A Comparative Analysis of Full-Time and Part-Time Employees of their Organizational

Commitment and Organizational Citizenship Behaviour

Abstract
The study aims to understand the behaviour of employees in the BPO industry which compares
the organizational commitment and their organizational citizenship behaviour with the help of
socio demographic factors. It is due to the fact that the BPO industry is one of fastest growing
industries in the country. It is due to this that the researcher of the study investigated the
organizational commitment, organizational citizenship behaviour of the call center agents. The
method of sampling would be non-purposive. A sample of 50 Filipino BPO employees will
answer a survey scale. The study will determine the organizational citizenship behaviour among
Filipino employees in the National Capital Region of the Philippines. The study may also verify
the difference and relationship between organizational citizenship behaviour and commitment in
full-time and part-time employees.
Keywords: Organizational Commitment, Full-Time Employees, Organizational Citizenship
Behaviour, Part-Time Employees, BPO

Introduction

Organizational commitment and organizational citizenship behaviour are topics of

interest in the industrial field although it has been a fact that there has been a lack of studies done

in the country of the Philippines. The BPO industry is known to be the new mainstream in the

Philippines. According to Baraka, Baraka & El-Gamily (2013), Philippines is known to be one of

the top countries when it comes to the BPO industry including India, China, Malaysia, and

Poland. In the year 2015, the news had stated that Philippines has surpassed India as the call

center capital of the world (The Philippine Star 2015; as cited in Anicker, M. & Garcia, D.

2016). In addition to this, during the year 2015 over one million Filipinos are estimated to be

employed by a BPO with projections that the employees can produce up to 24 billion dollars by

2016 (IBPAP, 2015). Philippines is now considered a fast growing country wherein the United

States companies are being attracted to it due to the fact that the Philippines has a cheap labor

1
cost (Jennings, The Street, 2015).

Psychologists, around the world have been interested in the organizational citizenship

behaviour for the reason that there has always been a conflict on whether or not it should be

rewarded. There have been little disagreements over definitional issues on whether or not

organizational citizenship behaviour is an extra role that an employee plays part in and whether

or not this phenomenon in the industry should be rewarded (Fox et. al, 2012). On the other hand,

organizational commitment and Job satisfaction are usually studied factors in the organization

(Bodla & Danish, 2009; Bodla & Naeem, 2009; Parker et al., 2005; Allen & Meyer, 1990).

which are the causes of an employee's performance. Organizational commitment has been

measured in the public sector, although, there is a lack of studies in the Philippines concerning

this variables. Mathieu and Zajac (1990) had suggested a difference in commitment levels that

may be the result of individual differences. Thus, commitment towards the organization depends

on individuals and the value they give towards the organization and its offerings. In example,

career opportunities offered by organizations, such as career development or training for

continuous development, it these things are valued by individuals (as well as enhance their future

career prospects) their levels of commitments will enhance as well. (Matheiu & Zajac, 1990; as

cited in Eslami & Gharakhani, 2012).

2
Organizational Commitment

The BPO industry is known to be the new mainstream in the Philippines. According to

Baraka, Baraka & El-Gamily (2013), Philippines is known to be one of the top countries when it

comes to the BPO industry including India, China, Malaysia, and Poland. In the year 2015, the

news had stated that Philippines has surpassed India as the call center capital of the world (The

Philippine Star 2015; as cited in Anicker, M. & Garcia, D. 2016).

According to Michael O' Malley (2000) it is stated in his book that, commitment

is derived from the Latin root which means 'to connect'. On the other hand, it is stated in the

Webster's Dictionary as 'the state or an instance of being responsible or emotionally impelled'.

Thus, people who are committed feel a type of connection which motivates people to maintain a

connection. We can therefore relate this to a relationship where there is commitment. How one

form commitment does: First, a person gets psychologically attached or emotionally bonded.

Both would feel understood, cared for, secure, and loved. The relationship would then become

emotionally gratifying. Second, the relationship needs a long-term focus, which would make

both parties to make sacrifices, to be altruistic. Third, there would be a high level of

predictability and dependability to the relationship. Both would have an idea of what their

partner would do and can count on the other to be available when needed. Fourth, to preserve a

relationship, both parties must make accommodating, and constructive responses when one has

been violated by the other.

Organizational commitment have taken different forms: the first form talked about is the

nature of commitment which defines the relationship between an employee and the organization

3
which can vary. The second form involves efforts to figure out among entities to which an

employee becomes committed (Meyer & Allen; 1997 as cited in Suma & Lesha, 2013). Meyer

and Allen (1990) proposed a three–component model of organizational commitment. It was

suggested that organizational commitment is the effect of all affective component, which refers

to the employee's' attachment to, what they identify with, and the involvement in, the

organization; the continuance component, refers to the commitment based on the expenses that

the employee associates with leaving an organization; and normative component, refers to

employees’ feelings of responsibility to remain with the organization (Suma & Leisha, 2013).

The term affective commitment (AC) were later coined by Meyer and Allen (1984) which would

describe an employee's attachment to an organization due to a belief and identification with the

goals of an organization. Organizational commitment has been a variable of interest and has its

own right with a variety of definitions that have been proposed (Mowday et al., 1982; Meyer et

al., 1998; as cited in Eslami & Gharakhani, 2012). Nevertheless, commitment is much more

different from motivation, for the reason that commitment influences behaviour independently

such as motives and attitudes which may then lead to persistence and a course of action even if it

so happens to have a conflict with motives (Meyer et. al., 2004; Meyer and Herscovitch, 2001; as

cited in Eslami & Gharakhani, 2012).

Regarding the impacts of employee engagement on organizational commitment,

Schaufeli and Salanova (2007) had studied work engagement and had found that when the level

of engagement increases the level of organizational commitment also increases which then

enhances the job satisfaction, thus producing higher performance that reveals a greater

demonstration of personal ideas, less absenteeism and lower turnover rates; also, this resulted in

4
improved health and security with proactive behaviour and learning motivations. Saks (2006)

had conducted a study that was considered important. 102 participants who were working a

variety of jobs and are in different organizations in Canada to test a model of antecedents and

consequences of a job engagement and organizational engagement. Results found that employee

engagement had represented a big role in the relationship between (job characteristics, perceived

organizational support, perceived supervisor support, rewards and recognition, procedural

justice, and distributive justice) and the consequences of such engagement (job satisfaction,

organizational commitment, intention to quit, and organizational citizenship and behaviour)

(Schaufeli and Salanova, 2007; Saks, 2006; as cited in Albdour & Altarawneh, 2014).

The interest and attention of organizational commitment literature was due to the idea

that there is a concept which is a significant part of an employee's psychological condition

because an employee, who demonstrates high organizational commitment, are thought to also

display behaviour like high job performance, and citizenship activities, which would later benefit

the organization. Organizational commitment defined, “The strength of an individual's

identification with, and involvement in a particular organization may be characterized by a

strong belief in and an acceptance of the organization's goals and values, willingness to exert

more effort on behalf of the organization and a strong desire to maintain an employee’s

membership in the organization” (Mowday, Porter, and steer, 1982; as cited in Albdour &

Altarawneh, 2014).

According to (Coopey, 1995) Organizational commitment is the agreement between

individuals of the organization and the organization itself. This is viewed as an important

element of an employee's psychological contract, which could be understood in the motivational

5
process of the social exchange theory and of course, reciprocity. There is considerable interest to

psychologists when it comes to these matters due to the fact that there is strong evidence that

there is in fact likes between commitment and favorable organizational outcomes. This form of

psychological contract is made by an employee in response to the benefits and rewards that are

provided by the organization (Angle and Perry 1983; as cited in Eslami & Gharakhani, 2012).

Organizational commitment plays an important role in terms of healthcare services due to

the fact that employees are the ones who play a big role in this industry. Employee commitment

is what increases the productivity of the organization thus making a hospital function more

effectively. (Bishwajit, M. Khumyu, A. & Boonyanuruk P, 2016).

Organizational Citizenship Behaviour

It had been proposed that in order for an organization to achieve its affective

organizational operation there would have to be three kinds of behaviours necessary: employee

willingness to remain with the organization, employee action that surpasses their job description,

and employee proactive behaviour beyond job responsibility. The first two are roles of the

employee which is necessary, whereas, the third goes beyond which includes cooperation among

colleagues, self-improvement and creating a positive organizational image (Smith et. al, 1983;

and Katz, 1964 as cited in Chiang and Hsieh, 2012). Organization Citizenship Behaviour as a

discretionary individual behaviour is not formally recognized by the reward system of an

organization. Despite the fact that there were some definitional inconsistencies, the employees

performing organization citizenship behaviours is commonly considered to be “going the extra”

mile. (Organ, 1988 as cited in Lomoya, Pingol and Teng-Calleja, 2015).

6
 The effort to define organizational citizenship behaviour has seen a long period of

controversy, with little agreement over the parameters, conceptualization and evaluation of the

construct. There have been little disagreements over definitional issues on whether or not

organizational citizenship behaviour is an extra role and whether or not this is rewarded (Fox et.

al, 2012).

OCB is another topic in the field of organizational behaviour that has received attention

due to the fact that it is said to play an important role in an organization's functioning which is

also similar to job satisfaction. (Moorman & Harland, 2002; Podsakoff, Mackenzie, Paine, &

Bachrach, 2000; as cited in Lamoya, Pingol, Teng-Calleja, 2015).In sorting 30 behaviours at

work, (Podsakoff et al; 2000, as cited in Lamoya, Pingol, Teng- Calleja, 2015) there had been

seven general themes in organizational citizenship behaviours which are: Helping behaviour,

sportsmanship, organizational loyalty, organizational compliance, individual initiative, civic

virtue, and self-development. Another approach that was used in classifying organizational

citizenship behaviours which were suggested another approach in classifying OCBs was

suggested by (Williams and Anderson, 1991 as cited in Lamoya, Pingol, Teng-Calleja) is

identifying the target of the particular organizational citizenship behaviour. This approach is

where the organizational citizenship behaviours are categorized as Organizational Citizenship

behaviour- Organization (OCBO), which is the behaviour that would benefit the organization as

a whole and Organizational Citizenship Behaviour-Individuals (OCBI) which refers to the

behaviour that directly benefits particular individuals in the organization.

A.The Three Component Model (TCM)

Meyer and Allen (1984, 1991, Allen & Meyer, 1990) developed the three component
7
model in order to combine other original commitment conceptualizations. Meyer and Allen

(1991) later argued that the three components of commitment would develop and have different

possible future effects for job behaviour.

Affective commitment is the emotional attachment an employee has towards an

organization. When there is a high level of affective commitment there is joy in the relationship

between the organization and the employee which would make them likely to stay. Continuance

commitment on the other hand, is when the employee feels that leaving the organization would

have a lot of consequences. For example, the employee would have felt that leaving the

organization would lead to a long time of unemployment. Normative commitment is when the

employee feels that it is the employee's responsibility to stay or staying would be the right thing

to do.

B. Social Exchange Theory

Social exchange theory as studied in social psychology is a concept that concerns social

changes as a process of interaction between employees and the organization. This theory is

usually used in the industrial setting to explain and analyze commercial transactions (Social

Work Degree Guide, 2017). According to Cropanzano and Mitchell (2005), it is the most

influential paradigms in organizational behaviour. Work is a give and take relationship between

an organization and an employee. When employees want to quit but decide to stay in the

organization. There is a possibility that they have determined the fact that despite the negative

thoughts they have on the organization, the benefits still outweigh the risks. The employees that

have decided to leave, on the other hand have most probably decided that there aren’t many

8
benefits that can make them stay.

1. What is the difference between the organizational commitment of a full-time and part-

time employee in terms of:

A. Affective Commitment

B. Continuance Commitment

C. Normative Commitment

2. What is the difference between the organizational citizenship behaviour towards their

organization and their co-workers?

Methods

Research Design

The study focuses on gathering statistical data which then generalized the data across a

group of employees from different companies in order determine the effect of organizational

commitment and organizational citizenship behaviour on full time and part time employees that

have been working in a BPO company, thus, the research design used would be Quantitative.

Quantitative design had been used for this study. Quantitative methods focuses on objective

measurements and statistical, mathematical, or numerical analysis of data which had been

collected through polls, questionnaires, and surveys or by using existing statistical data using

computational techniques. Quantitative research gathers these numerical data and then

generalizes it across groups of people. a group of employees from different companies in order to

determine the effect of organizational commitment and organizational citizenship behaviour on

full time and part time employees that have been working in a BPO (Babbie, E.R, 2010).

9
Participants

Respondents of the study were selected by purposive sampling as a data gathering

procedure. Purposive sampling is also known as judgement, selective or subjective sampling

which is a technique where a researcher relies on a criterion of qualifications when choosing the

respondents for this study (Purposive Sampling, 2016). Respondents were selected in a random

manner and not by company. Also, part of the criterion would be the fact that the participant had

to be within the age range of 20-49 years old, working in BPO industries located in the National

Capital Region of the Philippines for the convenience of the respondents as well as the

researcher.

Procedure

In collecting the data, the researcher sent out an email to about 200 respondents although

only 78 had replied and agreed to participate in the study. The participants’ age ranges from 20

to 49 years old. The marital status of the participants was considered as it may had been one of

the reasons that would affect the commitment of an employee. Before sending the respondents a

copy of the survey questionnaire, the researcher made sure that the informed consent was

explained thoroughly. The researcher made sure that the respondents understood that the data

gathered would be held with utmost confidentiality. Respondents who have participated in this

study were asked to answer a survey questionnaire via email.

Instruments

The instruments used for this study would be the Organizational Commitment Checklist

derived from Meyer, J.P. & Allen, N. J. (1990) which was used to measure the organizational
10
commitment of the respondents. In measuring the Organizational Citizenship Behaviour on the

other hand, the instrument used would be the Organizational Citizenship Behaviour Checklist

(42-Item) by Fox, S. & Spector, P. E. The OCB-C is designed to assess the frequency of

organizational citizenship behaviour of the employees. The OCB-C was designed to minimize

overlap with the scale of counterproductive work behaviour which was a limitation noted in prior

scales.

Data Analysis

The researcher separated the test results into two groups, namely, full-time and part-time

employees. The data was then computed for the average of each scale, the organizational

citizenship behaviour checklist were categorized into two which would be organizational

citizenship behaviour towards the organization and the organizational citizenship towards the co-

workers. The organizational commitment on the other hand were categorized into three

subcategories namely, affective, continuance, and, normative commitment. Once the average for

each group were computed, the results of both the groups were then computed and compared

using the t-test.

Results

Part-Time Employees
Organizational Citizenship
Organizational Commitment Behaviour
Affective Continuance Normative
Commitment Commitment Commitment OCB-O OCB-P
2.66 2.64 2.93 2.19 2.23
Fig. 1 Full-Time Employees

Organizational
Commitment
Full-time Part-time P-value
11
 3.04 2.66 0.436
2.93 2.64
2.09 2.93
Fig. 2 Computed Value for Organizational Commitment and Organizational Citizenship
Behaviour of Full-Time Employees

Part-Time Employees
Organizational Citizenship
Organizational Commitment Behaviour
Affective Continuance Normative
Commitment Commitment Commitment OCB-O OCB-P
2.66 2.64 2.93 2.19 2.23
Fig. 3 Part-Time Employees

Organizational
Citizenship Behaviour
Part-
Full-time time P-value
2.83 2.19 0.013
2.93 2.23
Fig 4. Computed Value for Organizational Commitment and Organizational Citizenship
Behaviour of Part-Time Employees

Discussion

There is no significant difference in the organizational commitment of the full-time and

part-time employees perhaps this would be due to the fact that there were more full-time

respondents rather than part-time employees, as stated earlier, a total of 200 emails were sent to

potential respondents and only 78 respondents had participated and have agreed to join the study

it is a fact that only 7 of 71 respondents had confirmed that they are part time employees while

the 71 respondents had confirmed to be full time employees. Thus, affecting the results of the

study. The organizational citizenship behaviour result, on the other hand, had a significant

12
difference, perhaps this may be due to the benefits the company offers as well as the culture.

According to Son (2016), when employees hit a wall but still decide to stay, it is obvious that

despite the fact that the employee does not like the company, they stay and it may be because the

benefits still outweigh the risks of quitting their jobs. Commitment may not have an affect

towards Citizenship behaviour as seen in the results where the citizenship was higher than the

commitment of the employees whether they are part time or full time employee. Another factor

would be the fact that the survey questionnaire was done online and not physically which may be

added to the reason that the results were affected immensely.

Conclusions

The researcher therefore concludes, that there is no significant difference between the

organizational commitment between the full-time and part-time employees for the reason that,

the result of the p-value would be 0.43. In order to accept the null the result must be a total of

0.5, thus, concluding that the organizational commitment between the full-time and part-time

employees are not significant.

The organizational citizenship behaviour p-value resulted in a 0.13 thus, concluding that

despite the demography and tenure there is a significant difference between the two. The null had

been accepted due to the fact that, to accept the null the result needs to be a 0.5.

Recommendations

Organizational commitment is what an employee has as an agreement between the

employees themselves as well as the organization itself. This is an important element of an

employee’s psychological contract, this could be understood a motivational process.

13
Organizational citizenship behaviour, on the other hand, still has little disagreements over the

definitional issues on how this phenomena is an extra role and whether or not this is rewarded by

the organization. This is another field of organizational behaviour that receive attention because

it is said that this plays an important role in how an organization functions.

However, the recommendation of this study would be that the study be conducted with an

equal number of full time and part time employees for the reason that this might have an effect

on the results. Also, it is recommended that there would be more studies about full-time and part-

time employees be conducted in the Philippines. Another recommendation would be that there

would be other scales used to measure organizational commitment as well as organizational

citizenship behaviour. It is recommended that this study be done in another age range as well as

for the number of years, the employee has been in the company might affect the result for the

reason that a person with tenure may have different organizational commitment as well as

organizational citizenship behaviour compared to that of who has just started working in the

organization.

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 APPENDICES

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20