Abstract:
Organizational citizenship behaviour, Work engagement and positive Work ethic have
gained prominence as emerging work behaviours that improve individual and
organizational performance. However, debate is raging on the factors that drive the
behaviours. Researchers have focused on organizational causes ignoring individual
employees’ characteristics. Besides, these work phenomena are rarely discussed in the
African context and Kenya in particular. This study examined three psychological and
emotional skills as determinants of Work engagement and Organizational citizenship
behaviour. A new approach of the effect of Work engagement and Work ethic on
Organizational citizenship behaviour was also explored. The study was informed by
Self-determination; Broaden-and-built and Social exchange theories. A cross-sectional
survey design was used. Thirty eight State Corporations were selected using stratified
and systematic sampling procedure. Approximately 14,363 middle-level Managers
constituted the target population from which 389 respondents were proportionately
sampled and issued with self-administered questionnaires to obtain data. The data was
analyzed using descriptive and inferential statistical tools. Exploratory Factor analysis
was utilized to validate and construct indices. The reliability of data was ascertained by
setting Cronbach Alpha values limits at ≥0.50. Variable correlation was derived using
Pearson product moment correlation. Hierarchical regression was used to examine
relationships and interaction among the study variables and to test the hypotheses at α
=0.01. The findings from hierarchical regression indicate the elements of Personal
resources except Optimism positively and significantly correlate and predict
Organizational citizenship behaviour and Work engagement. Organizational-based
self-esteem prediction was significant at β=0.162(p<0.01); Self-efficacy at
β=0.115(p< 0.01); Work engagement and Work ethic were also statistically significant
at β=0.16 (p<0.01) and β=0.25 (p=0.254) respectively. Work engagement partially
mediated the relationship between Personal resources and Organizational citizenship
behaviours; however, the mediation process was not moderated by Work ethic. This
study demonstrated that employees’ positive psychological and emotional skills drive
positive work behaviour. Organizations should identify, cultivate and uphold
employees’ positive psychological and emotional skills to enhance positive work
behaviour at the work place so as to improve individual and organizational
performance. Further studies on same variables among none managerial employees is
recommended. A longitudinal qualitative design may yield more insight on positive
work behaviour regardless of the target group. Optimism and Work ethic remain
important concepts worth further investigation for deeper understanding of work place
behaviour practices. Moderated mediation and related models are new approaches
worth being used to understand complex phenomena prevalent in social science; this
has been made possible with the development of user friendly data analysis tools such
as PROCESS Macro.