Statistics ...................................................... 45

Table 4.18: Management Values Item-Total Statistics ... ....................... ... ..... ................. .... 45

Table 4.19: Management Values Summary Item Statistics .............................................. .. 46

Table 4.20: Psychological Support Correlations ....... ........ .................................................. 48

Table 4.21: Psychological Support Model Summary .. ....... ..... ... ........... .. .................... ....... . 49

Table 4.22: Psychological Support ANOVAa ..................................................................... 49

Table 4.23: Psychological Support Coefficientsa ... ..... ........................................................ 50

Table 4.24: Reward system Correlations ................ ..................... ... .... ........................... ...... 51

Table 4.25: Reward system Model Summary ................................... .................................. 51

Table 4.26: Reward system ANOVAa ......... ...................................... ... .. ............................. 52

Table 4.27: Reward system Coefficientsa .. .. ..................................................... .. ... .............. 52

Table 4.28: Trust Management Correlations .. .................................... ..... ..... .... .... .............. 53

Table 4.29: Trust Management Model Summary .......... .. ............. .. .... ................................. 54

Table 4.30: Trust Management ANOV A a ..... ..... ..... .... ... .... ....... ............... ..... ... ..... ........ ...... 54

Table 4.31 : Trust Management Coefficientsa ....... .. .... ................. ... ...... .. ......... ... .. .. .... ......... 55

Table 4.32: Management Values Correlations .......... ................ ... .. .... .. ................... .. .......... 56

Table 4.33: Management Values Model Summary ........................... ... ....... .... ... ... ... ........... 57

Table 4.34: Management Values ANOVAa .................... .... .. ....... ................................. ...... 57

Table 4.35 : Management Values Coefficientsa ....... ............................ .................. ............. . 58

Table 5.1: Discussions and Findings ............ ................. ................ .......... ............ ................ 60

x


Xl


1.1 Introduction

CHAPTERl

INTRODUCTION

Employees are the most important assets in the organization. The performance of

any organization mainly depends on the firm ' s ability to capture, exploit and to develop

knowledge which is within the organization. The main block which every organisation is to

gain access to the knowledge which the employees in the organization have and this is

where the extra role behaviour comes in to the concept which is outside the job description

(Conway et al., 2004).

Employee trust is another issue which many organizations are facing over the years.

Trust is one of the main aspects and is the central hub in every organization. This is one of

the important ingredients which can enhance the co-operation within the organization.

Everybody is aware the need and importance of co-operation but even though there are

some complexities which arise in the organization and this are the consequences which

leads to changes in the nature of work and many organizations have started to make use of

intrinsic motivation as a strategy to overcome this issue of employee trust. (Bagraim and

Hime, 2007).

The role of the managers mainly in the organizations is to control the undesirable

behaviour which is exhibited by many employees and try to convert negative behaviour

into positive one (Sharkie, 2009). Managers can use misbehaviour to their advantage in

allowing it to occur and then reinforcing what behaviour should be, this way, employees


are constantly reminded about hierarchies within the organization and it becomes a

learning process for the employee.

However, tolerance of behaviour can lead to uncertainty in what is acceptable and

unacceptable, therefore ambiguities can occur. This goes to show that management

behaviour and the way managers define misbehaviour can cause complexities in itself as it

is a very subjective issue. Managers need to find consistency in the way they define and

deal with misbehaviour in order for them to be a clear understanding amongst the

workforce of the behaviour expected of them (Sharkie, 2009).

Kiefting and Frost (1985) have taken this into account in providing us with a three

perspective framework which does not exclude the ambiguity within the research of

organizational behaviour. It provides different insights into organizational culture, insights

which aims to provide a less bias view of culture.

Motivation is originated from a variety of resources (needs, cognitions and

emotions) and refer to which processes energize behaviour in multiple ways such as

starting, sustaining, intensifying, focusing and stopping it (Reeve, 1996).

Human behaviour is already in scripted into an individual before they are employed

in an organization due to their culture and to change this is extremely difficult and to

change a whole workforces ' behaviour is almost impossible.

Trust as mentioned earlier always remains the most crucial element in the

organization when it comes to the employee performance and this is always above

expectations (Sharkie, 2009; Torlak and Koc, 2007) and the organizations need to make

sure that the employees always performed well. The management is also held the

responsible to support the employees and it can be done only by sustaining a culture with

trust and knowledge sharing among the employees for better relationships trust and

performance (Cohen and Prusak, 200 l ).

2


1.2 Background of the Study

At the end of the 2003 war in Iraq, the infrastructure was seriously degraded. The

majority of the population had limited or incapable access to necessary basic services. The

Ministry of Municipalities and Public Works (MMPW) has been playing a vital role in the

sectoral challenges. It is responsible for delivery of safe drinking water, environmental

sanitation (waste water and solid waste) services, urban development, municipal road

works, and public land management. Currently, the Ministry has offices in 266

municipalities in fifteen of the eighteen govemorates in Iraq (MMPW, 2013).

The three Govemorates of the Iraqi Kurdistan Region, Dohuk, Erbil, and

Sulaimaniyah, are affiliated but administered separately. More than 40,000 employees

serve in the Ministry of Municipalities and Public Works working at over 600 locations.

The national general directorates provide administrative, financial and technical support to

each Govemorate and municipality. They are responsible for overseeing water distribution

systems, sewerage, and other municipal services. They oversee installation and

maintenance of water and sewerage treatment facilities. And they also set and oversee the

standards for design and operation for all municipal services, such as refuse collection,

municipal roads, cemeteries, abattoirs, and public parks (MMPW, 2013). Hence, the first

purpose of this study was to examine the employee extra role behaviour in (MMPW) in

Iraq, and more specifically, to explore the fundamental components of an employee extra

role behaviour in the ministry, and to identify and determine the four factors: ( 1) Rewards

expectation, (2) Management Values, (3) Psychological Support and (4) Trust in

Management that may be related to such behaviours.

3


1.3 Problem Statement

Employee behaviour cannot be monitored every minute of the day; it would not be

cost effective. Therefore management often have a misperception or do not know of the

patterns of behaviour within the workforce. Behaviour, or misbehaviour, can only be

known when it is seen, unless there are employees who are very loyal towards their

managers and willing to report misbehaviour. Behaviour becomes more complicated when

misbehaviour is overlooked by management. This could be due to a number of

reasons: apart from lack of care, it may seem that the cost of eliminating the misbehaviour

may be more than the cost of eliminating it, therefore, it is dismissed. Also, the tolerance of

misbehaviour may be seen as a good thing (Conway et al, 2004). As mentioned earlier the

MMPW has more than 40,000 employees. It's become hard for the ministry to monitor the

pattern of behaviour of each employee. In addition the ministry responsibilities have been

increased compared with the years before 2003 where the country is under reconstruction

programs.

1.4 Significance of the Study

Human resource practices are mechanisms through which the human capitals of the

firm are acquired. Human capital helps (HR) managers to keep the employees motivated,

maintained and acquired. (HR) practices have many positive impacts on the firm. HR

options are investments in the human capital pool of an organization that provide the

capability to respond to future contingent events. Employee Trust in an organisation is very

important and a lot of emphasis from the top management has to be laid in this areas so

that the employees are also motivated.

4


A company needs its managers to manage properly its human capital and human

assets under various circumstances. Risks in returns for investments in human capital

cannot be ignored and to do so would result in greater, rather than less variability in

relationships with employees over time. (HR) options generate the capability for use

managing changes incriminatingly. The extent use of (HR) options and their usefulness

will depend upon the extent of risks associated with the human capital of the firm. The

employee trust in the organisation is very essential. This research study will be very useful

for the students pursuing HR related courses and also for many HR professional and

management organisations to understand the importance of trust and the importance of

human assets in the organisation.

1.5 Research Question

The following are the research questions used in this research study;

1. What is the employee, extra-role behaviour concepts and how can influence m

overall organization performance?

2. What are the common key factors that influence employee, extra-role behaviour

and how to determine these factors?

3. Is there any practical value for employee, extra-role behaviour and its influence key

factors conceptual framework in Ministry of Municipalities and Public Works in

Iraq?

4. Will the validation of the conceptual framework for employee, extra-role behavior

be effective in improving the efficiency of the employee and be useful in Ministry

of Municipalities and Public Works in Iraq?

5


1.6 Research Objectives

The following are the research objectives used in this research study:

I. To explore and identify the employee, extra-role behavior concepts and it necessity

for organization.

2. To study the effect of four key factors: Rewards expectation, management value,

Psychological support and trust in Management, towards employee, extra- role

behavior.

3. To examine how these factors support the employee, extra role- behavior m

(MMPW) in Iraq.

4. To propose a conceptual framework for employee, extra-role behavior.

5. To ensure the employee extra-role behavior framework its "correctness," and make

it useful to provide guidelines for future developments in Ministry of Municipalities

and Public Works.

1.7 Scope of the study

The scope of the study is examining the extra role-behaviour of the employees in

the Ministry of Municipalities and Public Works in Iraq by identifying the four factors:

Rewards expectation, Management Values, Psychological Support and Trust in

Management that may be related to such behaviours.

6


1.8 Organisation of thesis

Figure 1.1 illustrates the overall organisation of the report are as follow :

The chapter one of the research study have discussed about the purpose of carrying

out this research where the researcher discusses about the various goals and objectives of

the research study. The researcher clearly mentions the problem statement and the

significance of carrying out this research study. The chapter two for the research study is

about the views expressed in the past by various researchers on this given subject. The

researcher has critically analysed the view and comments of the previous researchers on

this given subject. The chapter three of the research study have presented the various

methods of data collection to be used in this research methodology. The research will make

use of primary data and secondary data methods to collect the information which is

required for carrying out this research. Formulating the research framework and

developing the research questionnaire based on previous study which was done by (Reychav

and Sharkie, 2010) (Chapter 3 ). Figure 1.1 shows the research Methodology Organisation.

Formulating A Research The Survey Research Procedures Questionnaire Framework

,__ r----. I-+

.L

Reliability Sampling The Sample Analysis of Data Techniques

-+ Design

'---J H

Figure 1.1: Research Methodology Organisation

7


The chapter four of the research study have focused on the analysis of the gathered

information. The gathered information is analysed using the statistical software package

SPSS. The analysis of the Independent Variables (Rewards expectation, Management Values,

Psychological Support and Trust in Management) and their impact on the dependent Variable

(Employee Extra Role Behavior). Figure 1.2 depicts the organisation of analysis.

Independent Dependent Mean Factor Variables Factor Variables Factor Scores for Analysis Analysis Independent

- Variables -- -

• Mean Factor Overall Perception Data Findings Scores for Towards -- -Dependent Employee Extra Variables Role behvior

Figure 1.2: The Organisation of Analysis

The chapter five of the research study is presented the findings, conclusion and

from the research study. The researcher mentions his findings of the research and the

recommendations for the future researchers in that chapter.

1.9 Limitations

The research study is limited to Ministry of Municipalities and Public Works in lraq

only. This study was conducted with a moderate sample size. From a sample of 250

questionnaires were collected and analysed. However, based on the sampling technique

8


used, the number of sample is sufficient, and indeed it is big enough to run a robust

statistical analysis (Balian, 1994). The study was about the employee role behaviour in the

Ministry of Municipalities and Public Works

1.10 Summary

Chapter one provides the reader with problems and the background information of

the study, which has to be carried out. The chapter focuses research objectives however,

the main objective was to identify and examine the factors affecting the extra role

behaviour among the employees of the Ministry of Municipalities and Public Works in

Iraq. This chapter also discusses the problems, which are to be analysed later, and the

research objectives. The reason behind this paper was discussed in this chapter. The

research paper was limited to the employee of the Ministry of Municipalities and Public

Works in Iraq.

9


CHAPTER2

LITERATURE REVIEW

2.1 lntroduction

Today the Modem organizations operate based on team-oriented and independent

work structures rather than individualized and centrally controlled. This structure has

significant positive influence on the cooperation and initiative among employees

(llgen & Pulakos, 1999).

Based on that, many of organization's managers were focused on employees as one

of the most important assets of any organization. They recognized that the employee

behaviour playing a crucial role in overall effectiveness of the organization, and they

developed effective strategies to motivate their employees to engage in activities that will

help in the achievement of predetermined organizational goals (Chiboiwa et al. , 2011 ).

In addition, the organization should motivate their employees to go further than their

formal job responsibilities, which are called extra-role behaviour or Organizational

Citizenship Behaviour (OCB). Extra-role behaviour is defined as individual behaviour 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" (Organ, 1988, p.4).

For the last decades' employee, "Extra-role behaviour becomes an important issue

in the field of management; several Researchers and organizational managers have shown

high interest in organizational behaviour, and most of these studies that have reported that

the extra-role behaviours enhanced organizational outcome's level, include reduced level of

10


cost, satisfaction of customers, increased efficiency and productivity. (Hoffman et al. ,

2007; LePine et al. , 2002).

However, the main purpose of this chapter is to review the relevant literature that

underpins this research and also describes how it is related to existing work. It starts by

reviewing and discussing issues surrounding employee behaviour, including its concept,

the theories and the critical factors , including that is an extensive review of previous

studies and recent researches on employee extra-role behaviour.

2.2 Intrinsic Job Motivation

Motivation involves an internal processes that diastoles behaviour with energy and

direction. Reis and Leticia, (200 l) proposed that throughout the years, two pathways were

used to motivate people at work, by fear and punishment or by understanding. When there

is a satisfaction towards the job, several benefits appear as low absenteeism, low turnover,

and high productivity (Reis & Leticia, 200 l ), and it will help the institution run efficiently

as well. Employers need motivated employees to accomplish survival. They are more

productive, more loyal and more effective to the organization. To be effective, managers

need to understand what motivates them within the context of the roles they perform.

Befort and Hattrup (2003) found that the motivational components of the organization are

effecting positively on the extra-role behaviour of the employees.

Some previous research shows that financial motivation may not be the best

incentive to stimulate idea generation. The intrinsic job motivations are more important to

trigger non-routine behaviours than extrinsic rewards. Amabile ( 1988) suggests that avoid

using money to "bribe" people to come up with innovative ideas. However, as intrinsic job

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