Wollega University

College of Business and Economics

Department of Management

A Research Proposal
On
Perceived Organizational Climate, Organizational Citizenship
Behavior, and Innovative Work Behavior in the Western Cluster
Public Universities of Ethiopia

By: Geda Jebel and Darara Tesemma

Oct., 2017

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Contents
1.1 Introduction and Backgrounds of the Study .............................................................................................. 1
1.2 Statements of the Problem ........................................................................................................................ 4
1.3 Research Objectives ................................................................................................................................... 5
1.3.1 General Objectives .............................................................................................................................. 5
1.3.2 Specific Objectives............................................................................................................................... 5
1.4 Research Hypotheses ................................................................................................................................. 6
1.5 Scope of the Study ..................................................................................................................................... 6
1.6 Significance of the Study ............................................................................................................................ 7
1.7 Operational Definition................................................................................................................................ 8
1.8 Conceptual Framework of the Study ......................................................................................................... 9
1.9 Research Methodology ............................................................................................................................ 10
1.9.1 Research Design ................................................................................................................................ 10
1.9.2 Research Approach ........................................................................................................................... 10
1.9.3 Data type and Data source ................................................................................................................ 11
1.9.4 Techniques of Data gathering and Instruments ................................................................................ 11
1.9.5 Sampling Techniques and Sample size .............................................................................................. 12
1.9.6 Method of Data Analysis ................................................................................................................... 13
1.10 WORK PLAN ............................................................................................................................................ 14
1.11 BUDGET PLAN......................................................................................................................................... 14

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1.1 Introduction and Backgrounds of the Study
Pressure, change, lack of innovation and uncertainty are some of the challenges that higher
education institutions faces these days (Machado and Taylor, 2010). These challenges are not
unique to any specific organization or industry, but affect all organizations, regardless of their
structure or size. In higher education institutions, these challenges are not only related to
organizational citizenship behavior and innovative work behavior of academic staff but also
perceived organizational climate condition. Universities need increasingly to compete locally as
well as globally with other knowledge providers for highly qualified academic staff with new and
different skills in teaching and learning, research, and community service engagement.

Since academicians are influenced by the culture and organizational climate of their employing
institutions (Fralinger, 2010) and institutions of higher education tend to favor slow change
overtime, the inability of a university to respond to these changing might be dangerous to their
continued competitiveness and existence. Higher education institutions are seeking to increase
creativity and productivity in all of their activities from their academic staff (Altbach, 2004).

Nevertheless, Organizational climate in particular is relentlessly challenged by changes impacting

organizations today (Nair, 2006). In order to make organizations much more successful and
creative, perceptions of employees have became more important. As the concept is related to
perceptions of employees, organizational Climate has been attracting many researchers
(Arabaci, 2011).

Organizational Climate has been described as an experientially based description of the

work environment and, more specifically, employees perceptions of the formal and informal
policies, practices and procedures in their organization (Schneider, 2008) and to understand the
perception of individuals in the organization, identifying and predicting the behavior of staff is
very important. Hence, managers have to pay attention to the type of environment that would
affect a person’s attitudes and behaviors (Rastgar et al., 2012).

Organizational Climate focuses on how organizational participants observes, experience and

makes sense of their work environment and is fundamental building blocks for describing and
analyzing organizational phenomena (Schneider et al., 2011).

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It is a multidimensional construct (Dekas, 2010; Nimran, 2011) and being studied in terms of trust
in managers by the employees in the current study. Trust climate is the shared employee
perception that trusting others is an important principle and practice in the workplace. Haritha and
Subrahmanyam (2013) assume that organizational climate is a key variable in successful of
organizations because, organizations that are able to create environments that employees
perceive as caring and in which they are able to achieve their full potential are seen as a key source
of competitive advantage.

A range of studies (Chory and Habell, 2008; Paille, 2009; Huang et al., 2010; Lambert et al., 2012)
showed that organizational climate strongly relates with outcomes such as, organizational
commitment, job satisfaction, customer satisfaction, employee performance, employee diligence
and innovation, also with less interpersonal aggression, hostility, obstructionism, employee
burnout, absenteeism and deception within the employees. A conducive organizational climate can
lead to increased level of organizational citizenship behavior from the employees’ part to the
organization (Nimran, 2011). Therefore, in the current study, organizational climate will be studied
as a predictor of behaviors that exceed delineated role expectations, often termed as Organizational
citizenship behavior and innovative work behavior.

Organizational citizenship behaviors (OCBs) refer to behaviors that are ―discretionary, not directly
or explicitly recognized by the formal reward system and that in the aggregate promotes the
effective functioning of the organization‖ (Vonday, 2010). These behaviors are the actions that
support major functions and in themselves, moreover, they are optional, since they are not parts of
a person’s main task and not laid down in the job description. OCB includes discretionary "pro-
social" ethical behavior, such as helping newcomers to the organization, assisting co-workers on
the job, not taking unnecessary breaks, and volunteering to do things not "required" by a job
description.

OCB may be regarded as a performance that supports the social and psychological environment in
which task performance takes place (Fox et al., 2011). It is important to note that the citizenship
behaviors are always positive (Bambale et al., 2012; Nimran, 2011).

However, it is not easy for organizations to predict what they can do to influence OCB. However,
the researchers predict that organizational climate can motivate and direct the activities and
behaviors of employees to affect OCB (Maamari and Messarra, 2012).

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On the other hand, innovative work behavior can be defined as employees’ intentional creation,
introduction and application of new ideas in order to improve the individual, group or
organizational status quo (De Jong and Den Hartog, 2010).

Not only organizations in highly competitive markets need to innovate, so do non-profit

organizations, such as educational institutions (Messman and Mulder, 2011). Innovations are new
and useful products or processes that address problems and challenges of certain work context and
that maintain or improve the current state of this context (West and Farr, 1989). Thus, innovative
opportunities appear not only in break-through product creations, but also in continuous problem
solving. In this regard, organization increasingly need and expect all employees to contribute to the
development of innovations.

However, it is worth highlighting important factor that can drive innovative capabilities of
employees. To promote innovation and develop innovative work behaviors among employees in an
organization, scholars have empirically proven that organizational climate is a key factor (Bedell
and Mumford, 2007).

Thus, the organizational climate, OCB and innovative work behavior of employees are in danger
when employees’ personal values/perceptions are incongruent with those of the organization. The
implication that OC may influence levels of organizational citizenship behavior as well as
innovative work behavior of employees therefore potentially has a far-reaching impact, and the
implied link between these constructs makes this an important relationship to study and
understand.

While there is a vast literature that has examined organizational climate, organizational citizenship
behavior, and innovative work behavior independently, there is lack of empirical research that has
examined the relationship between OC, OCB, and IWB together, that too in an Ethiopian context.
Therefore, the purpose is to learn the extent to which organizational climate persuade an employee
to develop bonding towards the organization, which in turn may lead to out-of the role behaviors
and innovative work behaviors from the employees part which would ultimately benefit the
organization, creating a sense of satisfaction too in the employee.

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1.2 Statements of the Problem
Peters and waterman (1982) suggest that effective organization place high emphasis on their
employees and consider their most important asset in achieving their goals. Organization should
pay attention to how employees perceive their organization practices, work climate and how such
work climate elicits citizenship and innovative work behavior of employees given the fact that
employees are the organizations most important asset.

The organizational climate refers to a contextual situation at a given time where the members of
the organization associate with the thoughts, feelings, and behaviors among them that forms work
environment (Agikgoz and Giinsel, 2011). In academic literature, scholars have empirically proven
that organizational climate is a key factor in developing innovative work behaviors of employees
(Al-Saudi, 2012; Arif et al., 2012; Sagnak, 2012; Yu et al., 2013) and organizational citizenship
behavior (Brenner et al., 2010). However, organizational climate dimensions incorporated were
dissimilar across those respective studies.

The growing competition in the higher education environment in Ethiopia manifest from the
increasing number of new universities has called for good organizational climate that would allow
these universities to retain their best hands while encouraging the development of citizenship
behavior as well as enhancing the innovative work behaviors of their employees. Thus, there had
been constant mobility of these highly skilled persons from one university to another. Movement
from the third and second generation universities to the first generation universities is one and
from first generation to either second or third generations are some of other forms. However, the
critical is the fact that it had been established that some of these lecturers hardly stay for long in
such university before moving again, (Startup et al., 1975).

There are few detailed studies on organizational climate factor and antecedents of innovative work
behaviors (Goepel, 2011; Hsu and Fan, 2010) as well as empirical studies investigating the
relationship between organizational citizenship behaviors and climate within an organization in
terms of nature and existence as large group of researchers were concerned with the effect of other
organizational factors like organizational justice, organizational trust, or perceived organizational
support on OCB (Daffy and Lilly, 2013; Lee and Peccei, 2011; Lilly and Vivick, 2013; Titrek et
al., 2014; Wildschut et al., 2015 ).

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In addition, the studies that explore the link connecting organizational climate and innovative work
behavior have reported a weak and inconsistent finding. Moreover, the available measures of
innovative work behaviors are mostly short and limited in empirical evidence of measurement
validity as past studies have been assessed as a one dimensional construct (De Jong and Den
Hartog, 2010). Therefore, this study will be timely to fill the existing research gap by using
construct that covers the multidimensionality of innovative work behavior.

It is also worth realizing that the current theoretical understanding of the consequences of
organizational climate is largely based on the studies conducted in Western, business organization
contexts and lacking evidence from education arena in our country perspective (Sellgren et al.,
2008). Hence, the extent to which research findings in these countries can be applied to Ethiopian
Universities needs to be established.

Moreover, to the knowledge of the researcher, while there is a vast literature that has examined the
variables of the study independently and/or the dual relationship between these variables have been
investigated, there has been no empirical research combining organizational climate,
organizational citizenship behavior, and innovative work behaviors of employees together, that too
in an Ethiopian context.

Henceforth, it is worth doing to study the effects of organizational climate, organizational

citizenship behaviors on innovative work behaviors of academic staff in the University which
affect the realization of these institutions’ vision.

1.3 Research Objectives

1.3.1 General Objectives

The main objective of this study is to examine the mediating effect of organizational citizenship
behavior in the relationship between perceived organizational climate and innovative work
behaviors of academic staffs in western cluster public universities of Ethiopia.

1.3.2 Specific Objectives

The specific objectives of the study will be as listed below:

 To find out the relationship that exists between organizational climate, organizational
citizenship behaviors and innovative work behaviors of academic staffs.

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  To identify the effect of perceived organizational climate, organizational citizenship
behaviors on innovative work behaviors of academic staffs.
 To determine the mediating effect of organizational citizenship behaviors in the
relationship between perceived organizational climate and innovative work behaviors of
academic staffs.
 To determine whether there is a difference in perception of academic staffs toward
organizational climate based on their demographic characteristics.

1.4 Research Hypotheses

Based on the review of the related literature on organizational climates, OCB and innovative work
behavior, the following hypotheses are proposed for the current study:
Ho1: Academicians’ perception of Organizational climate has no statistically significant effect on
their Organizational citizenship behaviors.
Ho2: Academicians’ perception of Organizational climate has no statistically significant effect on
their Innovative work behaviors.
Ho3: Academicians’ perception of Organizational citizenship behavior has no statistically
significant effect on their Innovative work behaviors.
Ho4: Organizational citizenship behavior mediates the relationship between Organizational
climate and Innovative work behaviors of academician.
Ho5: There is no significant difference in the perception of academicians toward Organizational
climate based on demographic variables (Gender, Academic rank and Experience).

1.5 Scope of the Study

This study restricted in its scope to only focus on organizational climate and organizational
citizenship behaviors as the possible determinants of innovative work behaviors of academic staff.
This study also focuses only on the concept of organizational citizenship behavior as a mediator
between organizational climate and innovative work behavior.

Organizational climate dimensions of Borrevik (1972) will be preferred as the variable in this
study for the lack of it's utilization in most of the studies since its related only to the academic
work climate. Moreover, organizational citizenship behavior dimensions developed by Dekas et.al

6
(2013) will be selected as a variable for its suitability for the knowledge worker. Whereas the
innovative work behaviors of academic staff will be measured based on the study done by De Jong
and Den Hartog (2010) for it measures multidimensional construct of innovative work behavior
rather than the previous studies which tend to measure only one dimensional construct.

1.6 Significance of the Study

The focus of this study will be on academic staff perception in sample selected public universities
within the western cluster of Ethiopia. The main objective is to determine factors in the
organizational climate and organizational citizenship behavior that would enhance the innovative
work behaviors among academic staff.

First, this study will contribute to the enrichment of the literature to make up for the lack of
research on the relationship of organizational climate and organizational citizenship behaviors with
innovative work behaviors within the Ethiopian context. By enriching the literature in this field, it
would contribute to the body of knowledge in exploring the relationships of these variables,
especially in the field of human resource management practices among academician. Besides, the
investigation of mediation effects can refine intervention programs by removing failure
components and/or promoting components that do succeed (Fairchild and McQuillin, 2010).

Furthermore, this study will use different variable of organizational climate for higher education of
Borrevik (1972) and organizational citizenship behavior of knowledge worker by Dekas et al.
(2013) rather than focusing on the existing theories in other sectors and this would bring forth new
findings on organizational climate and employee behaviors. Therefore, the results of this study will
provide a comprehensive understanding by merging several new theories and variables with the
solidification of methodology.

Finally, a deeper understanding of organizational climate and organizational citizenship behavior

in the Ethiopian higher education context will provide a clear picture of managerial implication of
antecedents of innovative work behaviors as a basis for building and managing an organization
(Goepel et.al, 2012). Therefore, this study will provide empirical data to give an in-depth
understanding to managers or leaders concerning the best action to take in order to foster
citizenship and innovative work behavior among academic staff and recommend adoptable policies
and strategies for mitigating organizational correlates that affect the positive work outcomes.

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1.7 Operational Definition
To avoid vagueness in the research, definitions of the terms to be used in this study need to be
spelled out. It is imperative to provide lucid definitions of three major constructs. These major
constructs are organizational climate, organizational citizenship behavior and innovative work
behaviors;

Organizational climate(OC) is defined as the shared perceptions of and the meaning attached to
the policies, practices, and procedures employees experience and the behaviors they observe
getting rewarded and that are supported and expected (Schneider et al., 2011). It is a set of unique
characteristics and features that are perceived by the employees about their organizations which
serves as a vital force in influencing their behavior. In this study, organizational climate will be
measured as a variable consisting of four indicators (i.e. consideration, intimacy, disengagement,
and production emphasis) operationalised using instrument developed by Borrevik (1972).

Organizational citizenship behaviors (OCBs) refer to behaviors that are ―discretionary, not parts
of a person’s main task and not laid down in the job description, not directly or explicitly
recognized by the formal reward system and that in the aggregate promotes the effective
functioning of the organization‖ (Vonday, 2010). However, recent empirical evidence shows that
studies focusing on OCB in an educational context are scarce (Jimmieson et al., 2010; Oplatka and
Stundi, 2011) which makes the nature of the construct in an educational environment neither very
clear nor consensually operationalized. Five dimensions of OCB developed by Dekas et al. (2013)
for knowledge worker namely, employee sustainability, social participation, civic virtue, initiative
and assistance are to be studied in this study.

Innovative work behavior (IWB) is defined as employees’ intentional creation, introduction and
application of new ideas to his/her work role, unit, or organization in order to improve the
individual, group or organizational status quo (De Jong and Den Hartog, 2010) and will be
measured with the help of four constructs namely, idea exploration, idea generation, idea
championing and idea implementation.

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 1.8 Conceptual Framework of the Study
In this study organizational climate (Independent variable) are proposed to affect innovative work
behaviors directly and indirectly, through the mediation of organizational citizenship behavior.

Organizational Citizenship
Behavior [OCB]
 Employee Sustainability
 Social Participation
 Civic Virtue
 Initiative
 Assistance


Organizational Climate
[OC] Innovative Work
 Consideration Behavior [IWB]
 Intimacy  Idea Exploration
1.9.
Disengagement
Research Methodology  Idea Generation
 Production Emphasis  Idea Championing
1.7.1 Research Design
 Idea Implementation

Figure-1: Diagrammatic representation of how organizational climate relates to

innovative work behavior

Source: Developed by the researcher based on the review of related literature

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1.9 Research Methodologies
1.9.1 Research Design
Cross-sectional survey design will be used in this specific study. In cross-sectional type of research
design, independent, mediator and dependent variables are measured at the same point in time
using a single questionnaire (Anol Bhattacherjee, 2012). This design is chosen because it will have
the ability to produce data required for quantitative analysis, allowing simultaneous description of
views, opinions, perceptions and beliefs at a single point in time. Above all, instructors are a
homogeneous population and this allowed collection of views at a single point in time.

The study will also said to be co- relational in design because there is the intent to investigate the
relationship between predictor, mediator and the response variable of the study. Creswell (2005)
explained that the co-relational research design is useful for identifying the type of association,
explaining complex relationships of multiple factors that explain an outcome, and predicting an
outcome from one or more predictors.

1.9.2 Research Approach

The research approach for this study is Quantitative in Nature. Creswell (2005) asserted,
quantitative research approach is a type of research approach in which the researcher decides what
to study, asks specific narrow questions, collects numeric (numbered) data from participants and
analyzes these numbers using statistics, and conducts the inquiry in an unbiased, objective manner.
Moreover, quantitative approach is one in which the investigator primarily uses post positivism
claims for developing knowledge, i.e., cause and effect relationship between known variables of
interest or it employs strategies of inquiry such as experiments and surveys, and collect data on
predetermined instruments that yield statistics data (Creswell, 2003). Therefore, since the purpose
of this study is to evaluate and observe through a survey instrument if the response variable,
innovative works behavior, has a measurable relationship with the predictor variable
(organizational climate) directly and through organizational citizenship behavior, the study will
adopts a quantitative research approach, as the methodology to provide a quantifiable statistical
analysis of the responses to the survey.

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1.9.3 Data type and Data source
Primary source of data will be used to undertake the study. According to Biggam (2008), primary
data is the information that the researcher finds out by him/herself regarding a specific topic. The
main advantage with this type of data collection is that it will be collected with the research’s
purpose in mind. It implies that the information resulting from it is consistent with the research
questions and objectives. Therefore, for this specific study, the respondent’s response through
structured questionnaire will be used as a primary source of data. Data will be collected from three
public universities found in the western cluster of Ethiopia, Namely; Mettu University (MeU),
Wollega University (WU), Jimma University (JU).

1.9.4 Techniques of Data gathering and Instruments

The self report questionnaires, which constitute close-ended items, will be utilized to gather the
primary data from the academic staff of sample University, which will be distributed by the
researcher to the respondents. This specific data collection technique is preferred as it allowed
statistical analysis to be conducted; assuring the researcher could make inferences regarding the
relationships between the dependant and independent variables (Terre Blanche & Durheim, 2011).

The OCDQ-HE (partial), developed by Borrevik (1972), will be used to measure academic staff
perceptions of the organizational climate in their respective University. The questionnaire was
modeled after Halpin and Croft’s (1963) survey for quantifying organizational climate in
elementary and secondary schools. In the research conducted for construction of an organizational
climate description questionnaire for academic departments in Colleges and Universities, Borrevik
(1972) validated the OCDQ-HE by a factor analysis of 575 faculty members’ responses. A factor
solution was obtained yielding six subscales: consideration, intimacy, disengagement, production
emphasis, student involvement, and detachment.

Split-half coefficient of reliability for the sub-scales of consideration, intimacy, disengagement,

and production emphasis ranged from .70 to .92 (Borrevik, 1972). The sub-scales of student
involvement and detachment will not be included in this study as the internal consistency of the
sub-scales was found to be unreliable with split-half coefficients of reliability of .08 and .37,
respectively (Borrevik, 1972). The OCDQ-HE has a total of 42 items. Responses are on a 5 point
scale: 1 = Event Almost Never Occurs, 2 = Event Seldom Occurs, 3 = Event Occasionally Occurs,
4 = Event Often Occurs and 5 = Event Almost Always Occurs.

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The organizational citizenship behavior scale developed by Dekas et al. (2013) to measure the
OCB’s of knowledge worker will be adopted for this study. While the scale was designed to
measure the five sub-scales of OCB such as employee sustainability, social participation, civic
virtue, initiative and assistance, in this study OCB will be considered as a latent construct so that
the average of all items is calculated to measure OCB. Respondents will be asked to rate the items
on a five-point scale.

Innovative work behavior of academic staff will be measured by four constructs: idea exploration,
idea generation, idea championing, and idea implementation. These constructs bear a resemblance
to the four dimensions of IWB as defined by De Jong and Den Hartog (2010). The measurement
scale is five-point likert-scale ranges from never to always.

1.9.5 Sampling Techniques and Sample size

In the western cluster of Ethiopia, there are five universities. These are Jimma University, Wollega
University, Mizan Teppi University, Mettu University, and Asossa University. According to the
categorization made by Kahsay (2012), these universities are categorized in to three: big and old;
young and moderate and small and younger. The categorization is done to ensure the
representation of universities of different generations in to the study and in turns to examine any
variations regarding the perception of organizational climate along with their differences.

In this study, multistage sampling technique will be utilized to select the representative universities
faculties, departments, and instructors. Hence, from each of the three categories one university will
be included in the sample by using simple random sampling. Accordingly, three public universities
found in the western cluster of Ethiopia, namely; Mettu University (MeU), Wollega University
(WU), Jimma University (JU) are selected. Three cases instead of one is preferred in this study for
the reason that including more than one case gives more power to the analysis in terms of getting
comprehensive and rich data regarding the organizational climate of the Ethiopian public
universities.

From each of the sample universities, identical colleges/ institutions are identified. Next eight
colleges (College of Social Science and humanities, College of Business and Economics, College
of Agriculture, College of Engineering and technology, College of Natural Science, College of
Health science, College of Education and Behavioral Sciences, College of Law and Governance)
from each university will be selected.

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Again, from each of the colleges/institutions one department will be randomly selected. Once the
departments are identified, ten instructors will be selected from each department using simple
random sampling techniques. Hence, the sample size = 8*1*10*3 = 240.

1.9.6 Method of Data Analysis

Before analyzing the data an evaluation of the OC, OCB and IWB scales dimensionality and
reliability will be performed. To confirm the dimensionality of the three scales, the study will
utilize a principal components analysis with varimax rotation (Tabachnick and Fidell, 2007). Then
the collected data will be analyzed by making use of descriptive statistics, which enabled the
researcher to synthesize and summarize the quantitative data. The descriptive statistics described
the sample in terms of the responses to the questions using frequencies, means and standard
deviations. Spearman Correlation Coefficients which measures the degree of relationships between
the variables will be used to measure the relationship among the variables and Hierarchical
Regression which measures nature of relationship and contributions of variables to a system of
equation will be used to analyze the hypotheses.

In the way that was suggested by Baron and Kenny (1986), the first analysis will be a hierarchical
regression with organizational climate and the mediator (OCB). The second set of analysis will be
hierarchical regression including organizational climate and the DV, here IWB. The last set of
analysis will be between the mediator (OCB) and Innovative work behaviors. Moreover, ANOVA,
which measures variations among variables, will be used with independent t-test to ascertain the
degree of significance of the measured variation among the academic staff perception based on
their demographic characteristics.

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1.10 WORK PLAN

No Activities Duration

1 Primary survey and Proposal Beginning of October— November, 2017

2 Questioners preparation Beginning of December --- January, 2017/18

3 Data collection February ---- March, 2017/18

4 Data analysis, result writing and April ---- June, 2017/18

final version report

1.11 BUDGET PLAN

No Item Selected Cost Description Total Amount

areas in ETB
1 Stationary Cost Printing, copying, pen, paper, From
RW-CD, & etc. Department
2 Per-dim for Enumerators JU, WU, and 6 Enumerators *24 days* 179 birr 25,776.00
MeU
3 Enumerator’s JU, WU, and 6 Enumerators * 500 birr 3,000.00
Transportation cost MeU
4 Supervisor/Researcher’s JU, and MeU 2*24 days *179 birr 8,592.00
per-dim
5 Supervisor/Researcher’s JU, and MeU 6 (3 times to each) *2* 500 6000.00
Transportation cost
6 Data encoder’s cost 6 Encoders * 10 days * 179 birr 10,740.00

7 Communication- phone, 1500.00

fax, e-mail
Sub Total 55,608

Contingent Cost 10% 5,560.8

Grand Total 61,168.8

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