Original Research

The influence of compensation, training and development on organisational citizenship behaviour

Portia M. Manenzhe, Hlanganipai Ngirande
SA Journal of Industrial Psychology | Vol 47 | a1845 | DOI: https://doi.org/10.4102/sajip.v47i0.1845 | © 2021 Portia M. Manenzhe, Hlanganipai Ngirande | This work is licensed under CC Attribution 4.0
Submitted: 25 October 2020 | Published: 11 June 2021

About the author(s)

Portia M. Manenzhe, Department of Human Resources Management and Labour Relations, Faculty of Management Sciences, Commerce and Law, University of Venda, Thohoyandou, South Africa
Hlanganipai Ngirande, Department of Human Resources Management and Labour Relations, Faculty of Management Sciences, Commerce and Law, University of Venda, Thohoyandou, South Africa


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Abstract

Orientation: Extra role behaviours, also known as organisational citizenship behaviours, are very important for an organisation’s success. Organisational objectives can be efficiently achieved when employees are willing to do work that is beyond their job description. Organisations with employees with high organisational citizenship behaviour have a competitive advantage and are highly productive

Research purpose: The study investigated the influence of compensation and training and development on organisational citizenship behaviour amongst academic staff at a rural-based South African institution of higher learning.

Motivation for the study: Research on the influence of compensation and training and development on organisational citizenship behaviour is not new. However, the studies were carried out in different sectors outside South Africa. There is still scant information known about citizenship behaviour in the higher education sector in general and in South African rural-based institutions of higher learning in particular.

Research approach/design and method: The study was based on a quantitative approach, which used a cross-sectional research design. A sample of 152 academic staff participated in this study. Data were gathered using a self-administered questionnaire. Descriptive statistics, correlation and multiple regression analysis technique were conducted using Statistical Package for Social Sciences (SPSS) version 26.0.

Main findings: The findings revealed a significant relationship between compensation and organisational citizenship behaviour. A significant correlation was also found between training and development and organisational citizenship behaviour. However, in multiple regression analysis, compensation was found to be the only predictor of organisational citizenship behaviour. Moreover, no significant difference in levels of organisational citizenship behaviour between men and women was found.

Practical/managerial implications: The management of the institution should continuously review its compensation or rewards policies to enhance organisational citizenship behaviour amongst the academic staff. Institutions of higher learning should also compensate their employees and develop them fairly regardless of gender in order to promote organisational citizenship behaviour.

Contribution/value-add: The study’s findings will assist the university management in making strategic decisions on compensation systems and staff development that will enhance the citizenship behaviour of the academic staff.


Keywords

academic staff; compensation; higher education; human resource management practices; organisational citizenship behaviour; South Africa; training and development; university

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