Organisational citizenship behaviour, exploring enablers within organisational culture from an employment perspective

  • Tzu-Hui Wang

Student thesis: Doctoral Thesis


In order to cope with unexpected service challenges, it is probably inevitable that frontline employees need to exercise extra-role behaviour during service encounters. According to Organ (2006), such extra-role behaviour is described as Organisational Citizenship Behaviour (OCB). Baum (2006) and Cheung (2006) suggest that the nature of organizational culture can foster and encourage this notion of Organizational Citizenship Behaviour (OCB) within a company. However, it has been argued that organisational culture studies still remain limited in service operations (e.g. Chen et al., 2012). The case organisation for this qualitative study is of one of Fortune magazine's list of the 100 Best Companies to Work For, ranking 91 in 2014, and from an employment perspective, is used to shed light on the unique culture that underlines the execution of extra-role behaviour and how organisational culture can impact upon OCB. Frontline employees were selected from Room Divisions of three hotels located in England and the Republic of Ireland. Semi-structured interviews were employed as the research method and template analysis (King, 2014) was adopted for the process of data analysis. From a qualitative perspective, the contribution of this thesis is an attempt to uncover factors embedded within organisational culture in order to contribute in an understanding of frontline staff's OCB. Extending previous research that studied the relationship between organisational culture and employee performance (e.g. Ro and Chen, 2011), this research argues that organisational culture plays a key role influencing frontline employee performance with a focus on managerial empowerment, organisational politics, and trust. Extending Cheung et al.'s (2012) research in terms of managerial empowerment and employee productivity, the present study suggests that managerial empowerment has an impact upon OCB. This research suggests that OCB can be fostered and developed in a positive and open political work environment. Cheung et al. (2012) argue that trust is seen as a key factor enabling managerial empowerment. Extending Cheung et al.'s (2012) argument, the present study supports the argument that trust is a key consideration in fostering OCB. Finally, this study addresses the implementations of managerial approaches in developing and fostering frontline employee OCB in the upscale hotel sector.
Date of Award6 Feb 2015
Original languageEnglish
Awarding Institution
  • University Of Strathclyde

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