Influence of organizational career management on organizational citizenship behavior with career competencies and career success as mediators

Malaysian public service is facing a crucial challenge with its bloated yet underperforming size of 1.7 million. Therefore, there is an urgency for Malaysia to optimize existing resources and address this issue. Organizational citizenship behavior (OCB) has been recognized as an essential driver of team and organizational performance. Hence, public service needs civil servants who possess OCB to uplift efficiency. Meanwhile, the Malaysian Public Service endeavors to enrich the quality of its human capital via various organizational career management (OCM) practices. Hence, this study aimed to examine whether OCM could enhance OCB directed towards the organization (OCBO) and OCB directed toward individuals (OCBI) through the career competencies–career success (serial mediators) pathway, especially among civil servants with low proactive personalities and short service tenure (moderators). This research adopted Bagdadli and Gianecchini's (2019) OCM-objective career success framework and was underpinned by social cognitive theory (SCT), social exchange theory (SET) and human capital theory. Using the judgmental sampling technique, online survey questionnaires were administered to respondents from the professional and managerial group since they play a pivotal role in planning, implementing and monitoring public policy. Data were collected from the six largest ministries in Putrajaya (i.e., Ministry of Education, Ministry of Health, Ministry of Higher Education, Prime Minister Department, Ministry of Rural Development and Ministry of Human Resources), which represented 92% of the targeted population. A total of 605 valid responses were used in data analysis using partial least squares structural equation modeling (PLS-SEM). The findings revealed that OCM had a positive and significant influence on OCBO but not OCBI. However, the indirect relationships between OCM and OCB were established via the serial mediation of career competencies and career success. Proactive personality and service tenure attenuated the positive connections between OCM and career competencies and between OCM and OCBO. From the theoretical point of view, this study adds value to the confounding relationship between OCM and OCB by uncovering the underlying mechanism and conditional factors via serial mediators and moderators. By integrating SCT and SET, this study contributes to the OCB literature over and above the predominant SET by recognizing the balance of power of the environmental and individual factors that influence OCB performance. Practically, the findings depict a clearer view of how the organization can influence employees' performance and how the investment in employees' career development pays off. Implementing OCM in public service is costly. Therefore, the identified contingency factors enlighten managers on the need to customize OCM practices to fit individual differences. The shortcomings of this study are that the data collection engaged a single source self-rated questionnaire, which was unable to capture the superior's rating on the individual's OCB performance and may cause common method bias. Also, all reverse-worded items in the questionnaire did not fulfill the convergent validity requirement and had to be removed from the analysis.

Text SPE 2022 61 - Full Text.pdf Available under License Creative Commons Attribution Non-commercial No Derivatives. Download (7MB) Text SPE 2022 61.pdf Restricted to Repository staff only Available under License Creative Commons Attribution Non-commercial No Derivatives. Download (8MB)

Actions (login required)

View Item