Subjective Well-Being As A Predictor Of Organisational Citizenship Behaviour: Evidence From The Indian Service Sector
DOI:
https://doi.org/10.69935/p4q7b180Keywords:
subjective well-being, organisational citizenship behaviour, organisational culture, Indian service sector, BPO, KPO, employee behaviour, workplace psychologyAbstract
Modern Indian service industry is dependent on the behaviour of the employees that is often beyond the mandate as prescribed. Both technological competence and voluntary and cooperative employee work activism keep the service continuity, team coordination, and customer satisfaction in BPO and KPO organisations. These behaviours also known as organisational citizenship behaviour (OCB) are the most crucial in the high-paced services environments.
This study explores the relationship between organisational culture and subjective wellbeing of workers in the Indian outsourcing industry with a particular focus on the extent to which it influences organisational citizenship activity of workers. Our research strategy was a quantitative one, and our primary data are the survey of 200 individuals employed by BPO and KPO corporations in big cities across India. The subjective well-being, organisational citizenship, and culture were measured using standardised and validated measures. In SPSS, all the moderation, regression, and correlation studies were conducted. There are positive relationships between organisational citizenship behaviour and subjective well-being. Employees who were psychologically healthy had increased chances of volunteering, cooperating and being prosocial. The findings also reveal that the organisational culture is an important contextual factor, which supports the positive influence of well-being on discretionary employee contributions in supportive and participative organisational contexts.
The paper emphasises the fact that employee well-being is not just a personal psychological performance, it is an organisational asset that influences the effectiveness of behaviour. Service-sector organisations can ensure that cooperation and disengagement are mitigated by creating favourable cultural conditions and well-being programs which help to sustain performance in the long term. The results can be employed by human resource professionals, business executives and government officials in India in their effort to enhance service delivery by people being the key consideration.
References
1.Blau, P. M. (1964). Exchange and power in social life. Wiley.
2.Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organisational culture: Based on the competing values framework (3rd ed.). Jossey-Bass.
3.Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
4.Diener, E. (1984). Subjective well-being. Psychological Bulletin, 95(3), 542–575. https://doi.org/10.1037/0033-2909.95.3.542
5.Diener, E. (1985). The satisfaction with life scale. Journal of Personality Assessment, 49(1), 71–75. https://doi.org/10.1207/s15327752jpa4901_13
6.Diener, E., Oishi, S., & Lucas, R. E. (2003). Personality, culture, and subjective well-being: Emotional and cognitive evaluations of life. Annual Review of Psychology, 54, 403–425. https://doi.org/10.1146/annurev.psych.54.101601.145056
7.Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226. https://doi.org/10.1037/0003-066X.56.3.218
8.Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations (2nd ed.). SAGE Publications.
9.Ilies, R., Scott, B. A., & Judge, T. A. (2006). The interactive effects of personal traits and experienced states on intraindividual patterns of citizenship behavior. Academy of Management Journal, 49(3), 561–575. https://doi.org/10.5465/amj.2006.21794672
10.Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376
11.Kline, R. B. (2016). Principles and practice of structural equation modeling (4th ed.). Guilford Press.
12.Lyubomirsky, S., King, L., & Diener, E. (2005). The benefits of frequent positive affect: Does happiness lead to success? Psychological Bulletin, 131(6), 803–855. https://doi.org/10.1037/0033-2909.131.6.803
13.Lyubomirsky, S., & Layous, K. (2013). How do simple positive activities increase well-being? Current Directions in Psychological Science, 22(1), 57–62. https://doi.org/10.1177/0963721412469809
14.Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52. https://doi.org/10.1006/jvbe.2001.1842
15.Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.
16.Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513–563. https://doi.org/10.1177/014920630002600307
17.Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122–141. https://doi.org/10.1037/a0013079
18.Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891. https://doi.org/10.3758/BRM.40.3.879
19.Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
20.Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71–92. https://doi.org/10.1023/A:1015630930326
21.Steel, P., Schmidt, J., & Shultz, J. (2008). Refining the relationship between personality and subjective well-being. Psychological Bulletin, 134(1), 138–161. https://doi.org/10.1037/0033-2909.134.1.138
22.Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 18, pp. 1–74). JAI Press.
23.Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601–617. https://doi.org/10.1177/014920639101700305
