International Journal of Civil Engineering and Technology (IJCIET)
Volume 10, Issue 03, March 2019, pp. 1119-1131. Article ID: IJCIET_10_03_108
Available online at http://www.iaeme.com/ijciet/issues.asp?JType=IJCIET&VType=10&IType=03
ISSN Print: 0976-6308 and ISSN Online: 0976-6316
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ORGANISATIONAL CITIZENSHIP BEHAVIOUR
AND ITS INFLUENCE ON SMALL SCALE
BUSINESSES STRATEGIC PERFORMANCE IN
NIGERIA
Ojebola, O.Oluwatunmise, Osibanjo, A.Omotayo, Adeniji, A.Anthonia, Falola,
H.Olubusayo, Salau, O.Paul and Adeoye, F. Loveth
Business Management Department, College of Business &Social Sciences, Covenant
University, Km. 10, Idiroko Road, Canaan Land, Ota, Nigeria.
*Corresponding Author
ABSTRACT
Organizational citizenship behaviour (OCB) is essential for the sustainability of
any organization in the 21st century because of its potential outcomes which include
increased productivity, efficiency, customer satisfaction, reduced cost, reduced
employee turnover rate to mention but a few. This study examines how OCB can
influence employee satisfaction of small firms in Nigeria context. A survey was
conducted with selected employees of small scale firms in Nigeria. A descriptive
research method (Structural Equation Modeling) AMOS (20) was used to analyze 120
copies of valid questionnaire completed by the respondents using stratified and simple
random technique. The study however indicated that fostering OCB practices in the
work environment of small scale firms can influence employee’s satisfaction.
Specifically, sportsmanship and conscientiousness behaviour were the highest variable
that significantly influenced employee satisfaction while others did not significantly
influence employee satisfaction. Recommendations were however made on how small
scale firm’s managers can foster OCB practices in their work environment.
Keywords: Discretionary behaviour, Employee satisfaction Organisational Citizenship
Behaviour, Small scale business.
Cite this Article: Ojebola, O.Oluwatunmise, Osibanjo, A.Omotayo, Adeniji,
A.Anthonia, Falola, H.Olubusayo, Salau, O.Paul and Adeoye, F. Loveth,
Organisational Citizenship Behaviour and its Influence on Small Scale Businesses
Strategic Performance in Nigeria, International Journal of Civil Engineering and
Technology, 10(3), 2019, pp. 1119-1131.
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Organisational Citizenship Behaviour and its Influence on Small Scale Businesses Strategic
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1. INTRODUCTION
The strategic importance of small scale businesses in any country cannot be overemphasized,
because they contribute to the main sustenance of the economy as a result of their capacity in
enhancing both human welfare and economic output (Kehinde, Abiodun, Adegbuyi &
Oladimeji, 2016). However, small scale businesses success depends to a larger extent on the
quality of human resources that are available but unfortunately, most small scale businesses
pay minimum attention to human resources management (HRM) practices (Aruna, 2014).
Obviously, one of the major challenges confronting small scale businesses in Nigeria is their
inadequate managerial capacity, which also encompasses human resource management
(HRM). This could be attributed to their inability to practice HRM activities due to lack of
knowledge, finance, and managerial skill, which results in engaging informal HR practices
(Gilbert & Jones, 2000).
Proper management of an organisation human resource is strategic to business survival and
productivity because human resource practices are essential for small firms as they largely
depend on human capital (Aruna, 2014). As a result, organizational citizenship behaviour
(OCB) which is referred to as extra role behaviour employee’s exhibit is essential to small scale
business sustainability. In China for instance, extant literature shows that organisational
citizenship behaviour have significant impact on both the state and private organisations (Hua
& Mingchuan, 2011). Basically, average percentage of an organisation workforce merely put
in their time to work and about thirty percent are committed to work while others display their
dissatisfaction through counterproductive behaviours like driving away customers (Amadi,
Jaja, & Ukoha, 2017).
Organisational citizenship behaviour
include altruism, civic virtue, courtesy,
sportsmanship and conscientiousness which often lead to organisational outcomes like
increased customers satisfaction, increased productivity, efficiency, reduced cost and turnover
rate, reduced absenteeism when practiced by employees (Podsakoff, Whiting, Podsakoff &
Blume, 2009).
Extant literatures on OCB largely focused on large private and public entities but limited
research has been conducted on its influence on small scale industries particularly in the Nigeria
context. It is on this premise that this study intends to investigate the influence of organisational
citizenship behaviour on small scale businesses performance in Nigeria context.
1.1. Statement of the Research Problem
Small scale businesses in Nigeria are faced with numerous challenges like poor managerial
competence, high failure rate, deficiency in strategies and strategic leadership, inadequate
HRM practices and so on (Acho & Abuh, 2018). Moreso, organisations neither small nor large
can survive nor prosper without its workforce behaving as good citizens and engaging in
positive behaviours (Spatiraj& Shivani, 2017).
However, most studies on OCB in Nigeria mainly carried out their studies in large public
and private organisations but scant studies were carried out in the small scale business sector.
Therefore, this study focuses on the relationship between independent variables of
organisational citizenship behaviours namely altruism, courtesy, civic virtue,
conscientiousness and sportsmanship and employee satisfaction which is one of the constructs
of an organisation strategic performance (Santos & Brito, 2012).
1.2. Research Objectives
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The general objective of this study is to determine if there is any relationship between
organisational citizenship behaviours and strategic performance i.e. employee’s satisfaction of
small scale businesses in selected small scale business in Lagos, Nigeria. Specifically, the study
further aim to:
i. examine how altruism behaviour influences employee’s satisfaction of small scale
businesses in Nigeria.
ii. determine how sportsmanship behaviour influences employee’s satisfaction of small
scale businesses in Nigeria.
iii. examine the effect of civic virtue behaviour on employee’s satisfaction of small scale
businesses in Nigeria.
iv.
analyse how courtesy behaviour enhances employee’s satisfaction of small scale
businesses in Nigeria.
v. investigate if conscientiousness behaviour influences employee’s satisfaction of small
scale businesses in Nigeria.
1.3. Research Questions
Based on the problem statement, the following questions were formulated to guide the study:
i. To what extent can altruism behaviour influences employee’s satisfaction of small scale
businesses in Nigeria?
ii. In what ways does sportsmanship behaviour influences employee’s satisfaction of small
scale businesses in Nigeria?
iii. To what extent can civic virtue behaviour affects employee’s satisfaction of small scale
businesses in Nigeria?
iv.
In what ways does courtesy behaviour enhances employee’s satisfaction of small scale
businesses in Nigeria?
v. To what extent does conscientiousness behaviour influences employee’s satisfaction of
small scale businesses in Nigeria?
2. LITERATURE REVIEW
2.1. Organisational Citizenship Behaviour Defined
Organisational citizenship behaviour is essential for the existence and sustainability of any
organisation (Veronica & Indradevi, 2014). The concept of OCB was first introduced by
Bateman and Organ (1983) as referenced by Akinyemi (2012), as employee’s discretionary
behaviour that is not directly or explicitly recognized by the formal reward system and in
essence promotes the effective functioning of the organisation. Uzonwanne (2014) defines
OCB as individual behaviours of willingness not based on others which increases
organisational performance. It is noteworthy that in this 21st century, organisations are
operating in a dynamic work environment and human resources who are willing to participate
in successful changes without formal requirements are inevitably needed for the success of the
organisation (Shahrouz, Mahdi & Marjan, 2016). The importance of any organisation
combining both positive stipulated role and extra role behaviours like OCB cannot be
underestimated because organisations that do not encourage OCB are referred to as fragile
social system (Okechukwu, 2017).
Fostering OCB by adequately motivating employees to ensure both individual and
organisational performance is critical to success. This is because OCB are behaviours that run
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beyond the formal expectations of functions but are crucial and necessary for organisational
survival (Shahrouz, Mahdi & Marjan, 2016). It is therefore inevitable for managers of
organisations including small scale businesses to promote OCB in their organisation by
fostering positive organisational climate, enhancing fairness and equity and improving
communication channels with employees because it promotes healthier and more successful
organisation (Barnabas, Ngozi, Tobias, Solomon & James, 2013). Another significance of
OCB is that it entails all forms of employee’s behaviour willingly exhibited to improve
organisational performance and outcome (Olowookere, Adejumo & Godwynss, 2015).
Undoubtedly, one of the determinants of organisational survival and performance is the
presence of organisational members who contribute to the functioning of their organisation by
engaging in extra role and voluntary behaviours like OCB (Serife, 2016).
2.2. Taxonomy of Organisational Citizenship Behaviour
Organ (1988) as cited by Uzonwanne (2014) identified OCB to include altruism,
conscientiousness, sportsmanship, courtesy and civic virtue. Altruism can be defined as
discretionary behaviours that have the effect of helping a colleague facing an organisational
work related problem. This process emphasizes helping a colleague solve individual task
problems. Altruism also refers to a helping behaviour that is rendered willingly by an employee
to assist co-workers or new employees accomplish given tasks (Andoaver & Earnest, 2013).
Examples of altruism include but not limited to helping beginners in getting used to work,
sharing the work burden of fellow workmen, and helping organisational customers.
However, conscientiousness behaviour influences a person to perform a particular task
beyond the organisation expectation (Rouholla, Mohammed& Ali, 2010). This may involve an
employee working overtime in order to complete an assigned task and not demanding overtime
payment. Sportsmanship can be described as staying away from actions that can extend to
unfavourable tension in an organisation and encouraging synergistic work climate within the
organisation against any adverse incidents (Podsakoff, Mackenzie, Paine, & Bachrach, 2000).
Sportsmanship behaviour also includes defending the prestige of the organisation at all times
(Polat, 2009).In addition, courtesy according to Uzonwanne (2014) refers to behaviours that
are directed towards prevention of future problems. It is a discretionary behaviour that ensures
prevention of work-related conflicts with colleagues at work. It involves consulting or
considering others before taking an action (Olowookere, Adejuwon&Godwyns, 2015).
Nevertheless, civic virtue involves behaviours that indicate employee’s deep concerns and
active interest in the life of the organisation (Law, Wang & Chen, 2005). It entails engaging in
voluntary organisational activities and functions like attending meetings regularly, making
contributions and suggest strategies that can make the organisation move forward.
Another dimension of OCB was proposed by Williams & Anderson in (1991) when they
categorized OCB into organisational citizenship behaviour individual (OCBI) and
organisational citizenship behaviour organization (OCBO). They posited that OCBI are
behaviours directed towards other individuals in the organisation like altruism that involves
assisting a new or coworker solve work related problems while OCBO is directed towards the
organisation with behaviours like conscientiousness which influences an employee to perform
given task beyond organisation expectation without expecting reward (Williams and Anderson,
1991).
2.3. OCB and Strategic Performance of Small Scale Businesses
Small scale businesses can only be defined by quantifiable measures such as investment value,
number of workers employed, annual turnover (sales), and the asset value of the enterprise or
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a combination of these measures (Arinze, Uche & Ebele, 2014). For instance, Arinze, Uche &
Ebele (2014) opined that an enterprise can be classified as small scale business only when they
employ five hundred workers or less. The definition of small scale enterprise is relative and
dependent on the nature of the present economic activity and geographical location. In United
States for instance, small scale enterprises are expected to have fewer than five hundred
employees within twelve months period in non-manufacturing industries. However, in Europe,
two hundred and fifty employees or less, while in Asia, one hundred employees or less, and in
Africa, one hundred or less (Kehinde, Abiodun, Adegbuyi & Oladimeji, 2016). In addition, it
has been argued that small scale businesses are more labour intensive than medium and large
organisations, thus labour is an integral component of small scale businesses (Muritala,
Awolaja & Bako, 2012).
However, Aruna (2014) asserted that small scale businesses pay less attention to the human
side of their business and underestimate the contributions of their employees to the business
performance. Small scale businesses are expected to create a work climate that will enhance
OCB among its employees to achieve a better organisational performance. The extra role
performance where an employee performs his duties beyond the expectation of the employer
is known as OCB that will benefit the organisation as a whole. Achieving a better performance
is the ultimate goal of every business organisation and the main factor that distinguishes an
effective organisation from a non-effective organisation is the employees (Patiraj & Shivani,
2017). Organisational citizenship behaviour is influenced and closely related to the behaviour
of the employees and how to foster such behaviour is the job entrepreneurs must get done to
enhance organisational performance. Nevertheless, the impact of extra role behaviours like
OCB is inevitable for organisations seeking improved performance and productivity (Hua &
Mingchuan, 2011). It is important to note that the overall health of an economy mainly depends
to a significant extent, on the health of the small scale enterprise sector of the country
(Lingesiya, 2012). Moreso, organisational citizenship behavior is a performance process that
supports the social and psychological environment where task performance takes place to
ensure organisational success (Organ, 1997).
Figure 1 Strategic Performance Measurement Model Santos & Brito (2012)
Strategic performance as depicted in Fig.1 include the following indicators like customers’
satisfaction, employees’ satisfaction, environmental performance and social performance
(Santos & Brito, 2012). Satisfaction of small scale businesses stakeholders can be substantially
linked to customers’ and employees’ satisfaction due to their capital outlay, production
capacity, structure, and number of employees. However, the scope of this study limits our area
of focus to employee’s satisfaction because; most small scale businesses pay minimum
attention to human resources management (HRM) practices (Aruna, 2014).
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Thus, examining the four indicators of strategic performance can be tested using large scale
enterprises. Furthermore, past studies used both the subjective and objective methods to
measure organisational performance but it has also been justified that subjective measures
reliably reflect objective performance (Luo & Park, 2001). Subjective measures are perceptions
collected from organisational members and stakeholders, which also reliably represent
objective performance. Subjective measures of small scale enterprise indicators include nonfinancial indicators while objective measure includes financial indicators. However, financial
indicators of small scale enterprise are often non comparable because of different calculations
and contents of basic financial statements (Lekovic & Maric, 2015). Nevertheless, Clement
and Bee (2004) identified three reasons why subjective performance measure is better than
objective performance measure. They opine that objective performance measure cannot
provide objective information on small scale businesses especially in the first year. Moreover,
accounting data in small scale sector are very complicated for interpretation and if sample is
formed by enterprise in different economic branches, the circumstances of the individual
economic branches will have a significant influence on accounting data. Satisfied employees
foster a chain of positive actions which result in an improved organisational performance
because employee satisfaction is a measure of how happy workers are in their work
environment which makes them more loyal and productive (Alam, Sameena & Puja, 2012).
More so, it has been observed that satisfied employees frequently display organisational
citizenship behaviours (Pavalache-Ilie, 2013). OCB influence on the success of small scale
businesses cannot be overemphasized because these behaviours lubricate the social machinery
of an organisation, thus providing the flexibility needed to work through many unforeseen
contingencies and assist employees in an organisation deal conveniently with issues of
interdependence on each other (David & Thomas, 2008). Therefore, we like to present the
following schematic model as depicted in Fig. 2 in which our hypotheses were drawn.
Figure 2 Schematic model
2.4. Altruism and Employee Satisfaction
Altruism is the willingness of an employee to help his colleagues which also include the
selflessness of an employee towards his organisation. According to Muhammad (2012)
altruism include behaviours like helping a colleague who has been absent from work, assisting
colleagues with heavy workloads, providing help and support to new colleagues, and
emphasizing group concern over individual. However, Alam, Sameena, & Puja (2012) opined
that having good relationship with colleagues in workplace enhances workers satisfaction.
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More so, Rahman, Mushaireen, Harnizam, Razman, & Khazarinah (2011) postulated that a
supportive environment will undoubtedly foster employee satisfaction. From this premise, we
therefore hypothesize that:
H1Altruism behaviour has positive influence on employee satisfaction.
2.5. Conscientiousness and Employee Satisfaction
Conscientiousness refers to dedication to work, aspiration to perform beyond the formal
requirements in punctuality and conservation of resources (Khadija, Mirza, & Sami, 2014).
Examples of conscientiousness behaviours include arriving work early and leaving late, being
punctual in meetings and appointments, executing tasks on time, managing company resources
and making constructive suggestions. In addition, when organisations encourage employees to
participate in decision making, it fosters job satisfaction (Ali &Eren, 2015). Osibanjo, Salau,
Falola and Oyewunmi (2016) further opined that employee’s Recognition has positive
influence on employee level of engagement and job performance.
Nevertheless, when an employee suggestion or opinion is recognized, such process fosters
job satisfaction (Alam, Sameena, & Puja, 2012). We therefore hypothesize that:
H2: Conscientiousness behaviour has positive impact on employee satisfaction.
2.6. Sportsmanship and Employee Satisfaction
Sportsmanship behaviour demonstrates tolerance without complaining in the fewer manners
ideal circumstances or not making a big deal out of small matters (Zhang, 2014). More so,
sportsmanship behaviours are aimed at maintaining the status quo and enhancing social
harmony (Khadija, Mirza, & Sami, 2014). Sportsmanship is also referred to discretionary
organisational behaviour which contributes to organisational effectiveness and promotes a
highly positive work climate which fosters employee satisfaction (Mushtaq, 2015). Thus, we
hypothesize that:
H3: Sportsmanship behavior has positive effect on employee satisfaction.
2.7. Courtesy and Employee Satisfaction
Courtesy behaviour attempts to avoid potential problems with colleagues. It also include being
respectful towards colleagues, collaborating with those that might be impacted by ones
decisions (Mitonga, Flotman, & Cilliers, 2016). Courtesy behaviour also includes informing
colleagues in the organisation about changes that may affect their work. Courtesy basically
prevent people from suffering as a result of certain event and informing fellow workmen on
work schedule about issues that must be taken into consideration in advance (Polat, 2009).
Positive and friendly work climate like encouraging advisory and supervisory support can
foster employee satisfaction (Bowen & Ostroff, 2004). We hereby hypothesize that:
H4: Courtesy behaviour will positively influence employee satisfaction.
2.8. Civic Virtue and Employee Satisfaction
This behaviour indicates an employee constructive involvement in the political processes of
the organisation (Baker, 2005). It entails the active involvement of employees in addressing
organisational issues as well as problems and providing innovative solutions to foster
organisational growth and development (Kim, 2013). It also refers to commitment to the
organisation as a whole and its interest at the macro level like participating actively in
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administration such as suggesting ideas as to strategies organization can implore (Ali & Eren,
2015). Furthermore, civic virtue behaviour is seen as a source of social cohesiveness within the
workplace which is positively related to work performance (Umar, 2015). Therefore, we
hypothesize that:
H5: Civic virtue behaviour will positively affect employee’s satisfaction.
3. MATERIALS AND METHODS
Survey research method was used through the use of questionnaires for data collection in this
study. The use of this method can be justified from the opinion of Krueger & Casey (2000) that
it is efficient in collecting large amount of information as regards information such as past
behaviours, beliefs and attitudes which is relevant to the OCB. Data collected from this study
were from employees of selected small scale industries in Matori, Lagos, Nigeria. Matori small
scale industries were used because of the high concentration of small scales firms in the area
who are into diverse areas of production and service delivery.
One hundred and fifty (150) copies of questionnaire were administered to employees of
selected small scale firms using stratified and simple random techniques. However, only 120
copies were valid resulting in eighty percent (80%) of the questionnaires. The questionnaire
was divided into two sections; the first section sought for the demographic profile of the
respondents while the second section contains items that measure the studied constructs”. OCB
was measured using a 5-item scale adopted from (Podsakoff, Mackenzie, Moorman, & Fetter,
1990).
Specifically, 21 items measuring the different dimensions of OCB (independent variable)
such as altruism, conscientiousness, courtesy, sportsmanship and civic virtue were measured.
Scales 1-4 measured altruism dimension. Scales 5-8 scales measured the conscientiousness
dimension. More so, 9-13 measured the sportsmanship dimension. Item 14-17 measured
courtesy dimension and 18-21 measured civic virtue dimension. Each item measured was based
on 5Likert scale ranging from strongly agree (5) to strongly disagree (1). The Cronbach’s alpha
is .855 which is above the bench mark of 0.7 for measuring the reliability of the research
instrument. Nevertheless, responses were analyzed with the use of statistical package for social
sciences (SPSS) and structural equation modeling (SEM) Amos (20) version was adopted for
the use of analysis of the variable in order to determine the level of fitness.
4. RESULTS AND DISCUSSION
The demographic components of the respondents are illustrated in Table 1. The male gender
constituted 52.5% while the female gender was 47.5%. More so, age 26-30 represented the
highest number of percentage which is 36.7%; age 20-25 26.7% and 31-35 24.1% meaning that
most of employees in small scale firms are relatively young. In addition, 55% of the
respondents are married and they possess some level of experience in the sector. Furthermore,
42.9% of the respondents were first degree holders. This suggests that small scale firms
generate employment opportunities for majority of the graduates in any given economy as
validated by Acho and Abuh (2018). Sequel to the above, the sample may be acceptable with
reference to the distribution of the characteristics.
Table 1 Demographic Composition of the Sample
Characteristics
Gender
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Male
Female
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52.5
47.5
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Salau, O.Paul and Adeoye, F. Loveth
Age
Marital status
Educational qualification
Work Experience
20-25
26-30
31-35
36-40
41-Above
Single
Married
SSCE
OND/NCE
HND/BSC
Others
One month-1yr
2-5yrs
6-9yrs
10-Above
26.7
36.7
24.1
10.8
1.7
45
55
13.7
36.3
42.9
7.1
24.16
55
20
0.83
Source: 2018 Field Survey
As depicted in Fig.3, standardized estimates of the structural model outlined the path
coefficient scores of the observed variables in the study. It is observable that proximate
association exists amongst the tested variables in the coefficient scores attained (altruism,
sportsmanship, courtesy, civic virtue and conscientiousness).
Figure 3 Standardized Estimates of Structural Model
Table 3 shows that sportsmanship dimension of OCB has the highest significant influence
on employee satisfaction (2.732) followed by conscientiousness (2.384). Other dimensions
however influence employee’s satisfaction but not as significant as sportsmanship and
conscientiousness. Conscientiousness behaviour is regarded as discretionary behaviour that
goes beyond the basic requirements of the job and company’s expectation which fosters
performance. This behaviour is characterized by employee involvement to participate in the
affairs of the organization which gives employee’s a sense of belonging and make them happy
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(Irawanto, 2015). This suggests that adequate administration of sportsmanship as a dimension
of OCB will compel employee to be more productive. Similarly, good retirement benefits and
other incentives have been identified by Adeniji, Akinnusi, Falola and Ohunakin (2017) as
some of the factors that motivate employees to be productively involved and engaged. This
was also validated by Osibanjo et al. (2016).
More so, sportsmanship behaviour may have significantly influenced employee’s
satisfaction because it promotes a friendly and positive work environment. Employees of such
firms will be satisfied as opined by (Mustaq, 2015, Jacob, Ricardo & Fermin, 2015). Altruism
behaviour may however not influence employee’s satisfaction significantly when task conflict
and absence of empathy exist in an organisation. Furthermore, civic virtue behaviour which
encourages innovativeness may not have significantly influenced employee’s satisfaction
because some firms do not empower employees as established by Falola, Salau, Olokundun,
Oyafunke-Omoniyi, Ibidunni and Oludayo (2018) that empowered employees are motivated
and committed. The implication of this finding is that management of the organization must
pay attention to altruism behaviour of employees and come up with strategies that will help the
organization to promote job satisfaction. The inability of the organization to manage altruism
behaviour may lead to job dissatisfaction. This corroborates with the findings of Jacob, Ricardo
and Fermin (2015) and validated by Shahrouz, Mahdi and Marjan (2016).
Table 3 Regression Weights: (Group number 1 - Default model)
H1
DV
Emp_Satisfaction
<---
IV
Altruism
Estimate
.138
S.E.
.074
C.R.
1.586
P
.113
H2
H3
Emp_Satisfaction
Emp_Satisfaction
<--<---
Conscientiousness
Sportsmanship
.219
.277
.074
.087
2.384
2.732
.017
.006
H4
Emp_Satisfaction
<---
Courtesy
.035
.085
.381
.703
H5
Emp_Satisfaction
<---
Civic_Virtue
.129
.078
1.477
.140
Similarly, courtesy behaviour which intends to avoid problems through the use of
communication may not be fully engaged by small firm’s managers. Communication is
inevitable to strategic job performance because it helps in organizing human and other
resources in the organisation, motivates and creates a friendly climate as well as effecting
changes in the behaviour of the employees (Kehinde & Osibanjo, 2011, Barnabas et al, 2003).
5. MANAGERIAL IMPLICATIONS AND CONCLUSIONS
The main objective of this study examined the relationship between OCB and employee
satisfaction in selected small scale firms in Nigeria. It is evident from the study that OCB
positively influences employee’s satisfaction. The implication of this is that if management of
small scale firms give necessary attention to OCB, it will foster employees job satisfaction and
if employees are satisfied with their job, they will be more productive which will invariably
improve or enhance organisational performance. This study also provides insight into the five
dimensions of OCB such as altruism, sportsmanship, courtesy, civic virtue and
conscientiousness and its level of influence on employee’s satisfaction. The implication for
decision makers of small scale firms is that OCB practices in organisations can influence
strategic job performance (i.e. employee satisfaction). Decision makers should endeavor to
eradicate task conflict, encourage industrial harmony, promote employee involvement and
empowerment of employees. In addition, the management of small scale businesses in Nigeria
should also ensure free flow of communication within the work environment to optimize
employee satisfaction, job performance and organisational productivity.
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ACKNOWLEDGEMENT
The authors wish to acknowledge Covenant University for providing full sponsorship of this
research work through its Center for Research, Innovation and Discovery (CU-CRID).
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