Abstract
Psychological Contract Breach Scale, Work-Family Conflict Scale, Self-Efficacy Scale and Pro-Social Behaviour Scale. Three hypotheses were postulated and tested.
The second hypothesis which states that work-family conflict (WFC) will not predict pro-social behaviour among bank employees was rejected (β =-.13, P<.01),
the result proved significant, while the third hypothesis which states that self-efficacy will not predict pro- social behaviour among bank employees was also rejected ((β=.52, P<.001), the result showed a significant positive prediction. The result and implications were discussed and suggestions were made for further researchers.
Introduction
Background of Study
Organizations come into existence for specific purposes. One of them is to hire employees at different levels. It is the collective efforts of the employees that help organizations to achieve their purposes.
In this sense, organizations can be conceived of as “association of cooperative efforts” (Vivekanand & Pevekar, 2009).
The hiring of employees is generally done for specific positions which carry along with it well-specified roles and responsibilities, so that organization can move towards accomplishing its objectives in a well coordinated manner (Staw, 1984).
Recently, organizations have come to realize that in order to compete effectively in the hyper- competitive business environment, their employees must not only effectively carryout their designated roles,
they must also be willing to engage themselves in extra-role behaviours which generally fall outside the prescribed formal role, but which are nevertheless essential for the survival of the organization (Vivekanand & Pevekar, 2009).
Special focus has been placed on self-motivated employees whose actions extend beyond the formal requirements of the job.
Dyne, Graham and Dienesch (1994) asserts that organizational employees are expected to not only follow written rules and job descriptions, but also spontaneously perform behaviours which go beyond delineated role expectations that benefit the organization.
The global economy is in shambles, hence organizations benefit from employees who voluntarily engage in work behaviours that go beyond formal requirements and expectations (Dyne et al., 1994).
References
Adams, J. S. (1965). “Inequity in social exchange”, in L. Berkowitz, (Ed.), Advances in Experimental Social Psychology, Academic Press, New York, NY.
Amazue, L. O. (2011). Roles of cultural variations, self-esteem and gender in work- family conflict. An unpublished thesis, Department of Psychology University of Nigeria, Nsukka.
Argyris, C. (1960). Understanding organizational behaviour. Homewood, Illinois: Dorsery Press.
Aselage, J., & Eisenberger, R. (2003). Perceived organizational support and psychological contracts: A theoretical integration. Journal of Organization Behaviour, 24, 491-509.
Bandura, A. (1977). Self-Efficacy: The exercise of control. New York: Freeman.
Bandura, A. (1977). Social learning theory. Englewood Cliffs, N. J.: Prentice-Hall.
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