ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Is Social Networking Detrimental to Individual Performance and
Organizational Citizenship Behavior?
Prof. Dr. Appalayya Meesala
Professor & Director, Dr. B.R. Ambedkar Institute of Management &
Technology, Baghlingampally, Hyderabad-500044.
Vani. H.
Assistant Manager, National Small Industries Corporation, ECIL, Hyderabad.
Prof. Dr. R. Nageswara Rao
Professor and Director ( Infrastructure), Osmania University, Hyderabad.
Abstract
Purpose The relationship of Social Networking Behavior and Organizational
Citizenship Behavior with individual employee Performance should be found out so
that social networking can be encouraged in the organizational setting if there is a
positive relationship.
Design/Methodology On a sample of 191 employees working in various
organizations, a survey was done with published scales on OCB, Social Networking
and Performance. Correlations among the constructs were found out; to cross-check
the reliability of the correlation, hierarchical regression was made; in the case of
understanding the relationship between the number of FaceBook friends and Social
Networking Behavior, Chi-square based correspondence analysis was made.
Original contribution A study on understanding the relationship among the OCB,
Social Networking, and Performance was not yet done in the Indian context. Further,
no study was made to check whether Facebook use is a good measure of Social
Networking.
Findings There is a relationship between Performance and Organizational Citizenship
Behavior. But, there is no relationship between Performance and Social Networking;
in fact, conversely, there is a negative relation between OCB and Social Networking.
Importantly, there is a positive association between the number of Facebook friends
one has and Social Networking.
Originality A fresh study was made with a survey on 191 employees about social
networking, OCB, and performance, whose equivalent is rarely seen in the extant
research.
Practical Implications These findings are useful to organization in deciding on
whether social networking should be encouraged or not as done in the other parts of
the world. The findings don‟t encourage social networking in the Indian context.
Key Words Organizational Citizenship Behavior, Social Networking, Performance,
Facebook, Hours Worked Daily
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
816
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Introduction
Two organizational phenomena which are outside the formal role descriptions but
believed to positively influence the individual employee performance are
Organizational Citizenship Behavior ( OCB) and Social Networking ( Brass, 2006;
Ariani,2012). Organizations are hell bent on improving their performance in the
context of current unprecedented level of competition; so they are exploring every
phenomenon like OCB and Social Networking that have some promise for operational
improvement. These phenomena have received the rapt attention of the managers
relatively recently. Both have caught on well with employees what with the advent of
internet and the growing awareness about the importance of these behaviors in their
career advancement. These two undercurrents are undeniable realities, but unpaid for
by the employer despite their positive impact being noted in the relevant literature.
This study sets out to explore the relationship of OCB and Social Networking with
each other and importantly with the individual performance. First, we present a
discussion on the meaning, dimensions, antecedents and consequences as established
by recent research studies, of OCB, Social Networking, and Performance.
Meaning of Organizational Citizenship Behavior
Organizational citizenship behavior refers to individual discretionary behaviors that
are beneficial to the organization but not directly recognized by the formal reward
system; it involves doing those things that aren‟t in any job description ( Organ,1988);
OCBs are simply activities that are extra to the employees‟ role. The driving factors
of OCB include role clarity, leadership, organizational commitment, organizational
justice and individual traits; the positive outcomes of it include reduced turnover,
reduced absenteeism, employee satisfaction and loyalty, consumer satisfaction and
consumer loyalty (Alizadeh, Darvish, Kamran, & Emami, January 2012).
It encompasses behaviors that do not directly relate to task performance but are
important to the overall performance of the organization (Bateman and Organ, 1983).
Stated differently, OCBs are extra-role behaviors (i.e. not part of one‟s job
requirements), which makes them conceptually distinct from task performance.
Some examples of OCBs include (a) helping a coworker with a job-related problem,
(b) respecting organizational resources, (c) keeping the physical work environment
clean and orderly, and ( d) completing tasks in a timely manner. In the words of
Bateman and Organ, OCBs lubricate the social machinery of organizations.
OCBs include those actions of employees that surpass the minimum role requirements
expected by an organization and promote the welfare of co-workers, work groups,
and/or the organization
Dimensions of OCB
OCBs consist of two kinds of action: (a) general compliance- doing what an employee
should do, and (b) altruism- helping others (Smith, Organ, & Near, 1983).
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
817
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Organ (1988) identified five distinct dimensions of OCB: Altruism (helping specific
others); civic virtue (keeping up with important matters within the organization);
conscientiousness (compliance with norms); courtesy (consulting others before taking
action); and sportsmanship (not complaining about trivial matters).
A different view on the components of OCB was expressed by Williams and
Anderson (1991), who divided OCBs into two types: (1) behaviors directed at specific
individuals in the organization, such as courtesy and altruism (OCBI); and (2)
behaviors concerned with benefiting the organization as a whole, such as
conscientiousness, sportsmanship and civic virtue (OCBO).
OCBI refers to the behaviors that immediately benefit specific individuals within an
organization and, thereby, contribute indirectly to organizational effectiveness. A
person displaying an impressive OCBI makes the following statements.
I help others who have been absent.
I help others who have heavy work load.
I help orient new people even though it is not required.
I assist my supervisor with his/her work (when not asked).
I take a personal interest in other employees.
I pass along information to co-workers.
Similarly, the person who shows good OCBs towards organization (OCBO) makes
the following statements about his behavior.
I give advance notice when I am unable to come to work.
I don‟t complain about insignificant things at work.
I conserve and protect organizational property.
I adhere to informal rules devised to maintain order.
The statements reproduced above from research measures give a fair idea about the
dimensions of OCB and its two categories as identified by Williams and Anderson.
Antecedents
A meta-analysis by Organ and Ryan identified several drivers and antecedents of
OCB, the important among which are job satisfaction and organizational
commitment, whereas other studies identified personality variables and leadership.
OCB as suggested by different theories is a personality trait, a social response to
supervisors‟ and/or peers‟ behavior, as well as a possible reaction of the individual to
the behavior of his or her superiors or to other motivation based -mechanisms in the
workplace. Affective commitment of an employee in conjunction with perceived
rating-reward linkage causes direct association between performance appraisal
process and organization citizenship behavior (Zheng, Zhang, & Li, October 2011).
OCB is a function of the employee‟s ability, motivation, and opportunity (Organ et
al., 2006).
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
818
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Early OCB studies assumed that OCB is linked with pro-social motives, or a desire to
benefit other people (Organ, 1988). This view is built on social exchange theory that
attributes employees‟ decisions about the amount of effort they are willing to expend
for their organizations to how much the organizations contribute to their well-being
(Eisenberger et al., 1986). It follows that employees are believed to show OCBs due
to their perception of organizational fairness, which leads to their willingness to
reciprocate the favors from their organizations or their supervisors (Organ, 1988,
Rioux and Penner, 2001).
The study of Patrick J. Rosopa, Amber N & Anna L. ( 2013) found that altruistic
employees were perceived as having more favorable personality characteristics and
received higher advancement potential ratings and greater reward recommendations
than their less altruistic counterparts. Altruism is a component of OCB.
When employees perceive that their organization is fair they may experience an
increase in job satisfaction and affective commitment. This, in turn, increases the
likelihood that employees will reciprocate in kind with behaviors desired by the
organization (Shore et al., 2004).
Outcomes
OCBs were found to be related to a number of organizational-level outcomes (e.g.,
productivity, efficiency, reduced costs, customer satisfaction, and unit-level turnover)
based on meta-analytic study on 3611 units (Podsakoff, 2009). It improves
organizational effectiveness without a cent spent on it.
OCBs influence manager‟s perceptions about subordinates. Research results based on
168 independent samples (N= 51,235 individuals), showed ( Podsakoff, 2009) that
OCBs are positively related to a number of individual-level outcomes, including
managerial ratings of employee performance, reward allocation decisions, and a
variety of withdrawal-related criteria (e.g., employee turnover intentions, actual
turnover, and absenteeism). Interestingly, meta-analytic studies have not touched on
the relationship of OCB with individual performance.
Further, the research and the resulting literature on positive outcomes of OCB in the
Indian context is scant. There was a strong need to validate in the Indian context the
findings of the research on OCB outcomes outside India. That apart, the question that
pops up in a researcher‟s mind: Is an employee who is high on OCB is high on his job
performance too?
H1: OCB is positively related to individual level outcomes; more specifically OCB
and individual job performance correlate positively in the Indian context.
Social Network and Online Social Network (OSN)
SNS ( Social Networking Sites) are considered to be of great importance for both
individuals and businesses, since they support the maintenance of existing social
relations and making of new connections between users through the internet (Boyd
and Ellison, 2007). Businesses increasingly acknowledge the potential role of the
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
819
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
online social networks as marketing instruments (Hogg, 2010; Spaulding, 2010). SNS
can be especially useful for connecting and communication with customers,
contributing to customer learning and getting customer feedback (Tikkanen et al.,
2009). SNSs are used as a tool to develop relationships with new contacts, to continue
to nurture those relationships with more intimate ties, and to keep in touch with
people from prior ties (Subrahmanyam et al., 2008).
Further, the control over the contents on network site has shifted from site owner to
site user.
Global corporations like FedEx, Shell Oil, Motorola, General Electric, Kodak, British
Telecom, Kraft Foods, McDonald‟s and Lockheed Martin have integrated social
networking into their organizational strategies (Fraser and Dutta, 2008). Interestingly,
Serena, a California software company give one free hour on every Friday to all
employees to update their Facebook profiles and keep in touch with their colleagues.
Social Networking 2.0 has had a huge impact on organizations during the last five
years, and it is now estimated in the UK that 42 per cent of office staff discuss workrelated issues through social media applications.( Sophia van Zyl, 2009).
Positive Side
“Social networking sites however, provide opportunities for both formal and informal
interaction and collaboration with fellow employees and clients/customers which aids
knowledge transfer and communication; the sites also have various informal
applications and games that members of the same organization can engage in across
geographical boundaries and time zones so that team spirit and organizational culture
can be maintained.” (Bennet, Owerr, Pitt, & Tucker, 2010).
According Sophia van Zyl (2009) “an individual‟s success in society depends on the
shape and size of his/her social network and ability to network and form connections
with other social groups. Organizations which can harness this innate human ability to
manage knowledge will be able to lower transactions costs and become more
profitable.”
The study of Akkirman and Harris (2005) found that companies can reap benefits
beyond increased productivity and cost shifting through online networking. They
found that employee satisfaction and related variables such as turnover and
motivation can improve as well.
Graham et al. (2009) in a study involving students and teachers on social networking
in libraries found that “common interests were discovered which helped build better
professional relationships. They also found that faculty and administrators who had
once seemed distant were humanized in a way that may not have been possible
through more traditional means”.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
820
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Definition
A social network is a social structure made of individuals who are connected by one
or more affinities or similarities on attributes such as values, religion, friendship, or
any other shared characteristics.
Boyd and Ellison (2007) define OSN ( Online Social Network) as “web-based
services that allow individuals to (1) construct a public or semi-public profile within a
bounded system, (2) form a joint list of other users with whom they share a
connection, and (3) view and traverse their list of connections and those made by
others within the system.
The term online social networking (OSN) or social networking sites (SNS) is used to
refer to a full range of products and services across platforms, which include content
creation, networking, sharing and collaboration and which support existing offline
networks or the creation of new ones (Dawley, 2009; Lai and Turban, 2008).
Downside
An individual‟s fascination with SNSs may be counterproductive (Utz and Kramer,
2009). It means, SNSs may help active users maintain and/or nurture their relationship
with others, but excessive and mad involvement with the SNSs may unexpectedly be
counterproductive and harmful due to abusive texting or addiction.
Intensive engagement with SNSs might possibly hurt the job performance in two
ways: (a) interference with job tasks and (2) interference with workplace.
Interference with job tasks included drawbacks such as receiving information from
OSN sites which cannot handle by individuals while at work, receiving information
that are not useful for work and getting distracted from work. Interference with
workplace come in the form of slowdown of office network, invasion of malware and
spyware or spam attacks.
SNS and Job Performance and OCB
The critical literature review of Bennet, Owerr, Pitt, & Tucker, (2010) shows that
“social networking technology can facilitate improved workplace productivity by
enhancing the communication and collaboration of employees; this facilitates
knowledge transfer and consequently makes organizations more agile. Moreover,
social networking can provide enhanced levels of employee satisfaction by reducing
the social isolation of tele-workers and making them feel part of organizational
culture during long absences from the physical office.”
The study of Wikramasinghe & Nisaf, (2013) done on 215 IT professionals in Sri
Lanka found that online social networking has significant effects on individual job
performance; organizational policy moderates the relationship between online social
networking and job performance.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
821
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
This link between social networking and individual job performance, which was
established in the studies conducted outside India, should be validated in the Indian
context too, since the research on this in India is scant.
Similarly, a social networker grows conscious of importance of supporting
organizational environment through positive roles that are not in the job description.
In a field study of Bowler and Brass (2006) involving 141 employees of a
manufacturing firm provided evidence that social network ties are related to
the performance and Interpersonal Citizenship Behavior( ICB, one form of
OCB. Similarly, the study of Tsang SS, et al (2012) involving nurses working in a
medical center in Taiwan showed that social network behavior induces OCB which in
turn makes for less stress, job satisfaction and good individual performance. In a
study of Ariani,( 2012) on 636 tellers of banking industry in Indonesia, it was shown
that the relationship between OCB and individual performance are partially mediated
by three dimensions of social capital- structural, relational and cognitive ones; social
capital is in a way built by social networking behavior.
But, studies on understanding this link of Social networking with OCB and individual
employee performance are scant in India; hence, the link of social networking with
OCB and performance has to be revalidated for the Indian context. Another question
that deserves to be resolved is: Is the number of FaceBook friends indicative of
Social Networking behavior of persons?
Hypotheses
H2: Social networking improves individual performance.
H3: Social networking is associated with OCB.
H4: Facebook connections and Social Networking reflect each other.
Job Performance
Business Dictonary.Com, (2013) defines „Performance‟ as “the accomplishment of a
given task measured against preset known standards of accuracy, completeness, cost,
and speed. In a contract, performance is deemed to be the fulfillment of an obligation,
in a manner that releases the performer from all liabilities under the contract.”
Campbell (1990) defines individual work performance as “behaviors or actions of a
staff member that are relevant to the goals of the organization.” In simple terms, it is
what the organization hires one to do, and do well. What is commonly accepted is that
organizations need and value staff members who perform well, and these high
performers are considered a valuable asset and a cutting edge for the organization
(Yang, 2010; Aghdasi et al., 2011; Yucle and Bektas, 2012).
An individual employee‟s performance consists of four dimensions - task
performance, contextual performance, absence of counterproductive work behavior,
and adoptive behavior. (Koopmans, Bernaads, Hildebrandt, van Buuren, van der
Beek, & de Vet, 2013); task performance refers to actual quantity of work assigned,
while contextual performance involves behaviors that support organizational, social
and psychological environment. Adoptive behaviour is about continuous learning to
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
822
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
keep up with the changes, and counterproductive behavior is intentional or
unintentional behavior that have the potential to work against the objectives of the
organization.
High performance of an individual employee is a pointer to the success of the human
resources function, and the most important index that determines the success of an
organization; it is obvious that all efforts of the organization are aimed at raising this.
Further, such high performance gives the employee the job satisfaction, and multiple
rewards too. Hence, performance is one metric which every party monitors, and
whose ascent is a cause of joy for all and sundry.
Research Methodology
Sample Description
The sample consists of 191 individuals working in different capacities in different
organizations in the Andhra Pradesh state of India in different sectors like public and
private ones. The copies of the instrument containing the questions on (a)
demographic aspects like gender, age, length of service, number of friends on
Facebook, hours worked daily on an average and suchlike in the first part, and (b)
research question-related items with 5-1 Likert scale in the second part were
distributed to 400 working persons; the response rate is 48%.
The sample consists of 71% men and 29% women; age-based distribution of the same
comprises 51% percent of persons in 20-30 years of age, 37% in 31-50 years, and
13% in 51-68 years of age. Income-based distribution of the sample consists of 30%
of the persons in the monthly income of less than Rs.20,000 (Rs= Indian Rupees ;
Rupees 54 = 1 US$), 41% in Rs.20500-Rs.50,000, 15% in the bracket of Rs. 50,500Rs.78,000, and 14% of persons who have „not revealed income information‟. When
the length of service was the basis of grouping, 48% have put in less than 5 years of
service, 31% in 6-20 years, 21 % in 21- 40 years of service, and 1% in „information
not given‟ category. The sample represents a true microcosm of working persons‟
community in the state.
The sample also was tabulated on the basis of number of friends on Facebook; it
shows that 41% have less than 10 friends, 28% between 11-100 friends, another 28%
between 108-500, and 3% more than 560 friends. Apparently, the sample is skewed
towards persons with very few FaceBook friends.
To find out the correspondence between Social Networking, and the number of
friends on FaceBook, chi-square-based correspondence analysis as described by Hair,
Anderson, Tatham, & Black, (1998) has been employed.
Measures Used
OCB
We have used the OCB-Consciousness Sub-scale of Staufenbiel and Hartz (alfa:
0.76); it consists of four items. The sample items, for example, are: (1)“ I am always
punctual” and (2) I never take long lunches or breaks.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
823
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Social Networking
The scale of Social Networking Behavior ( Curran and Lennon, 2011) was used to
measure the phenomenon of social networking behavior; it consists of items like: (a) I
enjoy keeping up with people using social networks; (b) It‟s fun to be involved with
social networks.
Job performance
The 6-item scale of Babin and Boles, 1998; Cronbach‟s alfa: 0.76) was used; the
sample items are: (1) I am a top performer; (2) I get along with customers better than
others.
Statistical Analysis and Findings
Inter-correlations were calculated ( Table No.1) on SPSS for five variables namely,
Social Networking Behavior, OCB, Performance, Hours Worked, Facebook friends;
their significant levels were worked out. (a) A significant correlation is found
between OCB and Performance ; (2) a significant correlation is found between
Number of Facebook friends and Social Networking Behavior. (3) Surprisingly, the
correlation between Social Networking Behavior and Performance is poor and nonsignificant.
To cross-check whether correlations are dependable, other tools are used.
To establish that FaceBook friends are a reliable measure of Social Networking
behavior, Chi-Square based correspondence analysis between Facebook friends and
Social Networking Behavior was made as described by Hair, Anderson, Tatham, &
Black, (1998). See the Table Nos. 2 to 6. Table No.6 shows that high Networking
Behavior and high number of Facebook connections are positively associated; high
Networking Behavior and fewer Facebook connections are negativley associated.
Further, hierarchical regression analysis was done with Performance as dependent
variable: and (a) Social Networking Behavior as independent variable in block 1, (b)
with Social Networking Behavior and OCB as IVs in block 2, and (3) OCB as IV in
block 3. Please see the Table Nos. 7 to 11. Table No. 10 shows the beta coefficients;
OCB with a high beta value is a clear determiner of Performance. But, Social
Networking Behavior with a poor and negative beta and non-significant p-value is
poor determinant of Performance.
Model Summary in Table No.8 shows that Social Networking as the lone IV for
Performance is a poor model; with OCB as a lone IV, the model fit is good; R-Square
change with introduction of OCB is substantial but the same with Social Networking
is very negligible. Anova summary in Table No.9 confirms this; F-value for the
regression model consisting of Social Networking alone is non-significant; but when
OCB as a lone predictor or in conjunction with Social Networking is included, the Fvalue becomes significant. Table No. 11 shows the partial correlation of OCB and
Social Networking. Partial correlation of OCB is significant and that of Socian
Networking is non-significant
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
824
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Discussion
H1: Our hypothesis was that OCB is positively related to individual level outcomes;
more specifically OCB and individual job performance correlate positively in the
Indian context. The correlation analysis shows a clear positive relation between them;
regression analysis too confirms it. The findings of the studies done elsewhere outside
India are validated in this study too.
H2: Out hypothesis was that social networking improves individual performance. But
this study did not show any relation between them. Such a finding is quite
unexpected at a time when the multinationals across the globe are pulling all the stops
out in integrating social networking into their organizational strategies. As shown by
this study, in this neck of woods ( Indian context), social networking is not used for
performance improvement. Three reasons that might lie behind this situation are: (1)
employees don‟t use the networking for promoting the cause of the organization or
their learning; (2) they use social networking as a personal entertainer or a personal
time for relaxation; and (3) they spend a lot of time on networking at the cost of
individual learning and organizational productivity.
H3: Social networking is associated with OCB. The correlation analysis shows that
there is negative between them. Social networking instead of contributing to
productivity is proving slightly detrimental to it. Thus, this hypothesis proves wrong.
H4: Facebook connections and Social Networking reflect each other. The correlation
analysis and Chi-Square -based correspondence analysis confirm that Facebook
connections are a good measure of social networking.
Limitations
The questionnaire administrators are MBA students who may not have properly
explained the meaning of each construct, and thus response errors may have found
their way into the data while giving scores on each construct.
Further, the sample choice is convenience-driven but not randomized, and so sample
representativeness may be slightly flawed.
Most of the respondents don‟t have friends on FaceBook and those who have a
Facebook account have less than 20. The sample is skewed towards to zero-FaceBook
users. This puts a serious a limitation on the validity of what they say about their
social networking behavior.
Scope for further research
Similar studies have to be undertaken on pan-India samples. The perceptions of
working people in Andhra Pradesh may not reflect those of the entire India.
Further, this self-funded study has included only OCB-Conscientiousness but not all
other components like Sportiveness, Altruism etc. in the study; future studies should
use the full OCB scale.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
825
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
The impact of social networking on other organizational constructs like commitment,
engagement etc. should be explored.
Conclusion
Two organizational phenomena which are outside the formal role descriptions but
believed to positively influence the individual employee performance are
Organizational Citizenship Behavior ( OCB) and Social Networking. But the
organizations have to understand if they are correlated on the Indian turf. But this
study shows that Organizational Citizenship Behavior and Social Networking are
positively and significantly correlated. This finding is in line with the theory and the
findings of various studies made across the world. But most surprisingly, social
networking and performance are not at at all correlated as found in ths study;
moreover, OCB and Social Networking are negatively correlated. It has to be inferred
that India is no good soil for combinging social networking with organizational
strategies. Probably, the culture that prevails here does not allow employees to see
social networking as a career advancement tool. Further, as expected, the number of
Facebook connections is a good measure of social networking behavior.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
826
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
References
Aghadasi, S., Kiamanesh, A., & Ebrahim, A. (2011). Emotional Intelligence and
organizational commitment: testing the mediatory role of occupaitonal stress and job
satisfaction. Procedia Social and Behavioral Sciences , 29, 1965-1976.
Akkirman, A., & Harris, D. (2005). Organizational communication satisfaction in the virtual
workplace. Journal of Management Development , 24 (5), 397-409.
Alizadeh, Z., Darvish, S., Kamran, N., & Emami, M. (January 2012). Antecedents and
Consequences of Ogranizational Citizenship behavior. Interdisciplinary Journal of
Contemporary Research in Business , 3 (9), 494-505.
Ariani, D.W. (2012). The Relationship between Social Capital,Organizational
Citizenship Behaviors, and Individual Performance: An Empirical Study from
Banking Industry in Indonesia. Journal of Management Research, 4( 2), 226-241.
Bateman, T., & Organ, D. (1983). Job satisfaction and the good soldier: the relationship
between affect and employee'citizenship'. Academy of Management Journal , 26 (4), 587-95.
Bennet, J., Owerr, M., Pitt, M., & Tucker, M. (2010). Workplace Impact of Social
Networking. Property Manageent , 28 (3), 138-148.
Bowler & Brass ( 2006)Relational Correlates of Interpersonal Citizenship Behavior:
A Social Network Perspective. Journal of Applied Psychology, 91(1), 70-82.
Boyd, D., & Ellison, N. (2007). Social Network sites: Defintion, history, and scholarship.
Journal of Computer-Mediated Communication , 13 (1), 210-30.
Campbell, J. (1990). Modeling the performance prediction problem in industrial and
organizational psychology. In M. Dunnette, & L. Hough, Handbook of organizational and
industrial psychology (pp. 687-732). Palo Alto, CA: Consulting Psychologists Press.
Dawley, L. (2009). Social network knowledge construction: emerging virtual world
pedagogy. On the Horizon , 17 (2), 109-121.
Eisenberger, R. H. (1986). Perceived organizational support. Journal of Applied Psychology ,
71 (3), 500-7.
Fraser, M., & Dutta, S. (2008). Throwing Sheep in the Boardroom: How Online Social
Networking Will Transform Your Life, Work and World. Chisester: John Wiley.
Graham, J., Faix, A., & Hartman, L. (2009). Crashing the facebook party: one library's
experience i nthe students' domain. Library Review , 58 (3), 228-36.
Hair, J., Anderson, R., Tatham, R., & Black, W. (1998). Multivarate Data Analysis (Fifth
ed.). New Delhi: Pearson Education.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
827
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Hogg, T. (2010). Inferring preference correlations from social networks. Electronic
Commerce and Research Applications , 9, 29-37.
Koopmans, L., Bernaads, C., Hildebrandt, V., van Buuren, S., van der Beek, A., & de Vet, H.
(2013). Development of an individual work performance questionnaire. International Journal
of Productivity and Performance Management , 62 (1), 6-26.
Lai, L., & Turban, E. (2008). Groups formation and operations in the Web 2.0 environment
and social networks. Group Decision and Negotiation , 17 (5), 387-402.
Organ, D. (1988). Organizational Citizenship Behavrior: The Good Soldier Syndrome.
Lexington, MA: Lexington Books.
Organ, D., Podsakoff, P., & MacKenzie, S. (2006). Organizational Citizenship Behavior: Its
Nature, Antecedents, and Consequences. Thousand Oaks, CA: Sage Publications.
Patrick J. Rosopa: Amber N, S., & Anna L, H. (2013). Helping yourself by helping others:
examining personality perceptions. Journal of Managerial Psychology , 28 (2), 147-163.
Podsakoff, N.P., Whiting, S.W. & Podsakaff, P.M. (2009). Individual and
organizational-level consequences of organizational citizenship behavior: a metaanalysis. Journal of Applied Psychology, 9(1), 122-141.
Rioux, S. a. (2001). The causes of organizational citizenship behavior: a motivational
analysis. Journal of Applied Psychology (86), 1306-14.
Shore, L., Tetrick, L., Taylor, M., Shapiro., C., Liden, R., Parks, J., et al. (2004). The
employee-organization relationship: a timely concept in a period of transition. In J.
Martochchio, Research in Personnel and Human Resources Management (pp. 291-370).
Oxford: Elsevier.
Smith, C., Organ, D., & Near, J. (1983). Organizational citizenship behavior: its nature and
antecedents. Journal Applied Psychology (68), 653-663.
Sophia van Zyl, A. (2009). The impact of social networking 2.0 on organizations. Electronic
Library , 27 (6), 906-918.
Spaulding, T. (2010). How can virtual communities create value for business. Electronic
Commerce Research and Applications , 9, 38-49.
Subrahmanyam, K., Reich, S., Waechter, N., & Espinoza, G. (2008). Online and offline social
networks: use of social networking sites bye emerging adults. Journal of Applied
Developmental Psychology , 29 (6), 420-33.
Tikkanen, H., Hietanen, J., Henttonen, T., & Rokka, J. (2009). Exploring virtual worlds:
success factors in virtual world marketing. Management Decision , 47 (8), 1357-81.
Tsang, S.S., Chen T.Y., Wang, S.F., & Tai, H.L. (2012) Nursing work stress: the
impacts of social network structure and organizational citizenship behavior. J. Nurs.
Res. 20 (1), 9-18.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
828
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Utz, S., & Kramer, N. (2009). The privacy paradox on social network sites revisited:
the role of individual characteristics and group norms. Journal of Psychological
Research on Cyberspace , 3 (2), Article 2
Wikramasinghe, V., & Nisaf, M. (2013). Organizatioanal policy as a moderator between
online social networking and job performance. The Journal of Information and Knowledge
Management Systems , 43 (2), 161-184.
Williams, L., & Anderson, S. (1991). Job Satisfaction and Organizational Commitment as
Predictors of Organizational Citizenship and In-Role Behaviors. Journal of Management , 17
(3), 601.
Yang, J. (2010). Antecedents and consequences of job satisfaction in the hotel industry.
International Journal of Hospitality Management , 29, 609-619.
Yucel, I., & Bektas, C. (2012). Job satisfaction, organizational commitment and
demographic characteristics among teachers in Turkey: Younger is better? ProcediaSocial and Behavioral Sciences , 46, 1598-1608.
Zheng, W., Zhang, M., & Li, H. (October 2011). Performance appraisal process and
organizational citizenship behavior. Journal of Managerial Psychology , 27 (7), 732752.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
829
ijcrb.webs.com
MAY 2013
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
VOL 5, NO 1
Tables
Table No. 1
Correlations
Social
Face Book
Friends
FaceBook
Work
friends
hours
Pearson Correlation
1
Hours Worked
OCB
Performance
Pearson Correlation
e
Behavior
*
.166
.785
.877
.022
.000
191
191
191
191
191
-.020
1
.075
.172
*
-.053
.305
.018
.468
191
191
.785
N
191
191
191
Pearson Correlation
.011
.075
1
Sig. (2-tailed)
.877
.305
N
191
191
*
*
**
-.156
*
.000
.031
191
191
191
**
1
-.065
Pearson Correlation
.166
Sig. (2-tailed)
.022
.018
.000
N
191
191
191
191
191
**
-.053
-.156
*
-.065
1
Sig. (2-tailed)
.000
.468
.031
.373
N
191
191
191
191
.317
.172
.518
.317
**
.011
Sig. (2-tailed)
Social Networking Pearson Correlation
Behavior
OCB
-.020
Sig. (2-tailed)
N
Performanc Networking
.518
.373
191
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
Table No. 2
Social Networking = FaceBook Connections
FacebookCons2 LowSoci MediuSocia
LowFBConn
15
46
MedFBConn
7
35
HighFBConn
4
31
Grand Total
26
112
Grand
HighSociNet Total
18
79
11
53
24
59
53
191
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
830
ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
MAY 2013
VOL 5, NO 1
Table No.3
Expected Values
LowSoci
MediuSocia
HighSociNet
LowFBConn
10.75
46.32 21.92 79
MedFBConn
7.21
31.08 14.71 53
HighFBConn
8.03
34.60 16.37 59
26
112
53 191
Table No.4
Difference Between Observed and Expected Values
Observed- Expected
LowSoci MediuSocia HighSociNet
LowFBConn
4.25
-0.32
-3.92
MedFBConn
-0.21
3.92
-3.71
HighFBConn
-4.03
-3.60
7.63
Table No.5
Cell-wise Chi-Square
Cell-wise Chi-Square
LowSoci MediuSocia HighSociNet
LowFBConn 18.02852
0.10537
15.3779
MedFBConn 0.046079
15.3779
13.74041
HighFBConn 16.2523
12.93739
58.19054
Table No.6
Cell-wise Chi-Square with original signs
LowSoci MediuSocia HighSociNet
LowFBConn
18.03
0.11
-15.38*
MedFBConn
-0.05
15.38
-13.74
HighFBConn
-16.25
-12.94
58.19*

They show that high social networking
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
831
ijcrb.webs.com
MAY 2013
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
VOL 5, NO 1
Table No.7
Variables Entered/Removedb
Model
Variables Entered
Variables Removed
Method
1
SocNtWrkBeha
. Enter
2
OCBa
. Enter
3
Stepwise (Criteria: Probability-of-F-to. SocNtWrkBeh
enter <= .050, Probability-of-F-toremove >= .100).
a. All requested variables entered.
b. Dependent Variable: Perform ( Performance)
SocNtWrkBeh = Social Network Behavior
Table No.8
Model Summary
Change Statistics
Adjusted R
R Square Square
Std. Error of the R Square
Estimate
Change
F Change
df1
df2
Sig. F Change
1
.065
a
.004
-.001
3.824
.004
.796
1
189
.373
2
.518b
.269
.261
3.285
.265
68.027
1
188
.000
3
.518c
.269
.265
3.277
.000
.068
1
188
.795
Model
R
a. Predictors: (Constant), Social Network
Behavior
b. Predictors: (Constant), Social Network Behavior, OCB
c. Predictors: (Constant), OCB
Criterion Variable: Performance
Table No.9
d
ANOVA
Model
a.
b.
c.
Sum of Squares
Regression
df
Mean Square
11.638
1
11.638
Residual
2763.294
189
14.621
Total
2774.932
190
745.852
2
372.926
Residual
2029.080
188
10.793
Total
2774.932
190
745.122
1
745.122
Residual
2029.810
189
10.740
Total
2774.932
190
Regression
Regression
F
Sig.
.796
.373
a
34.553
.000
b
69.380
.000
c
a. Predictors: (Constant), SocNtWrkBeh
b. Predictors: (Constant), SocNtWrkBeh, OCB
c. Predictors: (Constant), OCB
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
832
ijcrb.webs.com
MAY 2013
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
VOL 5, NO 1
Model Summary
Change Statistics
Adjusted R
R Square Square
Std. Error of the R Square
Estimate
Change
F Change
df1
df2
Sig. F Change
1
.065
a
.004
-.001
3.824
.004
.796
1
189
.373
2
.518b
.269
.261
3.285
.265
68.027
1
188
.000
3
.518c
.269
.265
3.277
.000
.068
1
188
.795
Model
R
a. Predictors: (Constant), Social Network
Behavior
d. Dependent Variable: Perform
Table No.10
Coefficients
a
Standardized
Unstandardized Coefficients
Model
1
2
3
B
(Constant)
Coefficients
Std. Error
24.271
.838
SocNtWrkBeh
-.050
.056
(Constant)
8.854
2.003
SocNtWrkBeh
.013
.049
OCB
.876
.106
9.105
1.752
.872
.105
(Constant)
OCB
Beta
t
Sig.
28.957
.000
-.892
.373
4.420
.000
.016
.260
.795
.521
8.248
.000
5.196
.000
8.329
.000
-.065
.518
a. Dependent Variable: Perform
Table No.11
Partial
Model
Beta In
t
Sig.
Correlation
1
OCB
.521
a
8.248
.000
.515
3
SocNtWrkBeh
.016
b
.260
.795
.019
a. Predictors in the Model: (Constant), SocNtWrkBeh
b. Predictors in the Model: (Constant), OCB
c. Dependent Variable: Perform.
COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
833