FACTORS AND PREDICTORS OF ORGANIZATIONAL

CITIZENSHIP BEHAVIOR OF SERVICE CREWS

A Thesis
Presented to the Faculty
of Business Studies Department
Sta. Teresa College
Bauan, Batangas

In Partial Fulfillment
of the Requirements for the Degree
Bachelor of Science in Business Administration
Major in Human Resource Management

by:

De Padua, Alyssa S.
Evangelista, Jennelyn N.
Manalo, Jessabel A.
Marquez, Kyla Mae T.

July 2023
 ii

APPROVAL SHEET

This thesis entitled FACTORS AND PREDICTORS OF

ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF SERVICE CREWS prepared

and submitted by Alyssa S. De Padua, Jenelyn N. Evangelista, Jessabel A.

Manalo and Kyla Mae T. Marquez, in partial fulfillment of the requirements for the

degree of Bachelor of Science in Business Administration Major in Human

Resource Development Management, has been examined and recommended for

approval and acceptance for oral communication.

JANET T. COMETA, Ph.D.

Adviser

PANEL OF EXAMINERS

Approved by the Committee on Oral Examination with a grade of ____________.

RANDY M. BAJA, Ph.D., FRIEdr, CESE

Chairman

AUDREY D. ALDAY, Ph.D. JENNIFER A. REYES, MS

Member Member

Accepted and approved in partial fulfillment of the requirements for the

degree of Bachelor of Science in Business Administration Major in Human

Resource Management.

______________ RANDY M. BAJA, Ph.D., FRIEdr, CESE

Date Dean
 iii

ACKNOWLEDGEMENT

Completing this paper would not have been possible without the invaluable

assistance provided by these individuals, who contributed their support in various

capacities. The researchers express their gratitude to all individuals who have

assisted them and to Almighty God, who consistently offers guidance and

illumination throughout their study. Additionally, they acknowledge the gift of

intellectual capacity, enabling them to undertake and complete their research

endeavors:

To Dr. Randy M. Baja, the Dean of Sta. Teresa College, for inspiration to do

quality work;

To Dr Janet T. Cometa, their thesis adviser, for her considerate effort and

moral support in guiding them during the entire thesis writing;

To Dr. Audree Alday and Mrs. Joan Kristel Adame, panelists, for their

judicious comments and suggestions to improve this study;

To Mrs. Jennifer A. Reyes, statistician, for sharing her expertise;

To Mrs. Daisy Jane M. Briones, grammarian, for her assistance in editing the

manuscript;

To Mr. Alejandro Fernandez II and Mr. Oliver Ilagan, managers of Jollibee

Manghinao, for their encouragement and motivation;

To the faculty members of Sta. Teresa College for believing in the

researchers finishing their studies;

 iv

To their fellow students, for the encouragement;

To employees of select fast food chains for their cooperation;

To the Librarians of STC and other universities for assisting the researchers

with the documents and books needed for the accomplishment of the study;

To their parents, families, and friends for their help, prayers, constant love,

and guidance.

- The Researchers
 v

DEDICATION

I humbly dedicate the completion of this study to the following people:

To Dr. Janet T. Cometa, who kept on believing in and motivating me to do

the best I could;

To my parents, Antonio M. De Padua Jr. & Alona S. De Padua, who give

their utmost support and never-ending inspiration throughout the study. They are

the ones who provide the resources needed to make this study;

To my sister, Alliah Ann S. De Padua, who has been a constant support

and my helping hand throughout the years;

To my boyfriend, Kenneth, who has been my constant source of strength,

giving unending support and encouragement during the challenges. Thanks for

understanding, and for always being there for me.

To all the faculty members of STC, who are behind in making this research

possible by guiding us;

To my friends, who also support me and by helping me when I need help;

To school, which gives opportunity to nurture, and test my skill and

cooperation to build this study;

To my members, for sacrificing and cooperating in researching this paper.

Above all, I thank our Almighty God for blessing me with wisdom, knowledge,

and strength. I lift this humble piece of work to him.

- Alyssa
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DEDICATION

Completing this study could not have been possible without the expertise of

Dr. Janet T. Cometa, our beloved thesis adviser. I would also like to thank our

statistician Ma'am Jennifer Reyes.

I would like to dedicate my work to my family. They fostered in me a passion

for learning and made sacrifices so that I could receive a high-quality education

from an early age. And for never giving up on helping me achieve my goal. I am

incredibly thankful for the love she provides me to my loving mother, Maura

Manalo, who is my inspiration in all I do. Thank you to my aunt Leonila Asilo for

loving and caring for me.

I am grateful to my siblings, Jemmalyn Manalo, Joy Manalo, Jenealyn Manalo,

and Mark Manalo, for their advice and support in whatever I do. And for my sister,

April Manalo, who is still guiding us even though she is in heaven.

Above all, the most influential person in my life is my sister, Jeany Manalo,

who never tires of looking after me financially and psychologically and is always

available whenever I need assistance. Thank you for your advice and guidance in

helping me improve my studies.

Raiko, Jenny Rose, McRey, and Ma.Veronica Rhaine, my gorgeous,

handsome nieces and nephews, thank you for always making me smile when I am

sad and struggling.

 vii

To my boyfriend Jerwin Alabastro, thank you for your constant

encouragement, and advice. I thank you also for making me happy whenever I

struggle.

This is also dedicated to my close friends, who have always supported me

during my years of study.

Almighty God gave me the strength, knowledge, wisdom, protection, and will

continue and keep positive to complete this research.

- Jessabel
 viii

DEDICATION

Completing this study could not have been possible without the expertise of

Dr. Janet T. Cometa, our beloved thesis adviser. I would also like to thank our

statistician Ma'am Jennifer Reyes.

I would like to dedicate my work to my family. They fostered in me a passion

for learning and made sacrifices so that I could receive a high-quality education

from an early age. And for never giving up on helping me achieve my goal. I am

incredibly thankful for the love, care, and sacrifice of my parents, Roderick

Evangelista and Arlyn Evangelista, who inspire me in all I do.

I am grateful to my siblings, Jene Rose Evangelista, Jenlyn Evangelista,

Jean Jean Evangelista, Jemmalyn Evangelista, Jean Roselyn Evangelista, and

Jericho Evangelista, for their advice and support in whatever I do.

I thank my ex-boyfriend, Lance Joshua Arada, who inspired me to pursue

my dreams at the beginning, advised and supported me financially, and made me

happy the past year.

This is also dedicated to my close friends, who have always supported me

during my years of study.

Above all, I thank the Almighty God for giving me the strength, knowledge,

wisdom, protection, and for his continuous guidance to keep me positive to

complete this research.

-Jenelyn
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DEDICATION

This work is the result of countless and tough sacrifices. This work is

wholeheartedly and proudly dedicated to the individuals who inspire the

researchers, from parents and guardians to classmates and friends who stepped

forward to aid in the face of difficulties while undertaking this endeavor. I humbly

dedicate this work to my loving parents, Mr. Luisito B. Marquez and Mrs. Edita T.

Marquez, for their unending guidance and support, to my sisters, who serve as

motivation for me to complete this fundamental research, and to my friends for

their inspiring pieces of advice and for always cheering me up throughout the entire

journey of this research, for the encouragement and determination, and for without

their love and support, this research would not have been possible.

To the professors and our thesis adviser, statistician, who helped us to

make this research flourish and well prepared and to the school Sta. Teresa

College. Above all, to our Almighty God, who has showered us with His benefits in

our everyday lives, particularly for the strength, bravery, patience, wisdom, time,

and direction in carrying out our mission, for his direction, mental strength, and

protection, as well as for providing us with a healthy life for us to carry out this

research. All of these we offer to you. Thank you.

-Kyla
 x

TABLE OF CONTENTS
Page

TITLE PAGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . i

APPROVAL SHEET. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. . ii

ACKNOWLEDGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii

DEDICATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .v

TABLE OF CONTENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .x

LIST OF FIGURES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii

LIST OF TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . xiv

RESEARCH ABSTRACT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvi

CHAPTER I. THE PROBLEM AND ITS BACKGROUND

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . .1

Conceptual Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..10

Statement of the Problem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Hypotheses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …16

Scope, Delimitation and Limitation of the Study . . . . . . . . . . . . . . . . . . ..16

Significance of the Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..17

Definitions of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

CHAPTER II. REVIEW OF RELATED LITERATURE AND STUDIES

Conceptual Literature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

Related Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
 xi

Synthesis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

CHAPTER III. RESEARCH METHODOLOGY

Research Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Respondents of the Study. . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . 82

Data Gathering Instruments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82

Data Gathering Procedure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

Statistical Treatment of Data. . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . 84

Ethical Consideration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

CHAPTER IV. PRESENTATION, ANALYSIS AND INTERPRETATION

OF DATA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

CHAPTER V. SUMMARY, FINDINGS, CONCLUSION AND

RECOMMENDATION

Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235

Findings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . 236

Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 240

Recommendation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . .241

BIBLIOGRAPHY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
 xii

APPENDICES

A. Letter for Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . .253

B. Letter for Validators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . 254

C. Certificate of Language Editing . . . . . . . . . . . . . . . . . . . . . .. . . . . . .255

D. Certificate of Statistical Treatment . . . . . . . . . . . . . . . . . . . . . . . . . .256

E. Statistical Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . 257

CURRICULUM VITAE
 xiii

LIST OF FIGURES

Figure Page

1 Research Paradigm. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
 xiv

LIST OF TABLES

Table Page

1 Distribution of the Respondents in terms of Gender . . . . . . . . . . 87

2 Distribution of the Respondents in terms of Age . . . . . . . . . . . …91

3 Distribution of the Respondents in terms of Civil Status . . . . . . . .97

4 Distribution of the Respondents in terms of Length of Service . .100

5 Evident of Organizational Compliance. . . . . . . . . .. . . . . . . . . . . .103

6 Evident of Organizational Loyalty . . . . . . . . . . . . .. . . . . . . . . . . .110
7 Evident of Organizational Civic Virtue . . . . . . . . . .. . . . . . . . . . . .117
8 Evident of Organizational Altruism . . . . . . . . . . . . .. . . . . . . . . . . .122
9 Evident of Organizational Individual Initiative. . . . . . . . . .. . . . . . .128
10 Evident of Organizational Courtesy . . .. . . . . . . . . .. . . . . . . . . . . .136
11 Evident of Organizational Conscientiousness. . . . . . . . . . . . . . . . 142
12 Difference on the Assessments of Organizational Citizenship

Behavior when Grouped According to Gender . . . . . . . . . . . . . . . . . . .151

13 Difference on the Assessments of Organizational Citizenship

Behavior when Grouped According to Age . . . . . . . . . . . . . . . . . . . . . 156

14 Difference on the Assessments of Organizational Citizenship

Behavior when Grouped According to Civil Status . . . . . . . . . . . . . . . 163

15 Difference on the Assessments of Organizational Citizenship

Behavior when Grouped According to Length of Service . . . . . . . . . . 169

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16 Relationship between Dimensions of Organizational Citizenship

Behavior and Organizational Compliance. . . . . . . . . . . . . . . . . . . . . . . 177

17 Relationship between Dimensions of Organizational Citizenship

Behavior and Organizational Loyalty . . . . . . . . . . . . . . . . . . . . . . . . . . 183

18 Relationship between Dimensions of Organizational Citizenship

Behavior and Civic Virtue. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189

19 Relationship between Dimensions of Organizational Citizenship

Behavior and Altruism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194

20 Relationship between Dimensions of Organizational Citizenship

Behavior and Individual Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . .198

21 Relationship between Dimensions of Organizational Citizenship

Behavior and Courtesy . . . . . . . . . . .. . .. . . . . . . . . . . . . . . . . . . . . . . 207

22 Relationship between Dimensions of Organizational Citizenship

Behavior and Conscientiousness . . . . . .. . . . . . . . . . . . . . . . . . . . . . . 216

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RESEARCH ABSTRACT

Title: Factors and Predictors of Organizational

Citizenship Behavior of Service Crews

Authors: De Padua, Alyssa S.

Evangelista, Jenelyn N.

Manalo, Jessabel A.

Marquez, Kyla Mae T.

Type of Document: Thesis

Degree: Bachelor of Science in Business

Administration, Major in Human

Resource Management

Adviser: Janet T. Cometa, Ph.D.

________________________________________________________________
Summary

This study aimed to propose plan of activities for select fast-food chains.

Specifically, this study sought answers to the following questions:

1. What is the profile of the respondents in terms of:

1.1 gender;

1.2 age;

1.3 civil status; and

1.4 length of service?

 xvii

2. As assessed by the employees to what extent is organizational citizenship

behavior evident relative to:

2.1 organizational compliance;

2.2 organizational loyalty;

2.3 civic virtue;

2.4 altruism;

2.5 individual initiative;

2.6 courtesy; and

2.7 conscientiousness?

3. How do the assessments differ when grouped according to profile variables?

Are there significant differences?

4. How do the dimensions of organizational citizenship behavior affect each

other? Are there significant effects?

5. Based on the analysis, what plan of activities may be proposed?

The researchers focused on the hypotheses of significant differences in the

assessments when grouped according to a variable and the significant effects

among the dimensions of organizational citizenship behavior. The research design

is descriptive, with fishbowl sampling employed to limit the research to 117

respondents who are employees of different fast-food chains along Bauan and

Batangas City.
 xviii

The type of questionnaire used to determine the results regarding

dimensions of organizational citizenship behavior is a checklist format/Likert scale

questionnaire. The respondents answered the questionnaires. The data were

analyzed and interpreted using the appropriate statistical tools such as frequency,

percentage, multiple regression, and F-test (ANOVA).

Hypotheses

This study tested the following hypotheses:

1. There are no significant differences in the assessments when grouped

according to profile variables.

2. There are no significant effects among the dimensions of organizational

citizenship behavior.

Findings

Based on the results, the following significant findings were revealed in this

study.

1. Profile of the Respondents.

48.7% of the respondents are male while 46.2% are female. As to age,

41.9% are 21-25 years old while 21.4% are below the age of majority. With regard

to civil status, 80.3% are single while 17.1% are married. Lastly, 41.0% are working

for less than 1 year while 36.6% are employed for less than 2 years.
 xix

2. Evident of Organizational Citizenship Behavior.

OCBs include altruism, conscientiousness, civic virtue, sportsmanship, and

courtesy.

2.1 Organizational Compliance.

Meeting all legal requirements, ranked it as the highest priority. On the other

hand, reporting unlawful or unethical behavior ranked as the lowest priority among

the participants. The overall average mean score of 3.60, a standard deviation of

0.46 indicate homogeneous rating of a great extent.

2.2 Organizational Loyalty.

Promoting the company’s image rank as highest and defending the

organization from external threats rank as lowest. The result revealed that the

general average mean is 3.61 while standard deviation is 0.45, verbally interpreted

as great extent.

2.3 Civic virtue.

Attending meetings and events hosted by the company rank as highest and

fostering a sense of belonging and camaraderie rank as lowest. With a general

average mean of 3.60 and standard deviation is 0.44 such bad a verbal

interpretation of great extent.

2.4 Altruism

Displaying compassion to the co-workers rank as highest and concerning

on the welfare and rights of others ranks as lowest. The general average mean of
 xx

3.65 with a standard deviation of 0.42 is verbally interpreted as great extent.

2.5 Individual Initiative.

Solving the problem about work rank as highest and feeling pleased to act

before others ordered me to rank as lowest. The obtained general average mean

of 3.62 and standard deviation is 0.46 which is verbally interpreted as great extent.

2.6 Courtesy.

Saying “Thank you” and “Welcome” to customers rank as highest and

refraining from being arrogant, impolite and demanding rank as lowest. The result

revealed that the general average mean is 3.67 while standard deviation is 0.43,

which is verbally interpreted as great extent.

2.7 Conscientiousness.

Strictly following the rules and regulations rank as highest and not minding

working additional hours rank as lowest. The result revealed that the general

average mean is 3.60 and standard deviation is 0.44. The general mean is

interpreted as great extent.

3. Difference on the Assessments of Organizational Citizenship

Behavior

The data, when grouped into gender, revealed that civic virtue obtained a

computed F-value of 4.154 with a corresponding p-value of 0.018. While in terms

of age, the assessment of organizational citizenship behavior showed that

courtesy obtained a computed F-value of 2.343 with a corresponding p-value of

 xxi

0.046. Moreover, according to the assessment of OCB regarding civil status,

organizational compliance, and conscientiousness is significant since

organizational compliance obtained a computed F-value of 2.973 with a

corresponding p-value of 0.035, while conscientiousness obtained a computed F-

value of 3.130 with a corresponding p-value of 0.029 which both led to reject the

null hypothesis.

4. Effects among the Dimensions of Organizational Citizenship Behavior

Organizational compliance has a significant effect on organizational loyalty,

showing compliance will increase by 0.482 when organizational loyalty and

individual initiative increase. While the relationship between dimensions of OCB in

organizational loyalty is also significant to organizational compliance and civic

virtue, which shows that it will increase by 4.865 and compliance increases. On

the other hand, the relationship between dimensions of OCB in civic virtue is

significant to altruism and organizational loyalty, which shows altruism and

organizational loyalty will increase by 2.405 and 3.039 when civic virtue increases.

Altruism is affected significant in individual initiative, courtesy, and civic

virtue, which shows that it will increase by 3.876, 7.159, and 2.405 when altruism

increases. Moreover, the relationship between dimensions of OCB in the individual

initiative is significant in organizational compliance and altruism, which shows that

it will increase by 3.434 and 3.876 when individual initiative increases. While the

effect between dimensions of OCB in courtesy is significant in conscientiousness

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and altruism, which shows that it will increase by 3.485 and 7.159 when individual

initiative increases. Lastly, conscientiousness is significant by effect civic virtue

and courtesy, which shows that it will increase by 3.178 and 3.485 when individual

initiative increases.

5. Plan of Activities in Selected Fast-Food Chains

The proposed plan of activities is designed to enhance organizational

citizenship behavior, particularly among the employees in Bauan and Batangas

City. The plan of activities like providing team building activities and recognitions

helped employees and employers build a more competent and satisfactory

environment and service. They can gain knowledge and skills, thus enabling them

to reach more customers and be recognized. With this, it became possible to

reform the employees' organizational citizenship behavior.

Conclusions

Based on the findings of the study, the following conclusions were drawn:

1. Employees are male, 21-25 years old, single and working less than a year.

2. The organizational citizenship behavior is evident to a great extent in

different variables such as organizational compliance, organizational

loyalty, civic virtue, altruism, individual initiative, courtesy and

conscientiousness among employees.

3. There is significant difference in the assessment of civic virtue when

grouped according to gender and length of service.

 xxiii

4. There are significant effects among the dimensions of organizational

citizenship behavior.

5. The proposed plan of activities lies in its ability to serve as a foundational

framework for achieving specific goals or objectives. Such a plan is not

merely a list of tasks but a structured roadmap that offers several critical

advantages.

Recommendations

With the use of the findings, the researchers made the following

recommendations:

1. The Human Resource Departments may check and validate the proposed

plan of activities.

2. The proposed plan of activities may be implemented by the fast-food chains.

3. Future researchers may conduct similar studies including sportsmanship

and self-development.
 CHAPTER 1

THE PROBLEM AND ITS BACKGROUND

Introduction

Today's fast-paced lifestyle has made individuals hooked on food and

eatables that are easily prepared. Fast food is any product that is either pre-

prepared or can be made in less time than ordinary cuisine. People like to consume

such foods because they appeal to their taste buds more than conventional foods.

Fast meals are readily available in various settings, such as takeout, sit-down

restaurants, counter services, drive-thru, and delivery. Fast food is popular

because it is convenient, tasty, and economical. Fast food was developed as a

marketing tactic to meet the growing number of bystanders, wage employees, and

commuters who did not have the time to sit at a table and wait for their meals.

They cater to their specific clients' tastes and are frequently pioneers in

culinary innovation. They locate bartenders, wait staff, hosts, bussers, chefs,

cooks, managers, and dishwashers in the food service industry. Food service

professionals conduct various customer service, food preparation, and cleaning

jobs, all of which are critical to the operation of a business. It offers young workers

training and preparation opportunities and the prospect of building a career and

pursuing employment. Every company has unique employment dynamics that

benefit employees, employers, and the organization. Customers who go to a fast-

food chain are looking for speed, behavior, convenience, and predictability rather
 2

than a memorable dining experience. For a firm, behavior can increase its

productivity, providing knowledge and information, which can be the basis for

improving its performance, rational decision-making and policy-making, and better

planning and organizing. Any act of a person considered human behavior reflects

his thoughts, feelings, emotions, and sentiments, whether conscious or not.

Society cannot function at its maximum for the people if the components of the

organization to which the individual belongs do not have appropriate guidelines

that provide for satisfying his needs and attaining his goals. Businesses would not

thrive without a study of people's wants and desires.

Human behaviors occur anywhere and everywhere. Human behavior is vital

in almost every aspect of life. The difference between how people view themselves

and how others perceive them is frequently the root of conflict in businesses,

families, and life. This friction manifests itself in conflicts, the inability to satisfy the

expectations of others, and other problems that many individuals face regularly.

Throughout the years, human conduct has been at the root of all achievements

and failures. Understanding the fundamental causes of one's own and other

people's behavior may considerably increase life's success. Human behavior

significantly influences how leaders carry out their tasks as leaders and how others

see their responsibilities as employees.

It has an impact on one's daily existence. Humans establish opinions about

one another depending on their actions. When conversing with someone, avoiding
 3

eye contact may be regarded as disrespectful or as if hiding something. Behavior

does not necessarily remain consistent throughout life; it might change.

Furthermore, businesses have set standards and requirements for hiring

employees that fit a certain job description. Job-hunting has become more

challenging as merits and degrees play considerable roles in employment.

However, besides the qualifications needed for the job, employers also consider

connections within the company. They also offer contractual jobs that are short-

term, usually with unreasonable paychecks. With the country's inadequate

economic growth and poor education system, people tend to settle for average

jobs, resulting in an increased rate of job mismatch.

However, despite the high unemployment rate in the country, the government

still tries to conduct job fairs and seminars to help the economy grow. Employees

are the foundation of a successful business, as they reflect the customers'

feedback. Without concentrating on the inevitable difficulties in each job, their

positive attitudes can accomplish the work and motivate others to do the same.

Hence, the employees' excitement helps to create a friendly workplace

environment. However, apathy toward work-related obligations results in poor

attitudes, where employees become easily agitated over seemingly unimportant

issues. Additionally, they can also do and perform the things they do best,

therefore, utilizing their knowledge, strength, commitment, and dedication towards

 4

an organization, which is immeasurable by monetary assets the organization could

provide.

Organizational Citizenship Behavior (OCB) is employees' voluntary actions

to represent the company as good citizens. It includes all employees' productive

and admirable acts and traits that do not fall under their official job descriptions.

Employees support one another voluntarily, which helps the company advance. In

today's competitive business environment, the organizational citizenship conduct

of managers and workers is critical to meeting the organization's objectives since

the workforce is regarded as its resource. Managers aware of the benefits and

drawbacks of organizational citizenship behavior can support workers in making

their best contributions to the business and preventing burnout (Hansen and Roll,

2016).

In a competitive corporate setup with the front line and back end, a

workforce working rigorously and understanding their organizational citizenship

behavior might help the company realize a human resource management plan that

could slow the turnover rate and increase employees' commitment. Undoubtedly,

the HR strategy should assist the organization's personnel in contributing at the

highest level possible and improve the bottom line. It helps the organization reach

its ultimate goals of productivity, quality, and customer satisfaction by assisting

employees in improving their skills, attitudes, and behaviors and decreasing

turnover. HR strategies from which to choose can also be viewed as workforce

 5

management principles. These concepts may be translated into specific rules and

procedures for developing the necessary abilities, eliciting the right behaviors, and

attaining the desired outcomes for the firm's business plan. Maintaining a cohesive

HR strategy will likely illustrate how HR can provide value to the organization in

this changing, globalizing economy.

Organizational citizenship behavior is a rapidly expanding term that

describes how and why employees contribute positively to their business beyond

their prescribed work positions. The study of organizational citizenship behavior

addresses fundamental problems by examining the circumstances under which

people go the extra mile at work. It also refers to discretionary behavior and

contributions that are not expressly related to work responsibilities. It is an

associate's willingness to engage in organizationally important behaviors beyond

prescribed job duties, such as helping co-workers with their work and expending

extra effort to bring positive publicity to the organization (Collela et al., 2015).

On the other hand, good organizational citizenship reflects the

organization's human resources' voluntary commitment as they perform tasks

beyond their job description and contact. That brings us to what we commonly refer

to as formal organizations or bureaucracies, which originated in various levels of

government-nation, state, colony, city, and private commercial organizations,

particularly those of greater than middling size, adopted many of the features of
 6

0
1
the bureaucratic form. With this advancement came such now-familiar procedures
0

as job descriptions and incentive schemes.

Organizational citizenship behavior may also draw time away from official

employment functions to the point that additional requirements jeopardize the

fundamental function of the role. However, it can be reflected in positive reviews

from supervisors and co-workers or improved performance appraisals. In this

approach, it might indirectly facilitate future reward gains. This implies that, while

supporting organizational citizenship behavior, firms must also guarantee that the

cost to employees is not too high in the long run. The differentiation is based on

whether or not the behaviors are described in an individual's work description,

known as in-role performance, and the behaviors that serve the company but are

not detailed in an individual's job description, extra-role performance.

However, regardless of the benefits of organizational citizenship behavior,

it also has negative connotations since managers assume that employees must

perform tasks outside their qualifications. This expectation places unrealistic

assumptions and pressure on workers, which leads to burnout or low-quality work.

Organizational citizenship behavior can also be associated with conflicts regarding

work-family relationships and job stress. It may also cause distraction from

priorities and day-to-day duties since tasks are expected to pile up once they drift

away from work. Lastly, it can also cause unhealthy competition among the

employees as it strays from uplifting the organization to having the employees

 7

focus on their own goals, which leaves the organization behind an employee's

selfish desires and goals. These problems influence the performance and

relationships of the employee, employer, and work.

According to Lastoria and Bach (2022), the food service industry is in a

crisis of our own making. For decades, fast-food companies have paid poverty-

level wages, created dangerous working conditions, and disrespected employees.

Millions of restaurant workers were fired or furloughed during the pandemic. Many

others risked their health to go to work while enduring abuse from customers who

did not want to wear masks. Now, fast-food businesses nationwide are losing

money because they cannot attract enough workers.

Even in the Great Recession era, the food service industry stood out for its

absurdly high quit rate. Fast food companies cannot hire enough workers to

replace those who leave. The resulting understaffing is costly; Domino's,

McDonald's, Shake Shack, Taco Bell, and Starbucks are among the many

businesses losing sales. Without enough workers, companies literally cannot keep

their doors open. It is not an exaggeration to say the industry faces an existential

threat. The causes of today's labor turmoil are likely multifaceted but not surprising.

Food service jobs have been terrible for years. The median wage is only $11.47

per hour. At 30 hours a week, that is less than $18,000 per year—a poverty level

for a single parent and not remotely close to a living wage. Less than 15% of fast-

food workers get health benefits. Employers change schedules with little notice,
 8

and nearly 90% of workers have experienced wage theft (i.e., no overtime pay or

required breaks, being forced to work off the clock). Tens of thousands of 911 calls

each year come from fast food workers facing customer violence. Sexual

harassment of female workers is rampant, and burn injuries are distressingly

common (Lastoria and Bach, 2022).

Meanwhile, the fast-food business is now one of the busiest jobs in

Batangas. Aside from catering businesses and restaurants around the city, fast-

food chain businesses are also thriving in the market due to their reasonable

prices, including additional connected services. Business practices have a

significant impact on the organizational citizenship behavior of employees as they

encourage service improvement in order to preserve competitiveness and

investigate opportunities for job enhancement in order to assure corporate

profitability, which would then contribute to Batangas City's economic situation

(Barbosa et. al., 2014)

As organizational citizenship behavior assists in identifying workers' job

meaningfulness and social contacts, this study aims to evaluate the organizational

citizenship behavior present in the selected fast-food franchises in Bauan and

Batangas City. This seeks to identify how frequently customer or management

complaints are directed toward employees and whether they represent the

organization's culture within the fast-food industry. This study is significant to

society, including human resource managers, fast-food chain industries, students,

 9

and even service crews, as this research may contribute to the organization's

overall effectiveness. The researchers were motivated to contribute to the

engagement effort and the development of organizational citizenship behavior

through its recommended employee plan of activities, which takes into account an

exciting and more successful strategy. They believe this research will be incredibly

beneficial when entering the business industry. Hopefully, this effort will shed some

light on implementing a robust and integrated behavioral activity plan by engaging

employees. In addition, this can also lead to higher job performance with high-

quality work, thus, enabling the understanding of behaviors, attitudes, and views

of the researcher, employee, and employer.

The researchers were interested in recognizing how an employee's key

position in the fast-food sector, a behavior within the organization, extends to the

clients. Future human resource practitioners are curious about how organizational

citizenship presents itself in the organization's operations plan. This can help them

approach a job or problem fresh and innovatively, allowing them to become new

professionals. This may also assist them in focusing on organizational citizenship

behavior to encourage workers to be a part of the business, embrace it more, and

be effective marketers within the firm. This research would equip them with an in-

depth understanding of organizational citizenship behavior and benefit them

significantly when they begin working.

 10

Conceptual Framework

This research endeavor was geared through the following theories: Social

Exchange Theory and Psychological Contract.

Organizational citizenship behavior can also be related to social exchange

theory. According to Crossman (2020), Social Exchange Theory, as proposed by

George Homans, is a model for interpreting society as a series of interactions

between people based on the estimates of rewards and punishments. Hence, OCB

is also associated in that employees are usually rewarded or given incentives once

they provide exemplary service. The employees' behavior results in either rewards

or punishment, which can be considered the result of their interaction.

The social exchange theory is helpful for this topic as it investigates

reciprocity, the notion of 'something for something,' the laws of reciprocity, or

'repayment in kind.' The exchange principle underpins social exchange theory,

which states that humans in social situations choose behaviors that maximize their

likelihood of meeting their self-interest in those situations. The core premise that

characterizes social exchange theory may be applied to the workplace, such as

when an employer employs an employee to maximize possible advantages to the

business. This theory posits that people are rational and function in social trade

based on costs and rewards.

The social exchange theory is applicable as it can address the

conceptualization of the theory that training leads to organizational citizenship

 11

behavior, and this relationship is mediated by job satisfaction. The employer trains

the employee, or something is given, the employee benefits, the employee

becomes satisfied, and the organization benefits. The relationship continues with

the employee benefitting by receiving a promotion, for example, and the

organization benefits when the employee engages in organizational citizenship

behaviors.

Moreover, organizational citizenship behavior can also be influenced by the

psychological contract theory according to Personio (2023) as proposed by

Rousseau, as it refers to how the employer and the employee see an individual's

expectations, beliefs, objectives, and duties. The employee is usually the input,

and the employers give recognition or reward for good behavior. Employees were

more likely to get passionate about their job and more driven to contribute to the

performance of the business. However, whereas psychological contract

assessments were well-known predictors of job results, it was unclear if worked

outcomes may serve as antecedents of the psychological contract. Employees

who did well at work and displayed good behaviors outside their task descriptions,

for example, were likely to have higher expectations of their company than those

who performed poorly. Managers and staff that both parties to the trade would

balance their commitments, implying that the exchange process would be bi-

directional. It also emphasizes the trading process's cyclical and dynamic

character.
 12

As a result, an employee may come to a new job with preconceived notions

about what the company would provide in exchange for his efforts. He would alter

his efforts and expectations based on fulfilling these expectations, which would

result in new degrees of work-related results in the relationship with the

organization. Although this connection occurs throughout a person's career, the

appraisal of reciprocity was more prominent in new workers, whereas more

tenured employees had more secure relationships with their businesses. We

suggested that higher perceived employee duties lead to higher organizational

citizenship behavior and that workers who exhibit organizational citizenship

behavior were more likely to have higher expectations of their employer's

commitments.

Researchers have generally considered organizational citizenship behavior

as an attribute with the following dimensions or components: altruism/helping

behavior, civic virtue, courtesy, conscientiousness, individual initiative,

organizational compliance, organizational loyalty, self-development, and

sportsmanship, as stated by Glińska-Neweś (2017).

Figure 1 shows the research paradigm of the study following the flow chart

OCB model. The first box includes the demographic profile of the respondents, the

service crew's assessment of their organizational citizenship behavior. The

researchers used a standardized questionnaire to determine and measure

 13

organization. Statistical analysis also employs. For the output, the researchers

proposed a plan of activities as indicated in the last box.

 14

Profile of the
Respondents
Questionnaire Plan of Activities
Organizational
Citizenship
Behavior

Figure 1:
Research Paradigm
 15

Statement of the Problem

This study aimed to propose plan of activities for fast food chains.

Specifically, this study sought answers to the following questions:

1. What is the profile of the respondents in terms of:

1.1 gender;

1.2 age;

1.3 civil status; and

1.4 length of service?

2. As assessed by the employees to what extent is organizational citizenship

behavior evident relative to:

2.1 organizational compliance;

2.2 organizational loyalty;

2.3 civic virtue;

2.4 altruism;

2.5 individual initiative;

2.6 courtesy; and

2.7 conscientiousness?

3. How do the assessments differ when grouped according to profile

variables? Are there significant differences?

4. How do the dimensions of organizational citizenship behavior affect each

other? Are there significant effects?

 16

5. Based on the analyses, what plan of activities may be proposed?

Hypotheses

This study tested the following hypotheses:

1: There are no significant differences in the assessments when grouped

according to profile variables.

2: There are no significant effects among the dimensions of organizational

citizenship behavior.

Scope, Delimitation, and Limitation of the Study

This study focused mainly on employees' organizational citizenship

behavior in the selected fast-food chain in Bauan, which was Jollibee Manghinao,

Inasal Bauan, and Batangas City Waltermart Jollibee and Inasal. Seven (7)

organizational citizenship behavior dimensions were used, namely

altruism/helping behavior, civic virtue, courtesy, conscientiousness, individual

initiative, organizational compliance, and organizational loyalty, described and

specified to identify the level of organizational citizenship behavior.

This study excluded two dimensions, sportsmanship, and self-development,

since these attributes were certain and assured as already part of being an

employee or employer. The mentioned dimensions were also broad and were

related to ethical behavior, which mostly focuses on self-improvement rather than

the organization's welfare. Furthermore, this study also delimited certain fast-food
 17

franchises in Batangas since the organization refused to allow the researchers to

include the organization as one of the respondents in the study.

The type of the questionnaire being used which include close-ended

questions is one of the limitations of this study. One significant limitation from a

small sample size, potentially restricting the generalizability of the findings. Ethical

considerations, such as privacy protections and adherence to ethical guidelines,

can influence the study's design and execution. Lastly, the historical or cultural

context in which the study takes place may limit the generalizability of the findings

to other settings or time periods.

Significance of the Study

Aside from the significance of this study to the researchers, this work may

also be important to the following:

Fast-food Industry. This study may help them be more knowledgeable

about organizational citizenship behavior in the workplace because the fast-food

industry is the world’s fastest-growing food type. This could also help them

innovate and create more engaging ideas about producing new or improved

products that had been patronized by many.

Human Resource Managers. This study might help them boost their

ability to manage and lead their workforce. This could also give an overview of

organizational citizenship behavior. The plan may also be their basis for handling

their people.
 18

Service Crews. This study might help them to perform specific roles and

duties regarding organizational citizenship behavior. Through this, their

performance may be improved, and skills could be developed, creating a well-

competent environment for them and their customers.

Instructors of the Business Subjects. The results of the study would

give more information and understanding of how organizational citizenship

behavior is essential in the workplace, especially in business departments. This

might also be helpful as a resource and to expand the body of knowledge regarding

organizational citizenship behavior.

Business Students. The study results would give them additional

knowledge on how they would portray good organizational citizenship behavior as

they enter the corporate world in the near future. This could also enable them to

practice organizational citizenship behavior and create a thriving environment that

could lead them to success and the company they would work with. The concepts

presented here were essential in their journey toward becoming successful

business professionals.

Future Researchers. The study's results could serve as related studies,

which may be used as a comparison for them to create a good and effective output

regarding the study. They may also continue the study regarding the significant

association of organizational citizenship behavior.

 19

Definition of Terms

For clarification and better understanding of the contents of this study, the

following terms are defined technically and operationally.

Altruism. The term pertains is sometimes defined very broadly so that it

refers to all human behavior not motivated by the self-interest of the agent

(Encyclopedia, 2023). In this study, the term refers to the willingness of the

respondents to help their colleagues in their tasks.

Civic virtue. The term pertains that it is a different political system that

organizes public life around alternative visions of the public good and the demands

of citizens commensurate with this good (Banyan, 2016). In this study, the term

refers to respondents showing interest in involving themselves in the organizations

decision-making.

Courtesy. The term pertains to showing of politeness in one's attitude and

behavior toward others: he had been treated with a degree of courtesy not far short

of deference (Herbst, 2018), In this study, the term refers to expressing the

respondents’ ideas without creating any conflict with other team members.

Conscientiousness. The term pertains to a person's ability to be

dependable, organized, punctual, and to persist in the face of setbacks

(Encyclopedia, 2023). In this study, the term refers to the willingness of the

respondents of doing extra effort in order to improve the company’s performance.

 20

Individual initiative. The term pertains is the ability to assess and initiate

things independently (Encyclopedia, 2023) This refers to respondents showing

initiative, demonstrating, and taking action when necessary.

Organizational Citizenship Behavior. The term pertains to the behaviors

of individuals that promote effectiveness in organizational functioning. OCB

accomplishes this effectiveness by providing a positive social and psychological

environment where task work can flourish (LePine et al., 2016). In this study, the

term refers to the desire of employees to go above and beyond in the workplace

by performing good acts.

Organizational compliance. The term pertains is behavioral conformity in

order to achieve rewards or avoid punishments (Encyclopedia, 2023). In this

study, the term refers to the respondents' adoption and acceptability of

organizational rules and practices, even when they are not observed.

Organizational loyalty. The term pertains that signifies a person’s devotion

or sentiment of attachment to a particular object, which may be another person or

group of persons, an ideal, a duty, or a cause (Britannica, 2019). In this study, the

term refers to the respondents' willingness to protect and promote the

organization's image.

Plan of Activities. The term pertains is an overarching plan that specifies

the chosen course of action, tactics and managerial activities aimed at achieving

incident objectives and adhering to incident procedures, requirements are

 21

determined by present and anticipated situations (Carleton, 2022). In this study, it

is the output of the study. It is used to improve the OCB of the employees of

selected fast-food chains.

 CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

The key elements of the study are discussed in this section. It includes

several sources, including books, articles, theses, and journals, all of which are

significant and relevant to the current study and provide a comprehensive overview

of the topic of the investigation.

Conceptual Literature

This section of the investigation walks the researchers through the key

components of the research. Through numerous research such as books and

articles, it gives a comprehensive overview of the subject. Some of the issues

discussed are attributes of the service crew, organizational citizenship behavior

and the development of plan of activities.

Attributes of Service Crew. Service staff employees must understand that

every client has different needs, such as special requests for food orders or price

breaks. Knowing how to handle these unanticipated circumstances contributes to

the restaurant’s overall serenity and order. According to the Indeed Editorial Team

(2022), these attributes demonstrated that employees were awake and ready for

any situation that could arise. In the fast-food sector, the statement emphasizes

how important customer service is. It highlights that the service team must be

aware of the unique wants and preferences of each client and how they should be

met. A calm and well-organized workplace is a result of the fast-food industry's

 23

ability to manage these special requirements. According to this implication,

employees are said to be attentive and ready to manage any unforeseen problems

that may emerge if they have the ability to understand and accommodate the

unique needs of clients. The service team is essential to maintaining client

happiness and the business's overall performance. Employees may enhance the

eating experience and maintain fast food's positive image by understanding and

addressing the varied wants of consumers.

According to Lim and Loh (2014), it can be concluded that customers'

assessments of food quality are influenced by a variety of factors, including

intangibles like service quality and the value created by interactions with service

staff. As a result, companies in the food sector must concentrate not just on the

quality of the food they serve but also on delivering exceptional customer service

and giving their clients a satisfying experience. The implication is that customers

today want more from their food purchases than just a transactional experience.

In addition to their physical wants and needs to be met, they are looking for an

experience that also offers them intangibles like good service and pleasant

interactions with the service staff. Companies must put more effort into giving

customers a satisfying and happy experience than just good cuisine. Businesses

that accomplish this can strengthen their value proposition and entice repeat

business from clients who value the intangible elements of their service.
 24

Meanwhile, the attributes of service have evolved over time, according to

Adkins (2019). They are expected to sweep, mop, take out the garbage, and

vacuum carpeted areas in addition to taking orders, making and serving food to

customers, and collecting money. They are also accountable for keeping the fast-

food establishment clean. This suggests that service staff are essential to

preserving a fast-food chain's general cleanliness and hygiene in addition to

offering excellent customer service. He claimed that the service team is now

required to do these extra duties emphasizes how crucial it is for them to guarantee

customer pleasure and preserve the fast-food industry's good image.

Also, a fast-food restaurant employee may believe that their job was simple.

Paying employees, a minimum pay was one of the causes. Contrary to popular

belief, the majority of fast-food jobs were difficult and demanding. Ensuring that

each customer's purchase was correctly filled out and that they were all happy was

the responsibility of the staff (Levesque, 2016). Given that fast-food employees

barely received minimum pay, the remark exposes a misunderstanding that their

jobs were simple and low-stress. Contrary to popular belief, working in a fast-food

restaurant had its unique set of difficulties and pressures. Every client must be

happy, which may be a challenging task considering the hectic and fast-paced

environment of most fast-food establishments. Additionally, staff members must

guarantee that every customer's purchase is accurate, which may be quite difficult

given that consumers frequently have particular and occasionally complex

 25

requirements. Fast-food businesses also frequently expect their workers to put in

long shifts with few breaks, which may be psychologically and physically taxing.

Lastly, according to Mendoza and Gempez (2018), employees might not

have realized how much their issues were affecting the quality of their professional

performance. A worker may also experience unvalued in certain circumstances.

Based on their research, it is recommended that workers be mindful of their

personal lives and how they may affect their productivity. In order to ensure their

employees' productivity, companies should consider their well-being and offer

assistance as needed. Moreover, the assertion emphasizes the significance of

understanding.

Organizational Citizenship Behavior. The one co-worker who went the

extra mile for their co-workers and the organization may not have realized it, but

they were engaging in organizational citizenship behavior. Organizational

citizenship behavior (OCB) was defined by Verlinden (2022) as any mature and

respectful employee pattern of conduct that did not fall under the scope of their

formal job description. It was anything that employees undertook on their own to

assist their co-workers and businesses. Workers were not compelled to conduct

organizational citizenship behavior as part of their job tasks, nor was it a

contractual requirement.

Individuals pick organizational citizenship behavior depending on their

objectives and how they picture their future selves (Halbesleben & Bellairs, 2016).
 26

Equifinality refers to a behavior type in which various paths could reach a single

goal. In contrast, multi-finality refers to a behavior type in which a single activity

could meet immediate and distant objectives. People would learn whether their

activity was formally or informally rewarded, and they would pick their future

behaviors accordingly. Additionally, these incentives influence the growth of

people's goals.

They once more emphasize that just because two people exhibit the same

organizational citizenship behavior does not imply that their motivations are the

same. Thus, a single organizational citizenship behavior may serve several

functions: one person may work more hours to contribute to a great outcome and

receive attention in the hopes of promotion, with the extra hours helping the

individual's status and the quality of the organization's work. Regarding the

preceding paragraph, leaders may not only build conditions in which organizational

citizenship behaviors thrive, but managers could also establish an understanding

of employees' career objectives and behavioral changes in relation to career

progression and so affect career choice and workforce motivating factors. Knowing

an individual employee's intended results and manner could be an excellent

predictor of the sorts of organizational citizenship behavior that have been

expected.

Moreover, organizational citizenship behavior could raise staff morale and

people's sense of fulfillment. They were more likely to recognize which workplace
 27

civic activities were suitable and to plan and implement these behaviors

successfully. Moreover, organizational citizenship behavior improved staff

performance and productivity. Employees who firmly believed in their talents were

more likely to attend discretionary meetings or volunteer to help coworkers with

work-related issues because they could better plan for these activities and

structure their workday to accommodate them.

As cited by Lepine et al. (2016), individual actions that increase

organizational efficiency are called organizational citizenship behavior.

Organizational citizenship behavior succeeds by providing a suitable social and

psychological environment where tasks can thrive. Workers appreciate

organizational citizenship behavior because it develops social interactions that

influence job performance. Organizational citizenship behavior was one of the

most explored topics in organizational behavior, with multiple theoretical papers,

primary research, narrative reviews, edited volumes, and meta-analyses outlining

the nature and functioning of the construct.

Additionally, organizational citizenship behavior refers to the environment

or performance in which any action occurs. It simply implies someone willing to

assist the organization in areas outside the scope of their work. It comprises being

helpful and empathetic to other company personnel. Individuals demonstrating

excellent corporate citizenship are more likely to gain job satisfaction advantages
 28

such as enhanced customer loyalty, increased productivity, and improved safety

performance (MBA School Group, 2016).

Verlinden (2022) stated that organizational citizenship behavior was

characterized by its voluntary nature. Organizational citizenship behavior actions

and behaviors were not part of an employee's contract agreements; instead, they

were an additional bonus. Evaluating and rewarding employees based on

something outside the official deal may appear unfair. Furthermore, people's

organizational citizenship behavior could cause stress among the employees

because they may feel they do not have a decision to make. It may also create a

sense of unfair treatment because not everyone would have the same capacity to

participate in organizational citizenship, considering individual instances.

Then employee behavior, according to Prachi (2015), is defined as an

employee's reaction to a particular workplace environment. Workers must behave

responsibly at work to gain others' attention and respect and maintain a healthy

work culture. One must adhere to the job's standards and rules. It was

remembered that the office was not a place where employees could rage at one

another, spread rumors, or criticize the boss. Be polite and speak quietly.

Remember that they were not the only one’s functioning; there were others. Some

people chose to have lunch just at their offices.

Moreover, adaptability allows firms to recognize and reward employees who

can adapt to changing styles and roles while still effectively doing so. Adaptability
 29
9

is an important characteristic, especially for startups or small businesses that lack

specific areas of expertise. When working on a project, an adaptable person is not

afraid of changes or a sudden shift in lanes. Adaptable employees are a

tremendous asset; firms should recognize and reward them. Honesty and integrity

were always advantageous when it came to trusting an employee, and it was far

preferable to let them know they were trusted. An employee with integrity was

someone an employer could rely on to do the right thing for the organization, even

if it did not benefit them personally. It was vital to express to employees that they

were appreciated and that they wished to cultivate that trait. People today live in a

highly competitive world in which almost everyone can see the other person

competing. Additionally, having individuals who could successfully engage with

one another was a unique skill. Teamwork is highly beneficial in the workplace

(Holton, 2019).

Employee recognition was critical for a productive employee. A dedicated

worker with a strong work ethic ensures that chores are accomplished on time and

successfully. Humility is the basis for a team member who is always willing to learn.

Employee humility ensures that a firm runs smoothly. When performing a difficult

task, a confident person inspires confidence in others around him. Humans pursue

seemingly challenging tasks with confidence. To keep such a flame burning,

organizations must value this employee behavior.

 30

Lastly, recognizing and praising a trustworthy employee is critical and

prudent. A dependable individual may be counted on to deliver without fail at any

moment. On the other hand, a responsible employee does not require supervision

and may be assigned sensitive or critical responsibilities. Such employees kept the

company going even when the leader or supervisor was absent. A proactive

employee, on the other hand, solves issues rather than reacting to them. A

proactive employee examines the market and makes the best decisions to keep

the business ahead of the competition even before being directed. Furthermore,

few things were more enjoyable than meeting someone who could easily

communicate thoughts, emotions, and sentiments. Good communication was

essential in the workplace for the smooth running of the business.

This component relates to people's unselfish conduct in which they care

about the welfare and rights of others, are more empathetic, and engage in

activities that help others (Khan et al., 2017). In other words, altruism refers to acts

aimed exclusively at supporting a single individual, emphasizing pushing

coworkers to finish tasks or solve problems. This behavior improves Individual and

group performance (Sharma & Jain, 2014). Therefore, it has been demonstrated

that altruism is a significant factor in OCB (Muthuraman & Al-Haziazi, 2017).

According to Igbinomwanhia and Akinmayowa (2014), interpersonal helping

comprises supporting others with heavy workloads, assisting absent colleagues,

willingly donating one's time, assisting colleagues with work-related chores or

 31

obstacles, and orienting new workers. Personally oriented OCB involves altruism.

As cited by Cooper et al. (2014), behaviors such as assisting a colleague who has

been absent from work, assisting others with heavy workloads, being aware of how

one's behavior affects others' jobs, and providing help and support to new

employees are all clear indicators of an employee's interest in their workplace.

Connection and oneness can naturally lead to generosity and compassion.

Altruism generally occurs when an employee supports another colleague in

solving a problem or finishing a task. Kolade (2014) defined altruism, or helpful

conduct, as a voluntary activity focused on assisting and inspiring other workers to

do their tasks efficiently and overcoming job-related challenges. In addition, it was

revealed that age did not affect altruistic behavior (Marjani & Khakpour, 2015).

Altruism is the most crucial of the five characteristics for the success of this new

paradigm since it makes it simpler to manage the rising interdependence among

team members, according to Koster (2014). Clarkson (2014) also said that we live

in a more ethical and socially conscious era and value unusual concepts like

altruism. Altruistic behavior is typically motivated by a leader's desire to assist

another (Leff et al., 2014).

OCB is classified into many categories and aspects. They include altruism,

which refers to activities that benefit coworkers; generalized compliance, which

refers to more impersonal conscientious behaviors; and politeness, which refers

to gestures that assist coworkers in avoiding problems. These OCB categories can
 32

help an organization increase efficiency by minimizing monitoring, training, and

crisis management expenditures (Pickford & Joy, 2016). Aside from that, Elkins

(2015) defined civic virtue as an employee's engagement in the political culture of

the firm.

It refers to subordinates' responsibility to participate in the firm's survival,

such as attending non-mandated meetings and keeping up with organizational

changes (Alkahtani, 2015). According to Colquitt et al. (2015), altruism is described

as aiding coworkers with heavy workloads, assisting them with personal difficulties,

and showing new employees the ropes when they first arrive at the job. Altruism

is a selfless effort focused on assisting others. It requires some goal-oriented

action that enhances the well-being of others. Someone who is altruistic acts out

of goodwill and a genuine desire to assist others rather than out of necessity.

Motivation stems from a genuine concern for the well-being of others, even if it

means compromising one's motivation. Altruism may be beneficial at work since it

enhances employee pleasure.

Furthermore, according to research on workplace altruism, assisting

coworkers makes individuals happier. Because giving back is enjoyable in and of

itself, assisting others can lead to a better sense of purpose at work and higher

levels of job satisfaction. Not only that, but the so-called helper's high that comes

from doing good may aid in relaxation.

 33

Altruism may be a motivating factor at work. Workers are more motivated

when they think their work is essential and that they are making a difference in the

lives of others. Humans require internal motivation as much as they do external

benefits such as money or recognition. We all have an innate urge to serve others.

Finding ways to incorporate it into our daily duties motivates us by connecting us

to something greater than ourselves. It boosts efficiency. Happy and motivated

workers who feel their company cares about them are more productive. They are

less likely to be absent and more likely to remain late to finish assignments,

resulting in lower costs and higher output.

This dimension means that workers are actively interested in and support

the organization's strategies, such as volunteering to serve on committees and

attending company-hosted events (Sharma & Jain, 2014). According to Nielsen et

al. (2014), expressing positive comments or proposing solutions to concerns is

commonly included. Civic virtue is defined as behavior that exhibits compassion

for others. This component influences whether an organization allocates a person

to increase the quality of available employment.

Volunteering, attending unneeded events, going above and beyond, and so

on are instances of civic virtue, according to Cha et al. (2014). Civic virtue refers

to a person's ability to represent their work organization. It is about how employees

assist their company even when not working. Employees can also demonstrate

civic virtue by engaging in workplace activities like fundraisers or completing a half

 34

marathon with a group of coworkers for a charity. Civic virtue is an example of

corporate citizenship behavior that promotes connection and camaraderie. This

results in greater work satisfaction and performance.

Khan et al. (2017) interpreted this term as an individual level of corporate

civic behavior. The ideal employee always promotes the firm well, whether they

are on the clock or not. Employees who support their company outside of work

speak well about the company in casual conversation and enjoy their job.

Participation in workplace activities with employees, such as fundraisers or charity

events, also qualifies as a civic virtue. Civic virtue generates a more pleasant work

environment and increased productivity by fostering a sense of community and

similar goals.

According to the data, civic virtue has a significant positive influence on

educational attainment. Nyarieko et al. (2017) evaluated the influence of OCB on

the performance of casual employees and discovered that civic virtue significantly

benefits employee performance. Therefore, workers' civic virtues hint at their

obligation to contribute to the organization's goals in a distinctive way. It requires

engaging in prosocial actions while learning enough to make a worthwhile

contribution (Ma et al., (2013). Rauf (2015) considered personal opportunities and

hazards and looked out for the enterprise's best interests to be civic virtues.

Workers' civic virtues hint at their obligation to contribute to the organization's goals

in a distinctive way. It refers to subordinates' responsibility to participate in the

 35

firm's survival, such as attending non-mandated meetings and keeping up with

organizational changes (Alkahtani, 2015).

According to Hazratian et al. (2015), there is a relationship between

educational attainment and the three OCB dimensions of conscientiousness, civic

virtue, and altruism. According to the data, civic virtue has a significant positive

influence on educational attainment. Nyarieko et al. (2017) evaluated the effect of

OCB on the performance of casual employees and discovered that civic virtue had

a significant favorable influence on employee performance. Additionally,

Baghkhasti and Enayati (2015) discovered that civic virtue significantly influences

employee performance.

Civic virtue means becoming more involved in the firm's operations by

attending volunteer meetings and functions, reading and keeping up with

organizational announcements, and staying current on pertinent business news.

Civic virtue is an individual's behavior that indicates that he or she participates in,

is interested in, or is concerned with the company's well-being. Moreover, civic

virtue is demonstrated when an employee represents his or her firm well within and

outside the office. Workers display this citizenship behavior by complimenting the

firm or participating in events that promote the company's ideals. The third-

dimension courtesy is being nice and having good manners. It is a pleasant

manner of speaking and doing things that make others feel appreciated and

respected. It means respectfully welcoming others (Grammar Notes, 2017).

 36

Courtesy involves preventing difficulties and taking the required measures

to mitigate the effect of prospective obstacles. It also refers to the conduct of

someone who analyzes the opinions of others before making decisions or taking

action. Courtesy of politeness includes cooperative and amicable relationships,

such as informing superiors or colleagues of potentially damaging activities and

preventing conflicts among coworkers (Al-Haziazi, 2017).

Although politeness, according to Shanker (2016), is a style of behavior in

which individuals notify their coworkers of changes that may directly or indirectly

influence their job, allowing them to better prepare for any difficulties. This is

intended for participants, and examples of courtesy include making advance

announcements, providing timely reminders, and providing appropriate information

as required. Moreover, courtesy is described as behavior that reduces

disagreement between people by respecting coworkers' opinions. A voluntary

practice aids in the avoidance of workplace confrontations with other people.

Likewise, being attentive or sharing information when an activity may impact others

can be examples of respectful behavior. If things do not go as planned, polite

conduct might be misinterpreted as conversing with a coworker. Furthermore,

courtesy is a behavior that decreases disputes between people by respecting

coworkers' perspectives.

A voluntary activity that assists in avoiding workplace disputes with others.

Respectful behavior can also include being alert and giving information when an
 37

activity may influence others. If things do not go as planned, pleasant behavior

might be misconstrued as chatting with a coworker. For instance, a student who is

courteous by advising the lecturer or other students if they expect to be absent

from class and informing other students before modifying group work. In addition,

Shanker (2016) defined courtesy as a type of conduct in which individuals inform

their coworkers of changes that may directly or indirectly affect their employment,

allowing them to prepare for and respond to the aforementioned issues

appropriately.

This is directed at participants, and examples of politeness include making

advance announcements, providing timely reminders, and providing appropriate

information as needed (Sharma & Jain, 2014). Employees who exhibited civility

were also said to have less inter-group conflict and more time to deal with conflict

resolution activities. On the other hand, employees with high civility would

continually display behavior that would keep them from producing problems,

making them more mindful and careful when engaging in any activities that may

injure their coworkers. Lastly, politeness leads to OCB since it helps to avoid

problems in professional relationships.

Considerate employees would analyze how the outcome of a decision may

affect other employees; they are concerned about their coworkers and seek

reciprocal benefits for both the firm and the workforce. They would commit

themselves to their companies, supervisors, work groups, and departments.

 38

Politeness is generally described as preventing problems from developing and

taking steps to lessen the impact of major problems in the future. It comprises

taking action to avert work-related difficulties and demonstrating body language,

attentive awareness of others, or checking or recognizing others before taking

actions that would affect their job.

According to Ozdemir and Ergun (2015), courtesy is the desire to engage

with people and consider other perspectives before acting. The technique of

maintaining excellent relationships with employees and avoiding conflicts in order

to avoid interpersonal problems. This is also known as discretionary conduct to

avoid workplace confrontations with others. Furthermore, it helps to avoid causing

worries or difficulties for other employees while also seeking to reduce inter-group

conflicts. Establishing strong relationships with coworkers in order to avoid

interpersonal conflicts. Someone with these characteristic values cares for others.

Courtesy is not as straightforward as one may believe. Most people

associate courtesy with the application of manners and etiquette. However,

politeness occurs in the context of OCB when an employee assists their

teammates' workflow by keeping them aware of their progress and addressing

difficulties rather than leaving them for someone else. Courtesy refers to an

employee's behavior to avoid work-related problems, offer space to other

employees, and avoid interfering with peer group functioning. According to Elkins

(2015), employees can help coworkers overcome a personal life crisis so that it
 39

does not interfere with their professional performance. Being friendly or attentive

to coworkers is what courtesy entails.

Even when faced with complex tasks and bad conditions, being courteous

is a simple way to keep the workplace respectable and cheerful. A good attitude

keeps employees on the same team. It protects them from being perceived as

arrogant, disrespectful, or demanding and helps maintain the appearance that

everything is under control. Even if a project fails or the task becomes tougher,

having a respectful attitude contributes to maintaining a positive workplace. Even

if we are ignorant of the effects on others, courteous behavior maintains solid

interpersonal bonds. Knowing others' problems and displaying empathy in the

workplace enables us to begin communicating successfully and authentically

(Martin, 2017).

As stated by Ong et al. (2021), the research on cultural/social influence

has played a significant part in determining that the indicators signify a sense of

belonging since childhood, producing memories of dining at a fast-food restaurant.

This is the first research to examine the elements influencing customer satisfaction

at Jollibee. Furthermore, this study might be a foundation for fast-food firms and

service-related sectors worldwide to improve their performance by increasing

consumer happiness.

Moreover, courtesy/civility is a useful ability in workplace culture, described

as any firm or other organizational culture in which language, history, and conduct
 40

are basic to the culture and conventions, folkways, mores, and traditions operate

as limits for how people behave one another. The fourth dimension,

conscientiousness, is accountable, dependable, organized, and hardworking.

They also pay close attention to detail to keep their commitments. A careful person

would seldom make hasty or careless judgments. Instead, their decision-making

style is more rational and dependent, requiring help or direction from others and

less spontaneous (Gordon, 2022).

On the other hand, conscientiousness is defined as conduct that exceeds

the basic standards for self-control and discipline. Conscientiousness also requires

realizing that some tasks must be accomplished regardless of the time of day or

night. According to Sharma and Jain (2014), conscientiousness is defined as

dedicating an appropriate amount of time and effort that extends beyond their

formal job descriptions for the benefit of individual and group efficiency. Individuals

with this trait would work longer hours, complete things ahead of schedule, and

avoid taking extended needless pauses.

Conscientiousness is defined as a person's ability to coordinate impulse

control in order to participate in goal-oriented action. Conscientiousness includes

acts such as making consistent attempts to arrive on time at work, being committed

to organizational activities, and adhering to organizational standards and

procedures. It is also an individual conduct that goes above and beyond the basic

role required inside the firm in order to achieve work and organizational standards,
 41

such as attendance accuracy and avoid squandering work time. This includes work

attendance, working hours, and surpassing the bare minimum for adhering to

rules. A conscientious person would take on extra responsibilities, prioritizing

quality and detail on projects, and would be punctual. For example, a conscientious

student would always attend and be prompt in class, work on the assigned task,

and happily take more classes to further their education. Someone who is

conscientious is someone who is orderly, self-disciplined, accountable, and

hardworking (PsyD, 2022).

Conscientiousness is defined as an employee's discretionary behavior that

exceeds the organization's basic job requirements, including attendance, following

rules and regulations, and taking breaks. This indicates that employees do not only

arrive on time and achieve deadlines, but also prepare ahead of time before

departing on vacation so that their colleagues are not overwhelmed. An analogous

example is having enough self-discipline to rise up in the morning and complete

the task even if no manager is around to offer a shove. When an employee follows

all the norms and regulations of the firm, a harmonious and tranquil environment

is established (Mahadevan & Priyadharshini, 2014). Newcomers would be affected

by this sort of conduct. They would eventually follow all the workplace rules and

regulations without even being overseen by a supervisor.

According to Noordin et al. (2014), empowerment has a positive impact on

conscientiousness since it is predicted by traits, talents, ability, and knowledge of

 42

the organization's laws and regulations. Conscientiousness is defined as a

person's ability to control their desires in order to engage in goal-directed behaviors

PsyD (2022). A conscientious person also commits to paying attention to details

that would assist them in achieving their goals, regardless of what is convenient or

fun for them at the moment. Conscientious individuals perform better in school and

at work. Their commitment, stability, and output are typically utilized to define their

reputation.

Conscientiousness, according to Denissen et al. (2018), may even

contribute to higher wages. Additionally, honesty often brings a variety of benefits.

It shows that high conscientiousness in employees has a detrimental effect on

performance when conscientiousness exceeds the level their job demands, which

provides further evidence for the significance of a good match between personality

and the job context.

Meanwhile, according to Sharma and Jain (2014), integrity is defined as

expending acceptable time and effort outside of a formal job description to increase

the efficiency of people and groups. People with this attribute work longer hours,

complete jobs faster, and avoid taking long needless rests. Conscientiousness is

displayed by exceeding the company's expectations. It is a voluntary behavior that

is not required or expected of an employee. This aspect exceeds the expectations

and requirements of the assigned duty. Conscientiousness, according to Begum

et al. (2014), is a behavior that displays employees' acceptance and adherence to

 43

organizational norms and regulations by following the processes necessary to

attain organizational goals even when they are not under the supervision of an

agent. It is described as investing an appropriate amount of time and effort beyond

their formal job descriptions for the benefit of individual and communal efficiency.

It comprises acts such as making consistent attempts to arrive at work on time,

staying committed to organizational activities, and adhering to organizational

standards and procedures. Therefore, recognizing that sometimes a task just must

be accomplished, even if it is after hours, is required. More so, it is defined as a

person's ability to control their impulses in order to engage in goal-directed activity.

It is positively influenced by empowerment since it is predicted by the traits, talents,

ability, and comprehension of the organization's laws and regulations and it is a

form of employee conduct that goes above and beyond the minimum job standards

(Tamunomiebi & Onah, 2019).

Furthermore, conscientious people can be organized, firm, and willing to

forego immediate enjoyment in favor of long-term gratification. They are more

trustworthy, organized, hardworking, goal-oriented, and accountable.

Conscientiousness entails prioritizing presence, allocating work time, and

supporting a broad set of norms that go above and beyond the basic standards

given. A person who is prepared to take on additional tasks, such as being on time,

putting the quality of work first, and generally going well above and beyond the call

of duty. Workers who are aware of their tasks arrive early so that they are ready to
 44

work when the schedule begins. Employees are predisposed to be helpful,

committed, and fair in their behaviors, thus supervisors may easily notice this

conduct (Daly et al., 2014). It is one of the organizational benefits, since it helps

employees to form working connections with their coworkers. It is a valid predictor

of job performance across occupations and cultures, according to Hassan et al.,

(2016).

The fifth dimension of personal initiative has the capacity to assess and

initiate events on one's own. Podsakoff et al. (2016) defined PI as work behavior

marked by its self-starting nature, proactive attitude, and tenacity in overcoming

difficulties that arise in the pursuit of a goal. It also refers to a behavioral condition

marked by a person's active and self-starting attitude toward work objectives and

activities, as well as tenacity in overcoming hurdles and setbacks. Personal

Initiative is an active method that stands out for its self-starting and proactive

nature and its capacity to overcome barriers. Being proactive necessitates PI. It

entails truly attempting to improve employment results and inspiring others to do

the same. Therefore, PI has been associated with better levels of work satisfaction

(Herrmann & Felfe, 2014). Personal initiative enables people to deal with

professional challenges more efficiently, such as stress, unemployment, job

changes, or becoming an entrepreneur. Displaying these PI indicators, according

to studies, is favorably affected at the individual level by the worker's self-efficacy,

need for accomplishment, and perceived supervisor support.

 45
5

Moreover, according to Lisbona et al., (2018), self-efficacy requires people to

believe in their own ability to act professionally in initiating some adjustments in

working settings. Personal initiative comprises taking the initiative, planning for the

future, and overcoming barriers. Personal initiative training is also available for

entrepreneurs in developing and emerging nations, as entrepreneurship is a

significant engine of economic development in several countries. It is a potential

strategy for improving entrepreneurial personal initiative, which is an essential

quality for success in business and deploys voluntary innovations to get better

outcomes. Furthermore, as cited by Hendel et al. (2020), personal initiative is

impacted by the work environment climate, which has a positive impact on the

working environment. It is said that future workplaces would need more personal

initiative than ever before, and that current perceptions of performance and

organizational behavior are reactive rather than ideal. It is organized around goals,

data collection, planning, and feedback. Therefore, great personal initiative has an

impact on employee work circumstances and is linked to entrepreneur success. It

is also seen as sharpening and partially modifying concepts like reciprocal

determinism, organizational citizenship behavior, innovation, entrepreneurship,

work performance, intrinsic motivation, and self-regulation.

Moreover, it is a sort of OCB that reflects an employees’ conduct of going far

beyond the requirements of the job and may be classified as going above and

beyond the given responsibilities in a concentrated manner. It may be a type of

 46

OCB that contradicts the work values of millennials. Individual initiative, as

previously said, includes arriving early or remaining late, working weekends, and

taking on extra chores. Individuals who value their leisure time, such as millennials,

are less willing to allow work to interfere with their leisure time. OBCs, such as

personalized projects that require employees to commit time outside of work,

would become less popular as millennials continue to dominate the workforce

(Maguire & Delahunt, 2017). Individual initiative was also associated with

increased degrees of job overload and occupational stress. Additionally, they

observed a link between personal initiative and work-family conflict. It implies that

engaging in various forms of OCB can harm crucial indicators of employee well-

being. Individual initiative also includes voluntary behaviors like creativity and

innovation that are designed to increase individual and organizational performance

of employees, weigh passion in completing work, take on greater responsibility,

and encourage others in the firm to do the same.

In a professional setting, self-initiative encompasses taking proactive

measures beyond the scope of assigned tasks and exercising independent

judgment without explicit instruction or prior consultation. For example, if someone

in communications notices many dead links on a website, they can take the

initiative to change or delete the dead links without being asked. They can only

make such decisions if they know their boss's reaction. It is not improper to reduce

the price of the company's merchandise just because they feel it would increase
 47

sales without first asking the supervisor. Another example of the initiative is

creating something new. For example, suppose they have an idea to enhance the

company's e-commerce shopping cart. In that case, they may work independently,

conducting research, speaking with IT, and proposing it to marketing and sales.

The initiative to begin or continue a work or activity without the prompting and

supervision of another. Many tasks would go unfinished if people did not take the

initiative. According to Muguku (2019), the habit of the initiative is identifying a

need for action and either taking action or finding out how to do so. The more kids

work on their own, the easier it gets. The goal is to be resourceful and act or do

something before others do or are commanded to do so. Taking the initiative helps

to build and improve decision-making and analytical skills by allowing them to

analyze the benefits and drawbacks of alternative courses of action. Taking the

initiative also helps employees recognize and capitalize on possibilities.

Taking the initiative is a great way to demonstrate to an employer that

individuals are ready for more and want to advance in their careers. It entails

developing ways to highlight their abilities and business expertise and showcasing

to the employer the value they provide to a firm. In a word, it is the transformation

of employees' intentions into action. This would not only benefit their career, but it

would also make the work they perform more meaningful. Using employees'

initiative, they can make attractive candidates for jobs and chances since it
 48

demonstrates their ability to think for themselves while also demonstrating that

they will continue to improve and grow in their line of work.

Organizational compliance is the tendency of an employee to follow the rules

and practices even when no one is watching or monitoring. According to Podsakoff

et al. (2016), while these acts may appear regular among employees, they are

unusual and may indicate internalized loyalty to the business. However,

compliance is defined as internalizing and accepting an organization's rules,

regulations, and processes (Maguire & Delahunt, 2017). Organizational

compliance, on the other hand, refers to internalization, employee acceptance, and

strict adherence to organizational processes and standards. In more practical

terms, an employee follows business standards even when no one is looking

(Glinska-Newe & Szoste, 2018).

Loyalty entails identifying with and being loyal to the entire organization and

its leader and transcending the interests of people, groups, and departments,

according to Tsai M.S., Tsai M.C. (2017). While organizational loyalty is defined

as an effort to protect an organization, promote the company's or organization's

image, defend the business from external threats, and retain commitment in high-

stress conditions (Maguire & Delahunt, 2017). Therefore, when leaders believe in

their subordinates, they treat them well and feel comfortable being honest with

them. Apart from leaders' trust in employees, interpersonal trust among employees

contributes to a positive employment experience (Brown et al., 2015).

 49

Loyalty has evolved into a behavior of allegiance to the company. Loyalty

must be fostered for employees to stay and grow in the business. Workers would

improve OCB behavior by continuing to work for the company's success. This

shows that the employee has previously gotten an OCB if he is loyal and capable

of gaining loyalty. Loyal organizations are regarded and viewed as more supportive

of their employees and as competent and high performers, according to Hoor

(2014).

Employee identification with the firm, talking positively about it to others, and

engaging in active actions that express pride in and preserve the corporation are

all markers of organizational loyalty (Siddiqui & Siddiqui, 2019). While according

to Fard and Karimi (2015), organizational trust is essential in all organizations.

Employees and executives alike contribute to corporate trust. This implies that

employees' trust may come from their bosses and coworkers. Leaders who believe

in their employees are more likely to give them the authority to make their own

decisions.

Furthermore, trust is the optimistic anticipation that someone will not act

unethically at the expense of others. Organizational trust is the confidence the

company's actions bestow on an employee. Workers at ease in their jobs are

likelier to participate in positive, constructive behavior. Workers who trust their

bosses and coworkers benefit from a culture of mutual respect, decency, and

psychological safety, as cited by Mi et al. (2019). When employees trust and

 50

confide in others rather than fight them, they are more likely to speak honestly and

feel comfortable and appreciated, promoting excellent, productive behaviors such

as those described by OCB (Lay et al., 2020). Building and nurturing organizational

leadership and interpersonal trust is critical to ensuring organizational success, so

exploring how they support productive employee behaviors such as OCB is

prudent.

Meanwhile, employee loyalty applies to both employers and employees in

any firm. Employee loyalty is necessary for effective organizational learning.

Unaam et al. (2018) defined loyalty as a feeling of dedication, responsibility,

commitment to a cause, or passion for someone, object, nation, or organization.

Loyalty can be felt between two individuals or between an individual and a

community of individuals. Any organization's capacity to prosper and stay on top

is contingent on the information it disseminates to its employees, which drives

employee loyalty. According to Eketu and Ogbu (2015), emotionally connected

employees are the greatest employees because they are engaged and productive,

and they feel validated and valued.

A dedicated employee would never leave the company, regardless of the

problems, difficulties, or bad situations it experiences today or in the future. His

emotional attachment to the organization would motivate him to work beyond his

goals and face hurdles, problems, and difficult jobs. A loyal employee would do his

or her best to finish the firm's day-to-day operations, proving that the employee is
 51

also ethically committed. Employee loyalty, according to Dede and Sazkaya

(2018), entails both supporting and adopting corporate objectives as well as

continuing with the firm.

Development of Plan of Activities. The term pertains to a detailed plan

developed for each individual activity performed by a discipline on a project that

can be defined as a sequence of steps. (The Project Definition, 2015). Work

practices and sessions for technical skill development are provided for their

performance To achieve the employees' organizational citizenship behavior and

motivate them to work harder inside the organization. With the help of team-

building events, employees can improve their communication and interpersonal

skills. This helped the employees develop more competent characteristics that can

help them comply and meet the needs of both the company and the customers.

Additionally, with this, employees are taught about the organization's specific

systems, processes, and tools, which can serve as significant tools and knowledge

to support a company's business objectives.

In relation to the implementation of team-building events, they can also

provide organizational coaching, which can be learning- or development-focused.

A plan of activities for industries and companies is critically important, as this

serves as a steppingstone for the business to achieve more and succeed. A plan

of activities is used by an organization to strive toward stated goals or to deal with

unanticipated events that arise within the firm. Business objectives frequently
 52

necessitate changes at some level for the company to grow and thrive.

Organizational difficulties such as people, morale, or high turnover rates may also

justify employing a business intervention method to improve productivity and

working relationships. Certain tactics and approaches may affect a company's

overall reporting process.

According to the People Goal Team (2021), developing a plan of activities

increases employee engagement and improves overall business performance and

productivity. Employers needed to engage with their employees, which helped

maximize their professional growth. It was essential to help employees understand

their strengths and weaknesses to define goals and areas for improvement. This

plays an integral role in company culture and ensures employees understand the

dedication to their personal and professional success.

Furthermore, developing planned activities helps to upskill a workforce by

encouraging individuals to recognize their strengths and build on their

inadequacies. It was also proposed that the more competent a workforce was, the

more productive it would become. On the other hand, developing an activity plan

upskills a workforce, increasing productivity even more. This was because the staff

were given new deadlines to meet and could better manage their time to complete

their tasks. Besides, employees were more likely to feel supported after developing

a development plan with their manager. Employees were more motivated to

succeed and achieve their objectives. This was especially important for individuals
 53

unsure about their future jobs and lacking direction. It also helps build a company

culture that is inclusive and collaborative. Building such plans with employees

helps them feel supported (People Goal Team 2021).

Accordingly, Ryba (2020) argued that creating an action plan is crucial to

understanding what is and is not working when engaging employees. This means

digging into the survey results to uncover the organization's strengths and

weaknesses and identify areas of improvement. Once analyses are completed, it

is time to decide where we should focus the efforts. As a team, review the data

and list key focus areas to explore further. These focus areas will serve as a

jumping-off point for brainstorming actionable takeaways. Next, create focus

groups assigned to each target area identified. This is an essential step in

developing a successful employee engagement action plan because a score on a

survey question can only tell so much. Once top solutions are identified, it is time

to commit to the employee engagement action plan. Regular communication is

essential to creating and implementing an employee engagement action plan:

Share survey results and the final action plan with employees.

Analyzing employee survey results is the first step toward creating a winning

action plan. When analyzing results, consider scores, response rates, and

benchmarks. Look at the employee engagement scores over time to see any

trends. Lastly, compare the organization's metrics to external and internal ones

(Achievers, 2021).
 54

According to Study Moose (2016) that the development of a plan of activities

involves four phases. The goal-and-objective identification process was the first

phase. To ensure that the company's goals had been met while assigning work

and creating work plans, it was first necessary to determine the aims and

objectives of the organization. They could not distribute labor without knowing their

aims and objectives, which made sense. Make a list of short-term or long-term

objectives and ensure they are attainable. Identifying and selecting choices may

be necessary once they have considered the aims and objectives. To reach a

predetermined goal, there may be a number of different solutions. Then, pick the

best choice among these options. So, they should consider their goals before

identifying or creating potential options. Then, they should explore and assess the

options.

Another was competency while assigning tasks; personnel capabilities and

availability must be considered to ensure that the best candidates were chosen.

The workloads, experience, abilities, knowledge, and staff understanding must be

considered. It was also essential to make sure they understood, as well as to offer

them encouragement and the chance to ask questions. The goals and objectives

must be clearly stated when distributing work so that staff members may turn them

into action plans and accomplish these goals. The interests of the staff members,

their availability, and the potential results of involving particular personnel were all

factors that managers and leaders must take into consideration.

 55

Then the operational requirements were the next phase, and resources

were needed to carry out any strategy. It was determined that resources such as

personnel, housing, tools, materials, time, and money were required to allow the

department to conduct regular operations.

In some simple designs, it had been quite simple to understand where

resources were required to execute the task within the stated time frames. A

systematic and thorough approach should be utilized in more complicated work

planned when it is impossible to say precisely what is needed.

Both in the short and long terms, any business must plan every action it

intends to take. The organization should prepare for development, expansion,

business restructuring, or other scenarios based on the goals established by senior

management. In order to prepare for the future and prevent surprises, every

business must plan its strategy in accordance with its goals. This would be helped

the business face and overcome any obstacles that may arise. Therefore, the

company could only accomplish its objectives with planning.

Related Studies

This study presents the related researchers that paved the way in concluding

research. It gives a clear review about the subject of the study from different

sources like theses/dissertations and journals.

Kolade et al. (2014) asserted that the relationship between organizational,

civic behavior, hospital corporate image, and performance is investigated in this

 56

study. Three hundred fifty patients were given questionnaires, and 298 usable

questionnaires were returned, representing an 85.7% return rate. Four hypotheses

about organizational citizenship behaviors, hospital corporate image, and

performance are tested in the study using a structural equation model. The results

show that hospitals can boost performance through good corporate citizenship

practices and behaviors. Despite their positive contributions to performance, it was

also found that there is a negative covariance between organizational, civic

behavior and hospital corporate image. Hospital management should create an

organizational climate to promote organizational citizenship behavior and enhance

a positive corporate image while avoiding circumstances that would deter staff

from providing extra positive discretionary work-related services.

According to Sayehmiri et al. (2020), personality qualities can be used to

anticipate how someone will act in specific scenarios, especially marital ones.

Marital satisfaction, which is a factor in determining a couple's relationship quality,

is one of the criteria used. Couples with higher degrees of neuroticism report less

marital satisfaction, whereas those with higher levels of conscientiousness report

happier marriages.

According to Zenger (2018), men overestimate their skills and performance,

whereas women underestimate both. In reality, neither the quality nor the quantity

of their performance varies. Pauline Claunce and Suzanne Imes coined the term

imposter syndrome to refer to this problem with feminine confidence. Women

 57

frequently say they feel like imposters who could be exposed at any time and do

not deserve their positions. They discovered that women are more concerned with

being hated, appearing unattractive, standing out from the crowd, or attracting too

much attention. Men also have self-doubts, but less frequently than women, they

allow these doubts to hold them back. According to an internal Hewlett Packard

report, males only apply for jobs or promotions when they meet 60% of the

requirements. Men apply for a job or promotion when they only satisfy 60% of the

requirements, but women only do so when they meet 100%. Their decision not to

attempt, rather than their true incapacity, ultimately ruined them. According to

Zenger, women's confidence rises along with their experience over time.

According to the graph below, women's confidence rises with age more than men.

However, consider all the chances missed in the early years due to anxiety and

insecurity.

According to Deer, the importance of respect in the workplace is something

that must be understood by employees at every level of seniority. Respect at work

is a vital part of establishing a healthy working environment. Mutual respect in the

workplace let’s all employees know that they are valued for their achievements,

abilities and qualities. Being valued and treated respectfully helps to promote a

positive work culture in which employees are fulfilled, loyal, engaged and

motivated to perform at their very best. Employees who do not offer respect to

others are unprofessional and pose a threat to the health and success of their
 58

company. Employee engagement levels in the UK are one of the worst in Europe

with fewer than one in 10 UK employees feeling enthusiastic about their job. Just

9% of UK workers surveyed for Gallup’s ‘State of the global workforce’ report felt

enthused by their work and workplace in 2022, well below the European average

of 14%. A survey by Harvard Business Review found that out of 20,000 employees,

respect was the leading behavior that encourages greater commitment and

engagement.

Moreover, Ashman (2019) asserted that employers expect each new hire

to provide their company with a new perspective on persistent problems or

difficulties. Therefore, a significant portion of the hiring process involves

determining a candidate's capacity for problem-solving. Therefore, showcasing

effective problem-solving abilities can be the key to success when looking for jobs

and later in a career.

Rameshkumar (2019) identified the factors that influence employee

engagement among Indian ship officers and their connections to the affective,

continuity, and normative organizational commitment modules. This study intends

to look into any connections, if any, between the three organizational commitment

criteria and job and organizational engagement characteristics. It confirms that

employee engagement positively correlates with affective and normative

components but not significantly with the continuance component of organizational

commitment. This study's results also show no substantial difference in the

 59

degrees of dedication and involvement between officers working in the deck and

engine departments or between those employed on different ship kinds,

designations, or experience levels.

Glaub et al. (2015) found that creating action principles can turn a

hypothesis into an intervention supported by evidence. It also shows how such an

intervention alters managers' behavior, affecting organizations' success. The

action principle, defined with the aid of action regulation theory, is the central

concept of this intervention. They carried out a randomized controlled field

intervention utilizing a theory-based 3-day program to enhance personal initiative

using a pretest-posttest design and a randomized waiting control group. The

sample comprises 100 small company entrepreneurs from Africa (Kampala,

Uganda). The intervention increased entrepreneurial success and self-initiative

behavior throughout the next 12 months.

Furthermore, according to Bean (2017), many of these people entered the

workforce following the recent financial crisis, and based on data from Britain's

Healthiest Workplace (BHW), they already deal with social mobility challenges and

challenging economic conditions, which have a substantial influence on their

health and wellbeing. According to research from BHW, high stress levels can

considerably impact a worker's productivity at work, which has financial

ramifications for the organization. Workers between the ages of 26 and 30 who

smoke and are physically inactive or receive less than 150 minutes of exercise
 60

each week account for approximately 14 percent and 35 percent, respectively, of

the workforce. More than 34,000 workers from all UK industries are included in the

BHW survey, developed in conjunction with Vitality Health, Mercer, the University

of Cambridge, and RAND Europe. Employees who are 35 and younger typically

exhibit the highest levels of financial anxiety, according to BHW research. With

increased work demands and stagnant pay, the generation that entered the job

due to the financial crisis is financially disadvantageous. The younger generation

also shown to be significantly less engaged at work and to have greater financial

difficulties, underscoring how the financial crisis has harmed their chances of

landing a job and climbing the wage scale.

Indeed Editorial Team (2023), According to them that the average employee

tenure is 4.1 years. Remember that several variables, including age, employment,

industry, and personal life, affect how long an individual stays in one position. As

expected, the number of hires and employee-employer separations affect the

average length. It is also important to note that younger workers tend to change

employers more frequently than older workers, according to the BLS. Employees

in service or food service occupations typically have a shorter tenure than those in

management or professional positions.

McKinsey and Company (2022) mentioned that over 400,000 people were

polled on their job experiences between 2015 and 2022 by more than 810

companies that took part in the study. Report focuses on how the pandemic has
 61

changed what women want from their companies, including the growing

importance of opportunity, flexibility, employee well-being, and diversity,

equitability, and inclusion. This year, we collected information from 333

participating organizations employing more than 12 million people, surveyed more

than 40,000 employees, and conducted interviews with women of diverse

identities.

Sears (2021) found that there is still pervasive and significant workplace

discrimination against LGBT people. At some point in their careers, more than 40%

of LGBT workers reported having encountered unfair treatment at work, such as

being fired, not recruited, or harassed because of their sexual orientation or gender

identity. Nearly a third or 31.1% of LGBT respondents said they had encountered

discrimination or harassment in the previous five years, demonstrating the

persistence of this practice. In the past year, 8.9% of employed LGBT individuals

reported being dismissed or turned down for a job due to their sexual orientation

or gender identity, including 11.3% of LGBT employees of color and 6.5% of LGBT

employees who are white. Compared to those who were not out, the percentage

of those who were out to at least some coworkers was five times higher. Many

workers also admitted to taking measures to stop discrimination and harassment,

such as concealing their LGBT identity and altering their physical appearance.

In contrast, many quit their employment or seriously considered quitting due

to unfair treatment. As a result, this poll is among the first to collect data on
 62

instances of employment discrimination based on sexual orientation and gender

identity during the COVID-19 pandemic and in the year that followed the U.S.

Supreme Court's ruling in Bostock v. Clayton County2 that the Civil Rights Act of

1964's Title VII forbids discrimination against LGBT individuals in the workplace.

The report's main conclusions are outlined here. However, the entire document

also contains various statements from respondents that go into greater detail

regarding their experiences with harassment and discrimination at work.

Moreover, Pulsely (2020) analyzed the trends of inclusion in the workplace

across various demographic segments. Observing the effects of affinity bias, or a

propensity to favor people like ourselves, is typical as we go toward leadership.

When considering inclusion based on marital status, many clients notice significant

disparities that require attention. It can be eye-opening when those patterns imply

that single workers receive additional career support, have access to powerful

networks, or have bad-quality relationships with their bosses. The 24/7 work and

availability culture is frequently condemned for being unfriendly and penalizing

moms who have children, as evidenced by the fact that individuals are working

longer hours than before. Compared to married people, they volunteer more, give

back to the community more, and engage in more open activities. Many single

people have selected families where spending quality time together is essential, or

they enjoy their isolation when they are not at work. Single employees have non-

work responsibilities and personal commitments that are frequently disregarded or

 63

underestimated in the office, just like their coupled counterparts. According to

research, unmarried employees believe married employees enjoy more benefits

and freedom with their schedules and tasks. 30% of single workers believed that

the varied work requirements were reinforcing the message that married workers'

lives are more important than the lives of single workers, while 62% felt they were

treated differently from married coworkers with children.

Glinska-Newes and Szoste stated that the hypothesis is verified on a basis

of a quantitative study conducted among 280 employees of the private sector and

244 employees of local government units. The analysis of the data brings

contradictory results. In general, employees of the public sector organizations

perform OCB more frequently than employees of the private sector. However, their

OCBs are people-oriented. OCBs supporting an organization are more frequent

among employees of the private sector.

Hoor (2014) found that 260 employees participated in two studies that used

survey research to examine the issue of employer loyalty. Current studies have

shown that employer loyalty has a favorable impact on organizational citizenship

behavior (OCB), commitment, and job satisfaction but a negative impact on

intention to leave the company. Further, the current study looked at whether being

on a mission was related to perceptions of external threat, whether mission

moderated the relationship between employer loyalty and the criterion variables,

and whether the threat was a mediator of the moderating effect of mission.
 64

Employer loyalty was a predictor of the variables on its own, but not more

so than POS and procedural justice, hence hypotheses 2a; employer loyalty had

a stronger negative effect on turnover intention but not on commitment, job

satisfaction and organizational citizenship behavior when employees had been on

a mission compared to people that had not been on a mission, where hypothesis

b, Thus, employer loyalty was a better predictor of turnover intention when

employees had been on mission than when employees had not been on mission.

Contrary to expectations, this moderating effect of mission in the effect of employer

loyalty on turnover intention could not be explained by perceived threat and lastly

the hypothesis c, indicates, a higher level of employer loyalty could be attributed

to have been on a mission could not be supported. Further, intriguing results from

exploratory studies showed that, in addition to POS and procedural fairness,

employer loyalty was a singular predictor of turnover intention. Additionally, POS

was acting as a mediator in the interaction between psychological safety, job

happiness, employer loyalty and commitment, and OCB. These findings highlight

the significance of employer loyalty and offer fresh angles for further study.

According to Lisbona (2018), work engagement and personal initiative are

two well-known notions that are distinct but related. The results demonstrate the

indirect impact of work engagement on performance through personal initiative.

The outcomes of these two investigations supported that predictions that work

engagement and self-efficacy increase personal initiative, which in turn increases

 65

performance. The findings also suggest that personal initiative should be thought

of as an antecedent of performance rather than just work engagement.

On the other hand, Mushtaq and Umar (2015) investigated the relationships

between job satisfaction, motivation, and the five dimensions of organizational

citizenship behavior among Pakistani public sector employees. These dimensions

are altruism, conscientiousness, sportsmanship, courtesy, and civic virtue. The

study's findings show that five OCB characteristics have a positive, substantial

relationship with motivation and work satisfaction, except for the association

between civic virtue and motivation. The results suggest that factors besides

motivation and work satisfaction may influence OCB. The five components of OCB

may not be present in all populations, too. Therefore, managers must focus on

boosting employee motivation and job satisfaction to raise OCB. Additionally, the

current study directs future researchers to use more independent variables such

as culture, leadership, workplace environment, various job attitudes, and types of

motivation on a wider range of populations with larger sample sizes in order to

determine the causes of the civic virtue and motivation relationship's lack of

significance in the current study and to generalize the tested model.

Hassan et al. (2016) highlighted that two pivotal factors influencing

organizational behavior in Technical and Vocational Education and Training school

contexts are conscientiousness and motivational aspects. Building upon this

insight, the study aimed to delve into the correlation between teachers'
 66

conscientiousness and their motivational factors. To accomplish this objective, a

cross-sectional survey approach was adopted, involving the participation of 302

teachers from diverse clusters within the education system. Through this

approach, comprehensive data was collected. The collected data underwent

rigorous analysis using both descriptive and inferential statistical methods, such

as correlation and regression analysis. The outcomes of these analyses were then

interpreted with the aid of social capital theory, enriching the understanding of the

findings. The primary focus of this study was to explore the positive and

advantageous connection between teachers who exhibit high levels of

conscientiousness and those who demonstrate moderate levels of motivational

variables. Notably, the research further endorsed the explanatory power of the Big

Five Theory in elucidating the intricate interplay between conscientiousness and

motivational elements, particularly as applicable to teachers in Nepal.

According to Weipeng et al. (2014), although it was widely believed that

conscientiousness might help people cope with stress or lessen its effects,

empirical studies revealed contradictory findings. Using multi-source, time-lagged

data from 250 employees working at two companies, the current study examined

the moderating effects of conscientiousness in the relationships that work

stressors i.e., challenge and hindrance stressors have with employee

psychological strain and job performance. The findings demonstrated a favorable

relationship between challenge and hindrance stressors and psychological strain.

 67

The beneficial associations were stronger for people with high conscientiousness

because conscientiousness influenced the links between stress and psychological

strain. The association between challenge stressors and performance was also

influenced by conscientiousness, with high conscientiousness individuals

experiencing a positive relationship while low conscientiousness individuals

experienced a negative relationship. The results imply that conscientiousness has

a double-edged effect that enhances performance and exacerbates workers'

stress reactions in stressful conditions.

Yildirim (2014) aimed to ascertain the link between organizational

commitment and member behavior. Organizational communication and

organizational citizenship behavior have been examined using correlation and

standardized mean values. For a business to function effectively, employee

participation is essential. In this instance, the employee in question is dependable,

loyal, committed, and willing to deliver more behavior—commonly referred to as

performance—for the firm. The outcomes demonstrated that, in this study, only the

communication with the manager’s dimension is significantly connected with

organizational citizen behavior aspects of altruism and civic virtue.

Furthermore, Kang and Ryan (2016) mentioned that extra-role behavior,

also known as organizational citizenship behavior, goes above and beyond the call

of duty. By examining various civic behavior expectations related to the

demographics of the workforce and making suggestions about how these

 68

expectations might influence employees' citizenship behaviors. It was found that

senior employees were likelier than junior employees to view interpersonal, helpful,

and civic virtue as in-role behaviors. However, the findings showed that courtesy

expectations are unrelated to seniority. It also showed certain notable patterns of

expectations relating to the seniority of employees. The findings also urge

managers to define the boundaries between in- and out-of-role behavior clearly.

According to Widiger (2015), stated that courtesy displays that relationships

are crucial in business. A solid rapport is essential to further the professional

career, take on new clients, impress the employer, or seal that final transaction. It

is critical to make a good first impression. Being polite is vital when meeting

someone new since the average person makes their initial impression of someone

in about seven seconds. A person who is friendly and courteous is usually well-

liked in society. Being courteous in the workplace is directly related to being

professional. Staying off the phone when working with someone, being on time,

dressing appropriately for work, and being nice to everyone one may encounter

during the day are some examples.

Urwin (2022) explained that age discrimination in workplaces has not yet

been eradicated despite legislative limits and financial penalties. It may be helpful

to investigate who suffers from ageism and how frequently they encounter it to

comprehend why firms perpetuate these practices. Since retirement has become

more challenging to achieve, ageism has become a problem many older people
 69

find difficult to overcome. These data demonstrate the pervasiveness of age

discrimination in professional contexts, with the average retirement age rising from

62 to 66 over the past 20 years. Of course, older workers are not the only ones

who deal with age discrimination. Additionally, workers between 18 and 34 are

13% more likely than those 55 and older to experience age-based discrimination.

However, younger professionals are not as concerned with some of the same

ageism-related issues and effects as older professionals.

According to findings presented by Mohr (2014), the research participants'

reasons for not applying for opportunities did not predominantly stem from a lack

of confidence. Surprisingly, neither men nor women frequently chose this

explanation as a deterrent, as it was less selected than the statement I did not

think I could do the job well. Only a small percentage of women ten percent and

men twelve percent who refrained from applying attributed their decision to a lack

of confidence. The internal report from Hewlett Packard, which has been

referenced in various works such as Lean in and The Confidence Code, supports

this notion. Strikingly, the leading reason that both men and women provided for

not applying was identical and far more prevalent than any other reason fourty-one

percent of men and 46% of women shared this explanation. This particular reason

is frequently cited as evidence of the need for women to bolster their self-

confidence. A Forbes article points out that while men report a 60% confidence

level in their abilities, women tend to wait until they have achieved each item on
 70

their checklist before feeling confident. This observation implies the importance of

fostering greater self-assurance among women.

Muthuraman and Al-Haziazi (2017) conducted an analysis on the elements

of organizational citizenship behavior (OCB) in the Sultanate of Oman. Their

findings revealed that altruism leads to an improvement in teamwork, as it offers

the opportunity to comprehend the strengths and weaknesses of each team

member and provide appropriate assistance, ranking as the primary factor. The

second factor pertained to the positive and exponential growth experienced when

work groups collectively address specific issues. The third factor, shared equally,

was the voluntary collaboration among work groups in the organization. Altruism

not only allows individuals to recognize their limitations but also ensures that their

involvement does not negatively impact their colleagues.

Mushtaq and Umar (2015) determined the relationship between the five

organizational elements and work satisfaction and motivation. Altruism,

conscientiousness, sportsmanship, courtesy, and civic virtue are examples of

good citizenship conduct among employees in Pakistan. The findings showed that

five OCB parameters have favorable effects. There is a significant link between

motivation and job happiness, except for the connection between civic virtue and

drive. It also suggested that elements besides motivation and employee

satisfaction might impact OCB. Similar to how not all populations may contain
 71

OCB. Therefore, managers must increase their focus on enhancing motivation and

job satisfaction.

Moreover, Anderson (2019) research from AARP, seven in ten workers say

they like working with generations other than their own, and the majority agree that

both younger and older workers bring a set of positive benefits that enhance the

workplace environment. In particular, workers value the give and take aspect in a

multigenerational work environment. For older workers, their younger colleagues

offer an opportunity to pass on their skills and knowledge and for the creativity they

bring to the work environment. For younger workers, older colleagues are valued

for their skill as teachers, for providing an opportunity to consider a different

perspective, and for making the workplace more productive.

Nyarieko et al. (2017) showed that employee performance is positively and

significantly correlated with the OCB dimensions. Organizational justice issues and

employee intention to leave the institution were the major underlying causes of

OCB's imperceptibility among the study's participants. At the same time, fairness

perception, individual disposition, and effective leadership styles were shown to be

the major enabling factors for OCB to be amenable to change.

Thus, Vuong et al. (2021) mentioned that based on a survey of 228 doctors

working in Vietnam's public hospitals, this study investigates factors that affect

doctor satisfaction and loyalty. The results show that, in decreasing order, money,

relationships with coworkers, the standard of medical examinations and

 72

treatments, hospital resources, workplace autonomy, and possibilities for training

and advancement all impact a doctor's job happiness. Additionally, doctors are

more likely to stay committed to the company when satisfied with their jobs. The

report makes several policy recommendations for the administration of the medical

industry to increase doctors' satisfaction and loyalty in public health systems.

Synthesis

The attributes of service crew members in the fast-food industry play a

crucial role in maintaining the overall operation and image of the restaurant. These

attributes include understanding and addressing diverse customer needs, handling

unexpected situations, and providing exceptional customer service. Customer

assessments of food quality are influenced not only by the taste of the food but

also by intangibles like service quality and interactions with staff. Fast-food

businesses must prioritize customer satisfaction and offer a positive experience

beyond just good food. Over time, the role of service staff has evolved to

encompass tasks like cleaning and maintenance, highlighting their importance in

upholding cleanliness and the industry's reputation. Despite misconceptions about

the simplicity of fast-food jobs, they are demanding, requiring accuracy and

efficiency in a fast-paced environment. The employees' personal well-being also

affects their professional performance, underscoring the importance of employees

being considerate and supportive.

 73

Organizational Citizenship Behavior refers to the voluntary and

discretionary actions that employees take within an organization, which go beyond

their formal job responsibilities. These behaviors contribute positively to the work

environment and overall effectiveness of the organization. OCB encompasses

actions like helping colleagues, sharing knowledge, showing initiative, promoting

a positive atmosphere, and following organizational rules even when not explicitly

required. It reflects employees' willingness to go the extra mile, demonstrating

commitment, cooperation, and a sense of ownership in their work. OCB enhances

team collaboration, customer satisfaction, and overall organizational performance,

making it a valuable aspect of workplace behavior.

The concept of a plan of activities involves creating a detailed sequence of

steps for individual project tasks, aiming to improve employee performance, foster

organizational citizenship behavior and enhance skills. Team-building events are

integral for bolstering communication and interpersonal competencies, while these

plans also acquaint employees with organizational systems and tools to support

business objectives. Organizational coaching, aligned with planned activities,

contributes to learning and development. Systematic planning is essential for

industries to achieve success, address challenges, and adapt to changes.

Additionally, it enhances workforce skills, engagement, and productivity, ultimately

cultivating a positive company culture and proactive approach to business growth.

 74

Over thirty-five years since Organizational Citizenship Behavior was first

introduced by Organ, who defined it as individual discretionary behavior, not

directly or explicitly recognized by the formal reward system, and that, in the

aggregate, promotes the effective functioning of the organization. Moreover, it

identified five dimensions: altruism, conscientiousness, sportsmanship, courtesy,

and civic virtue. This has built similar studies to strengthen the factors and

predictors of organizational citizenship behavior of service crews.

The studies of Sears, Urwin, Pulsely, and McKinsey and Company are

highly relevant to the present study since they focused on the elements of

demographic profile, namely, age, gender, and marital status. The present study

uses a demographic profile. Meanwhile, the study of Hassan et al. is also relevant

to the present study since it focuses on the dimensions of OCB, namely courtesy,

individual initiative, and conscientiousness, which deal with how to explain further

how it relates to the present study. The present study also focused on how

demographic profiles and dimensions enhance employees' organizational

citizenship behavior.

In addition, Glinska et al., Sayehmiri et al., Mohr, and Indeed Editorial Team

are highly relevant to the present study since they focused on the elements of

demographic profile, namely, age, gender, marital status, and length, of the job.

The present study uses a demographic profile. However, this is different in the
 75

context that age categorizes good fortune to gain from a mentorship connection at

work.

Yildrim, Mushtaq & Umar, Nyarieko et al., and Muthuraman and Al-Haziazi

all focused on viewing organizational citizenship behaviors with the dimensions

and related constructs such as; contextual performance, spontaneous

organizational behavior, prosocial behavior, and proactive behavior in the

workplace and also proving that discretionary employee activities that are

beneficial but not strictly necessary by companies are known as organizational

citizenship behaviors respectively. This is highly relevant to the present study since

it focuses on organizational citizenship behavior. This is similar to the present

study because it uses Likert scale questions and descriptive analysis, which

positively and significantly correlate with the OCB dimensions. Altruism,

conscientiousness, civic virtue, sportsmanship, and civility data were gathered by

a questionnaire utilizing a Likert scale. Meanwhile, this is different because it is

centered on the significance of employee and organizational success in the

information economy. At the same time, it also discusses frequent methodological

problems that arise while investigating organizational citizenship behavior. This is

irrelevant because the present study does not aim to discuss frequent

methodological problems.

The studies of Vuong et al., Kolade et al., and Glaub et al., are highly

relevant to the present study since they focused on the dimensions of

 76

organizational citizenship behavior such as; civic virtue, individual initiative, and

loyalty. This is similar to the present study as they are one of the dimensions of

employees' organizational citizenship behavior. It focuses on the relationship

between organizational and civic behavior. It conducts a randomized controlled

field intervention using a theory-based 3-day program to promote personal

initiative and factors influencing job satisfaction and loyalty. Meanwhile, this is

different in that Vuong et al., Kolade et al., and Glaub et al., are centered on

implementing managers' actions to Kampala, Uganda, Africa firms.

Vuong et al. focuses on the factors influencing satisfaction and loyalty. This

is similar to the present study as it is one of the dimensions of the organizational

citizenship behavior of employees. But this is different in the context that factors

that influence job satisfaction in a decreasing order income, relationship with

colleagues, quality of medical examination and treatment, hospital resources,

autonomy at work, and training and promotion opportunities.

In addition, the studies of Hoor, Weipeng L., and Lisbona et al., are highly

similar to the present study because they focused on stating dimensions such as

altruism, individual initiative, conscientiousness, and organizational loyalty as the

same as the present study's dimensions. This is different in the context that it

shows different results as 260 employees participated in two studies to examine

the issue of employer loyalty; using a cross-national sample of 469 employees, it

was found that senior employees were more likely than junior employees to view
 77

interpersonal, helpful, and civic virtue as in-role behaviors. However, findings show

that courtesy expectations are unrelated to seniority and that the results

demonstrate the indirect impact of work engagement on performance through

personal initiative. Research suggests that the source of altruism is empathy,

which protects against burnout. Moreover, it supports the link between altruistic

behavior and increased health and well-being.

Ashman focused on employers expecting each new hire to provide their

company with a new perspective to pitch on solving persistent problems or

difficulties. Therefore, a significant portion of the hiring process involves

determining a candidate's capacity for problem-solving. Therefore, showcasing

effective problem-solving abilities can be the key to success when looking for jobs

and later in their career. This is similar to the present study as it also deals with

finding ways to solve and enhance how to avoid problems as much as possible.

Rameshkumar focused on pointing elements that determine employee

engagement and its relationship to the affective, continuity, and normative

organizational commitment modules among Indian ship officers while aiming to

investigate any relationships between work and organizational engagement

characteristics and three commitment factors. This is different in that most

attention is on the seafarers' perspective. Furthermore, it reveals that the levels of

engagement and commitment among officers working in the deck and engine
 78

departments could have been more consistent among officers employed in various

ship types, designations, or experience levels.

Hou J. et al. focus on two experiments to investigate the potential impacts

of colleague participation, colleague status, and public cause proximity on

employee volunteering intentions to address this research gap partially. This is

similar to the present study as it also refers to employee volunteering, which is

much the same as being conscientious. However, this is different because peer

participation and volunteer cause proximity have received less attention than other

organizational- and individual-level factors in prior research on employee

volunteering decisions.

Widiger focused on the five-factor model of general personality structure.

This is similar to the present study, as conscientiousness is a covered topic. Thus,

it is categorized as one of the dimensions of organizational citizenship behavior.

However, this is different in the context they discussed the factor analytic support,

animal personality, behavior and molecular genetics, personality neuroscience,

personality disorders, adult psychopathology, and child psychopathology in

addition to the universality of the Five Factor Model as it is not entirely related to

organizational citizenship behavior.

Zenger focused on how gender: men and women perceives their skills and

performance, where both underestimates both. Women's confidence rises along

with their experience over time and rises with age more than men. However, this
 79

is similar to the present study as it tackles the subject of gender, as both can

perform different tasks depending on what gender they belong to. And most job

today are more open to hiring candidates no matter what gender they belong to.

Kang & Ryan and Deer both are similar when proposing the subject about

level seniority. Both Deer's emphasis on respect in the workplace and Kang &

Ryan's study findings about courtesy expectations share a common focus on the

relationship between behavior and seniority within professional settings. While

Deer highlights the universal significance of respect understood by employees

across all seniority levels, Kang & Ryan's research reveals that courtesy

expectations don't necessarily correlate with seniority. Both discussions highlight

the nuanced dynamics of behavior and seniority, underscoring the importance of

interpersonal interactions in workplaces. Meanwhile the difference is Deer's

perspective emphasizes the universal importance of respect in the workplace,

stressing that it should be acknowledged by employees at all seniority levels. In

contrast, Kang & Ryan's research demonstrates that courtesy expectations are not

linked to seniority, indicating that the level of seniority doesn't necessarily influence

how courtesy is perceived. While Deer focuses on the significance of respect

across seniority levels, Kang & Ryan's findings revolve around the distinct nature

of courtesy expectations and their relationship with seniority.

Both Anderson and Bean focus on age. Bean discussing about financial

crisis of 35 and younger typically exhibits highest levels of financial anxiety, with
 80

increase work demands and stagnant pay. And Anderson about age, younger

workers prefer to work with generations than their own, they think that older

colleagues value their skill as for providing different perspectives and making the

workplace more productive nevertheless both younger and older workers agree

that they bring a set of positive benefits that enhance the workplace environment

in their own perspectives. This is similar to the present study as Bean's discussion

highlights how individuals aged 35 and younger often experience elevated financial

anxiety due to a combination of increased work demands and stagnant pay. On

the other hand, Anderson's perspective delves into intergenerational dynamics in

the workplace. Younger employees express a preference for collaborating with

colleagues from different age groups, believing that older coworkers value their

skills for diverse viewpoints, which enhances productivity. Interestingly, both

younger and older workers concur that they each bring unique positive attributes

to the workplace, contributing to an enriched work environment from their

respective viewpoints.
 CHAPTER 3

RESEARCH METHODOLOGY

This chapter presents the research design, the respondents of the study,

the data gathering instruments, the data gathering procedures, and the statistical

treatment of the data, which were needed for data analysis and interpretation.

Research Design

The researchers employed a descriptive research design. According to

McCombes (2019), descriptive research aims to correctly and thoroughly

characterize a population, situation, or phenomenon. It may explore one or more

variables using various research approaches. Unlike in experimental research, the

researcher does not control or change any of the variables; instead, he or she just

observes and measures them. The main focus is on current circumstances or how

a person, group, or item behaves or performs in the present. It frequently includes

some comparison or contrast.

A descriptive research design was used in this study since this describes

the characteristics of a population, wherein some fast-food chains and their

employees are the sample group chosen by the researchers. This also tackles how

a specific behavior differs in an environment along with the frequencies, trends,

and categories. Typically, the researchers develop a methodological design, give

a comprehensive and coherent strategic framework based on the epistemological

principles of a conceptual framework, and then explain the aims and broad
 82

hypotheses. A descriptive research design highlights a probable link between

quantitative and qualitative techniques.

Respondents of the Study

The respondents of this study were the employees in select fast-food chains

in Batangas, such as Jollibee Manghinao and Batangas City, Inasal Bauan, and

Batangas City. There were 93 employees from Jollibee Manghinao, 33 from

Jollibee in Batangas City, 22 from Mang Inasal in Bauan, and 21 from Inasal in

Batangas City.

The total population of employees from the select fast food chains is 164

service crews. Using the Raosoft calculator, the researchers obtained a sample

size of 118. However, only 117 responded. A respondent from Inasal Bauan did

not return one questionnaire, resulting in a sample size of 117 respondents. The

researchers employed simple random sampling. The researchers selected a

random number of slips. Alternatively, the researchers placed all the slips of paper

with the names of the employees given by the HR personnel in a bowl and drew

118 random samples from them.

Data Gathering Instrument

The researchers used a researcher-made questionnaire that was based on

previous studies. It was used to describe organizational citizenship behavior at

various fast-food restaurants. The survey questionnaire was divided into

respondents' profiles and organizational citizenship behavior. The OCB has 12

 83

items for each variable. They analyzed the characteristics needed in each

dimension and compiled them, thus enabling them to generate OCB

questionnaires.

The questionnaire was first validated by the research adviser, followed by

two faculty experts, two industry experts, and a statistician, which showed that it is

justifiable as it adequately reflects the process and content dimensions of the

objectives of the study. The research instrument also guaranteed that it was

designed to measure the dimensions of the study. They also employed a reliability

test, Cronbach's alpha, to measure the internal consistency of the items included.

The result of the pilot testing overall is excellent. Among seven variables,

there was only one good: courtesy, and the rest excellent. A Cronbach's alpha

involving 30 respondents was conducted in Greenwich Waltermart Batangas City,

which revealed a 0.980 result implying that the OCB questionnaires have high

internal consistency. The given scale was used to determine the evidence of

organizational citizenship behavior.

Scale Scale Range Verbal Interpretation

4 3.5 - 4.0 Great Evident
3 2.50 - 3.49 Moderate Evident
2 1.50 - 2.49 Slight Evident
1 1.0 - 1.49 Least Evident
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Data Gathering Procedure

Upon validation of the questionnaire and trial survey, the researchers made

a letter of request for the select fast-food chain. They had set an appointment with

the HR manager to endorse the surveyed questionnaire for their employees.

Moreover, after each company approved the questionnaire, they started the survey

in the Jollibee Manghinao, Mang Inasal Bauan, Batangas City Waltermart Jollibee,

and Mang Inasal.

The surveys were disseminated to the service crews with the assistance of

their respective HR’s. The questionnaire responses were shared with their human

resources managers. After that, the researchers obtained the questionnaires from

the employees who had independently assessed their organizational citizenship

behavior. On December 1, 2022, the researchers completed the survey and got

the findings, allowing them to analyze the data provided by the respondents.

The answers were tallied, tabulated, analyzed, and interpreted in

accordance with the items and corresponding tools.

Statistical Treatment of Data

The data gathered from the respondents were tallied, tabulated and

analyzed using the following statistical tools:

Frequency. This was used to determine the number of respondents in

profile variables.
 85

Percentage. This was used to determine the ratio of respondents over the

total sample size per profile.

Mean. It was used to determine the extent of evidence of organizational

citizenship behavior.

Standard Deviation. It was used to measure how the data dispersed

around the mean.

F-test (Anova). It was employed to determine the significant difference on

the assessments of organizational citizenship behavior when grouped according

to profile.

Multiple Regression. It was used to analyze the relationship between

dimensions of organizational citizenship behavior.

Ethical Consideration

In the conduct of the study, the researchers ensured to follow ethical inquiry

and research protocols. Anchored in the Data Privacy Act of 2012, the researchers

assured the respondents that the gathered data would be treated with the utmost

confidentiality. The questionnaire contains a Data Privacy clause and an

agreement portion to remind the respondents of their rights.

The respondents were assured that the data will be used solely for

research. The respondents were also reminded that their participation in the study

is not forced and that they could choose to decline at any time. The researchers
 86

also ensured the respondents' anonymity, especially since health concerns are

complicated.

Moreover, an open line of communication is maintained so that the

researchers can assist the respondents whenever other questions or concerns

arise. The researchers, despite having their predetermined research objectives,

would always prioritize the respondents' welfare and the common good in society.
 CHAPTER 4

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter includes the presentation, analysis, and interpretation of the

data gathered in relation to the pronounced objectives of the study.

1. Profile of the Respondents.

The profile of the respondents such as age, gender, civil status, or length of

service are presented.

1.1 Gender

Gender refers to the socially created qualities of women, men, girls, and

boys. This encompasses norms, behaviors, roles connected with being a woman,

man, girl, or boy, and interpersonal interactions. Gender, as a social construct,

differs from society to civilization and can change over time.

Table 1
Distribution of the Respondents in terms of Gender
Gender Frequency Percentage Rank
Male 57 48.7% 1
Female 54 46.2% 2
LGBTQIA+ 6 5.1% 3
Total 117 100%

Considering the data, more than half of the respondents are males, which

comprise 48.7% or 57 of the total respondents. Almost half of the respondents, 54

or 46.2%, are females. Moreover, only 6 or 5.1% of them belongs to LGBTQIA+.

This indicates that males dominate the fast-food chains as service crews.

This may be due to the nature of work that companies prefer for males. Males are
 88

deemed to perform more efficiently than women as they are considered stronger.

Fast food industries believe that males have an easier time progressing to

leadership roles and earning a much higher wage. Additionally, according to

Zenger, men are fearless in improvising. Men tend to be more confident when it

comes to their performance. Even when unprepared, research shows men often

believe they can 'wing it.' Men are also good delegators. They tended to

communicate directly and told others what to do with a sense of authority. Lastly,

men take more significant risks in applying for jobs. An internal study by Mohr

found that men apply for jobs when they are 60% qualified, but women will not

apply until they are certain they are 100% qualified. A willingness to apply for a job

that may seem like a 'longshot' could be another reason men are more likely to

advance. Studies consistently showed that most employees still prefer a male

boss. Moreover, women remain underrepresented in leadership positions.

Females, on the other hand, play a significant familial role. While there has

been some growth in women's representation over the last several years, the

McKinsey and Company report, as stated by Tough, highlighted the gender

discrepancy in the workplace. It discovered that, despite having more bachelor's

degrees and the same attrition rate, women are less likely to get recruited into

entry-level employment than males. The discrepancy grows as people go up the

corporate ladder. Only 86 women are promoted to the manager level for every 100

males.
 89

Furthermore, maternity leave, daycare, and part-time employment typically

disrupt the careers of women who choose to have children. Despite having a

higher level of education, women are more likely to work part-time, are less likely

to advance in their careers, work in lower-paying sectors and vocations, and have

smaller pension wealth. Furthermore, the collective voice of women coming up

about their working experiences has never been stronger. There is a new sense

of urgency and bravery in addressing the issues that women face. Women also

complain about not having enough time for their families, being under pressure

from work-related stress, and having conflicts of interest. Working women need

more time to care for their families since their occupations are time-consuming and

stressful. Many occupations are highly demanding, and many women cannot cope

with high levels of work-related stress. When compared to males, their

temperament predisposes them to worry and sadness. Finally, there is an apparent

conflict of interest. Their duties as moms interfere with their professional

performance. They sacrifice their employment to care for their children during

working hours.

Many LGBTQ workplace issues stem from the fact that currently, no federal

law explicitly protects employees from discrimination due to their sexual identity,

gender identity, or gender expression. Such protections have necessarily come

from state laws and federal court cases interpreting the law to protect LGBTQ
 90

workers. This patchwork of court rulings and state legislation leaves many

vulnerable.

As stated by Sears, the analysis indicates that employment discrimination

against LGBT people continues to be persistent and widespread. Over 40% of

LGBT workers (45.5%) reported experiencing unfair treatment at work, including

being fired, not hired, or harassed because of their sexual orientation or gender

identity at some point in their lives. This discrimination and harassment are

ongoing: nearly one-third (31.1%) of LGBT respondents reported that they

experienced discrimination or harassment within the past five years.

Overall, 8.9% of employed LGBT people reported being fired or not hired

because of their sexual orientation or gender identity in the past year, including

11.3% of LGBT employees of color and 6.5% of white LGBT employees. The

percentage was five times as high for those who were out as LGBT to at least

some people at work compared to those who were not (10.9% compared to 2.2%).

Over half (57.0%) of LGBT employees who experienced discrimination or

harassment at work reported that their employer or co-workers did or said

something to indicate that the unfair treatment that they experienced was

motivated by religious beliefs.

Nearly two-thirds (63.5%) of LGBTQ employees of color said that religion

was a motivating factor in their experiences of workplace discrimination compared

to 49.4% of white LGBT employees. More than 53 percent of LGBTQ workers hide
 91

their identity at the workplace, often citing a persistent feeling of being unwelcome.

This identity struggle has detrimental impacts on their health, happiness, and

productivity, in addition to businesses' talent retention and leadership

development. In short, since the country is not yet open for gender inclusivity,

LGBTQIA+ employees have the slightest chance of being employed.

1.2 Age

The concept of age explains how old a person is at any time. It is defined

as the period passed between the days of live birth to a certain point in time,

generally the data collection date.

Table 2
Distribution of the Respondents in terms of Age
Age Frequency Percentage Rank
46 – 50 years old 1 0.9 % 6
36 – 40 years old 2 6.0 % 5
31 – 35 years old 11 9.4 % 4
26 – 30 years old 24 20.5 % 3
21 – 25 years old 49 41.9 % 1
Below 21 years old 25 21.4 % 2
Total 117 100 %

The distribution of the respondents in terms of age is shown in Table 2. The

table presents the age of the employees in select fast-food chains in Bauan and

Batangas City. Most respondents are 21-25 years old, with 49 respondents,

equivalent to 41.9%. Twenty-five respondents are below 21 years old, equivalent

to 21.4%. Most fast-food restaurant employees nowadays are between the ages

of 21 and 25 and are working students.

 92

The age range of 21 to 25 years stands out among others, starting with the

highest mean. It holds the first rank and includes 49 individuals, representing the

largest frequency in the population. Furthermore, these individuals constitute a

significant proportion of 41.9% of the total population. This age group seems the

most prevalent and dominant among the given data.

A substantial proportion of employees in fast-food chains fall within the age

bracket of 21 to 25 years old, primarily due to a combination of factors that align

well with the nature of the industry. One of the key drivers is the flexibility and

availability that individuals in this age group typically possess. With fewer

commitments tied to full-time education or familial responsibilities, these young

adults are often more adaptable to the irregular and often demanding shifts that

are common in the fast-food sector. Moreover, the majority of fast-food positions

are entry-level roles that require minimal experience or specialized skills. This

makes them an attractive option for those aged 21 to 25 who are seeking their

initial employment opportunities, allowing them to establish a foothold in the job

market and build their professional resumes.

For many, this age range marks a transitional phase from education to the

workforce. Whether pursuing higher education or exploring different career paths,

these jobs provide a means to generate income while balancing other life

commitments. Financial independence is also a compelling factor during this

 93

period of life, prompting young adults to seek employment that enables them to

cover personal expenses and reduce reliance on family support.

Additionally, the social component of fast-food roles plays a role. Young

adults often value positions that involve regular customer interactions, offering

them a chance to hone their interpersonal and customer service skills. Given that

these jobs often align with minimum wage compensation, they can be particularly

appealing to individuals who are just starting out in the workforce and are willing

to accept entry-level pay.

While the fast-food industry offers limited long-term career prospects, its

roles provide a stepping stone for those between 21 and 25 who are still

discovering their professional paths. These jobs allow them to contribute to their

financial independence and gain valuable work experience without necessarily

committing to a long-term career trajectory. It's important to acknowledge,

however, that while this age group dominates the fast-food workforce, the industry

does encompass a diverse range of employees from various age ranges, catering

to its own specific requirements and the composition of the local labor market.

According to the Indeed Editorial team, the typical age range for the

exploration is 21-35. It refers to the period preceding permanent work. Those at

this stage may be nearing the end of their undergraduate or graduate studies. This

period defines the trajectory of the career goals. As the prospect of a long-term

career approaches, they may eliminate many options and narrow their focus to a
 94

few professions that pique their interest. The age range below 21 represents a

relatively younger population. This group comprises 25 individuals, accounting for

21.4% of the population. The age range of 26 – 30 comprises 24 individuals. This

group contributes significantly to the overall distribution, accounting for 20.5% of

the total population. This is due to the fact that the inclusion of employees within

the age range of 26 to 30 years old in the fast-food industry is influenced by a

confluence of factors that reflect both individual choices and broader societal

circumstances. While not as prominently represented as their younger

counterparts, this demographic brings a distinct perspective to the sector.

Economic considerations often play a role, as individuals within this age

bracket may seek fast-food employment to address financial needs or supplement

their income, particularly as they navigate the transition from entry-level positions

to more established career paths. For some, fast-food jobs serve as a bridge

during career exploration, allowing them to gain experience while contemplating

potential professional shifts. Furthermore, the flexibility and temporary nature of

these roles can cater to individuals with multiple commitments, such as parents,

students, or those juggling diverse responsibilities. Additionally, prevailing job

availability in other industries and local labor market dynamics can also steer

individuals aged 26 to 30 towards fast-food work. This age range marks a period

of transitional stability in both personal and professional aspects, and fast-food

positions, despite their limited long-term prospects, can offer a sense of routine
 95

and stability during this phase. Collectively, these factors underscore the intricate

interplay of personal aspirations, economic needs, and situational contexts that

lead individuals in their late twenties and early thirties to find their place within the

fast-food industry.

Moreover, the age range of 31 – 35 includes 11 individuals. Despite the

decrease in frequency, it still represents a notable portion, accounting for 9.4% of

the total population. The age range of 36 – 40 comprises two individuals, making

up 6.0% of the total population. Managers are among in this age group. Lastly, the

age range of 46 – 50 has the lowest frequency and percentage compared to other

age ranges. This group comprises only one individual, accounting for a minimal

share of 0.9% of the total population. Ages 40 and up become the lowest because

the typical age qualification for fast food businesses is from 18 to 30 years old.

Supervisors are among those in this age group. In other words, if they are older,

they are likely to be considered less capable, less able to adapt, or less willing to

roll up their sleeves and do something new than their younger peers. According to

Bean, employees aged between 56 and 60 reported up to 13% fewer financial

concerns, losing, on average, just 19.6 days annually. As of 2020, workers 50 and

older comprised over a third of the U.S. workforce, and one in four U.S. workers is

expected to be 55 or older by 2030. These gains may seem promising, but the

participation by aging workers declines once they reach their late sixties.
 96

Urwin (2022) stated that people in the 55 to 64 age range displayed a labor

force participation rate of 64.7 percent in 2020; this number falls to 26.6 percent

for individuals aged 65 to 74. The sharp drop-off in employment between workers

in their fifties and late sixties is concerning, especially if many older employees do

not have enough saved up for retirement. Discriminatory practices have made it

difficult for veteran professionals to remain in the workforce, prompting legislative

action to level the playing field. Even as companies choose younger workers over

older ones, this reality has kept aging professionals from carrying on their careers.

Individuals between 55 and 64 who left the workforce have rejoined at higher rates

than younger age groups between 2020 and 2022. AARP’s research supports this

trend, revealing that 13 percent of older people are still working or looking for work

while considering themselves retired.

According to Urwin, the latter stages of life do not mean one has to give up

their ambitions and work ethic, yet businesses continue to push older workforce

members out of their jobs. As high as 39 percent of 2014 retirees assert, they were

forced to retire, eclipsing the 26 percent of retirees who claimed the same thing in

1998. Ageism in the workplace has gained momentum, making it even harder for

older workers to start fresh when seeking another position.

The data implies that most respondents belong to the young adult age

group. This further means that working in the fast-food industry presents greater

opportunities for young applicants seeking start-up or entry-level employment.

 97

1.3 Civil Status

Civil or marital status is distinct options that describe a person's relationship

with a significant other. Married, single, divorced, and widowed individuals relate

to themselves in organizational citizenship behavior inside the workplace. They

have different perceptions of how they achieve and focus on their work. Their civil

status influences variables like their altruistic behavior. Moreover, marital status

also affects the employee's determination to gain job satisfaction, primarily

concerning material and psychological needs.

Table 3
Distribution of the Respondents in terms of Civil Status
Civil Status Frequency Percentage Rank
Single 94 80.3 % 1
Married 20 17.1 % 2
Legally Separated 1 0.9 % 4
Widow/widower 2 1.7 % 3
Total 117 100 %

The table shows that 94 respondents, or 80.3%, are single, the majority of

the respondents. Married status is comprised of 20 respondents or 17.1%. The

legally separated has only one respondent, or 0.9%. Lastly, the widow/widower

category contains only two respondents, or 1.7%.

The majority of the respondents are single, which could reflect a greater

preference for workers with less familial responsibilities. This could be due to their

ability to be more flexible and willing to learn, unlike other categories, which usually

exhibit employees with cluttered minds, thus distracting them from their work. A
 98

person is more likely to accept the salary and work set up in the fast-food industry

because aside from allowing them to have work experience and gain skills, the

salary is also average for someone who does not have the education to get better

jobs.

Moreover, people settle for minimum wage work, which can help them get

by and meet their daily necessities rather than having no work at all. However, this

salary may not be enough. Hence the fast-food industry serves only as their

steppingstone to achieve more and work a decent job, as stated by Pulsely.

Various researches suggests that single people without children bring particular

benefits to the teams, and note: it is not by being the exploited workhorses of the

office. They are better at standing by their own opinions, even in the headwinds of

groupthink. Lifelong single people are more likely to be constantly learning and

growing, and it is also suggested that they are in touch with who they are, bring a

less cluttered mind to the workplace, and have more openness to whatever comes.

People who stay single also value meaningful work more. It is a myth that

single people are more lonely or isolated, as they tend to have good happiness

levels, and those who persist in being single from 40-85 years show increasing

fulfillment in their lives, more so than partnered counterparts. The perception has

become normalized that single employees do not have obligations and can stay

later, travel on weekends, take up holiday shifts, be willing to relocate, and

schedule vacations around the needs of married colleagues. Also, while parents
 99

may often need to make a special request for a family need, it is less socially

acceptable for single people to request time off to handle personal matters. While

single people tend to support family-friendly policies that make the workplace work

better for everyone, they also can feel undervalued and trivialized if their non-work

lives, in which they do not have a partner with which to share responsibilities, are

not given equal validation.

Research has found that single workers feel married workers receive more

flexibility in hours and duties and more benefits. 62% of single workers felt treated

differently from married co-workers with children, and 30% felt that the difference

in work expectations was “reinforcing the message that married workers’ lives are

more important than the lives of singles.” Regarding families, one could assume

that individuals with children have a higher level of responsibility; therefore,

keeping their job is essential to providing for their families. On the other hand,

outside obligations within their families may hinder the level of commitment to the

organization and the job role of employees with dependent families.

1.4 Length of Service

This refers to how long an employee worked for a company or an individual

who belonged to an organization. It revealed the tenure of employees in the

company. Table 4 presents the distribution of respondents in terms of years of

service.
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Table 4
Distribution of the Respondents in terms of Length of Service
Length of Service Frequency Percentage Rank
more than 6 years 4 3.4 % 4
5 to 6 years 3 2.6 % 5
3 to 4 years 19 16.2 % 3
1 to 2 years 43 36.8 % 2
less than 1 year 48 41.0 % 1
Total 117 100 %

It can be seen from the table that the percentage of employees who have

worked in the fast-food industry for more than six years has a frequency of 4 or

3.4%. While those who work for 5-6 years have 3 or 2.6%. Employees who

provided service for three to four years have a frequency of 19 or 16.2%. Most

respondents employed for 1-2 years have a frequency of 43 or 36.8%. Lastly,

those employed for less than one year have 48 or 41.0%.

Indeed Editorial Team stated that an organization retains exceptional and

talented workers for various reasons. They might feel respected, acknowledged,

and valued, or it could just be that they are getting paid well. Employees that have

worked for a company for more than five years are considered long-tenured

employees, while those that have worked for a company for less than five years

are considered short-tenured employees. Employees with longer tenure are often

valued because they have adapted to an organization's culture and have a strong

understanding of the policies and processes, which results in increased

productivity. They are often viewed as loyal and tend to indicate employee

satisfaction. Tenured employees can use their knowledge to train and mentor other
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employees. They can help guide employees who may be less experienced by

offering their knowledge and providing training and support to new hires.

Generally speaking, researchers observed that those with less than one

year of service are working students, and some are new, allowing them to use that

work as an experience in the future. Some students may decide to work while they

pursue a degree or professional certificate. Some students seek employment

opportunities to help prepare them for life after graduation. Understanding the

benefits of working with students may help them decide whether they would like to

obtain a degree and work simultaneously.

The shorter length of service in a company allows more creativity and a

fresh look and benefits both employees and the company. A fresh employee brings

new ideas and is enthusiastic about learning about and contributing more to the

new company. There is a learning curve for employees learning about the

company. Innovation means introducing new ideas, which can often mean

challenging existing procedures/policies of the company. Some companies are

exceptionally good at 'implementing' innovations, while others may be unable to

due to stringent regulatory restrictions.

According to the Indeed Editorial Team, the average tenure for employees

is 4.1 years, as indicated by the Indeed Editorial Team. Keep in consideration that

the length of time an employee stays at one job is determined by various factors,

including age, employment, industry, and personal life. As predicted, the average
 102

duration is influenced by the number of recruits and employee-employer

separations.

It is also noteworthy that, according to the BLS, younger workers change

employment more frequently than older workers. Service or food service

employees tend to have shorter tenure than management or professional roles.

People with legal, architectural, and engineering jobs are just a few who have a

lengthier tenure with their employer.

Meanwhile, a longer tenure usually results in more competence and

understanding of their profession. As tenured employees, they are frequently

dedicated to expanding their present abilities and expertise while acquiring new

ones. Employers may feel compelled to cross-train them by teaching them fresh

ones. This gives them more confidence and qualifications for both current and

future employment. Employers appreciate individuals who perform well and have

a strong dedication to the firm. A lengthy employment tenure demonstrates their

dedication and loyalty to the firm they work for and their position. Employers may

be more eager to keep them if they realize this.

2. Evident of Organizational Citizenship Behavior

It refers to observable behaviors and actions exhibited by employees within an

organization that go above and beyond their formal job responsibilities and

contribute positively to the overall functioning and success of the organization. The
 103

respondent’s perspective on the seven dimensions of their organizational

citizenship behavior is presented.

2.1 Organizational Compliance

Organizational compliance is the degree to which a company complies with

legal, regulatory, and ethical norms in its daily operations and financial practices.

Table 1 shows the findings of evidence of OCB in terms of organizational

compliance.

Table 5
Evident of Organizational Compliance
Standard Verbal
Items Mean
Deviation Interpretation
1. I meet all the legal requirements. 3.72 0.55 Great Extent
2. I internalize company rules. 3.71 0.51 Great Extent
3. I promote ethical conduct and
comply to the significance of
compliance. 3.63 0.62 Great Extent
4. I adopt to company rules even
when minimal supervision. 3.62 0.54 Great Extent
5. I observe external and internal
rules to complete staff training. 3.62 0.68 Great Extent
6. I assist in compliance enforcement
to prevent malpractice. 3.61 0.66 Great Extent
7. I follow ethical behavior protocols. 3.60 0.63 Great Extent
8. I obey organizational law. 3.59 0.59 Great Extent
9. I adhere to operating procedures. 3.59 0.67 Great Extent
10. I embrace organizational culture. 3.58 0.66 Great Extent
11. I adhere to all the provisions of
the employees’ manual. 3.50 0.66 Great Extent
12. I report unlawful or unethical Moderate
behavior. 3.45 0.70 Extent
Composite Mean 3.60 0.46 Great Extent
 104

Organizational compliance got a composite mean of 3.60 with a standard

deviation of 0.46, indicating that respondents perceived organizational compliance

to a great extent. The standard deviation indicates that data are closely dispersed

around the mean.

Organizational citizenship behavior refers to employee activity that goes

above and beyond the official obligations of their jobs in order to help the

organization and its constituents. Furthermore, the service crew in fast food

restaurants abides by all relevant laws, rules, regulations, standards, and moral

principles. Additionally, workers take greater responsibility for their choices and

behaviors inside the company. Moreover, organizational compliance with internal

policies and procedures ensures that fast-food chain employees follow pre-

established guidelines and demonstrate responsible behavior.

In terms of organizational citizenship behavior, compliance can play a

critical role in setting the tone for an organization's overall culture and values.

When employees see that their organization takes compliance seriously, they are

likelier to adopt this behavior. Complying with government laws and regulations

involves much more than that.

It shows how committed a company is to keeping ethical standards and

safeguarding the personal information of its clients. To ensure the safety and well-

being of all employees, compliance regulations about the workplace and labor
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were in place. The company's reputation would suffer, and it would be harder to

recruit and keep employees if such legal requirements and rules were not followed.

With a weighted mean of 3. 72, a verbal interpretation of great extent, and

a standard deviation of 0. 55, meeting all legal requirements got the highest mean.

The standard deviation near zero indicates that the data is closed around the

mean. This may imply that the service crew was aware of how they adhered to the

legal obligations of the organization they were representing. This was probably

because the workers knew they must fulfill their legal obligations while deployed.

They needed their SSS, Philhealth, TIN, Pag-ibig, NBI, medical results, health

cards, bank accounts, and other legal needs. To operate a secure, legal, and

legally protected business, they must continually follow all laws, rules, and

regulations set out by the government. From the start of their contract, the

employer and the employees had been protected from any future legal issues and

concerns.

Followed by internalizing company rules with a weighted mean of 3. 71, a

verbal interpretation of great extent, and got a standard deviation of 0. 51, indicates

that data were clustered around the mean. This implies that the respondents

internalize company policies because they were an essential part of their

commitment to the company as employees, which was almost as strong as

organizational commitment. The regulations were followed and utilized as a guide

by the crew. Internalization helps organizations define themselves and build their
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identities and values within a society that has already developed a set of normative

laws and conventions. The service crew was aware of compliance laws and how

to follow them. Consequently, the employee was obligated to obey the regulations

and absorb the company's standards, and their behavior could not be modified.

Employees were more likely to absorb company policies that were simple to

understand.

Next, promote ethical conduct and compliance to the significance of

compliance with a weighted mean of 3. 63, with a verbal interpretation of a great

extent, and got a standard deviation of 0. 62. Indicates that data were clustered

around the mean. As a result, the workers at the fast-food chain uphold the

importance of compliance and encourage ethical behavior because it is

undesirable to allow unethical activity in the workplace. Because of this, the staff

members also highly rated the rate.

This was because the employee greeting the customer must be friendly and

upbeat and act appropriately because poor customer service at fast food

restaurants would discourage customers from returning. The crews exhibit more

promotion of it and constant adherence to the rules imposed by the business. They

also followed the company's code of ethics, which strongly emphasized acting

ethically in all business dealings, treating people with respect, adhering to legal

business procedures, and protecting the assets and interests of the firm.
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On the other hand, organizational culture got a mean of 3. 58, interpreted

as a great extent and a standard deviation of 0.66 implies that the assessments

are homogeneous. This suggests that organizational culture establishes the

context for everything within an organization. The expressed and unspoken habits

and beliefs determined how the business ran daily. It also formalizes the

experience of working for a fast-food business.

As we all know, culture is a set of ideas, attitudes, values, traditions, and

qualities shared by people in a specific time and place. The corporate culture was

the same. It helps mold the values, attitudes, norms, and beliefs of employers and

workers and shapes the fundamental essence of a business. The employees'

desire to support the business's success came from being a part of an organization

with a mission.

Nonetheless, depending on the response, some service employees

frequently perform the bare minimum and feel unappreciated, disappointed, and

uninspired. Everyone did not embrace. The organizational culture, contributing to

the high turnover rate among service personnel. Followed by adhering to all the

provisions of the employees' manual got a weighted mean of 3. 50, an item having

a verbal interpretation of great extent, and a standard deviation of 0. 66. Shows

that the data were clustered around the mean. This implies that an employee's

handbook was a living document regularly updated to support corporate policies

and guidelines compliant with the most recent national, state, and local laws. The
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ultimate objective of an employee handbook was to develop the corporate culture

necessary for the business to prosper and to provide an atmosphere where

employees felt appreciated, assisting them in succeeding while staying engaged

and motivated.

Meanwhile, reports of unlawful or unethical behavior got the lowest of 3. 45,

verbally interpreted as moderate extent and a standard deviation of 0. 70. Implies

that the data were clustered around the mean. This implies that it was crucial to

understanding how good employee conduct at work might inspire ethical behavior

among others and promote organizational growth. Employees were expected to

report unethical behavior at work, such as making up overtime, arriving at work

drunk, or lying to clients. The service crew gave it the lowest rating since they

wanted to remain silent. According to the respondents, most service crew

reportedly prefer to stay silent about illegal or unethical activity since they do not

want to cause any issues. Moreover, they liked working alone and in silence. While

observing illegal or immoral activities in the fast-food chain, some also chose not

to report it.

This affirms the study of Glinska-Newes and Szoste, which internalization,

employee acceptance, and rigid adherence to organizational procedures and

norms. This may lead to staff being more watchful and proactive in ensuring that

moral and legal requirements are satisfied, which may result in a more respectable

and trustworthy firm. This heightened vigilance can contribute to the organization's
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overall integrity and ethical conduct. Furthermore, this commitment to upholding

moral and legal requirements may result in the organization being perceived as

more respectable and trustworthy by stakeholders, such as customers, clients, and

the public. In other words, when employees consistently act in accordance with the

organization's values and procedures, it can enhance the organization's reputation

and trustworthiness in the eyes of others.

2. 2 Organizational Loyalty

Organizational loyalty signifies a person’s devotion or sentiment of attachment

to a particular object, which may be another person or group of persons, an ideal,

a duty, or a cause

The following items are based on the concept of organizational loyalty as one

of the Organizational Citizenship Behaviors. Table 1 shows the findings of

evidence of OCB in terms of the first variable. Employees of fast-food chains in

Bauan and Batangas had organizational loyalty in relation to OCB. The weighted

mean scores for all items are above 3.50, indicating that respondents perceived

organizational loyalty to be to a great extent.

Organizational loyalty got a composite mean of 3.61, with a standard

deviation of 0.45, indicating respondent’s perceived organizational loyalty to a

great extent. The standard deviation indicates that the data are. This suggests that

the fast-food industry's service staff is dedicated to the company's objectives and

core beliefs.
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This action shows the service crew's commitment to go above and beyond

what is required in the workplace for the company's benefit. This may entail

displaying pride in the company, supporting its goals and principles, and improving

its reputation. Employees and the organization may gain a lot from organizational

loyalty, an essential part of organizational citizenship behavior. The following items

are interpreted accordingly.

Table 6
Evident of Organizational Loyalty
Standard Verbal
Items Mean
Deviation Interpretation
1. I promote the company’s image. 3.73 0.50 Great Extent
2. I protect the organization against
environmental risks. 3.67 0.59 Great Extent
3. I contribute to developing goals,
planning and policy-making. 3.66 0.54 Great Extent
4. I embrace corporate mission,
vision and objectives. 3.65 0.59 Great Extent
5. I have the dedication to the
company and its beliefs. 3.65 0.58 Great Extent
6. I support the goals and objectives
of the organization. 3.62 0.61 Great Extent
7. I talk positively about the
organization with other people. 3.61 0.62 Great Extent
8. I have the devotion and
faithfulness to the organization. 3.59 0.65 Great Extent
9. I feel comfortable and respected
in my position. 3.56 0.74 Great Extent
10. I maintain commitment in high-
stress situations. 3.56 0.69 Great Extent
11. I display loyalty by promoting it
to outsiders. 3.51 0.71 Great Extent
12. I defend the organization from
external threats. 3.50 0.65 Great Extent
Composite Mean 3.61 0.45 Great Extent
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A dedicated employee would always stay in the company, regardless of the

problems, difficulties, or bad situations it experiences today or in the future. His

emotional attachment to the organization would motivate him to work beyond his

goals and face hurdles, problems, and demanding jobs. A loyal employee would

do his or her best to finish the firm's day-to-day operations, proving that the

employee is also ethically committed.

Promote the company's image got the highest, mean of 3.73 interpreted as

great extent and standard deviation of 0.50, a standard deviation of 0.50, indicating

that data are clustered around the mean. This indicates that the service staff

understands how to value the fast-food chain's company image. Also, the

consumer returns to the fast-food restaurant because of the crew's excellent

service, value, and commitment to customer happiness. One of the critical

elements in determining a company's success is how satisfied its customers are.

As a result, according to the respondents' responses, they appreciate the fast-food

chain's reputation. The team enhances the company's reputation by exceeding the

client's expectations for the quality and service they paid for. The service crew

must provide consumers with excellent service. Customers who are satisfied with

a product or brand will stick with it and become devoted to it, benefiting the

business financially.

Next is to protect the organization against environmental, with a mean of

3.67 interpreted as great extent and a standard deviation of 0.59, indicating that
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data are clustered around the mean. This suggests that the service staff gives it

such a high rating because each station has a team leader, or TL, who is more

accountable for verifying if the service or food they provide is safe for the

consumer.

Also, the staff constantly guards the fast-food chain against environmental

concerns such as food contamination, packaging, and food waste. The service

crew understands how to minimize environmental risks. The dining staff always

cleans the area when customers eat in a fast-food restaurant. The kitchen staff

ensures the food is safe and uncontaminated before it is served. They always have

someone examine the food to ensure it is complete, can be served, and is

packaged well. They check whether the chicken is cooked through without being

bloody or dry. Before giving the client their meal and receipt at the counter, staff

members could inspect them again. The team consistently defends the business

from environmental hazards by doing all it can to minimize any dangers it may

face.

Moreover, contribute to developing goals, planning, and policy-making got

a mean of 3.66, with a verbal interpretation of a great extent and a standard

deviation of 0.54. Implies that the data are compressed around the mean. This

could mean that the service crew must contribute to the policy or regulations they

must abide by and help build the fast-food sector's goal or target plan. Before the

fast-food company opens each day, they have a strategy for achieving the day's
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sales goals. The service team participates in the strategy by recommending that

customers try different foods or drinks and by formulating policies that will assist in

achieving the objectives. In the drive-thru, for instance, they developed a strategy

to outperform rival fast-food restaurants in the drive-thru, while in the kitchen, they

developed a plan to fulfill orders quickly. The crew strategizes in the front area to

accept orders appropriately and efficiently.

On the other hand, maintaining commitment in high-stress had a mean of

3.56 ranks 10th, with a verbal interpretation of a great extent, and has a standard

deviation of 0.69 indicated that the data are clustered around the mean. This could

imply that working under stress increases the likelihood of mistakes, poor work

performance, mental health problems, burnout, and conflict at work. In conclusion,

because most service crews are under 25, workers do not sustain their dedication

in high-stress positions.

They are frequently employed students as well. Employee productivity and

work satisfaction suffered as a result. It may be challenging to juggle a job and

school as working students, mainly if their employers are stressed or demanding

because of how frequently their schoolwork conflicts with their schedule or

responsibility at the fast-food chain. They cannot fulfill their commitment to the

organization. Employee commitment to the firm suffers as a result.

Next is to display loyalty by promoting it to outsiders got a mean of 3.51

interpreted as great extent, and got a standard deviation of 0.71, indicating that
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data are spread out means that the data are clustered around the. This could imply

that they rate low on displaying loyalty by promoting it to outsiders because this

will not prove to the organization that the employees are loyal. They cannot

convince all consumers to patronize the fast-food chain for which they work, even

with constant promotion from the service crew, because everyone has different

preferences in everything.

Defend the organization from external threats got the lowest of 3.50, rank,

with a verbal interpretation of a great extent, and a standard deviation of 0.65,

indicates that the data are clustered around the This might imply that this is the

lowest response rate because the respondent can fend off external threats like

software hackers or another side of external risks to the business, including

competitors, raw material costs, and consumer purchasing trends. Considering the

company will find a solution, the employees cannot halt or alter the situation.

Furthermore, they are powerless to protect the business from outside dangers. In

addition to natural catastrophes and external attacks, external hazards can

encompass other dangers. Threats are not always executed.

Findings affirmed Vuong et. al. stated that the following factors influence a

doctor's job satisfaction in decreasing order: income, relationship with colleagues,

quality of medical examination and treatment, hospital resources, autonomy at

work, and training and promotion opportunities. Furthermore, when doctors are

happy with their jobs, they are more likely to remain loyal to the organization. The
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study suggests a number of policy implications for medical sector management in

order to improve doctors' happiness and loyalty in public health systems.

The study further highlights that when doctors are satisfied with their jobs,

they are more likely to remain loyal to the organization. In other words, job

satisfaction is linked to increased loyalty among doctors towards their workplace

or organization. Based on the study's findings, several policy implications are

suggested for management in the medical sector. These implications aim to

improve doctors' happiness and loyalty within public health systems. The specific

policy recommendations are not mentioned in the statement, but they would likely

involve measures to address the identified factors of income, relationships with

colleagues, quality of medical services, hospital resources, autonomy at work, and

training/promotion opportunities.

Overall, the study provides insights into the factors that influence job

satisfaction and loyalty among doctors in Vietnam's public hospitals, highlighting

the importance of factors such as income, relationships, quality of medical

services, resources, autonomy, and training. The study suggests that addressing

these factors can contribute to improving doctors' happiness and loyalty, which has

implications for the effective management of the medical sector in public health

systems.

Hoor claimed it is a behavior of allegiance to the company and must be

fostered for employees to stay and grow in the business. Leaders trust their
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subordinates, and interpersonal trust among employees contributes to a positive

employment experience. Loyal organizations are regarded as more supportive of

their employees and as competent and high performing. This implies that being

devoted to the organization is essential for employee retention and helping them

advance and thrive there. It is asserted that managers who build organizational

loyalty by having faith in their staff members give their workers satisfying jobs. The

culture of interpersonal trust that results from this trust amongst coworkers also

aids in creating a supportive work environment. As well as being seen as

competent and high-performing, loyal firms are seen as more supportive of their

employees. As a result, there may be a positive correlation between organizational

loyalty and performance results. As a result, encouraging organizational loyalty

may be an essential strategy for businesses looking to boost productivity and

secure their success.

2.3 Civic Virtue

Civic virtue refers to the personal traits linked with the efficient operation of

the civil and political order or preserving its ideals and principles. It is the character

of a good participant in a system of governance. Table 7 shows evidence of

organizational citizenship behavior in terms of civic virtue.

Overall, it gained a composite mean score of 3.60 with a standard deviation

of 0.44, indicating that respondents perceived civic virtue to a great extent. The

standard deviation indicates that the data are consistent and not dispersed. This
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implies that the service crews in fast food chains are volunteering to assist

coworkers and others.

Table 7
Evident of Civic Virtue
Standard Verbal
Items Mean
Deviation Interpretation
1. I attend meetings and events
hosted by the company. 3.69 0.56 Great Extent
2. I demonstrate concern for
others. 3.68 0.50 Great Extent
3. I contribute my own unique
way to the organization's
aims. 3.68 0.55 Great Extent
4. I promote the company in a
positive way at all times. 3.63 0.60 Great Extent
5. I provide or recommend
solutions to problems. 3.61 0.56 Great Extent
6. I represent the organization
for which I work or which
position am in. 3.60 0.63 Great Extent
7. I volunteer to serve the
committees. 3.59 0.62 Great Extent
8. I actively support the
organization strategies 3.57 0.62 Great Extent
9. I participate in events such
as fundraising and charity
events with co-workers. 3.56 0.64 Great Extent
10. I seek out the best
organization’s interest and
active engagement on
events. 3.55 0.65 Great Extent
11. I speak positively about the
firm in everyday
conversation. 3.54 0.62 Great Extent
12. I foster a sense of belonging
and camaraderie 3.47 0.68 Moderate Extent
Composite Mean 3.60 0.44 Great Extent
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Furthermore, employees are concerned about the organization, especially

if they talk about government issues. By attending meetings and events hosted by

the company, the service crew can suggest other opinions to help the company

succeed. All employees are not accessible on time for different reasons and

situations, but they should be responsible for their tasks. This dimension denotes

employees actively interested in and supportive of the organization's strategies

and participating in committee service and company-sponsored activities. It

broadly promotes the organization's interests; participants voluntarily serve on

committees and attend functions. A person's conduct demonstrates involvement

in, interest in, or concern for the organization's success.

The accordance with Muthuraman and Al-Haziazi, that top management in

focus more on enhancing job scope and employee satisfaction to promote

commitment, volunteering and involvement in achieving OCB. The organization

may exercise care in managing employees and nurturing their dedication to the

mission. By performing their jobs well, employees create efficient use of their skills

and core competencies. The top management also observes that when staff

members are happy and helping each other, they frequently display OCB.

The statement with the highest mean score is "Attend meetings and events

hosted by the company," which received a mean score of 3.69, with a standard

deviation of 0.56. This suggests that participants, on average, engage in this

activity to a great extent. Attending company meetings and events demonstrates

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active participation and a commitment to staying informed about the organization's

activities. Service crews recognize that participation or attendance at meetings is

critical to understanding and discussing organizational problems, participating in

any events by the company, showing that every service crew belongs to the

agenda, voting, volunteering for the organizations, and being free to suggest

changes to the decision-making process, reflecting that their appearance is

essential. It is rated first in civic virtue because individuals must participate and be

responsible for the company's success.

It is followed by demonstrating concern for others, has a mean of 3.68

verbally interpreted as great extent with a standard deviation of 0.50, and

completes verbal interpretation to a great extent. Indicates that the data are

consistent, which means the data are clustered around the mean. This implies that

the service crew in the fast-food chain recognized that caring for others is a shared

responsibility, particularly in the fast-food chain, and that citizens feel the same

way. Service crew members are accountable for their actions, such as serving or

assisting customers, maintaining good communication, and assisting coworkers

with daily tasks. Respondents show great concern for others, actively contribute

their unique skills and perspectives to achieve organizational goals, and

consistently promote the company in a positive light.

Followed by contributing its unique way to the organization with a mean of

3.68 had a verbal interpretation of a great extent. The standard deviation of 0.55
 120

that indicates that data are clustered around the mean. This could mean the

service crew realized they had unexpected skills or other uniqueness to offer the

organization. Most service crews do this uniquely by drawing on their experiences

from previous or past work. Contributing their strategies to the organization's

service crew by taking charge of their task and making the others work without

asking because it is easy for them to solve the problem.

Seek out the best organization's interest and active engagement on events

got a mean of 3.55 interpreted as to a great extent with a standard deviation of

0.65 shows that the data is clustered around the mean. This means that the service

crews' involvement based on the assessment is crucial to the success of every

organization since it improves work environments, lowers staff turnover, boosts

productivity, fosters better working relationships with clients, and impacts financial

results. It shows that employees are not that satisfied with what they are

experiencing. Engaging employees is essential since an event without the

engagement of participants never reaches success in the end.

Followed by speaking positively about the firm in everyday conversations,

obtained a mean of 3.54, verbal interpreted to a great extent, and a standard

deviation of 0.62. This indicates that data are compressed around the mean. This

could mean that every conversation about the firm's service crew mentioned

something positive about the organization. Realizing that supporting the firm is like

working proudly for this organization, they speak proudly in every conversation,
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whether inside or outside the firm. It means that service crews, especially in the

fast-food industry, need to recognize that every necessary reason exists to be

proud of the work to others so that it can be recommended by other employees

and repeated to other customers in order to help and make the company have a

positive and good image.

Foster a sense of belonging and camaraderie got the lowest weighted mean

of 3.47 with a verbal interpretation of moderate extent. The standard deviation of

0.68 indicates that the data are clustered around the mean. While participants

generally value creating a sense of belonging and camaraderie, there may be

some variation in their level of involvement. Among individuals who have not

generally recognized one another for a long time or shared an event, employees

do not have feelings of trust and friendship. It is becoming clear that the service

crew, particularly in fast food chains, does not value that much camaraderie.

However, it is essential to feel at ease with coworkers, have a sense of trust, and

have good friends among the group in the organization. This kind of behavior,

which has a moderate extent of civic virtue, means camaraderie in the workplace,

where team members trust each other and genuinely enjoy working together so

that organizations can increase collaboration, efficiency, and overall productivity in

the workplace.

2.4Altruism

Altruism refers to a quality possessed by people whose attention is on

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something other than themselves, and its origin shows the goal of such generous

impulses. Table 8 presents the evident of altruism.

Table 8
Evident of Altruism
Standard Verbal
Items Mean
Deviation Interpretation
1. I display compassion to my co-
workers. 3.74 0.49 Great Extent
2. I help another without expecting
anything in return. 3.72 0.51 Great Extent
3. I lend a hand to a newly hired
staff complete the responsibilities
assigned to them. 3.71 0.47 Great Extent
4. I show empathy to help another
person. 3.67 0.56 Great Extent
5. I do activities that benefits others. 3.64 0.64 Great Extent
6. I assist missing colleagues. 3.63 0.61 Great Extent
7. I volunteer to act out of kindness
and a genuine desire to serve others, not
out of obligation. 3.63 0.60 Great Extent
8. I improve my workplace morale. 3.62 0.58 Great Extent
9. I motivate co-workers to
complete tasks or solve difficulties. 3.62 0.61 Great Extent
10. I am capable of cooperating my
coworkers with even the most mundane
tasks. 3.62 0.63 Great Extent
11. I put myself in someone else’s
shoes before doing something. 3.62 0.54 Great Extent
12. Concern about the welfare and
rights of others. 3.61 0.57 Great Extent
Composite Mean 3.65 0.42 Great Extent

Altruistic actions often stem from empathy and a genuine concern for the

welfare of others, and they can take various forms, ranging from helping someone

in need to contributing to the betterment of a community or society as a whole.

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Altruism plays a vital role in promoting positive relationships, and fostering a sense

of community.

The composite mean scores of 3.65 indicates that the data perceived

altruism to be great extent. The standard deviation of 0.42, indicates that data are

consistent, and the data are not dispersed. This implies that the service crew in

fast food chains responsible to helping or assist others, because this kind of

behavior it is trained to employees that need to improve in organizations, either in

the inside or outside. Showing respect to customers and others even coworkers

are to improve that wants to promotions. Although service crew are showing this

kind of behavior to make their task and job but not all. Service crew motivate others

if showing that assist and helping others.

Muthuraman and Al-Haziazi discovered a substantial relationship between

the main OCB contributing factors and OCB. The results of the correlation study

indicate a significant and favorable relationship between OCB and the five

characteristics of courtesy, civic virtue, sportsmanship, conscientiousness, and

altruism. Noted that when work groups collectively address specific problems,

there is a notable positive exponential growth. This suggests that altruistic

behaviors lead to positive outcomes beyond individual efforts, contributing to the

overall progress of the organization. Another significant finding was the shared

willingness of work groups to engage in mutual voluntary collaboration. Altruism

was seen as a driving force behind this collaboration, indicating that individuals'
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selfless motivations encourage cooperative efforts that extend beyond their formal

responsibilities.

The study revealed evident that employers want their employees to be

highly effective and efficient in terms of commitment, productivity, and

effectiveness. A number of the employees made the concurrent suggestion that

the company should also inspire the staff in terms of salaries and other benefits.

When employees are happy in their positions, they work very hard, honestly, and

with care for the sake of the customers.

Displaying compassion to the coworkers obtained a weighted mean of 3.74,

verbally interpretated to a great extent. The standard deviation of 0.49 that

indicates that data are consistent, and the data are not dispersed. This item

received the highest mean, indicating that respondents feel a strong inclination to

demonstrate compassion towards their co-workers. The relatively low standard

deviation suggests a high level of agreement among participants, reflecting a

consensus in valuing compassion in the workplace to a great extent. Service crews

are always compassionate, showing them that coworkers are always respectful, if

they have a problem, it is always responsive and supports what they’re doing, and

they should keep listening to colleagues without any judgment. The service crew

is always aware that helping others has a significant impact on the organization.

Fast food chains practice this kind of behavior by showing compassion to others

and avoiding criticism because it hurts feelings. Often in the fast-food chain
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industry, resignations are due to co-workers, especially poor treatment of fellow

employees.

Next is helping others without expecting anything in return, with a weighted

mean of 3.72, a standard deviation of 0.51, verbally interpreted to a great extent.

With a standard deviation of 0.51 shows that the assessments are homogeneous.

This indicates that the respondents are willing to assist others selflessly. This item

also received a high average rating, suggesting that respondents are willing to

assist others selflessly. There are customers who feel that they always need

assistance, so the service crews, even though they are busy with their duties, still

have a responsibility to help without asking for something in return. Service crews

are always practicing their duties and responsibilities to make customers satisfied,

even their coworkers.

"Lend a hand to a newly hired staff complete the responsibilities assigned

to them" follows closely with a mean score of 3.71 and a standard deviation of

0.47. Respondents expressed a strong inclination to support newly hired

colleagues in fulfilling their assigned tasks. Service crews are perceived as reliable

by their colleagues. Conversely, newly hired personnel may not have fully grasped

their job requirements, including the protocols, obligations, and accountabilities.

As a result, veteran staff members are frequently consulted for guidance on the

appropriate techniques to employ. For the service crew, even though they are busy

with their task, they still help the new hire. This kind of behavior, especially in fast
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food chains, is necessary to work quickly and achieve the quota, even though it is

hard for them to assist the new hires. They will do the best for the company

success. Employees make the new hired feel welcome, helping them settle

successfully into their new role and perform it well, providing clarification on

performance expectations, and leading into an effective probation process.

On the other hand, capable of cooperating with my coworkers on even the

most mundane tasks got a mean of 3.62 verbally interpreted to a great extent, a

standard deviation of 0.63, indicates that data are dispersed around the mean.

Employees are able to work effectively with varied individuals or teams, make

concessions, and reach consensus on decisions. This includes collaboration on

even the most routine tasks. Workers who collaborate with coworkers are able to

work effectively with varied individuals or teams, make concessions, and reach

consensus on decisions.

The statement, “Putting myself in someone else’s shoes,” received a

mean score of 3.62 and a standard deviation of 0.54. This item emphasizes the

significance of empathy and perspective-taking. This implies that the service crews

make an attempt to consider how they would feel or act if they were in the other

person’s situation before acting. They show consideration for others and

awareness of coworker’s emotions and feelings. It acknowledges and affirms the

patient dread anxiety, suffering and worry. Concerning the welfare and rights of
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others, got the lowest mean of 3.61 interpretated to a great extent with a standard

deviation of 0.57. This implies that the service crews are concerned about others.

It is to show that the coworkers in the fast-food chain are on an equal

footing. Employees respect and care about one another’s rights, from the freedom

to associate and the right to a job well done to the protection against discrimination

and equal opportunity. Moreover, it is imperative to comply with the welfare and

rights of individuals, encompassing the provision of resources and infrastructure

for ensuring health and safety, improving working conditions, and averting

mishaps. Within the organization, there is self-care and support from co-workers

since the accident happens not only outside but also inside the organization.

Service crews are consistently engaged in expeditious tasks, despite undergoing

extensive training. However, despite their proficiency, incidents remain prevalent,

thereby necessitating the prioritization of both personal and communal safety.

2.5 Individual Initiative

Individual initiative is based on the fundamental idea that human beings are

not only influenced by their environment but also influence themselves. It is seen

as a behavior syndrome that results in an individual taking an active and self-

starting approach to work goals or tasks. These individuals are persistent in

overcoming barriers in the process of starting social entrepreneurial ventures. It

notes that people need to adjust to any social and environmental changes that may

occur.
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Table 9
Evident of Individual Initiative
Standard Verbal
Items Mean
Deviation Interpretation
1. I solve the problem about
work. 3.71 0.54 Great Extent
2. I organize around goals, data
gathering, planning and
feedback. 3.68 0.58 Great Extent
3. I strive to enhance job
outcomes and encourage
others to do the same. 3.68 0.49 Great Extent
4. I contribute ideas to improve
the company's current state. 3.68 0.57 Great Extent
5. I encourage myself to cope
more effectively with
professional issues. 3.65 0.59 Great Extent
6. I do job/work without being
instructed by the supervisor. 3.64 0.68 Great Extent
7. I believe in my own capacity to
act competently in work. 3.63 0.62 Great Extent
8. I do job/work with or without
someone monitoring me. 3.63 0.68 Great Extent
9. I arrive early or stay late at
work in case needed. 3.58 0.67 Great Extent
10. I overcome obstacle and
setbacks in work. 3.56 0.70 Great Extent
11. I go far beyond the
requirements of job. 3.51 0.66 Great Extent
12. I feel pleased to act before
others ordered me to. 3.50 0.69 Great Extent
Composite Mean 3.62 0.46 Great Extent

Individual initiative obtained a composite mean of 3.62 verbally interpreted

to a great extent with a standard deviation of 0.46 that indicates that the data are

clustered around the mean. This implies that generally, employees that exhibit
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initiative do things without being instructed. They learn what they need to know;

they persevere when things become tough; and they recognize and capitalize on

possibilities that others overlook.

In work, they act rather than react. In today's workplace, initiative is

becoming increasingly vital. Companies desire people who can think on their feet

and take action without being told what to do. After all, it is this kind of adaptability

and bravery that drives teams and businesses to innovate and conquer

competition. Taking the initiative is a great approach to demonstrate to an

employer that individuals are ready for more and want to advance in their careers.

It entails developing ways to highlight their abilities and business expertise, as well

as showcasing to the employer the value they provide to a firm. In other words, it

is the transformation of employees' intentions into action. This would not only

benefit their career, but it would also make the work they perform more meaningful.

Work engagement and personal initiative are two well-known notions that are

distinct but related.

Lisbona's analysis explores the dynamic connection between work

engagement, personal initiative, and employee performance, shedding light on

how these elements interrelate to shape workplace effectiveness. The research

underscores that while distinct, work engagement and personal initiative share an

intrinsic relationship. The study's findings reveal that work engagement exerts an

indirect influence on performance, primarily through the conduit of personal

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initiative. This mediation pathway highlights a key mechanism through which

engaged employees channel their energies into proactive behaviors that

subsequently enhance their performance outcomes.

The research outcomes align with the predicted patterns: both work

engagement and self-efficacy contribute to the augmentation of personal initiative,

which in turn has a positive effect on performance. This indicates that employees

who are engaged and confident in their abilities are more likely to exhibit proactive

behaviors that drive their performance to higher levels. Moreover, the study

introduces a notable shift in perspective by proposing that personal initiative should

be regarded as an antecedent of performance in its own right, rather than merely

an outcome of work engagement. This shift highlights the proactive nature of

personal initiative and its role as a catalyst for performance improvements.

On the other hand, some behaviors are voluntary and beneficial but not

required by employers, this only proves that having individual initiative does not

make the employees obligate to follow certain tasks but because they have

initiatives, they just do it for the sake of the customer’s satisfaction and for

themselves. Having initiative does give an employee a remarkable and pleasing

personality, especially if that employee belongs to a service kind of business.

Solving the problem about work obtained a highest mean of 3.71 verbally

interpreted to a great extent with a standard deviation of 0.54 indicates that data

points are close to the mean. This is due to the employee’s assumption that work
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6

problems are still part of their job, and to solve them is part of their responsibility.

Employees with problem-solving abilities may anticipate potential sources of risk

to the organization and make informed decisions about how to manage such risk

effectively.

These abilities are also crucial in improving an organization's internal

pipeline. The capacity to manage challenging or unexpected events and find

answers to complicated business difficulties is called problem-solving in the

workplace. Workers with excellent problem-solving skills would thoroughly analyze

the issue, find various alternative solutions, and accurately choose the most

effective available answers to repair the situation. This guarantees that personnel

in complicated work dependent on discovering practical answers to critical

business challenges are fully prepared to deal with the current difficulties that

organizations face in the 21st century. Problem-solving and decision-making

abilities are vital since they may assist employees in navigating various

circumstances at work. Problem-solving and decision-making both need critical

thinking.

According to Ashman that problem-solving requires the use of both

analytical and creative thinking. Employers will seek evidence that employees can

utilize both to take the initiative and produce excellent outcomes. Workplace issues

range from small job-specific tasks to larger, more sophisticated obstacles, such

as determining why a company's revenues fell in the previous quarter. Problem

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solvers are people who can identify issues, come up with unique and practical

solutions, and recognize what must be done before taking action. Employers are

searching for employees who are comfortable making decisions and self-assured

enough to take responsibility for responding to workplace issues. They seek

employees who can acquire important information to guide their judgments and

analyze circumstances to choose the best approach. They also seek those who

endure in the face of adversity and strive tirelessly to achieve a great outcome.

Next is organizing around goals, data gathering, planning, and feedback got

a weighted mean of 3.68 with a verbal interpretation of a great extent and a

standard deviation of 0.58 indicating that data are clustered around the mean.

Gathering information, planning the feedback, and organizing around the

organization's goal could be a big part of how the business would prosper and

grow. Data enables organizations to identify the root cause of problems more

effectively. Data enables businesses to visualize the connections between what is

happening in various places, departments, and systems. Organizations would only

be able to make clear and strategic decisions with data. Human resource

operations generate a large amount of essential employee data for companies.

This information is then gathered, collated, evaluated, and compared to determine

success or failure. Organizing goals, data gathering, planning, and feedback are

crucial aspects of the workplace. This would alter the course of action, and the firm
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should take these steps that should be taken which can result in a significant

impact.

Striving to enhance job outcomes and encourage others to do the same got

a weighted mean of 3.68 with a verbal interpretation of a great extent and a

standard deviation of 0.49 indicating that data are clustered around the mean. This

could be due to the employees' eye witnessing some potential to prosper the

organization and the possibility to enhance and encourage others to do the same.

Recognizing and rewarding good work is another exciting approach to enhancing

staff morale and performance.

Overcoming obstacles and setbacks in work got a weighted mean of 3.56

with a verbal interpretation of a great extent and a standard deviation of 0.70

indicating that data are clustered around the mean. The respondents probably

think that furnishing and conquering obstacles would be a crucial part and a critical

factor in handling their job well. Even amid a setback, taking the time to analyze

the issue before taking particular action to counter it is sometimes the wisest

course of action. As an individual would see, taking action is critical, but it does not

have to be directly tied to resolving the present problem to have a good effect on

the organization. It showcases that emphasizing setback is crucial to the

organization's success. If we pay attention to them, they validate the employees to

learn, and with time, they can achieve a state in which employees continuously

feel better.
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Going far beyond the requirements of a job got a weighted mean of 3.51

and a standard deviation of 0.66 with a verbal interpretation of a great extent.

Standard deviation indicating that data are spread out means that the data are

clustered around the mean and that data points are respectively above or below

the mean. This could be due to the nature of the employees to be initiative and the

kind of work they do, especially in a restaurant business. Exceeding the job

description helps individuals differentiate themselves from the pack without

blatantly blowing their trumpet or boasting about their accomplishments. They can

demonstrate their knowledge, talents, and abilities in areas where their current

employer does not enable them to.

Feeling pleased to act before others ordered them obtained the lowest

mean of 3.50 with a verbal interpretation of a great extent and a standard deviation

of 0.69 indicating that data are clustered around the mean. It promulgates that a

healthy work atmosphere is important because it fosters employee relationships,

enhances personal well-being, and ultimately boosts the bottom line. Employees

feel pleased to act before others order them to because they feel a sense of

responsibility within themselves, which leads them to be held accountable and take

the initiative, whether a minor or significant task.

This means that although the tasks handed by the organization to the

employees are minor and manageable, employees are expected to have the

initiative, to be more analytical and creative. Organizations look for employees

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responsible enough to take the risk of taking action and accepting the

consequences after it may fail or not. Employees should be able to act and judge

accordingly without being subjective. This behavior of employees is the one the

organizations want because they practice and act according to their careful

judgment and thinking.

2.6 Courtesy
Customer politeness refers to all the words and acts that customer service

employees use to acknowledge and appreciate their customers. It is not so much

a matter of refining one thing as perfecting several things. The tone of voice, word

choice, helpfulness, passion, and respect are all factors. Customer politeness

often entails being nice and kind to clients at the establishment. A frequent starting

point is response time. They demonstrate civility to clients by greeting and paying

attention to them as soon as they arrive. Table 13 shows the findings of evidence

of OCB.

Courtesy got a composite mean totaled a mean of 3.67 with a verbal

interpretation of a great extent and a standard deviation of 0.43 implies that the

assessments are homogeneous. The composite mean of 3.67 suggests that the

overall performance of the individuals is notably high. Since the verbal

interpretation is a great extent, it reinforces the idea that the participants'

performance is impressive. This interpretation aligns with the high composite

mean, indicating that the majority of participants scored well above the mean.
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Table 10
Evident of Courtesy
Standard Verbal
Items Mean
Deviation Interpretation
1. I say "Thank you" and "Welcome" to
customers. 3.75 0.51 Great Extent
2. I always greet the customers with warm
greetings. 3.73 0.48 Great Extent
3. I respect other’s opinion and beliefs. 3.72 0.54 Great Extent
4. I have a positive behavior of
communicating within the members of the
organization. 3.69 0.61 Great Extent
5. I am aware of how my behavior affects
other people’s job. 3.68 0.55 Great Extent
6. I do not abuse the right of others. 3.68 0.58 Great Extent
7. I have a healthy atmosphere of
continuous interaction among organization
teams. 3.68 0.57 Great Extent
8. I keep my mouth shut over the things I
heard inside the organization. 3.65 0.58 Great Extent
9. I avoid creating problems for co-workers. 3.64 0.62 Great Extent
10. I assist a co-worker overcome a
personal issue so that it won’t compromise
their work performance. 3.64 0.62 Great Extent
11. I assist a co-worker overcome a
personal issue so that it won’t compromise
their work performance. 3.58 0.69 133
Great Extent
12. I refrain myself from being arrogant,
impolite and demanding. 3.58 0.59 Great Extent
Composite Mean 3.67 0.43 Great Extent

Kang and Ryan mentioned that extra-role behavior, also known as

organizational citizenship behavior, goes above and beyond the call of duty. By

examining various civic behavior expectations related to the demographics of the

workforce and making suggestions about how these expectations might influence

employees' citizenship behaviors. It was found that senior employees were more
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likely than junior employees to view interpersonal, helpful, and civic virtue as in-

role behaviors. However, the findings showed that courtesy expectations are

unrelated to seniority. It also showed certain notable patterns of expectations

relating to the seniority of employees. The findings also urge managers to define

the boundaries between in- and out-of-role behavior clearly.

This shows that courtesy is unrelated to seniority. While both courtesy and

seniority are important aspects of the workplace, they are distinct concepts and

are generally unrelated to each other. Courtesy is a personal behavioral trait that

pertains to an individual's manner of interaction and communication with others; it

reflects how a person treats colleagues, superiors, subordinates, and clients.

Seniority, on the other hand, is a time-based status that reflects the duration of

one's tenure within a company or a specific role. In conclusion, courtesy is an

individual's behavioral trait that reflects how they interact with others, whereas

seniority indicates the length of time an individual has spent in a role or

organization. While both concepts are important in the workplace, they are distinct

and unrelated. Courtesy is not tied to seniority, as individuals at all levels of the

organization have the capacity to exhibit courteous behavior based on their

personal values and choices.

Saying thank you and welcome to customers got the highest mean of 3.75

with a verbal interpretation of a great extent and a standard deviation of 0.51

indicating that data are clustered around the mean. This means that saying such
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courtesy and showing gestures and etiquette in the workplace are greatly valued

and appreciated. Maintaining courtesy would create more opportunities and

harmony with the customers, which means it would be a good factor for the

company if the customers are kept happy and satisfied. Employees say thank you

and welcome because it is a well-known reality that individuals prefer to feel

appreciated at work, with appreciation being one of the most sought-after praises.

It is inspiring and encouraging, fostering job happiness, leading to improved

performance and lower turnover. It fosters trust and increases employee

engagement. Cultivating a happy, grateful environment in the organization should

be a focus rather than merely a raise or incentive.

Expressing gratitude to consumers is about going the additional mile -

something unexpected — to go above and beyond a routine encounter and ensure

that the customer remains faithful. Gratitude is significantly and persistently

connected with higher happiness in positive psychology research. Gratitude

assists people in feeling more pleasant emotions, appreciating wonderful

experiences, improving their health, dealing with hardship, and developing great

connections. Being thankful also allows people to connect to something bigger

than themselves - whether it is other people, nature, or a greater force. Showing

welcome gestures implies hiring and maintaining courteous employees would

create more opportunities and harmony with the customers. It will be a good factor

for the company if the customers are kept happy and satisfied. The employer does
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not always impose these gestures and etiquette on an employee. Some

businesses, especially food chains, do not always greet their customers in some

cases.

Followed by always greeting the customers with warm greetings got a

weighted mean of 3.73 with a verbal interpretation of a great extent and a standard

deviation of 0.48 indicating that data are clustered around the mean. This denotes

that greeting customers whenever they come in greatly stabilizes a friendly

ambiance and approach. A warm and genuine greeting conveys a sense of

compassion and appreciation and a sense that they have made a wise decision in

choosing a firm over others. Cultivating these connections is essential to building

a successful business; it takes time, effort, and excitement. Customers may easily

share a negative experience with hundreds or even thousands of people in the age

of social media. This is why, now more than ever, creating a pleasant, memorable,

and courteous experience for a potential consumer is critical. It explains how a

positive first impression can help customers feel valued and increase the likelihood

that they will return to patronize the business in the future, especially when the

organization offers a service kind of business like a fast-food chain.

Respecting others' opinions and beliefs with a mean of 3.72 with a verbal

interpretation of a great extent 72 and a standard deviation of 0.54 indicating that

data are clustered around the mean. This implies that it is essential to work with

them in a way that respects their values and preferences to help individuals feel
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comfortable. Respecting other people's opinions is an act of revere to have a lot of

respect and appreciation for someone or something. Collaboration and productivity

improve when people are respected. Employees may have greater possibilities if

they work in a good workplace. They cherish their colleagues' perspectives and

solicit their input on numerous issues and challenges when they show respect to

them. This may lead to more collaboration and innovative ideas, which would

benefit the company. Confirms that respecting others has a powerful impact on

operating a fast-food business. Employees at all levels of seniority must

understand the significance of respect in the workplace; respect at work is

essential in creating a good working environment.

. Proclaims that employees must have positive behavior in communicating

with the organization's members got a mean of 3.58 with a great verbal

interpretation of a great extent and a standard deviation of 0.69 indicating that data

are clustered around the mean. This asserts that this could be due to the

employee's forethought that communication is the key, whether in simple or minor

tasks inside the workplace. Communication is essential to employee engagement,

leading to improved performance, retention, and well-being.

Employees are more inclined to engage and contribute when there is open

company culture. Effective communication allows employees to stay connected to

their workplace, grasp their organization's mission and strategy, identify with its

values, and establish belonging by knowing how they contribute to the

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organization's larger purpose. It denotes that communication is also essential for

greater team collaboration and cooperation. Besides, good workplace

communication helps people, teams, and organizations achieve better results.

Assisting a co-worker to overcome a personal issue so that it will not

compromise their work performance obtained the lowest mean of 3.64 interpreted

as great extent. The standard deviation of 0.59 implies that the assessments are

homogeneous. This points to saying thank you is more than just good manners; it

is about having the ability to compete, remain ahead of the competition, and use

the power of thank you to the business' advantage. It conveys that employees

would recognize when personal issues harm their job performance and

professionalism.

While it is specific advice to leave personal difficulties at home, employees

must withhold all their issues at home and be mindful at work, whether they like it

or not. On the other hand, setting clear limits at work helps people focus on their

tasks during working hours. Because they know they have limited time to complete

daily duties, they tend to focus better and perform better overall. Apart from that,

employees attain a better work-life balance, making it simpler to avoid mixing

personal and professional difficulties. It conveys that employees would recognize

when personal issues harm their job performance and professionalism. While it is

specific advice to leave personal difficulties at home, employees cannot just dump

their problems that easily.

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2.7 Conscientiousness
Conscientiousness is related to the behavior that performs the assigned

jobs within the deadlines with full dedication toward the organizations. Also, it is

one of the major dimensions of organizational citizenship behavior. Table 11

shows the findings of evidence of OCB.

Table 11
Evident of Conscientiousness
Standard Verbal
Items Mean
Deviation Interpretation
1. I strictly follow the rules and
regulations. 3.68 0.58 Great Extent
2. I allocate time and effort in the
company when there is an
emergency. 3.68 0.54 Great Extent
3. I am thorough, accurate and precise
with my work. 3.66 0.53 Great Extent
4. I work hard for the achievement of
the company and not only for
personal growth. 3.63 0.60 Great Extent
5. I consider myself to be dependable,
professional, hardworking, goal-
oriented, and responsible. 3.62 0.61 Great Extent
6. I am aware of my obligations and do
them willingly. 3.62 0.60 Great Extent
7. I see to it that I am always prepared
in any circumstances. 3.62 0.58 Great Extent
8. I maximize the working hours to
finish my work/job. 3.60 0.62 Great Extent
9. I do not take prolonged breaks. 3.53 0.64 Great Extent
10. I am punctual for meetings and
appointments. 3.53 0.65 Great Extent
11. I stay away from procrastination. 3.53 0.68 Great Extent
12. I do not mind working additional
hours. 3.50 0.69 Great Extent
Composite Mean 3.60 0.44 Great Extent
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Conscientiousness got a composite mean of 3.60 with a verbal

interpretation of a great extent and the overall standard deviation of 0.44 means

that data is clustered around the mean. Conscientiousness is a highly valued

personality attribute in companies since it includes useful qualities like reliability,

organization, and thorough. Conscientious people are diligent workers who focus

on objectives and successes. These personnel and executives are dependable

and ambitious because they can tackle difficult duties while remaining structured.

Conscientious professionals, on the other hand, may face workplace inflexibility

and perfectionism. While it is a very beneficial attribute in many ways, it may also

indicate that a person is too inflexible and less capable of coming up with

innovative solutions.

Being conscientious entails being diligent and organized, as well as wanting

to perform a good job. It is the most dependable predictor of employees doing

better, earning more money, and being healthier than less obedient coworkers, as

long as they avoid perfectionism. Conscientious employees benefit employers

because they can be trusted with essential duties and are deliberate about the

ramifications of their actions. This last argument implies that people can learn

important problem-solving and critical thinking abilities and apply them to their

profession. Conscientiousness correlates favorably with income and job

responsibilities. Conscientious employees are known for being dependable,

productive, and industrious. Conscientious people generally have an easier time

with self-discipline; they are less prone to make impulsive judgments or poor

choices.

According to Hassan et al., conscientiousness is a reliable predictor of work

performance across vocations and cultures. In the context of the study, the findings

suggest that conscientiousness is a key factor influencing organizational behavior

within Technical and Vocational Education and Training (TVET) school settings.

This implies that individuals who possess higher levels of conscientiousness are

more likely to engage in positive behaviors that benefit the organization beyond

their prescribed duties. These behaviors might include helping colleagues, going

the extra mile for the organization's goals, and participating actively in collaborative

efforts.

Strictly following the rules and regulations, with a mean of 3.68 got the

highest with a verbal interpretation of a great extent and a standard deviation of

0.58 indicating that data are clustered around the mean. This means that every

employee in the business must abide by the regulations while working for the

business personnel, and employees must adhere to the rules and regulations,

which can lead to increased productivity and indirectly contribute to the company's

growth.

Corporate regulations, including disciplinary processes, guarantee that

employees are treated fairly. The regulations should be divided into two categories:

rules that would result in disciplinary action, additional violations that might end in
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dismissal, and rules that would result in summary dismissal. The penalties for a

violation must be clearly stated. If all employees follow the guidelines correctly, the

organization's goal is eventually mirrored in their work, bringing the organization a

lot of respect and credibility. Hence, abiding by the standard regulations and

processes is helpful for the employees since it naturally helps the organization

expand. Adhering to rules and regulations helps employees understand what is

expected of them and what would happen if they broke the rules. Corresponding

actions and punishment await if the employees violate the rules the organization

enforces.

Allocating time and effort in the company when there is an emergency with

a mean of 3.68 with a verbal interpretation of a great extent and a standard

deviation of 0.54 shows that the data are compressed around the mean. This

asserts that employees should be handy and accessible in a company emergency.

This would refer to the workers as valuable employees. The respondents probably

thought they should always be ready in certain instances, mainly since they belong

to a fast-food business. In a business context, it is defined as goals and

expectations for organizations and their staff. Employees with good time

management abilities are likelier to perform high-quality work and accomplish their

objectives.

Time management also assists managers in understanding what their staff

is capable of and setting reasonable targets. Time management demands active

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decisions about what one wants to undertake. Those who do not manage their

time constantly respond to external stimuli and lose control over their work and life.

It is essential to allocate time and effort in an emergency since work emergencies

should be aided urgently. The organization praises and rewards the employees

who dedicate time and effort to solve the emergency timely. When an emergency

arises at work, the employee's first responsibility should be alleviating it because

it might threaten the employees, customers, property, and business.

While conscientiousness has often been considered a personal asset that

aids individuals in managing stress and alleviating its impact, empirical studies

have yielded diverse results. Adopting the perspective of the personal resource

allocation approach, conscientiousness might serve a pivotal role in dictating how

individuals allocate their resources, rather than merely acting as a standalone

personal resource. The present study delved into the moderating influence of

conscientiousness in the connections between work stressors—such as challenge

and hindrance stressors—and both employee psychological strain and job

performance. This investigation was carried out using multi-source, time-lagged

data drawn from a pool of 250 workers functioning within two distinct organizations.

The study's outcomes highlighted noteworthy insights. Stressors like

challenges and impediments were found to be linked to heightened psychological

distress among employees. The presence of conscientiousness emerged as a

factor that shapes the dynamics between stressors and psychological strain.
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Particularly, individuals with high levels of conscientiousness exhibited stronger

and more positive associations. Moreover, conscientiousness exerted influence on

the correlation between demanding stressors and job performance. This led to a

favorable connection for individuals high in conscientiousness, but conversely, a

detrimental relationship for those with lower conscientiousness.

Weipeng L. et al.'s findings put forth the notion that conscientiousness

operates as a "two-edged sword." This means that while conscientiousness

enhances job performance, it also has the potential to intensify stress levels

experienced by employees when confronted with stressful situations.

The study provides valuable insights into how conscientiousness unfolds as

both a stressor and a psychological strain when individuals perceive it as a

determining factor in resource allocation. The results further emphasize the

advantageous correlation for individuals exhibiting conscientious traits, in contrast

to the detrimental connection observed among those who do not possess these

traits. All in all, the study underscores the intricate duality of conscientiousness,

wherein it enhances performance while simultaneously contributing to heightened

stress levels during challenging circumstances.

Being thorough, accurate, and precise with work got a mean of 3.66 with a

verbal interpretation of a great extent and a standard deviation of 0.53 are

clustered around the mean. This could be due to the nature of the employees'

work; being thorough, accurate, and precise should be a prerequisite for an

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employee because workers must be alert regarding working hours, especially food

businesses. Companies have more confidence in their judgments if they base their

decisions on reliable and relevant data. This has several advantages, including

lowering risk and making it easier to produce consistent outcomes.

Being punctual in meetings and appointments got a mean of 3.53 with a

verbal interpretation of a great extent and a standard deviation of 0.65 indicates

that data are clustered around the mean. The respondents are aware and

conscious on their scheduled meetings and appointments. Part of maintaining a

productive and effective workplace is ensuring that everyone meets their role's

obligations. Regardless of the job, being on time and regularly arriving at work is

essential. Knowing the fundamentals of timeliness and attendance would assist

the employees in developing polite, professional working habits to create a

productive work environment.

Punctuality displays professionalism and a willingness to perform a good

job. That is an indication of someone who is well-prepared. Every employee

reflects the organization. A negative reputation spreads across the community

when one individual is consistently late. Consumers need more trust in the firm

and refuse to suggest friends. Being prompt helps an employee build a trustworthy,

consistent, and efficient reputation. Therefore, coworkers and supervisors would

take everything an employee might say seriously.

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Staying away from procrastination had a mean of 3.53 with a verbal

interpretation of a great extent and a standard deviation of 0.68 shows that data

are clustered around the mean. This could be due to being an employee;

employees do not have time to procrastinate since they are paid to do their job,

especially if the employee's work is in line with the food business. Delays might

limit the employee's potential and jeopardize their job. It can also cause problems

with collaboration, lower morale, and even despair and job loss. As a result, taking

proactive measures to avoid it is critical. Recognizing that they are procrastinating

is the first step in overcoming it. Then, determine the causes of the behavior and

employ suitable ways to control and conquer it. Procrastination limits the

employee's potential and jeopardizes their job. It can also cause problems with

collaboration, lower morale, and even despair and job loss.

Proclaims that employees are thorough, accurate and precise with their

work with a mean of 3.66 and a standard deviation of 0.53 and a verbal

interpretation of a great extent. Standard deviation indicating that data are spread

out means that the data are clustered around the mean and that data points are

respectively above or below the mean. The respondents probably precept that

being thorough and accurate would lead them to play an exceptional performance

as an employee. More so, workers who feel appreciated are frequently happier,

more productive, and less prone to seek a new job. There are several methods to

demonstrate appreciation for employees, ranging from recognition programs and

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cash incentives to basic gestures such as listening to and acting on employee

input.

Employees feel pleased to act before others order them to because it holds

employee recognition and, at the same time, increases productivity and

engagement in the workplace. Working extra may be a terrific way to demonstrate

commitment to work and organization while earning more money. However, before

committing to extra work, ensure a good work-life balance and that the overtime

would be productive.

3. Differences on the Assessments of Organizational Citizenship Behavior

The respondent’s assessment on the seven dimensions of their

organizational citizenship behavior is presented.

3.1 Gender

Gender refers to the socially created qualities of women, men, girls, and

boys. This encompasses norms, behaviors, roles connected with being a woman,

man, girl, or boy, and interpersonal interactions. Gender, as a social construct,

differs from society to civilization and can change over time.

In the assessment of organizational compliance, loyalty, civic virtue,

altruism, individual initiative, courtesy, and conscientiousness on organizational

citizenship behavior, the civic virtue obtained a computed F-value of 4.154 with a

corresponding p-value of 0.018, and such p-value is less than five percent level of
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significance which led to reject the null hypothesis. Therefore, there is significant

difference on the assessments of civic virtue when grouped according to gender.

Table 12
Difference on the Assessments of Organizational Citizenship Behavior
when Grouped According to Gender
Decision Verbal
Variables F-value p-value
on Ho Interpretation
Organizational Failed to
1.190 0.308 Not Significant
Compliance reject
Failed to
Loyalty 2.782 0.066 Not Significant
reject
Civic Virtue 4.154 0.018 Reject Significant
Failed to
Altruism 0.688 0.505 Not Significant
reject
Failed to
Individual Initiative 0.775 0.463 Not Significant
reject
Failed to
Courtesy 0.296 0.744 Not Significant
reject
Failed to
Conscientiousness 1.123 0.329 Not Significant
reject

In this case, it was shown that when male, female, and LGBTQIA+

respondents are grouped, the results manifested in civic virtue are different. This

could be because the Organizational Citizenship Behaviors (OCB) of workers are

influenced by both target-related (gender) and observer-related (activation of

gender stereotypes) factors. However, no discernible changes in men's aspirations

of civic virtue were noted.

However, regarding the LGBTQIA+ gender, civic virtues are performed

differently based on their perspectives. Nowadays, as their community suffers from

discrimination, they are constantly being least of being employed and are subjects
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to high civic standards since they are expected to exceed the expectation of

society or adjust to the needs of both men and women. The assessment of

organizational loyalty then obtained an F-value of 2.782 with a corresponding p-

value of 0.066. Since the p-value is greater than five percent level of significance,

it failed to reject the null hypothesis. This showed that all gender categories have

the same performance regarding organizational loyalty. This is because

employees who trust a firm are more inclined to go after chances that will help

them progress within the organization.

Gender does not matter in showing how loyal an employee is towards

his/her organization; all they want is for it to improve. For organizational

compliance, a p-value of 0.308 was achieved with an F-value of 1.190, which is

greater than five percent level of significance, thus, failing to reject the null

hypothesis. Whether male, female, or LGBTQIA+, employees must follow the

same laws, regulations, standards, and ethical practices to maintain fair treatment.

It is also how a company must respond to an employee's efforts in following state

and federal laws inside and outside the organization.

According to the data above, civic virtue rejected the null hypothesis and is

considered significant when grouped based on gender. Adopting a flexible work

culture to encourage people to enter or rejoin the workforce benefits any gender.

Employee experience is the new preferred workstyle, and civic virtue is an

essential factor in this. It has been linked to better levels of employee engagement
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and has become one of the most sought-after characteristics among employees.

A more engaged workplace culture boosts employee performance and productivity

while assisting in talent retention. For better or worse, men and women are

inextricably linked to the market and the job in unprecedented ways. One of the

most notable social shifts in the last four decades has been the general growth in

labor force participation. Anyone, whatever the gender is, that shows a level of

interest in the roots of character and citizenship in society should pay close

attention to the institutions that might help to instill, preserve, and promote civic

virtues in the workplace. Gender equality in the workplace is critical. It is not a 'nice

to have,' it is a must-have,' and failing to make proactive changes that allow women

or any gender to thrive inside the organization will leave behind.

According to Sears that higher rates of job satisfaction and gender diversity

in the workplace - for men, women, and LGBTQIA+ have a direct correlation.

Companies with a gender-diverse leadership team have been found to outperform

their less-diverse rivals, with a 30% greater profit margin. This correlation may be

ascribed in part to a varied workforce delivering unique consumer insights (due to

distinct upbringing/gender viewpoint) and encouraging lower-ranking workers who

can empathize with the leadership, hence enhancing retention and lowering

business costs. Having men, women, or members of the LGBTQIA+ organization

teams mean benefiting from the many perspectives and methods from varied life

experiences.
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A diversity of viewpoints may drive creativity and innovation and assist

businesses in identifying and seizing new possibilities. It can also motivate

companies to question gender preconceptions. Time and again, evidence supports

the theory that gender diversity positively impacts the bottom line. According to

McKinsey, the most gender-diverse companies are 21% more like to experience

above-average profitability. The ideality of these employees is those who always

promote the business positively, whether they are "on the clock" or not. An

employee who supports their employer while not at work speaks positively about

the firm in everyday conversation and takes pleasure in where they work. Civic

virtue fosters a more favorable work environment and higher performance levels

by instilling a feeling of community and joint goals. This, in turn, leads to increased

job satisfaction and performance.

Furthermore, since conscientiousness obtained an F-value of 1.123 and a

p-value of 0.329, which is greater than five percent level of significance and denied

the null hypothesis from being rejected, the conscientiousness exhibited by all

genders is the same throughout the organization. No matter their gender,

employees must constantly have a goal-oriented mindset, restrain their urges, and

generally be highly structured. An employer will always pick a worthwhile employee

who can be relied upon with significant responsibilities and who thinks carefully

before acting. Because of the latter, people may acquire practical problem-solving

and critical thinking abilities and apply them to their profession.

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The individual initiative then yielded an F-value of 0.775 with an associated

p-value of 0.463, which is greater than five percent level of significance, and failed

to reject the null hypothesis. Therefore, all genders manifest individual initiative the

same. Employees must need to be creative and able to work without constant

direction. Resilience and tenacity are necessary. It should be evident that

employees can think independently and act when necessary. It entails applying

judgment and being motivated to succeed. Altruism, on the other hand, had an F-

value of 0.688 and a corresponding p-value of 0.505, which is greater than five

percent level of significance, making it unable to reject the null hypothesis. Altruism

among genders is also the same; Altruism is a core principle that results from a

sincere desire to improve the situations of others. Employees demonstrate selfless

behavior for the good of others. It entails some goal-directed behavior that

enhances another person.

Lastly, the null hypothesis failed to be rejected due to courtesy's F-value of

0.296 and computed p-value of 0.744, which is greater than a five percent

significance level. Employees, regardless of their gender, showed the same level

of courtesy. They treat coworkers, clients, and vendors with respect. Being

courteous improves workplace morale and fosters productive working

relationships among coworkers. The aforementioned data manifested by the

genders shows that the remaining dimensions' evidence is the same regarding

their OCB.
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3.2 Age

The concept of age explains how old a person is at any time. It is defined

as the period passed between the days of live birth to a certain point in time,

generally the data collection date.

Table 13
Difference on the Assessments of Organizational Citizenship Behavior
when Grouped According to Age
Decision Verbal
Variables F-value p-value
on Ho Interpretation
Organizational Failed to
1.632 0.157 Not Significant
Compliance reject
Failed to
Loyalty 1.448 0.213 Not Significant
reject
Failed to
Civic Virtue 1.019 0.410 Not Significant
reject
Failed to
Altruism 1.477 0.203 Not Significant
reject
Failed to
Individual Initiative 1.812 0.116 Not Significant
reject
Courtesy 2.343 0.046 Reject Significant
Failed to
Conscientiousness 0.935 0.461 Not Significant
reject
In terms of age, the assessment of organizational citizenship behavior

showed that courtesy obtained a computed F-value of 2.343 with a corresponding

p-value of 0.046. The p-value is less than a five percent significance level, leading

to the null hypothesis's rejection. Among the variables, courtesy was the only one

rejected since employees of different ages have different ways of expressing

courtesy to their clients.

Usually, elders are less courteous since they are treated with respect, while

those young employees show immense respect and acknowledgment to their

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customers and co-workers. According to Deer, employees at all levels of seniority

must acknowledge the value of workplace respect. Respect at work is an essential

component in creating a good working environment. Mutual respect in the

workplace shows that all employees are respected for their accomplishments,

talents, and attributes.

Being respected and treated respectfully contributes to a healthy work

culture in which people feel fulfilled, loyal, engaged, and encouraged to achieve

their maximum potential. Employees not respecting others are unprofessional and

endanger the company's health and profitability. As a result, organizational

citizenship behavior characteristics are assessed significantly differently than other

variables.

Filipinos are well-versed in the concept of courtesy. Respect is one of the

essential qualities that distinguishes their culture. When speaking to someone in

authority or seniority, people of all ages often say "po" several times to express

respect. They avoid getting into a dispute with an older person since "answering

back" - or responding curtly - may be interpreted as disrespectful. When dining in

front of another person, they must say - "kain tayo" - a clear invitation to join in the

meal but is only stated as politeness.

Although many individuals still practice typical politeness, they need to be

reminded of its importance because many are returning to the outside world.

Moreover, they have only socialized online, where the only form of civility is to wait
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one's turn to speak. Responding to text messages and emails are also considered

polite in today's internet contacts. It makes no difference whether the sender is

younger or older. Every communication merit a response, even if it only makes a

remark and does not seek feedback. Many people practice courtesy because they

witness their elders do so, such as standing aside to enable an older person or a

lady to exit the elevator first. Alternatively, offer an older person with only one thing

to buy to check out ahead in the store. The table above shows that the courtesy

rejected the null hypothesis and proved significant according to age.

Recognizing that all employees, regardless of age, can contribute to the

business's success. It entails developing a culture that embraces employees and

respects the particular skills they bring to the table, even their age. Since the

workforce consists of three generations: baby boomers, Gen Xers, and millennials,

employees must know how to collaborate and respect each other. One of the most

compelling justifications for recruiting an age-diverse workforce is that research

demonstrates that age diversity improves team productivity and performance. This

is partly due to the fact that diversity generally fosters creativity and improves

organizational performance. However, age variety tends to enhance team

productivity, most likely due to "knowledge spillover," where team members

exchange information gathered from previous experiences, which stimulates

creative solutions to issues while avoiding costly mistakes.

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According to Anderson research from AARP, seven in ten workers say they

like working with generations other than their own, and the majority agree that both

younger and older workers bring a set of positive benefits that enhance the

workplace environment. In particular, workers value the give and take aspect in a

multigenerational work environment. For older workers, their younger colleagues

offer an opportunity to pass on their skills and knowledge and for the creativity they

bring to the work environment. For younger workers, older colleagues are valued

for their skill as teachers, for providing an opportunity to consider a different

perspective, and for making the workplace more productive.

Also, in mentoring, younger workers cite wisdom and help to navigate the

workplace as the biggest things older workers have taught them. For this reason,

younger workers might benefit from their elders' experience of non-automatable,

distinctively human skill sets that can be difficult to discover and forecast when

hiring. Furthermore, older professionals may learn just as much from their younger

counterparts, so think of mentoring as a two-way exchange of skills and

information. Age-based diversity policy allows businesses to harness all these

diverse capabilities and build a team that complements one another.

No matter their age, employees are more likely to be satisfied with their job

and leave at the end of the day feeling proud of what they have accomplished in a

workplace where they feel valued and respected. Contentment helps organizations

in the long run since pleased employees stay with firms that appreciate them.
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Employees who are satisfied with their jobs are more inclined to apply for internal

promotions and lead their teams with the same respect and care they value.

Respect, latent bias, and team-building skills will go a long way toward developing

a strong and inclusive workplace.

Regardless of how it is demonstrated, it should be regarded as the standard

in the workplace since it fosters a positive work atmosphere, which has various

advantages, including greater productivity. It should be distributed evenly among

all team members, and courtesy ensures it. Increased respect and reduced stress

have mental and physical effects on workers' health. Respect for professional

success, as evidenced by individual employee acknowledgment for excellent work

completed. This is how a manager may recognize staff who have gone above and

beyond. It demonstrates that each employee has distinct abilities and talents. The

chance for employees to display their talents and expertise, regardless of their

background, is one of the most significant things a business can provide. Respect

stops individuals from picking favorites and allows everyone to be heard. Every

employee has the same voice as their colleagues, and all ideas, regardless of

origin, are valued. Employees may thrive in the appropriate setting if they

participate pretty. Such workplaces allow everyone to learn from one another,

fostering an environment where both employees and supervisors may grow.

Furthermore, the result of the organizational compliance assessment's F-

value of 1.632 and related p-value of 0.157, which is greater than five percent level
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of significance, leading to failing to reject the null hypothesis. Thus, everyone is

professing organizational compliance the same. When a worker is noncompliant,

it may be frustrating for an employer or boss. When an adult is dissatisfied, he or

she may resort to consequences or punishment. An employee may only obey

guidelines due to impulsiveness if intending to breach the rule. For example, the

service team may forget that the boss instructed them to remain until they had

finished assembling tables and chairs. Workers of all ages comply with established

rules within and outside the workplace. Even though they are older, they can still

recognize and follow internal and external rules and procedures, which helps the

organization run smoothly.

Organizational loyalty came next, with an F-value of 1.448 and a matching

p-value of 0.213. This p-value is greater than five percent level of significance.

Therefore, the null hypothesis could not be rejected. This shows that organizational

loyalty toward the company stays the same even with different ages. All ages

showcase loyalty to the organization since it represents the relationship of the

individual in the organization where he or she works. It is a psychological condition,

a psychological bond between organizational management and employees.

Furthermore, civic virtue obtained an F-value of 1.019 with a p-value of

0.410. This means that employees manifest the same civic virtues regardless of

their age within the organization. As employees, they all put the needs of their

customers before considering their own. Being older or younger does not mean
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that a specific employee must receive special treatment, such as increased

privilege both in work and service. Following this, altruism received an F-value of

1.477 with a corresponding p-value of 0.203, which means that employees practice

the same altruistic behaviors as they dedicate themselves to enhancing the welfare

of others, even at their own risk or expense. Then, individual initiative obtained an

F-value of 1.812 with a p-value of 0.116. This means that regardless of an

employee's age, they all exhibit individual initiative, whereas they do things before

the employer or manager even asks them to do it. They are all tenacious in

overcoming obstacles that arise when pursuing an objective.

Finally, conscientiousness obtained an F-value of 0.935 with a p-value of

0.461. This exhibits that all employees of different ages similarly denote a

willingness to take responsibility for one's actions and a desire to complete a task

successfully. This also shows that employees of all ages are aware and mindful of

everything around them, such as their customers. Thus, since all variables except

courtesy have p-values lesser than a five percent significance level, the mentioned

variables' null hypotheses failed to be rejected.

3.3 Civil Status

Civil or marital status are distinct options that describe a person's

relationship with a significant other. Married, single, divorced, and widowed

individuals relate to themselves in organizational citizenship behavior inside the

workplace. They have different perceptions of how they achieve and focus on their
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work. Their civil status influences variables like their altruistic behavior. Moreover,

marital status also affects the employee's determination to gain job satisfaction,

primarily concerning material and psychological needs.

Table 14
Difference on the Assessments of Organizational Citizenship Behavior
when Grouped According to Civil Status
Decision Verbal
Variables F-value p-value
on Ho Interpretation
Organizational
2.973 0.035 Reject Significant
Compliance
Failed to
Loyalty 1.501 0.218 Not Significant
Reject
Failed to
Civic Virtue 0.414 0.743 Not Significant
Reject
Failed to
Altruism 0.578 0.631 Not Significant
Reject
Failed to
Individual Initiative 1.367 0.256 Not Significant
Reject
Failed to
Courtesy 0.576 0.632 Not Significant
Reject
Conscientiousness 3.130 0.029 Reject Significant

According to the assessment of OCB regarding civil status, organizational

compliance and conscientiousness are significant since organizational compliance

obtained a computed F-value of 2.973 with a corresponding p-value of 0.035, while

conscientiousness obtained a computed F-value of 3.130 with a corresponding p-

value of 0.029 which both led to reject the null hypothesis. According to the data

presented below, organizational compliance and conscientiousness rejected the

null hypothesis and were determined to be significant when grouped by civil status.
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Having essential labor statistics split down by marital status gives insight

into how their family life influences people's labor market conditions. It

demonstrates, in particular, the gendered implications of married life on people's

economic and professional decisions. Married life continues to have a gendered

influence on women's and men's labor market outcomes, including labor force

participation, employment types, and forms of labor underutilization. However,

childless workers reported lower absorption than workers with other family

structures. Civil status in an employment law context arises as one of the nine

grounds of discrimination.

An employer is not allowed to ask about marital or relationship status. An

employer may only ask questions about topics relevant to assessing suitability for

the position. In this way, the law protects applicants from discrimination. Through

this case, organizational compliance has an influence on all aspects of

organization and is a vital component of any company's operational strategy.

Every organization, regardless of size or employee status, must adhere to

compliance regulations. They must also follow stringent data security, privacy, and

workplace security guidelines. Managing workplace compliance is critical for

mitigating risk and protecting employees and their data, considering the

organizational commitment, the difference between married and single people is

very minimal and non-significant. Perhaps it is the equality of their degree of efforts

that the difference is not significant. As in high organizational commitment to the

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job reflects that employee is in good condition which is beneficial to employee’s

daily life. Workplace and labor compliance rules are intended to ensure the safety

and well-being of all employees.

It is critical that employees believe they work in a fair, professional, and

secure workplace. Instilling this emotion in them will cause them to develop loyalty,

and as a result, they will be more likely to stay with the firm for a longer amount of

time. It is the company's primary obligation to guarantee that no employees are

subjected to harassment of any kind, not just from management but also from

coworkers. Failure to follow such legal rules and legislation may harm the

company's reputation and hinder recruiting and staff retention. Compliance should

never be taken lightly, especially when it can have a significant influence on the

business both internally and publicly.

Agreeableness, openness, and conscientiousness can be considered as

traits positively associated with compliance. Mohamed discovered that marital

status influences job satisfaction as well as the degree of performance and

conscientiousness delivered by the employee. A married person would have a very

distinct sort of conscientiousness that would be ongoing. In other words, the

individual would feel much more committed to his job, much as one would feel

compelled to his religion/family affairs, etc. In that sense, other elements like job

satisfaction and even loyalty to the company for which one has worked would be

influenced in the same way. Proactivity is a key feature that distinguishes

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conscientious people. They are prompt and frequently use a to-do list to keep track

of their chores and objectives. They place a high value on maintaining order.

People, regardless of their status, are conscientious and perform well in tasks that

require a high level of attention to detail. They are also more productive and

determined to finish their task, and they feel compelled to observe workplace

norms and laws.

Conscientiousness is an essential component of personal and professional

success and conscientious persons are not deterred by short-term hurdles or

challenges. Even when things don't go as planned, they work toward their

objective. Arriving on time, meeting deadlines, and making and sticking to plans

and goals are all acceptable attributes regardless of age or position. They feel

compelled to finish tasks and overcome obstacles and provide value to the

workplace. They evaluate the repercussions of their actions, which helps them

develop critical thinking and problem-solving abilities in the profession, similar to

how a married couple or a single person dealt with family issues.

Organizational Compliance is significantly different among the variables in

terms of civil status since employees vary in compliance with regards to their

marital status. Married employees tend to comply differently since they shoulder

huge responsibilities outside the organization. Hence, some exert less effort to

follow and act in response suitably to a situation. Elders have high chance to make

the employees followed them inside the organization. People with higher level of
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conscientiousness could manage the conflicts developed cohesively in the

relationships in a more constructive manner. These people adhere to the principles

and strive for their goals.

According to Sayehmiri et al. suggested that couple conscientiousness is a

good predictor of marital satisfaction. Moreover, since conscientiousness’ null

hypothesis is also rejected, it shows that employees display different diligence and

will to perform their obligations seriously. Conscientiousness is one of the

components of personality and positivist psychology which causes less

incompatibility because conscientiousness people are generally responsible,

reliable, and hardworking. People with higher level of conscientiousness could

manage the conflicts developed cohesively in the relationships in a more

constructive manner. These people adhere to the principles and strive for their

goals.

However, the variable organizational loyalty obtained an F-value of 1.501

with corresponding p-value of 0.218, which showed that employees despite their

civil statuses are similar in terms of portraying loyalty towards an organization. It is

evident that they are all loyal at patronizing of their service or organization.

Furthermore, as civic virtue obtained an F-value of 0.414 with a p-value of 0.743,

it shows that employees of different civil statuses have the same civic virtues within

an organization. They all show dedication to work, and righteous behavior to not

only be a good employee but also to be a good citizen of the country. Altruism
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obtained an F-value of 0.578 along with a p-value of 0.631 which then reveals that

employees show the same altruistic behavior no matter their civil status.

Employees remain and still continue to express help which benefits others or guide

those who aspire to be a part of the organization.

On the other hand, individual initiative then accumulated an F-value of 1.367

with corresponding p-value of 0.256 which also indicates that employees are the

same in expressing the mentioned variable in the organization. Despite the posed

risks, they are willing to learn and try something new to either improve or finish

tasks no one else wanted to do. Lastly, courtesy which gained a F-value of 0.576

with corresponding p-value of 0.632, which revealed that all employees of different

civil status show the same amount of professionalism. They are respectful of their

clients, vendors, and fellow employees. Being courteous enhances workplace

morale and encourages positive working relationships amongst colleagues.

All variables except organizational compliance and conscientiousness have

all p-values in greater than 5% level of significance, hence making the mentioned

variables’ null hypotheses to become failed to reject and thereby interpreted as not

significant.

3.5. Length of Service

This refers to how long an employee worked for a company or an individual

who belonged to an organization. It is the last of the profile variable sub-variables

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needed and essential to this study. It revealed the tenure of employees in the

company.

Table 15
Difference on the Assessments of Organizational Citizenship Behavior
when Grouped According to Length of Service

Decision Verbal
Variables F-value p-value
on Ho Interpretation
Organizational Failed to
1.056 0.382 Not Significant
Compliance reject
Failed to
Loyalty 0.842 0.501 Not Significant
reject
Civic Virtue 2.647 0.037 Reject Significant
Altruism 2.515 0.045 Reject Significant
Individual Initiative 2.512 0.046 Reject Significant
Failed to
Courtesy 2.137 0.081 Not Significant
reject
Failed to
Conscientiousness 0.994 0.414 Not Significant
reject

Based on the assessment table, civic virtue obtained a computed F-value of

2.647 with a corresponding p-value of 0.037. Moreover, altruism obtained a

computed F-value of 2.515 with a corresponding p-value of 0.045. Individual

initiatives obtained a computed F-value of 2.512 with a p-value of 0.046. The three

mentioned variables are significant in the length of service. The table below

indicates that civic virtue, altruism, and Individual initiative rejected the null

hypothesis. Thus, there are significant differences on the manifestation of civic

virtue, altruism and individual initiative when grouped according to length of

service.
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Employees with the organization for a long time are well-versed in the

company's culture. They have seen numerous changes in the workplace and so

understand what works and what does not. They build a solid knowledge base by

completing their job tasks day after day, which results in increased production

since fewer mistakes are made. Long-term workers represent a stable work

environment, which boosts morale.

However, a shorter duration of service in a firm allows for more innovation

and a new image, which benefits both personnel and the organization. A new

employee offers new ideas and is eager to learn more about and contribute to the

new organization. For employees learning about the firm, there is a learning curve.

Innovation entails bringing new ideas and frequently questioning the company's

established procedures/policies.

Employees with shorter service stay for internal reasons, with their inertia

bolstered by job satisfaction and employment setting. Previous research implies

that the length of service in a job may be used to evaluate workers' levels of job

satisfaction. The notion is that dissatisfied employees prefer to resign, but pleased

employees choose to stay. The degree of connection between employees' work

ethic and the ideals for which the organization stands influences their inertia. Their

ethic is formed by the natural working environment they face. The values of the

firm are derived from cultural standards, formal choices made by the board of

directors, and the managing group's policies and procedures.

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Having dependable employees who exhibit civic virtue is essential to

corporate success. These individuals assist a business owner in keeping

operations operating smoothly and consumers satisfied. Long-term employees

that know the organization have expertise in their function and have demonstrated

their dedication to the company. They act as a built-in support system and provide

knowledge and advice based on their personal experiences. They play an

essential part in shaping the corporate culture, and their long tenure with the firm

instills confidence in newcomers or those contemplating working for the company.

Employees are more likely to stay with a firm if they believe in their job and believe

it is acknowledged and appreciated. They value and respect their coworkers, care

deeply about the organization, and think they are a part of something unique when

employees view themselves as part of a team working toward a common objective,

a culture of respect and accountability flourishes.

Therefore, civic virtue helps maximize both organizational and individual

performance. Since this is the main goal, it benefits managers to understand how

civic virtue influences their employees. Thus, understanding the concept of this

and its relation to workers' performance can help human resources of companies

and organizations assess what kind of environment to provide their employees,

and also what motivates and satisfies them and in return, will help both parties to

prosper and encourage the employees to stay longer in the firm.

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Employees commit to a firm and are more likely to stay longer when they

believe they are adequately treated, can trust their business leaders, and have a

mentor who supports them. This offers a "safety net" that helps individuals feel

encouraged in their professional endeavors while also feeling comfortable enough

to plan a future that includes a career with the organization. One study on altruism

at work found that helping colleagues makes coworkers happy. Helping others may

lead to a stronger feeling of purpose at work and higher levels of job satisfaction

since giving back is gratifying in and of itself.

Furthermore, the "helper's high" experienced by completing selfless acts

might relieve stress. Employee motivation increases when they believe their job

counts and assist others somehow. Everyone has an intrinsic desire to serve

others. Finding ways to incorporate it into regular tasks keeps them motivated by

linking them to something bigger than their selves. People who benefit from the

altruistic behavior of others are more likely to model that behavior and pay it

forward by helping others.

Furthermore, altruism in the workplace might increase the level of friendship

among coworkers. By assisting a coworker with a crucial job assignment, they may

develop a strong support system inside the workplace, which will be reciprocated

when needed. Through this case, they are less likely to be absent and more

inclined to stay late to complete tasks, resulting in decreased expenses and

increased productivity for the organization.

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Employees spend a significant portion of their daily routines and live to their

jobs. Accordingly, employees' expectations from their workplaces, employers,

supervisors, or managers may be high during their work. When they receive

support from their peers and leaders, and when they possess individual initiative,

they will exhibit voice behaviors, thus not only increasing their welfare but also

contributing to the development and profitability of the workplace. A proactive

employee can demonstrate high productivity and efficiency at work. Instead of

waiting for someone else to finish a task, proactive employees will seize the

opportunity to accomplish it themselves.

Employees who take the initiative regardless of how long they stay in the

firm rapidly establish themselves as valuable team members, which is likely to

contribute to future professional success. This is because taking the initiative

indicates confidence, self-esteem, and a willingness to work hard. In today's

workplace, the initiative is becoming increasingly vital. Organizations desire

employees who can think on their feet and take action without being told what to

do. After all, this kind of adaptability and bravery drives teams and businesses to

innovate and conquer competition.

With this, civic virtue has an impact on length of service of employees. This

could be because an exemplary manifestation of civic virtue lengthens and

strengthens employees' connection to employers. Altruism also showed that

employees differ in expressing the mentioned variable about their length of service.
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Altruistic employees are more likely to stay within the organization since this

behavior can be vital to improving and developing the business. The individual

initiative showed that it is a factor different among employees that can significantly

influence their length of service. Employers tend not to let go of employees with a

sense of initiative, for they believe this characteristic could help the business in

many aspects. Therefore, since all values are less than a five percent level of

significance, thus, the assessment of variables in organizational citizenship

behavior is significantly different from other variables.

According to, Kang and Ryan, as more senior employees have greater

organizational tenure and life experience, they may be expected to have more

behavioral choices in the workplace beyond simply the norm of reciprocity. Also,

more senior workers are also perceived to have greater interpersonal skills and

more useful experience and be more loyal and agreeable. Cross-cultural studies

have provided evidence that more senior persons are likely to be kind or

benevolent. In this light, more senior employees could be expected to give more

junior colleagues advice or tips about socialization in organizations. Based on the

age norm literature, they suggested that emotional support is considered to be a

role requirement for senior employees. This does not mean that more junior

employees would not be altruistic. Rather, altruistic behaviors are more likely to be

perceived as in-role behaviors for senior rather than junior employees.

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Similarly, the meta-analysis found that more senior employees are likely to

be “good citizens and control their emotions at work.” Another meta-analysis,

which deals with relationships between organizational tenure and job performance,

showed that higher tenure is likely to be positively associated with interpersonal

citizenship. Based on such a finding, mentioned that relative organizational tenure

(years of tenure relative to colleagues) may influence employees’ perceptions of

demonstrating interpersonal citizenship behavior: for instance, employees with

relatively long tenure are likely to feel more responsible for helping out their

colleagues with short tenure.

Nevertheless, an F-value of 1.056 with a corresponding p-value of 0.382

was obtained in terms of organizational compliance. It is essential for employees

within an organization to follow identical sets of laws, regulations, standards, and

ethical principles in order to ensure fair and equal treatment for everyone involved.

This principle emphasizes that all individuals within the company must abide by

the same guidelines to maintain a level playing field where fairness and

consistency prevail. Furthermore, this extends beyond individual conduct,

encompassing the company's response to an employee's endeavors to uphold

laws at the local, state, and federal levels both within and outside the company.

This implies that a business has a responsibility to appropriately address and

support employees who take actions to comply with legal requirements both within

the workplace and in their external interactions. In essence, this principle promotes
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both uniformity in behavior and the recognition of employees' efforts to uphold legal

and ethical standards both within and beyond the company's borders.

While in other variables, such as organizational loyalty, an F-value of 0.842

and a p-value of 0.501 were accumulated. This showed that the assessments of

the respondents on organizational loyalty is the same. Appear to have the same

organizational loyalty behaviors. Because they are more likely to pursue

opportunities that will advance them inside the company, employees who trust a

company are more likely to do so. When demonstrating an employee's devotion to

their company, the employee's length of service is irrelevant because they want it

to improve. Courtesy, with an F-value of 2.137 with a corresponding p-value of

0.081, showed that the employees have the same assessments. They treat

customers, suppliers, and coworkers with respect. Being polite creates good

working relationships between coworkers and improves office morale. This means

that with courtesy, they can lengthen their service and serve more of their

customers.

Lastly, as conscientiousness gained a 0.994 F- value with a corresponding

p-value of 0.414, it showed that employees who exhibit conscientiousness

similarly. This could be because they provided satisfaction and exceeded the

expectations of both the employer and the customer. Since all p-values except

civic virtue, altruism, and individual initiative are less than a five percent level

significance, this led to a decision to fail to reject the null hypothesis.

 177

4. Effects among the Dimensions of Organizational Citizenship Behavior

4.1 Organizational Compliance

Organizational compliance refers to the extent to which a company or entity

adheres to and follows various laws, regulations, policies, standards, and ethical

guidelines that are relevant to its industry, operations, and activities. It involves

ensuring that the organization's actions and practices align with legal requirements

set by local, regional, national, and international authorities, as well as with internal

policies and industry best practices.

Table 16
Relationship between Dimensions of Organizational Citizenship
Behavior and Organizational Compliance
Decision
Variables B t-values p-values Conclusion
on Ho
(Constant) 0.217 0.975 0.332
Organizational
0.482 4.865 0.000 Reject Significant
Loyalty
Failed to Not
Civic Virtue 0.115 1.136 0.259 reject Significant
Failed to Not
Altruism 0.017 0.124 0.901 reject Significant
Individual Initiative 0.300 3.434 0.001 Reject Significant
Failed to Not
Courtesy 0.011 0.095 0.924 reject Significant
Conscientiousnes Failed to Not
0.011 0.116 0.908 reject Significant
s
r-value = 0.838
r2value = 0.702
F-value=43.232
p-value=0.000
 178

The table below represents the relationship between the dimensions of

organizational citizenship behavior and the dependent variable, organizational

compliance.

Suggests that employees who exhibit high levels of organizational

citizenship behavior are more likely to comply with organizational rules and

regulations. This relationship may be explained by the fact that individuals who

engage in organizational citizenship behavior are more committed to the

organization and its goals and, therefore, are more likely to follow guidelines to

maintain its success. Furthermore, employees who follow the rules and regulations

without being asked or monitored may exhibit organizational citizenship behavior.

The findings of this study highlight the importance of fostering a culture of

organizational citizenship behavior in organizations to improve compliance and

overall performance.

The calculated r-value, which is comparable to multiple correlations, based

on the data provided above, is 0.838, showing that the independent variables

strongly predicted the dependent variable, implying that they have a strong

relationship. However, the r2-value displays the proportion of the variance in the

response variable that the predictor variables in the regression model can explain.

The obtained percentage is 70.2%, indicating that the six dimensions of OCB

explain the variability in Organizational Compliance. In line with this, the F-test
 179

result, where the p-value is less than 0.05, demonstrates that the six independent

factors strongly predicted the dependent variable.

Based on the data, it could be interpreted that organizational compliance

had a significant relationship between organizational loyalty and individual

initiative. High levels of organizational compliance may lead to lower employee

loyalty and individual initiative. This could be because strict compliance regulations

may make employees feel less valued and less trusted to make independent

decisions, leading to lowered loyalty to the organization. This could also impact

their motivation to take the initiative and develop new ideas to contribute to the

organization's success. On the other hand, organizations that promote a culture of

trust, autonomy, and support for employee-initiated projects were likely to have

higher levels of organizational loyalty and individual initiative. Therefore, it was

important for organizations to balance compliance and autonomy, allowing

employees to feel trusted and valued while maintaining compliance with necessary

regulations.

Organizational loyalty had the highest value of B in the table above, with a

calculated value of 0. 482, suggesting that it was the highest predictor of

organizational compliance. Employees who exhibit high loyalty toward their

organization are more likely to comply with its policies and regulations. In contrast,

those who lack loyalty may not follow the guidelines or directions established by

the organization. To maximize compliance with policies and regulations,

 180

organizations should foster and maintain employee loyalty by creating a positive

work environment, offering job security and growth opportunities, recognizing

employee contributions, and promoting open communication channels. This could

lead to increased compliance and better overall performance.

This only indicates that an employee's strong dedication to giving their best

effort and looking out for the organization's interests is a sign of organizational

loyalty. It does not matter if they stayed for two or three years; what matters is how

passionately they felt about the organization while they were there. Loyal workers

not only worked hard for their compensation but also cared deeply about the

business's success. They were therefore required to follow the regulations in order

to preserve their loyalty to the organization and respect it.

These perspectives support that a path from essential organizational

compliance to commitment entails a mental alignment between the individual and

the company, which is the foundation of employee loyalty. The most significant

predictor of organizational compliance was overall organizational loyalty, which

shows that an organization's strength originates from its individual and collective

members. Employee loyalty was a psychological condition and a psychological

relationship between organizational management and employees. It expresses a

person's relationship with the firm where they worked.

Additionally, an individual's loyalty to their employer may be strongly

predicted by their organizational loyalty. The purpose and values of the

 181

organization in which they worked were likely to have a significant level of

importance for that person, and they were likely to have been prepared to make

whatever sacrifices were required to support them. They were also likely to aspire

to continue working for that organization.

Moreover, employee loyalty typically results in greater compliance on the

part of the workforce. Loyal employees were more likely to provide their best effort

and deliver results that met their high standards. A company's workers are more

productive and efficient when loyal to the company. Also, because the workers

were devoted to their company, they had a desire have been compliant, which

means that they abided by all relevant laws, rules, standards, and ethical practices,

following the organization's policies as employees.

They were positively correlated, meaning that as the independent variable

rises, the dependent variable rises. In addition, the t-value was only the calculated

difference given in standard deviation units. The null hypothesis was rejected by

more evidence the higher the value of T. Thus, organizational loyalty and individual

initiative disproved the null hypothesis, demonstrating that they were statistically

distinct from 0. The four remaining dimensions (civic virtue, altruism, courtesy, and

conscientiousness) stayed consistent with zero, indicating that they failed to reject

the null hypothesis.

An idea connected to the employee was organizational commitment.

Several factors that allowed the employee to act, remain, and commit to the firm
 182

were connected to organizational commitment. According to the study,

organizational commitment was positively correlated with employee satisfaction

and trust. As a result of these results, employee organizational commitment

requires trust and commitment from the workforce. Rameshkumar (2019). This

implies that someone's propensity to adhere to policies may be significantly

influenced by their dedication to their employer. Employees who felt loyal to their

firm were more likely to adhere to organizational policies and norms, especially

compliance laws. When it came to following the rules and laws governing how

businesses operate, loyal workers were more likely to act in the organization's best

interests.

4.2 Organizational Loyalty

Organizational loyalty refers to the sense of allegiance, commitment, and

dedication that employees feel towards their employing organization. It is a

measure of the degree to which individuals are emotionally and professionally

attached to the company they work for.

The table 14 shows the relationship between the dimensions (civic virtue,

altruism, individual initiative, courtesy, conscientiousness and organizational

compliance) of Organizational Citizenship Behavior (OCB) and the dependent

variable (Organizational Loyalty).

 183

Table 17
Relationship between Dimensions of Organizational Citizenship
Behavior and Organizational Loyalty
p- Decisio
Variables B t-values Conclusion
values n on Ho
(Constant) -0.007 -0.034 0.973
Civic Virtue 0.260 3.039 0.003 Reject Significant
Failed
Altruism 0.168 1.420 0.158 to reject Not Significant
Failed
Individual Initiative -0.085 -1.067 0.288 to reject Not Significant
Failed
Courtesy 0.154 1.535 0.128 to reject Not Significant
Failed
Conscientiousness 0.135 1.596 0.113 to reject Not Significant
Organizational
0.367 4.865 0.000 Reject Significant
Compliance
r-value = 0.875
r2value = 0.766
F-value=60.059
p-value=0.000
According to the data above, the estimated r-value, the same as multiple

correlations, was 0. 875, demonstrating that the independent variables had a

strong relationship with and strongly predicted the dependent variable.

Nonetheless, the converted r2-value into a percentage was 76. 6%, showing that

the six organizational citizenship behavior characteristics adequately account for

the variation in organizational loyalty. The F-test result, however, shows that the

six independent factors significantly predicted the dependent variable with a p-

value of less than a five percent level of significance.

The data on the relationship between dimensions of organizational

citizenship behavior and organizational loyalty suggests a positive correlation. The

 184

study found that employees exhibiting high levels of organizational citizenship

behavior also showed high loyalty toward the organization. This relationship may

be related to the idea that individuals who engage in organizational citizenship

behavior are more invested in the success of the organization and its goals,

leading to a greater sense of loyalty.

Additionally, employees who felt valued and supported in the workplace

were more likely to exhibit organizational citizenship behavior and, as a result, felt

more loyal to the organization. This study highlights the importance of cultivating

a culture of organizational citizenship behavior in organizations to foster a sense

of loyalty among employees, ultimately leading to improved organizational

performance. Moreover, based on the data, it could be interpreted that

organizational loyalty had a significant relationship between civic virtue and

organizational Compliance. Individuals who prioritize civic responsibility and

adherence to rules and policies may prioritize their personal values, ethics, and

loyalty to their organization.

Additionally, organizations may only sometimes prioritize or reward these

values, leading to disconnect between employee values and organizational goals.

Therefore, the relationship between civic virtue and organizational compliance

may translate to something other than a solid loyalty to the organization.

Meanwhile, organizational compliance, which has a calculated value of

0.367 and is the dimension in the table above with the highest value of B, is also
 185

the best predictor of organizational loyalty. Employees who exhibit high loyalty

toward their organization are more likely to comply with its policies and regulations.

In contrast, those who lack loyalty may not follow the guidelines or directions

established by the organization. To maximize compliance with policies and

regulations, organizations should foster and maintain employee loyalty by creating

a positive work environment, offering job security and growth opportunities,

recognizing employee contributions, and promoting open communication

channels. This could lead to increased Compliance and better overall

performance.

The fact that they were positively correlated suggests that the dependent

variable raise when the independent variable did. Therefore, loyalty was

demonstrated by a worker's commitment to supporting the company and sharing

encouraging information even in challenging circumstances, which was the

collection of policies and tools used by an organization to ensure that employees

and the business abided by internal standards of conduct and external laws and

regulations. Thus, it was essential to convey that compliance was everyone's

responsibility. Therefore, following the rules was suitable for the employees as it

automatically helped the company to grow by abiding by the standard rules and

procedures. When employees followed the rules correctly, the company's vision

through their work was ultimately reflected and brought the company a great deal

of respect and credibility.

 186

Furthermore, when employees perceive that their organization follows

policies and regulations, they are more likely to develop a sense of trust and

commitment. This finding implies that employees view organizational compliance

as a demonstration of the organization's dedication to its success and its

employees' well-being. They perceive implementing policies and regulations as a

form of protection for themselves and the organization's success. Therefore,

organizations must prioritize compliance as a means of building employee loyalty.

Organizations must demonstrate a commitment to compliance by enforcing

policies and regulations effectively and consistently, being transparent, and

communicating well with employees. In conclusion, the data suggest that

organizational Compliance positively impacts employee loyalty. Thus,

organizations should prioritize Compliance to promote employee loyalty and foster

a positive work environment.

Furthermore, the willingness of a worker to operate in the organization's

best interests and to consistently promote it was referred to as loyalty. In addition

to commitment, dependability, obedience, and compliance, it also entails

disclosing potential dangers to the organization, delivering frank and helpful

criticism, and being prepared to support it even in its darkest moments. An

employee's desire to support the company and spread encouraging news,

especially in trying circumstances, was a sign of loyalty.

 187

This means doing more than just watching when things go wrong.

Employees who adhere closely to the organization's vision, purpose, core values,

and goals are likelier to stay with the business. An organization demands that

employees comply with the organization first to ensure that their loyalties are

where they should be.

In addition, according to ALP that the most effective rules and regulations

instill in staff members a sense of respect for one another at work, a commitment

to professionalism, and a commitment to upholding company values inside and

outside the office. Remember to pay attention to the importance of compliance,

especially given that it may have a significant internal and external impact on the

firm. This indicates a connection between organizational loyalty and compliance.

Because organizational compliance refers to how closely a company abides by

laws, rules, and policies both internally and externally, organizational loyalty, on

the other hand, refers to a worker's level of dedication to the company and its

principles. An organization may convey to its workers that it is dedicated to acting

morally and with integrity by prioritizing compliance. Because they knew that the

company was acting morally and fairly toward all of its stakeholders, employees

may feel more devoted to such a company.

Similarly, a company's external stakeholders, such as clients and investors,

may have more faith and confidence if rules and regulations are followed. Due to

their confidence that the company will act in their best interests and uphold set
 188

norms, these stakeholders may also show more loyalty. As a result, an

organization's loyalty may be positively impacted by fostering a culture of

Compliance, trust, respect, and responsibility.

Finally, Yildrim’s offers valuable insights into how communication with

managers influences the dimensions of civic virtue in organizational citizenship

behavior. The study's primary discovery is centered around the relationship

between communication and civic virtue, with a particular focus on communication

with managers. The study's key revelation is that only the communication aspect

involving managers displays a strong and noteworthy correlation with these

dimensions. This highlights the profound influence of employees' interactions and

dialogues with their managers on their behavior within the organization.

The research underscores that effective communication established

between employees and their managers serves as a catalyst for cultivating trust,

mutual respect, and a shared sense of values. The study indicates that well-

established channels of communication with managers not only enhance overall

employee-manager relationships but also stimulate civic virtue. This

empowerment emanates from employees' elevated confidence to actively

participate in endeavors that contribute to the organization's greater good.

Empowered by strong communication avenues with their managers,

employees are motivated to engage in various activities that benefit the

organization on a broader scale. These activities encompass involvement in

 189

decision-making processes, volunteering for additional responsibilities, and

actively contributing to the continuous enhancement of the work environment. The

research thus highlights the pivotal role of effective communication between

employees and their managers in fostering a culture of civic virtue within the

organization.

4.3 Civic Virtue

Civic virtue refers to the set of positive behaviors and actions that individuals

exhibit for the betterment of their community, society, or nation. It encompasses a

sense of duty, responsibility, and active participation in the public sphere, driven

by a commitment to uphold the common good and contribute to the welfare of

others.

Table 18
Relationship between Dimensions of Organizational Citizenship
Behavior and Civic Virtue
Decision
Variables B t-values p-values Conclusion
on Ho
(Constant) 0.258 1.243 0.216
Altruism 0.299 2.405 0.018 Reject Significant
Failed to Not
Individual Initiative 0.089 1.048 0.297 reject Significant
Failed to Not
Courtesy -0.140 -1.307 0.194 reject Significant
Conscientiousness 0.279 3.178 0.002 Reject Significant
Organizational Failed to Not
0.100 1.136 0.259 reject Significant
Compliance
Organizational
0.297 3.039 0.003 Reject Significant
Loyalty
r-value = 0.847
r2value = 0.717
 190

F-value=46.495
p-value=0.000
The table 15 shows the relationship between the dimensions like altruism,

individual initiative, courtesy, conscientiousness, organizational compliance, and

organizational loyalty of Organizational Citizenship Behavior (OCB) and the

dependent variable is civic virtue The calculated r-value, comparable to multiple

correlations, based on the above data, is 0.847, showing that the independent

variables strongly predicted the dependent variable. However, the resulting r 2-

value is converted into a percentage, which is 71.7%, demonstrating that the six

dimensions of OCB explain the variability in Civic Virtue. The F-test result,

however, shows that the six independent variables significantly predicted the

dependent variable with a p-value less than 0.05.

Moreover, the dimension with the highest B value in the table above is

altruism, with a computed value of 0.299, making it the best predictor of civic virtue.

Followed by conscientiousness and organizational loyalty with the same computed

value of 0.297. They have a positive relationship, implying that when the

independent variable increases, the dependent variable also rises. civic virtue is

established through voluntary behaviors such as following changes and

improvements in the organization and actively participating in the acceptance of

the changes or problems, and contributing positively, making it connected to

altruism as its best predictor since it is the voluntary conduct of the employee to

support his colleagues in an organizational duty or with difficulty. It comprises

 191

principles based on voluntary behavior, such as overcoming very demanding

obligations and responsibilities. Civic virtues predict altruism because they even

coincide with the act of service; these two variables may respond to the needs of

employees. Altruism is all about acting to help other employees without asking for

anything in return. They share the exact relation of civic virtue, showing that they

concern others.

Furthermore, altruism, conscientiousness, and organizational loyalty relate

to the dependent variable, civic virtue. Because civic virtue and conscientiousness

have similarities, one showing the character of a good participant in a system or a

workplace, and the other is guided by or in accordance with conscience and what

is right and wrong. Both play a significant role in managing the behavior of

employees. This categorizes both variables to be held accountable for being and

doing the right thing. An essential quality that can determine a person's personality

is conscientiousness. Employers frequently look for experts who exhibit

conscientious traits like thoroughness and dependability in every field.

Moreover, civic virtue and organizational loyalty are similar to each other,

too, because employees or workers who have concerns about the organizations

who have demonstrated a high level in the company are shown the loyalty of the

organizations. This relation may be explained by the notion that people who exhibit

organizational citizenship conduct has a greater sense of devotion to the

organization and its objectives. Additionally, workers were more likely to engage
 192

in organizational citizenship behavior and, as a result, felt more loyal to the

company when valued and supported at work. This study emphasizes the

significance of developing a corporate civic behavior culture to increase employee

loyalty and, ultimately, organizational success.

Nevertheless, civic virtue and courtesy imply that it should consider how

acts may affect others and take appropriate steps to mitigate such effects. At the

OCB, showing respect and consideration for others, in this case, other employees,

is considered courteous. Workers at organizations are courteous and respectful of

their coworkers, customers, and sources. Sometimes respect for others is meant

by courtesies, which is equally valid in business communications. They should

treat the leader with respect by being polite in correspondence. The sender should

be kind, truthful, enthusiastic, and conscientious when communicating.

Moreover, civic virtue decreases because of what gives the organization a

sense of community and camaraderie. Camaraderie in the workplace is when

employees can speak openly and positively with management and one another.

People require a sense of deference and gratitude. Additionally, they must have

faith that coworkers are honest about both good and negative news and have their

best interests in consideration. It demonstrates that the two are identical and that

every person has feelings. In this study, all seven variables are equally beneficial

to the organization, yet some have adverse effects in some circumstances and are

at odds with one another.

 193

According to Nyarieko et al. as explained in the work of employees who

demonstrate civic virtue behaviors exhibit a sense of responsibility and active

participation within the organization, akin to engaged citizens in a country. This

concept denotes an employee's perception of being an integral part of the

organization's collective entity. When an employee engages in civic virtue

behaviors, they willingly assume the responsibilities associated with being a

'citizen' of the organization. This encompasses various actions, including active

participation in meetings, displaying an interest in the organization's policies,

contributing insights and opinions to shape its strategies, adapting to changes

within the organizational framework, vigilantly assessing the work environment to

prevent potential hazards, promptly reporting any unusual incidents in the

workplace, and being prepared to mitigate risks that may arise. In essence, civic

virtue behaviors entail embracing the role of an involved and responsible member

of the organization, paralleling the way a citizen takes an active role in the affairs

of their country.

4.4 Altruism

The table 16 shows the relationship between the dimensions which are

individual initiative, courtesy, conscientiousness, organizational compliance and

organizational loyalty of Organizational Citizenship Behavior (OCB) and the

dependent variable which is altruism.

 194

Table 19
Relationship between Dimensions of Organizational Citizenship
Behavior and Altruism
Decision
Variables B t-values p-values Conclusion
on Ho
(Constant) 0.149 0.956 0.341
Individual Initiative 0.233 3.876 0.000 Reject Significant
Courtesy 0.478 7.159 0.000 Reject Significant
Failed to Not
Conscientiousness -0.031 -0.452 0.652 reject Significant
Organizational Failed to Not
0.008 0.124 0.901 reject Significant
Compliance
Organizational Failed to Not
0.107 1.420 0.158 reject Significant
Loyalty
Civic Virtue 0.167 2.405 0.018 Reject Significant
r-value = 0.910
r2value = 0.828
F-value=88.125
p-value=0.000
Based on the data shown above, the estimated r-value, equivalent to

multiple correlations, is 0.910, indicating that the independent variables have a

very strong relationship to the dependent variable and strongly predicted it.

However, the obtained r2-value is converted into percentages with an amount of

82.8%, indicating that the six dimensions of OCB explain the variability in Altruism.

195
The F-test result, on the other hand, with a p-value less than 0.05, demonstrates

that the six independent variables substantially predicted the dependent variable.

Additionally, the dimension with the greatest value of B in the table above

is courtesy, with a calculated value of 0.468. Thus, this dimension is the best

predictor of altruism. They have a positive relationship, suggesting that when the

independent variable rises, so does the dependent variable. When satisfied with
their jobs, employees are motivated to go beyond the official parameters of work

responsibilities and strongly desire to leave the organization and its members.

Workers are more likely to acquire favorable attitudes about the company, such as

job satisfaction and dedication to their employment, when they sense more support

from the business.

Organizational citizenship behavior involves altruism, helping conduct, and

courtesy, compassion for other workers, assisting in advancing favorable

employee views. Organizational citizenship behavior's construct altruism is a

helping behavior, and courtesy is affection for other workers that also help

progress positive employee attitudes. Altruism and Courtesy support each other

and collectively act well on the dependent variable resulting in the right relationship

among them all. Similarly, the dependent variables, altruism, and courtesy, are

significantly related. Altruism and courtesy are predicting it is how it helps both

within the organization. It concerned helping others, so Altruism and Courtesy196

are

significantly related in OCB.

Moreover, courtesy in fast food chains is standard practice the employees

because in the workplace, they need to impress the customers that they are

respected, and employees are well respected too. Customers feel over welcoming

to fast food to serve the right and treated. Being courteous is respectful and polite

to others. In the workplace, being courteous entails acting in ways like asking

someone how their morning was. In a professional setting, showing courtesy

involves actions like asking about personal matters that a coworker has previously

brought up, checking in to see if a colleague is struggling with a particular project,

and sharing information with colleagues about prior commitments or any other

issues that might make them reduce their workload or miss work. Having the civility

to treat others with respect is not.

The research conducted by Nyarieko et al. delves into the relationship

between employee performance and Organizational Citizenship Behavior (OCB).

The study finds a noteworthy positive and significant correlation between

employees' performance and the various dimensions of OCB. This implies that

employees who engage in OCB, which involves going beyond formal job roles to

contribute positively to the workplace, tend to exhibit better overall performance in

their assigned tasks.

Furthermore, the study highlights a specific dimension of OCB known as

altruism, which involves selfless actions aimed at benefiting others. The research

notes that the link between altruistic qualities and OCB is particularly strong among

employees who possess more work experience. This suggests that individuals

197
who have been in the workforce longer are more inclined to engage in behaviors

that prioritize the well-being of their colleagues and the organization as a whole.

The study particularly emphasizes the positive impact of encouraging

colleagues to complete tasks and find solutions with the primary goal of assisting

a single individual. This conduct not only enhances the performance of the
individual being helped but also has broader positive effects on group performance

and overall workplace dynamics. Therefore, the research establishes that altruism,

characterized by selfless behaviors aimed at aiding others, significantly contributes

to the practice of OCB. In essence, by exhibiting altruistic qualities, employees

enhance their own performance, contribute to the betterment of the organization,

and foster a cooperative and supportive work environment.

4.5 Individual Initiative

The table below shows the relationship between the dimensions (courtesy,

conscientiousness, organizational compliance, organizational loyalty, civic virtue,

and altruism) of Organizational Citizenship Behavior (OCB) and the dependent

variable individual initiative).

The calculated r-value, comparable to multiple correlations, based on the

above data, is 0.826, showing that the independent variables strongly predicted

the dependent variable. However, the resulting r2-value is converted into a

percentage of 68.3%, demonstrating that the six dimensions of OCB explain the

variability in Individual Initiative. The F-test result, however, shows that the six

independent variables greatly predicted the dependent variable with a p-value less

than 0.05.
 198

Table 20
Relationship between Dimensions of Organizational Citizenship Behavior
and Individual Initiative
Decision
Variables B t-values p-values Conclusion
on Ho
(Constant) 0.142 0.611 0.542
Failed to Not
Courtesy -0.041 -0.337 0.737 reject Significant
Failed to Not
Conscientiousness 0.171 1.699 0.092 reject Significant
Organizational
0.323 3.434 0.001 Reject Significant
Compliance
Organizational Failed to Not
-0.120 -1.067 0.288 reject Significant
Loyalty
Failed to Not
Civic Virtue 0.111 1.048 0.297 reject Significant
Altruism 0.516 3.876 0.000 Reject Significant
r-value = 0.826
r2value = 0.683
F-value=39.502
p-value=0.000
Moreover, the dimension with the highest B value in the table above is

altruism, with a computed value of 0.516, and organizational compliance, with a

computed value of 0.323, making it the best predictor of individual initiative. They

have a positive relationship, implying that when the independent variable

increases, the dependent variable also rises. Altruism is one of the best predictors

of individual initiative and organizational compliance. There is some evidence that

helping others might cause physiological changes in the brain associated with

happiness. Assisting others can also strengthen their support networks and

motivate them to be more active. This, in turn, can boost their self-esteem.
 199

Individual initiative is significantly affected by organizational compliance and

altruism. Abiding by the rules and regulations and helping behavior without waiting

for anything in return is rejected by individual initiative because in a situation where

an employee must show initiative without waiting for others to tell them to, without

waiting for other people to tell them what they should do and not do. To

demonstrate initiative, one must accomplish something without being instructed

and act on one's discoveries. Instead of waiting to be told what to do, figure it out

for oneself and do the assignment. At work, showing initiative manifests as

someone spotting and seizing opportunities others may have missed.

Work engagement and personal initiative are two well-known notions that

are distinct but related. According to Lisbona, work engagement and personal

initiative are two well-known notions that are distinct but related. The results

demonstrate the indirect impact of work engagement on performance through

personal initiative. The outcomes of these two investigations supported the

predictions that work engagement and self-efficacy increase personal initiative,

which in turn increases performance. The findings also suggest that personal

initiative should be thought of as an antecedent of performance rather than just

work engagement.

Work engagement refers to an employee's emotional and cognitive

involvement in their work tasks, characterized by high levels of energy,

enthusiasm, and dedication. Personal initiative, on the other hand, is the proactive
 200

behavior of employees to take independent actions aimed at improving their work

processes, generating innovative ideas, and contributing positively to their work

environment. The relationship between work engagement and performance,

mediated by personal initiative, highlights an important indirect impact on an

employee's effectiveness in the workplace. In summary, work engagement

indirectly impacts performance through personal initiative. Engaged employees

are more likely to take proactive steps to enhance their work processes, generate

innovative ideas, and contribute positively to their work environment. These

personal initiative behaviors, driven by high levels of engagement, lead to

improved performance outcomes, such as increased productivity and higher-

quality work. This indirect impact creates a symbiotic relationship between

engagement, personal initiative, and performance, contributing to the overall

effectiveness and success of employees in the workplace.

Using initiative in the workplace is not simply a means to help the company

succeed; it is also a way to convince the organization to see employees as a

valuable asset. Regardless of their industry or position, taking the initiative would

set them apart from their coworkers, who are content to take instructions. Proper

workplace initiative can help companies consider employees as management

material. Workplace initiative benefits organizations because it helps individuals to

reinvent themselves, move forward, and achieve greater outcomes. It also benefits
 201

the employee since they feel more helpful, valued, driven, and happy with

everyday tasks. However, keep in mind that they are frequently unprepared for it.

In challenging times, initiative in the workplace is critical. It means

employees are more resilient and flexible instead of regretting, complaining, or

feeling demotivated. Employees also collaborate and seek solutions. Both

managers and coworkers highly value this attitude since it contributes to the

common good and promotes a positive working environment. Therefore,

employees would be more effective if they predicted possible difficulties and

provided solutions.

Employees must be willing to offer, recommend, and demonstrate initiative.

On the other hand, having their voice and making it heard can be complicated.

After all, employees were undoubtedly trained to obey commands and avoid being

too aggressive. However, overcoming the fear of rejection would enable them to

provide feedback to the company, suggesting ways to improve. Remember that

employees' views and ideas are valuable. There are several opportunities to

demonstrate initiative that offer themselves. For instance, when volunteers are

needed for a project. Alternatively, by offering assistance or emphasizing a

willingness to collaborate on tasks that are not necessarily part of employees'

everyday work. This can lead to a promotion, strengthen their connections with

coworkers, and allow them to learn new skills and broaden their expertise.
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Exhibiting initiative in the job necessitates going above and beyond what is

often expected of the employees. Extra energy, time, or effort, for example.

However, it is critical to understand how to value employees' work and everything

they currently contribute and can provide to the organization. Establishing

initiatives would help employees to boost their self-esteem. Furthermore, they may

seek out or create new opportunities, allowing them to advance professionally.

When employees take the initiative at work, they learn more and eventually

become experts in their respective fields. This is significant because, in today's

world, a firm needs employees who know what they are doing. The more initiative,

the greater understanding of the subject in which employees operate. Having a

high level of initiative would lead to independence. This is accomplished by looking

for data and solving many issues without relying on much outside support. It does

not imply hostility or a lack of communication. However, only ask if the situation

they are experiencing requires a collaborative solution or the employer's

knowledge to help solve it because people who ask too many questions are often

annoying.

Compliance is essential to an organization's responsibilities to its

community and stakeholders. The first reason is the most fundamental. They gain

from the community's essential services if they own a business, profit, or non-profit.

In exchange, the organization owes it to the law to follow it. Furthermore, they use

the resources of other investors, creditors, and donors. In that case, they must be
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able to assure them that they are controlling employee behavior and adhering to

applicable rules and regulations. Compliance may act as a driving force for

development and innovation. Some people believe that compliance is inherently

conservative. They believe that the objective of compliance is to control behavior.

That, once again, is not correct. Instead, compliance can be a powerful tool for

long-term change. If everyday behavior is influenced by training and codes of

conduct and codes of conduct are influenced by values, the articulation and

modification of values over time can significantly impact organizational behavior.

The essential laws and regulations the government establishes that a

corporation must obey are called business compliance. Regardless of industry, it

is a critical component of every business's operation. Taking preventative

precautions may appear to be a burden at first, but they may save the business

much money in the long term. In business, non-compliance can result in fines,

penalties, litigation, reputation loss, and legal restrictions violations. No company

wants to get involved in significant legal battles or face criminal penalties for

breaking the law. Legal issues not only damage the company's reputation, but they

can also result in immediate cash loss. Court hearings and appearances might

disrupt the business's operations. To be legally compliant, employees must

understand the relevant legislation and implement it efficiently. As a general rule,

one effective technique of advertising the firm is to cultivate a reputable public

image. Customers and stockholders may question the integrity if the firm faces
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difficulties due to non-compliance. The critical thing to remember is that the client's

trust and loyalty are crucial to the business.

A poor compliance track record can easily have a detrimental influence on

growth. Most legal restrictions encourage best practices in critical areas such as

employee welfare, customer safety, and service or product quality. As a result,

adhering to labor laws and other standards would automatically encourage

corporate growth. Having legal rules in place for an organization may be one of the

most significant benefits of compliance in a business. Discrimination and

harassment regulations assist organizations in creating a better working

environment for their employees, which may lead to increased safety and security

and worker productivity. The significance of compliance in business also has a

significant impact on physical safety. Following the guidelines helps to prevent

accidents, fires, and building evacuations, all of which negatively impact the

company's profitability. Organizations hold obligatory courses that enable new and

current workers to stay reminded of the laws the firm follows and learn the bare

minimum to satisfy the employees' legal duties. Attending and completing these

are also excellent approaches to improving and protecting the company's

operations and safety. To prevent compliance concerns like as sexual harassment

and cybersecurity breaches, compliance training ensures that workers are

informed of corporate rules, codes of conduct, and legal obligations.

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Training on health and safety themes would fulfill workplace compliance

standards and improve the employees' corporate culture. The employees would

gain confidence that they are concerned about their general health and safety,

which would improve their performance and faith in the organization. Compliance

training is an investment in a company's risk management plan that can assist in

preventing non-compliance fines and other legal penalties. Non-compliance can

cost money regarding penalties, legal expenses, lost income, and reputational

harm. Legal expenses for opposing any litigation or legal action might potentially

be significant. Furthermore, stakeholders, including clients and consumers,

perceive compliance and training priorities favorably. A good reputation improves

the bottom line and the corporate culture of a corporation.

Compliance training can improve a company's reputation by fostering a

culture of integrity and ethical behavior. Well-informed and well-trained employees

in compliance issues are more likely to operate in ways consistent with the

company's values, rules, and legal duties. Employee compliance training, on the

other hand, is frequently far less expensive. Compliance training fosters an

accountability culture by making it evident who has and has not obtained the

essential training. While companies provide compliance training to all team

members, using an online training platform helps to ensure that everyone in the

organization understands their roles and is held accountable for their actions.

Records of compliance training can also be utilized in performance management

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to identify employees who may want more assistance or training. This assists firms

in addressing knowledge gaps and ensuring that personnel can adequately fulfill

their job tasks.

On the other hand, organizational compliance's most obvious benefit is that

compliance decreases the chance of fines, penalties, work stoppages, lawsuits, or

the closure of the organization. Hiring a compliance specialist ensures to

completely aware of the legal duties and that you are taking the appropriate actions

to satisfy them. This can be connected to individual initiatives since they have the

initiative to carry out their tasks and requirements to follow the rules and

regulations that the businesses want their employees to follow. Individual initiative

is an individual's intention to take autonomous action that helps the organization.

It entails taking risks, being creative, and using one's resources and capabilities to

make something happen, as well as proactively providing constructive ideas,

feedback, and suggestions, and what makes altruism the best predictor is the

sense that it relates to it because it refers to behaviors that benefit others without

expecting to be rewarded.

This organizational citizenship behavior happens when an individual

decides to help someone else without expecting anything in return. Individual

initiative and altruism have related traits, one showing the quality of unselfish

concern for the welfare of others and the other showing initiative towards others

and for the welfare of others. Both play a significant role with each other; this only
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proves that both variables are related in terms of similarities, being concerned

about the welfare of oneself and the people around them.

4.6 Courtesy

Courtesy refers to displaying polite and considerate behavior towards

others. It involves showing respect, kindness, and thoughtfulness in interactions,

communication, and actions. Demonstrating courtesy entails treating people with

consideration and sensitivity, regardless of their background, position, or

circumstances.

Table 21
Relationship between Dimensions of Organizational Citizenship Behavior
and Courtesy
Decision
Variables B t-values p-values Conclusion
on Ho
(Constant) 0.242 1.328 0.187
Conscientiousness 0.268 3.485 0.001 Reject Significant
Organizational Failed to Not
0.007 0.095 0.924 reject Significant
Compliance
Organizational Failed to Not
0.137 1.535 0.128 reject Significant
Loyalty
- Failed to Not
Civic Virtue -1.307 0.194 reject Significant
0.109
Altruism 0.664 7.159 0.000 Reject Significant
- Failed to Not
Individual Initiative -0.337 0.737 reject Significant
0.025
R-value = 0.881
R2value = 0.776
F-value=63.501
p-value=0.000
The table depicts the relationship between the independent variables are

conscientiousness, organizational compliance, organizational loyalty, civic virtue,

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altruism, and individual initiative, the dimensions of organizational citizenship

behavior, and the dependent variable (courtesy).

Based on the data presented above, the estimated r-value, which is equal

to multiple correlations, is 0.881, showing that the independent variables strongly

predicted the dependent variable, implying that they have a strong relationship.

However, the r2-value displays the proportion of the variance in the response

variable that the predictor variables in the regression model can explain. The

obtained percentage is 77.6%, indicating that the six dimensions of OCB explain

the variability in courtesy.

When satisfied with their jobs, employees are motivated to go beyond the

official parameters of work responsibilities and strongly desire to leave the

organization and its members. Workers are more likely to acquire favorable

attitudes about the company, such as job satisfaction and dedication to their

employment, when they sense more support from the business. Organizational

citizenship behavior involves altruism, which is helping conduct, and courtesy,

which is compassion for other workers, both of which help advance favorable

employee views. On the other hand, the result from the F-test, where the p-value

is less than 0.05, proves that the six independent variables significantly predicted

the dependent variable.

According to the table above, the dimension with the highest B value is

altruism, with a computed value of 0.664, and conscientiousness, thus indicating

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that this dimension is the best predictor of courtesy. According to Kang and Ryan

that the findings about the relationship between employee seniority and

perceptions of certain citizenship behaviors. Senior employees tended to consider

interpersonal, helpful, and civic virtue behaviors as integral to their roles,

distinguishing them from junior employees. However, one noteworthy exception

was found: expectations of courtesy were not correlated with seniority. These

findings suggest distinctive patterns in behavior expectations tied to employee

seniority levels.

In summary, Kang and Ryan's study offers insights into the nuanced

relationship between employee seniority and perceptions of organizational

citizenship behaviors. The discovery of distinct patterns in behavior expectations

underscores the need for clear role definitions. The separation of courtesy from

seniority reinforces the understanding that courteous behavior is an individual

choice rather than a product of tenure, highlighting the individual nature of

interpersonal interactions in the workplace.

On the other hand, altruism and conscientiousness have a positive

relationship with courtesy, indicating that when the independent variable

increases, the dependent variable also increases. This shows that altruism relates

to courtesy in a way that altruism feeds through an individual initiative by the desire

of the employees to benefit others than themselves, which is one way to involve

courtesy; for example, altruism is characterized by selflessness and concern for

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the well-being of others. Those who possess this quality put others first and

genuinely care about the people around them, whether they have a personal tie to

them. In the case of courtesy, these people tend to be polite and consider other

people's feelings. This only proves that, on some level, altruism connects to

courtesy, the way both variables care about other people's concerns and feelings.

Thus, it creates a professional, mutually respectful atmosphere and improves

communication, which helps the business serve as a productive place.

Altruism is vital in human connections and fosters happiness in both

personal and professional life. Some people are naturally altruistic, whereas others

are not. However, in the corporate world, employees, willingly or unwillingly, are

obligated to help each other at any cost for the betterment of the organization.

Altruism is the act of assisting others without expecting anything in return. It may

appear to be employment rather than charity, which is correct. Altruism provides a

sense of connection with others by assisting them without expecting anything in

return. Altruism, like empathy and compassion, is defined as the moral practice of

caring for the pleasure and general well-being of others. Research from the past

and present has demonstrated that participating in altruistic actions offers people

happiness and makes the individual conducting the act happy. Corporate altruism

can further boost self-esteem, improving people's readiness to engage in various

activities and approaches. Framing the mindset of helping others fills us with
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optimism, happiness, and contentment. These three factors play a crucial role in

boosting workplace productivity and efficiency.

In the workplace, this activity boosts morale and helps retain potential

employees. Simply because the desire to make a difference and the belief that it

does is associated with greater happiness. Furthermore, altruism in the workplace

can increase the level of friendship among coworkers. By assisting a coworker with

a crucial job assignment, they may develop a strong support system inside the

workplace, which will be reciprocated when needed. On the other hand, employees

want to know whether the organization's rules, processes, beliefs, and principles

promote altruism. Some employees, for example, feel that they were hired to serve

the organization rather than for charity. Some employees only become altruistic

when the other party wants assistance. In contrast, some employees act

proactively when they understand the other person requires assistance. In these

circumstances, motivating people to demonstrate altruistic actions at work is

difficult.

In general, altruism is a notion consistent with human rights and beliefs.

Thus, it makes sense to promote it as much as possible. Behaving altruistically

also boosts acceptance in society as a whole. Even though assertiveness is

sometimes required in business, a certain level of altruism can also help

employees succeed. If they care about and help their coworkers regularly, they will

be welcomed within the department, and the advancement prospects will grow.
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0

Conscientious people are also more likely to achieve this since they have

better degrees of organization. This gives the employees more time to focus on

what is essential and finish what has to be done. Being organized means spending

less time searching through computer papers or files to discover what they are

looking for and more time performing the task to make the deadline. Conscientious

people are resilient and skilled at overcoming failures. They create reasonable yet

ambitious objectives on their own, work hard to achieve them, and overcome any

setbacks that may occur while attempting to achieve these goals.

Conscientious people are also more likely to achieve this since they have

better degrees of organization. This gives the employees more time to focus on

what is essential and finish what has to be done. Essentially, organizing means

spending less time searching through computer papers or files to discover what

they are looking for and more time performing the task to make the deadline.

Conscientious people are resilient and skilled at overcoming failures. They create

reasonable yet ambitious objectives on their own, work hard to achieve them, and

overcome any setbacks that may occur while attempting to achieve these goals.

Conscientious people achieve because they battle for their goals and meet

them with accuracy and quality, especially when faced with difficulty. It has also

been stated that conscientious individuals are highly integral, which means they

are honest and have strong moral values - another desired attribute that will

continue to drive success in the workplace and other areas of an individual's life.
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Furthermore, a conscientious person's ability to work hard, pay attention to

detail and be analytical fits into many careers. They will work hard across many

fields as they possess the qualities to succeed in many ways, giving them a better

chance of success. Finally, conscientious individuals want to obey regulations and

social standards; this makes them successful and popular as they frequently stick

to what they have been advised to do and fit into the mold. They are frequently

social yet dislike drawing attention to themselves. Thus, they tend to blend in well

in most workplaces and converse well with coworkers.

Conscientious professionals are extremely dependable, so corporate

executives, team members, and workers can rely on them to assist them whenever

feasible. A diligent employee prioritizes quality above quantity and works with a

detail-oriented approach. When they work on a project, they consider all possible

outcomes rather than merely picking the first one that comes to mind. When

compared to people with low conscientiousness, conscientious people are more

aware of the reactions of others during conversations. Conscientious people

commit to their plans, which means they would put in extra time and effort to

achieve the expected result.

A person with high conscientiousness is a diligent planner who meticulously

plans their days and duties and firmly adheres to their defined schedule. These

forward-thinking people are led by their life objectives and strive hard to

accomplish them. Conscientious individuals are rarely observed taking risks or

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acting rashly. On the other hand, he is more prone to engage in dangerous activity

and act on urges. Such people are relaxed and unconcerned with rules,

regulations, and routines. Because of their calm and carefree demeanor, they are

frequently perceived as erratic, unpredictable, and inconsistent. Doctors, corporate

leaders, and politicians typically have high conscientiousness ratings.

While the impact of poor customer service on service professionals and

their businesses is frequently stressed in both scholarly and popular media,

research has been conducted on the consequences of client kindness. Using

social cognitive theory to hypothesize that customer's civility can improve service

performance by increasing employee self-efficacy. Although persuading

consumers to be courteous is beyond an organization's direct control, the

organization believes management might enhance these advantages by creating

a strong corporate support atmosphere.

As outlined by Widiger, the significance of courtesy in the business realm

underscores the pivotal role that relationships play in professional interactions.

Establishing a robust rapport serves as a foundation for advancing one's career,

expanding clientele, impressing employers, and solidifying important transactions.

The value of creating a positive initial impression cannot be understated.

The impact of courtesy isn't limited to personal impressions; it directly

interweaves with professionalism in the workplace. Displaying courtesy in various

ways aligns with the broader concept of professionalism. This includes refraining
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from phone distractions while engaging with others, maintaining punctuality,

adhering to appropriate dress codes, and extending kindness to all encountered

throughout the day. These behaviors not only mirror professionalism but also

contribute to an environment that is conducive to effective collaboration.

In essence, Widiger's insights underscore the multifaceted influence of

courtesy on both personal and professional interactions. The emphasis on building

rapport illuminates the power of creating positive connections, which can pave the

way for career growth and success. The emphasis on making a favorable first

impression highlights the rapid nature of human judgment. The linkage between

courtesy and professionalism reinforces how etiquette is intertwined with one's

reputation in the workplace. Ultimately, the cultivation of courteous behavior is a

cornerstone for harmonious relationships and a thriving professional journey.

4.7 Conscientiousness

Conscientiousness is a personality trait characterized by being thorough,

diligent, and attentive in one's actions and responsibilities. Individuals who exhibit

conscientiousness tend to be organized, detail-oriented, and focused on

completing tasks to the best of their abilities. They take their commitments

seriously and often go the extra mile to ensure high-quality outcomes.

Table 19 shows the relationship between the dimensions are organizational

compliance, organizational loyalty, civic virtue, altruism, individual initiative and

courtesy of Organizational Citizenship Behavior (OCB) and the dependent variable

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is conscientiousness. Based on the data below, the estimated R-value, equivalent

to multiple correlations, is 0.837, indicating that the independent variables strongly

correlate to the dependent variable and strongly predict it. However, the obtained

R2-value is converted into percentages of 70.1%, indicating that the six

dimensions of OCB explain the variability in Organizational Loyalty.

Table 22
Relationship between Dimensions of Organizational Citizenship Behavior
and Conscientiousness
Decision
Variables B t-values p-values Conclusion
on Ho
(Constant) 0.189 0.873 0.385
Organizational Failed to
0.011 0.116 0.908 Not Significant
Compliance reject
Organizational Failed to
0.167 1.596 0.113 Not Significant
Loyalty reject
Civic Virtue 0.301 3.178 0.002 Reject Significant
- Failed to
Altruism -0.452 0.652 Not Significant
0.060 reject
Individual Failed to
0.149 1.699 0.092 Not Significant
Initiative reject
Courtesy 0.372 3.485 0.001 Reject Significant
r-value = 0.837
r2value = 0.701
F-value=43.060
p-value=0.000

The F-test result, on the other hand, with a p-value less than 0.05,

demonstrates that the six independent variables substantially predicted the

dependent variable. Additionally, the dimension with the greatest value of B in the

table above is courtesy, with a calculated value of 0.372. Thus, this dimension is
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the best predictor of Conscientiousness. They have a positive relationship,

suggesting that when the independent variable rises, so does the dependent

variable. Conscientiousness is the proclivity to complete tasks appropriately and

thoroughly. It is distinguished by a strong feeling of responsibility and initiative in

job completion, as well as dependability and self-discipline, and it is related to

being organized, efficient, goal-directed, and dependable. Hence conscientious

people are more likely to exhibit OCB, such as supporting coworkers, assisting in

times of crisis, and taking on more chores without being asked.

Courtesy, as its most significant predictor, significantly impacts it since it

covers acts that exhibit regard and concern for other people. Courtesy behavior

includes being friendly and respectful to coworkers, improving the general

workplace atmosphere, and fostering strong connections among coworkers. It is

distinguished by a strong feeling of responsibility and initiative in job completion,

as well as dependability and self-discipline, and it is related to being organized,

efficient, goal-directed, and dependable. Courtesy and conscientiousness are

similar traits, one showing consideration, courtesy, and good manners, and the

other is guided by or in accordance with one's sense of right and wrong. Both play

a significant role in managing the behavior of employees. This only proves that

one cannot exist without the other. This categorizes both variables to be held to

account regarding being and doing the right thing.

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Civic virtue acts as a predictor of conscientiousness. Also, it has a

significant impact since it acts as a desire to do a task well and to take obligations

to others seriously. Civic virtue behavior includes how well someone represents

the organization they work for. It is about how employees support their company

when they are not in an official capacity. Civic virtue is a type of organizational

citizenship behavior that creates a sense of community and camaraderie within the

organization. This, in turn, leads to higher job satisfaction and better. Civic virtue

and conscientiousness are similar traits, one showing the character of a good

participant in a system or a workplace, and the other is guided by or in accordance

with conscience and what is right and wrong. Both play a significant role in

managing the behavior of employees. This only proves that one cannot exist

without the other. This categorizes both variables to be held accountable for being

and doing the right thing.

Courtesy and manners go hand-in-hand, as courtesy entails practicing

excellent manners. Showing care and excellent manners creates a sense of value,

which is what being polite includes. The issue with common politeness is that it

needs to be remembered. It takes so little effort to be courteous; in fact, it takes

less work and energy to be courteous than it does to be harsh. Everyone wishes

to be recognized and appreciated. To do this, one must be courteous to others if

they want the same treatment for themselves. Even if they have control over
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someone and need to tell them what to do, they must not exercise adverse

authority over them. It is more pleasant to ask them courteously.

Everyone in the world-class organization practices courtesy and polite

behavior underpins each interaction. In customer-driven businesses, staff courtesy

is just as crucial as customer courtesy. Indeed, the findings show that firms that

practice world-class courtesy extend the notion of courtesy to customers and

workers and to all stakeholders inside the organization, including the community.

The study discovered from this survey that civility among workers at all levels of

the business is just as essential as courtesy to customers. Furthermore, this

courtesy is the basic foundation of customer courtesy. Employees treated with

respect and dignity are likelier to treat consumers the same way.

Being courteous entails being aware of and respectful of the sentiments of

others. Although they might not always notice politeness, they do notice rudeness

or inconsiderate behavior. This takes a step back and discusses the principles of

developing and maintaining connections with people. Politeness may help an

individual create respect and connection with others, raise self-esteem and

confidence, and improve communication abilities.

The result is similar to Widiger stated that courtesy displays that

relationships are crucial in business. A solid rapport is essential to further the

professional career, take on new clients, impress the employer, or seal that final

transaction. It is critical to make a good first impression. Being polite is vital when
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meeting someone new since the average person makes their initial impression of

someone in about seven seconds. A person who is friendly and courteous is

usually well-liked in society. Being courteous in the workplace is directly related to

being professional. Staying off the phone when working with someone, being on

time, dressing appropriately for work, and being nice to everyone one may

encounter during the day are some examples.

Civic virtue is described as conduct that demonstrates how effectively a

person represents an organization with which they are affiliated and how well that

person serves their group in an unofficial position. Examples of civic virtue include

how well someone promotes their business and how they may assist that

enterprise. Speaking positively about the business to friends, family, and

acquaintances is an example of civic virtue in a business setting, as is signing up

for business events such as charity walking events or fundraiser parties and

generally supporting the business by always representing the business to the best

of their ability even when they are not working. Civic virtue fosters a feeling of

community in the workplace, connected to employee job performance and

happiness. Employees with a better connection to their workplace are more likely

to be productive and effective than those who do not have a sense of community.

Civic virtue involves being responsible for the organization's well-being and

actively contributing to its success, including volunteering for extra activities when

needed. This is when a worker represents the company they are associated with
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in a positive light. This could occur within or outside of the business. It encourages

a sense of community and strong interpersonal ties between coworkers.

Mushtaq and Umar (2015) delved into the correlations between job

satisfaction, motivation, and the five dimensions of organizational citizenship

behavior (OCB) among employees in the Pakistani public sector. These

dimensions include altruism, conscientiousness, sportsmanship, courtesy, and

civic virtue. The research findings indicated a robust and positive connection

between the five OCB characteristics, with the exception of civic virtue, and both

motivation and job satisfaction. The study suggests that there might be other

factors influencing OCB, beyond motivation and work satisfaction. Moreover, it

implies that not all populations may exhibit the same five components of OCB. As

a result, the study suggests that managerial efforts should be concentrated on

increasing employee motivation and job satisfaction to enhance OCB. The

research also proposes that future studies should consider additional independent

variables such as culture, leadership, workplace environment, various job

attitudes, and types of motivation on larger and more diverse samples to explore

the lack of significance in the civic virtue and motivation relationship observed in

this study and to generalize the findings to a broader context.

Motivation and job satisfaction are closely related to conscientiousness due

to the nature of the conscientious personality trait and its impact on work-related

attitudes and behaviors. Conscientiousness is one of the Big Five personality traits
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and is characterized by being organized, responsible, diligent, and attentive to

detail. Moreover, motivation and job satisfaction are linked to conscientiousness

due to the intrinsic motivation, dedication to goals, self-discipline, high standards,

alignment with values, sense of achievement, reduced stress, and recognition that

conscientious individuals often experience. Their proactive and diligent approach

to work contributes to their overall job satisfaction and maintains their motivation

to perform at a high level.

5. Plan of Activities

The proposed plan of activities formulated by the researchers could help

the employees to develop a more competent characteristics that can help them

comply and meet the needs of both the company and the customers. Additionally,

with this, employees are taught about the organization's specific systems,

processes, and tools, which can serve as significant tools and knowledge to

support a company's business objectives. Moreover, it focused on the dimensions

of OCB which are manifested to a moderate extent which are civic virtue and

organizational compliance. With the help of team building activities, employees

can improve their behavior through communication skills, interpersonal skills. more

competent employees and employers.

Team Building Activities

Management will host a "Team Building Activities" to gather all managers and

workers of the business, allowing them to acquire knowledge and abilities in

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several dimensions, categories of civic virtue, and compliance with organization

areas. It is stated that encouraging a sense of belonging and camaraderie, as well

as reporting unlawful or unethical behavior, are the main challenges of

management, so this program will be implemented on an annual basis to ensure

that it does not conflict with the participant's ability to communicate with other

employees. Here are some ideas for Team Building Program celebration games

and activities.

It is a full-day activities and can be done twice a year where everyone can

engage in the management's planned activities. Under the company-wide training

program, all games and activities are designed to improve the organizational

citizenship behavior of managers and employees.

Minefield

Objective: It is necessary to reform the employees and enhance their OCB by

building trust and collaboration among team members. The nature of the game

also focuses on developing communication and active listening.

Time Frame: This activity must be played for 30 – 40 minutes.

Dimension of OCB: Civic virtue, organizational compliance

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Description: Minefield is a collaboration and negotiation problem-solving activity,

where four to six sub-groups compete against each other to spend as little possible

of a given budget to win a bonus. Winning this 'bonus' is only feasible with

collaboration, influencing, and negotiation skills between the four to six teams. The

great thing about this activity is people work in pairs and are somewhat

independent of the other people. This is a wonderful activity to practice coaching

as every moment of this activity provides ample opportunity to practice clear and

precise communication

Mechanics: Few blindfolds will be needed for numerous soft objects without rough

edges (cups, balloons, soft toys). Place random objects or "mines" across the floor

in an open space. Divide people into two groups and put the blindfold on one of

them. The other person has to direct his partner to go from one side of the space

to the other without stepping on any objects. The person executing can only give

verbal directions, and the blindfolded one cannot speak. Hold the competition

between five to six teams, and the one who reaches the finish line without stepping

on any of the "mines" the earliest wins the game.

Frostbite

Objective: Tests leadership, communication and tries to build trust and

camaraderie between team members.

Time Frame: This activity must be played for 45 – 60 minutes. Each team must

finish building their shelter approximately for 20 minutes.

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Dimension of OCB: Civic virtue, organizational compliance

Description: Frostbite is a team-building survival exercise in which coworkers

envision an arctic trip poorly gone. Participants in this team challenge must build

shelter in the face of an impending storm. On the other hand, a severe case of

frostbite precludes the team leader from using his hands, while snow blindness

blinds all other team members.

Mechanics: The leader has frostbite, so they cannot physically engage in making

the shelter – their role is to communicate and provide instructions to the rest of the

team- one member must be chosen or nominated for the Leader role. These team

members will build the shelter by listening to the leader’s instructions, feeling the

materials, and working collaboratively with other team members. Set up teams at

a working table and supply the materials to make a ‘shelter.’ These materials could

include paper, sticky tape, glue, string, scissors, straws, and paddle pop sticks.

State that each team has approximately 45 minutes to build the tent with all

but the team leader blindfolded and that the team leader can only assist the rest
 226

of the team verbally. Also state that you will be rotating the leadership so that every

participant has a chance to lead. Give each participant a blindfold (because the

team leaders will take turns to be the team leader) and each team a tent. Position

the teams a safe distance apart and ask everyone, except the team leader, to lower

their blind folds over their eyes. Once every team is ready tell them to start the

erecting their tent. During the exercise be prepared to intervene if a participant

might be at risk of injury. Remember to rotate the team leader in each group so

that every participant has a chance to be the leader. Allow the group to say when

they have finished; if everyone is in agreement ask them to remove their blindfolds.

The Org Heist

Objective: This compliance team building activity evaluates and reports on the

effectiveness of controls in controlling the risk exposure of the company to ensure

that the employees comprehend all the essential laws, regulations, and internal

rules that govern the operation of organization and to identify risks that they

encounter while offering instructions on how to prevent or manage them. However,

aside from testing the compliance of each employee, it will also evaluate the

leadership skills of the professor and the teamwork of each squad.

Time Frame: This activity must be accomplished for an hour.

Dimension of OCB: Civic virtue, organizational compliance

 227

Description: This is a huge puzzle team-building activity that the employees are

guaranteed to remember. They must race through a range of physical, virtual, and

hybrid obstacles with coworkers separated into teams, with each squad led by a

professor (employer) who establishes the rules and regulations associated with

the sake of the organization that must be followed in order to uncover clues, gather

evidence, and accomplish the mission.

Mechanics: Each group's professor (employer) will assemble a crew of

employees. Unlike most heists, where the goal is to get in and out as quickly as

possible, the Org heist involves planning and generating courses of solutions that

they should do to go through each floor. Each floor contains sets of mind games

from the easiest (first floor) to the most challenging part (highest floor), and each

game has a number as an answer. Once they have completed all the sets of games

and gathered all the answers (numbers), they can undoubtedly open the golden

vault. This will only be possible if all the employees from each team obey the

professor's generated rules to avoid any mistakes or losses and escape each floor.
 228

Escape Room

Objective: The purpose is to accomplish a specified, time-bound goal, generally

to escape from a specific room. This is only achievable if the teams learn to foster

teamwork, communication, decision-making, and problem-solving abilities. They

may also be useful for a team to practice responding to high-stakes events and

challenging times.

Time Frame: This team-building activity must be completed in one hour.

Dimension of OCB: Civic virtue, organizational compliance

Description: These are themed puzzle-solving exercises where players work

together to "escape" from somewhere or something. Phones, Google, and helpful

hints are prohibited during this compliance team-building activity. The game

requires employees and employers to work together as a team to escape using

their combined wits. Putting their heads together to figure out clues, decide on the

next moves, and act as one are the necessary actions they must take if they ever

expect to escape a room.

 229

Mechanics: It is a thrilling and adventurous game in which employees are "locked"

in a themed room with their team (typically 8-10 people) and must solve riddles,

puzzles, and clues to escape before time runs out. They are given a task and

allocated a place to investigate to gather hints and clues. They can come upon a

container that requires a password or a lock that requires a key. They can figure

out passcodes, unlock all the locks, uncover hidden stuff, and eventually release

themselves if they look hard enough. This will only happen if they obey the game

master's rules and regulations for each type of game.

Launching of Employee Interest Societies

Objective: The objective of launching Employee Interest Societies is to foster a

more engaging and well-rounded workplace environment by providing employees

with opportunities to connect, collaborate, and pursue their shared hobbies,

interests, and passions outside of their regular work responsibilities.

Time Frame: The time frame for launching Employee Interest Societies can vary

based on organizational needs, resources, and the complexity of the setup

process. Typically, this process can span quarterly a year.

Dimension of OCB: Civic virtue, organizational compliance

 230

Description: Employee Interest Societies are dedicated groups or clubs formed

within a company that allow employees to come together based on shared

hobbies, interests, or passions. These societies are meant to provide a platform

for employees to bond with colleagues who share similar extracurricular pursuits.

By creating such societies, companies acknowledge the importance of work-life

balance and acknowledge that employees' personal interests contribute to their

overall well-being and job satisfaction.

Mechanics: Firstly, the process begins by gauging employees' interests through

surveys or discussions to identify potential hobby or interest areas that they are

passionate about. Based on these interests, various interest societies or clubs can

be established, each with a leader or coordinator to organize related activities.

These societies then conduct regular meetings, events, and activities in line with

their respective interests, such as book discussions, sports matches, or art

workshops. Dedicated communication channels are set up to keep members

informed, and resources are allocated to support the needs of each society. It's

important to maintain inclusivity, allowing all interested employees to join

regardless of their skill level. Collecting feedback from members helps refine

activities and foster engagement. Recognizing the societies' achievements and

contributions through internal communications further encourages participation.

Periodic assessment ensures that the societies positively impact employee

 231

engagement and workplace culture, allowing adjustments based on feedback and

outcomes.

Team Retreat

Objectives: Team retreat aims to strengthen team cohesion, enhance

collaboration, and foster a sense of camaraderie among team members. It

provides an opportunity to unwind, build deeper relationships, and engage in

activities that promote personal and professional growth.

Time Frame: The duration of a Team Retreat can vary based on the goals and

activities planned. It could range from a single day every quarterly.

Dimension of OCB: Civic virtue, organizational compliance

Description: Team Retreat is a strategically planned event that focuses on team

cohesion, communication, and growth through a mix of team-building activities and

personal interactions in a relaxed setting away from the usual work environment.

It fosters a positive team dynamic and contributes to improved performance and

 232

collaboration within the team. A team retreat is necessary to understand better

whom they work with and how each team member thinks.

Mechanics: Identify the objectives and desired outcomes. Choose a suitable

location that aligns with the goals of the getaway. Plan a mix of team-building

exercises, workshops, and recreational activities that cater to the team's interests

and developmental needs. Consider bringing in facilitators or experts to lead

sessions and workshops that address specific team challenges or development

areas. Develop a well-structured agenda that balances learning, bonding, and

leisure activities. Clearly communicate the purpose, agenda, and expectations to

all team members well in advance. Incorporate reflection sessions where team

members can share insights and takeaways from the experience. Allow for

unstructured free time for team members to bond organically and explore the

location. Include activities that encourage collaboration, problem-solving, and

communication, fostering a sense of unity. Gather feedback from participants to

assess the effectiveness of the getaway and identify areas for improvement.

Top-tier Performance Commendation Awards

Objectives: Aims to acknowledge and celebrate individuals who consistently

demonstrate exceptional dedication, effort, and performance that goes above and

beyond expectations. This recognition not only motivates recipients but also sets

a standard for excellence and encourages a culture of continuous improvement

and innovation.
 233

Time Frame: Can vary based on the organization's preference. It could be monthly

basis to ensure a consistent recognition schedule.

Dimension of OCB: Civic virtue, organizational compliance

Description: Many organizations have implemented an employee appreciation

program to increase engagement. However, they may only be doing some possible

to guarantee that their workers are more than just content with their work

circumstances. Every manager appreciates an employee who goes above and

beyond to complete a task, assists a coworker with an issue, or regularly takes on

unique initiatives. Recognizing that type of work will inspire others to follow in the

recipient’s footsteps. If they can convince even a handful of employees to put in

just 5% more effort, the cumulative effect on the bottom line will be obvious.

Mechanics: Clearly define the criteria for eligibility, which could include metrics

such as exceeding performance targets, innovative contributions, leadership

qualities, and exceptional teamwork. Establish a process for employees to

nominate their colleagues for the award. This could be through a formal nomination
 234

form, email submissions, or a designated online platform. Form an evaluation

committee comprising representatives from different departments or levels to

ensure unbiased and comprehensive evaluation of nominees. nominations based

on established criteria. Consider using a point-based system or qualitative

assessments to rank nominees. Notify nominees of their nomination and express

appreciation for their contributions.

Keep the nomination status confidential to maintain the element of surprise.

Organize an awards ceremony or a special company-wide announcement to

reveal the award recipients. This can be done virtually or in person, depending on

the circumstances. Award recipients with a physical award, certificate, or plaque

that highlights their achievement and dedication. Personalize the recognition to

make it more meaningful. Encourage peer recognition by inviting colleagues to

share anecdotes or stories about the awardees' exceptional efforts during the

ceremony. Celebrate the recipients' achievements with a reception, luncheon, or

gathering to create a sense of unity and camaraderie among the team. After the

event, gather feedback from participants and recipients to evaluate the program's

effectiveness. Use insights to enhance the program's mechanics and impact over

time.
 CHAPTER 5

SUMMARY, CONCLUSIONS, RECOMMENDATIONS OF DATA

This chapter presents the summary of the findings, conclusions, and

recommendations for future studies based on the data analyzed in the previous

chapter.

Summary

This study aimed to propose plan of activities for select fast-food chains.

Specifically, this study sought answers to the following questions:

1. What is the profile of the respondents in terms of:

1.1 gender;

1.2 age;

1.3 civil status; and

1.4 length of service?

2. As assessed by the employees to what extent is organizational citizenship

behavior evident relative to:

2.1 organizational compliance;

2.2 organizational loyalty;

2.3 civic virtue;

2.4 altruism;

2.5 individual initiative;

2.6 courtesy; and

 236

2.7 conscientiousness?

3. How do the assessments differ when grouped according to profile variables?

Are there significant differences?

4. How do the dimensions of organizational citizenship behavior affect each

other? Are there significant effects?

5. Based on the analysis, what plan of activities may be proposed?

The researchers focused on the hypotheses of significant differences in the

assessments when grouped according to a variable and the significant effects

among the dimensions of organizational citizenship behavior. The research design

is descriptive, with fishbowl sampling employed to limit the research to 117

respondents who are employees of different fast-food chains along Bauan and

Batangas City.

The type of questionnaire used to determine the results regarding

dimensions of OCB is a checklist format/Likert scale questionnaire. The

respondents answered the questionnaires. The data were analyzed and

interpreted using the appropriate statistical tools such as frequency, percentage,

multiple regression, and F-test (ANOVA).

Findings

Based on the results, the following significant findings were revealed in this

study.
 237

1. Profile of the Respondents.

48.7% of the respondents are male while 46.2% are female. As to age,

41.9% are 21-25 years old while 21.4% are below the age of majority. With regard

to civil status, 80.3% are single while 17.1% are married. Lastly, 41.0% are working

for less than 1 year while 36.6% are employed for less than 2 years.

2. Evident of Organizational Citizenship Behavior.

OCBs include altruism, conscientiousness, civic virtue, sportsmanship, and

courtesy.

2.1 Organizational Compliance.

Meeting all legal requirements, ranked it as the highest priority. On the other

hand, reporting unlawful or unethical behavior ranked as the lowest priority among

the participants. The overall average mean score of 3.60, a standard deviation of

0.46 indicate homogeneous rating of a great extent.

2.2 Organizational Loyalty.

Promoting the company’s image rank as highest and defending the

organization from external threats rank as lowest. The result revealed that the

general average mean is 3.61 while standard deviation is 0.45, verbally interpreted

as great extent.

2.3 Civic virtue.

Attending meetings and events hosted by the company rank as highest and

fostering a sense of belonging and camaraderie rank as lowest. With a general

 238

average mean of 3.60 and standard deviation is 0.44 such bad a verbal

interpretation of great extent.

2.4 Altruism

Displaying compassion to the co-workers rank as highest and concerning

on the welfare and rights of others ranks as lowest. The general average mean of

3.65 with a standard deviation of 0.42 is verbally interpreted as great extent.

2.5 Individual Initiative.

Solving the problem about work rank as highest and feeling pleased to act

before others ordered me to rank as lowest. The obtained general average mean

of 3.62 and standard deviation is 0.46 which is verbally interpreted as great extent.

2.6 Courtesy.

Saying “Thank you” and “Welcome” to customers rank as highest and

refraining from being arrogant, impolite and demanding rank as lowest. The result

revealed that the general average mean is 3.67 while standard deviation is 0.43,

which is verbally interpreted as great extent.

2.7 Conscientiousness.

Strictly following the rules and regulations rank as highest and not minding

working additional hours rank as lowest. The result revealed that the general

average mean is 3.60 and standard deviation is 0.44. The general mean is

interpreted as great extent.

 239

3. Difference on the Assessments of Organizational Citizenship

Behavior

The data, when grouped into gender, revealed that civic virtue obtained a

computed F-value of 4.154 with a corresponding p-value of 0.018. While in terms

of age, the assessment of organizational citizenship behavior showed that

courtesy obtained a computed F-value of 2.343 with a corresponding p-value of

0.046. Moreover, according to the assessment of OCB regarding civil status,

organizational compliance, and conscientiousness is significant since

organizational compliance obtained a computed F-value of 2.973 with a

corresponding p-value of 0.035, while conscientiousness obtained a computed F-

value of 3.130 with a corresponding p-value of 0.029 which both led to reject the

null hypothesis.

4. Effects among the Dimensions of Organizational Citizenship Behavior

Organizational compliance has a significant effect on organizational loyalty,

showing compliance will increase by 0.482 when organizational loyalty and

individual initiative increase. While the relationship between dimensions of OCB in

organizational loyalty is also significant to organizational compliance and civic

virtue, which shows that it will increase by 4.865 and compliance increases. On

the other hand, the relationship between dimensions of OCB in civic virtue is

significant to altruism and organizational loyalty, which shows altruism and

organizational loyalty will increase by 2.405 and 3.039 when civic virtue increases.
 240

Altruism is affected significant in individual initiative, courtesy, and civic

virtue, which shows that it will increase by 3.876, 7.159, and 2.405 when altruism

increases. Moreover, the relationship between dimensions of OCB in the individual

initiative is significant in organizational compliance and altruism, which shows that

it will increase by 3.434 and 3.876 when individual initiative increases. While the

effect between dimensions of OCB in courtesy is significant in conscientiousness

and altruism, which shows that it will increase by 3.485 and 7.159 when individual

initiative increases. Lastly, conscientiousness is significant by effect civic virtue

and courtesy, which shows that it will increase by 3.178 and 3.485 when individual

initiative increases.

5. Plan of Activities in Selected Fast-Food Chains

The proposed plan of activities is designed to enhance organizational

citizenship behavior, particularly among the employees in Bauan and Batangas

City. The plan of activities like providing team building activities and recognitions

helped employees and employers build a more competent and satisfactory

environment and service. They can gain knowledge and skills, thus enabling them

to reach more customers and be recognized. With this, it became possible to

reform the employees' organizational citizenship behavior.

Conclusions

Based on the findings of the study, the following conclusions were drawn:

1. Employees are male, 21-25 years old, single and working less than a year.
 241

2. The organizational citizenship behavior is evident to a great extent in

different variables such as organizational compliance, organizational loyalty,

civic virtue, altruism, individual initiative, courtesy and conscientiousness

among employees.

3. There is significant difference in the assessment of civic virtue when grouped

according to gender and length of service.

4. There are significant effects among the dimensions of organizational

citizenship behavior.

5. The proposed plan of activities lies in its ability to serve as a foundational

framework for achieving specific goals or objectives. Such a plan is not merely

a list of tasks but a structured roadmap that offers several critical advantages.

Recommendations

With the use of the findings, the researchers made the following

recommendations:

1. The Human Resource Departments may check and validate the proposed

plan of activities.

2. The proposed plan of activities may be implemented by the fast-food chains.

3. Future researchers may conduct similar studies including sportsmanship and

self-development.
 242

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 APPENDINCES
September 19, 2022

Dear Ma'am,

Greetings of Peace!

In partial fulfillment of our requirements in Business Research I, we, the 4th year
BSBA Human Resource Management students from Sta. Teresa College will be
working on our thesis entitled “Factors and Predictors of organizational Citizenship
Behavior of Service Crews in Selected Fast-Food Chains in Batangas”

In line with this, we are seeking your consent to make your organization the locale
(subject) of our study. If permitted, we would be requesting to conduct an interview
with you or your staff for knowing the population of the employees who works in
(name of fast-food chain) that can be use in conducting questionnaire in our
research (Chapter 4). Rest assured that all information will be dealt with utmost
confidentiality and will only be used for the purpose of this study.

We are looking forward to your positive response on this humble matter. Your
approval will be greatly appreciated. Please contact Ms. Jessabel Manalo at
09367107546 for any clarification and response.

Respectfully yours,

De Padua, Alyssa S. Evangelista, Jenelyn

Manalo, Jessabel Marquez, Kyla Mae

Noted by:

Dr. Janet T. Cometa

Thesis Adviser
 October 07, 2022

Mrs. Joan Kristel Adame

Faculty Expert
Sta. Teresa College

Greetings of peace!

We, the undersigned are bonafide students of Sta. Teresa College taking up
Bachelor of Science in Business Administration major in Human Resource
Management, are in the process of working out our research study entitled
“Factors and Predictors of Organizational Citizenship Behavior of Service Crews
in Selected Fast-Food Chains in Batangas”.

In relation to this, we are humbly requesting you to assist us by validating the

attached questionnaire for us to come up with the most accurate instrument. We
firmly believe that your knowledge and expertise could be of great help to make
our study fruitful and successful.

We are looking forward for your positive response on this matter. Thank you and
God bless.

Respectfully,

De Padua, Alyssa S. Evangelista, Jenelyn

Manalo, Jessabel Marquez, Kyla Mae

Noted by:

Dr. Janet T. Cometa Mrs. Joan Kristel Adame

 CERTIFICATE OF LANGUAGE EDITING

This is to certify that I have edited this thesis manuscript titled

“Factors and Predictors of Organizational Citizenship Behavior of Service Crews”

prepared by

Alyssa De Padua

Jenelyn Evangelista

Jessabel Manalo

Kyla Mae Marquez

and I have found it complete and satisfactory with

respect to grammar and composition

DAISY JANE M. BRIONES, MAEd. D

Name of Certified Language Editor
(Signature over Printed Name)

St. Mary’s Educational Institute/ 09985602532

Affiliation / Contact No.

July, 09, 2023

Date
 CERTIFICATE OF STATISTICAL TREATMENT

This is to certify that the thesis manuscript titled

“Factors and Predictors of Organizational Citizenship Behavior of Service Crews”

prepared by

Alyssa De Padua

Jenelyn Evangelista

Jessabel Manalo

Kyla Mae Marquez

had undergone with statistical treatment

JENNIFER A. REYES, MS J
Name of Statistician
(Signature over Printed Name)

Sta. Teresa College

Affiliation

September, 06, 2023

Date
 STATISTICAL RESULTS

Statistics

Gender CivilStatus Age LengthofService

Valid 117 117 117 117

N
Missing 0 0 0 0

Gender

Frequency Percent Valid Percent Cumulative Percent

Male 57 48.7 48.7 48.7

Female 54 46.2 46.2 94.9

Valid
LGBTQIA+ 6 5.1 5.1 100.0

Total 117 100.0 100.0

CivilStatus

Frequency Percent Valid Percent Cumulative

Percent

Single 94 80.3 80.3 80.3

264
Married 20 17.1 17.1 97.4

Valid Legally Separated 1 .9 .9 98.3

Widow/widower 2 1.7 1.7 100.0

Total 117 100.0 100.0

Age

Frequency Percent Valid Percent Cumulative

Percent

below 21 year old 25 21.4 21.4 21.4

21-25 year old 49 41.9 41.9 63.2

26-30 year old 24 20.5 20.5 83.8

Valid
31-35 year old 11 9.4 9.4 93.2

36-40 year old 7 6.0 6.0 99.1

46-50 year old 1 .9 .9 100.0

 Total 117 100.0 100.0

LengthofService

Frequency Percent Valid Percent Cumulative

Percent

less than 1 year 48 41.0 41.0 41.0

1 to 2 years 43 36.8 36.8 77.8

3 to 4 years 19 16.2 16.2 94.0

Valid
5 to 6 years 3 2.6 2.6 96.6

more than 6 years 4 3.4 3.4 100.0

Total 117 100.0 100.0

Regression
Variables Entered/Removeda

Model Variables Entered Variables Removed Method

Conscientiousness, . Enter
1 IndividualInitiative, Loyalty,
Courtesy, CivicVirtue, Altruismb

a. Dependent Variable: Compliance

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .838a .702 .686 .25594

a. Predictors: (Constant), Conscientiousness, IndividualInitiative, Loyalty, Courtesy, CivicVirtue, Altruism

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 16.991 6 2.832 43.232 .000b

1 Residual 7.205 110 .066

Total 24.196 116

a. Dependent Variable: Compliance

b. Predictors: (Constant), Conscientiousness, IndividualInitiative, Loyalty, Courtesy, CivicVirtue, Altruism
 Coefficientsa

Model Unstandardized Standardiz t Sig. 95.0% Confidence

Coefficients ed Interval for B
Coefficient
s

B Std. Error Beta Lower Upper

Bound Bound
(Constant) .217 .223 .975 .332 -.224 .659

Loyalty .482 .099 .475 4.865 .000 .286 .679

CivicVirtue .115 .102 .110 1.136 .259 -.086 .317

Altruism .017 .137 .016 .124 .901 -.254 .288

1 IndividualInitiati .300 .087 .302 3.434 .001 .127 .473
ve

Courtesy .011 .116 .010 .095 .924 -.219 .241

Conscientiousn .011 .098 .011 .116 .908 -.184 .206

ess

a. Dependent Variable: Compliance

Variables Entered/Removeda

Model Variables Entered Variables Removed Method

Compliance, Courtesy, . Enter

1 CivicVirtue, IndividualInitiative,
Conscientiousness, Altruismb

a. Dependent Variable: Loyalty

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .875a .766 .753 .22328

a. Predictors: (Constant), Compliance, Courtesy, CivicVirtue, IndividualInitiative, Conscientiousness,

Altruism
 ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 17.966 6 2.994 60.059 .000b

1 Residual 5.484 110 .050

Total 23.450 116

a. Dependent Variable: Loyalty

b. Predictors: (Constant), Compliance, Courtesy, CivicVirtue, IndividualInitiative, Conscientiousness,
Altruism

Coefficientsa

Model Unstandardized Standardiz t Sig. 95.0% Confidence

Coefficients ed Interval for B
Coefficient
s

B Std. Error Beta Lower Upper

Bound Bound

(Constant) -.007 .195 -.034 .973 -.393 .380

CivicVirtue .260 .086 .253 3.039 .003 .091 .430

Altruism .168 .118 .156 1.420 .158 -.066 .402

IndividualInitiati -.085 .080 -.087 -1.067 .288 -.243 .073

1 ve

Courtesy .154 .100 .148 1.535 .128 -.045 .352

Conscientiousn .135 .085 .133 1.596 .113 -.033 .304

ess

Compliance .367 .075 .373 4.865 .000 .218 .517

a. Dependent Variable: Loyalty

Variables Entered/Removeda

Model Variables Entered Variables Removed Method

Loyalty, IndividualInitiative, . Enter

Courtesy, Conscientiousness,
1
Compliance, Altruismb
 a. Dependent Variable: CivicVirtue
b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .847a .717 .702 .23869

a. Predictors: (Constant), Loyalty, IndividualInitiative, Courtesy, Conscientiousness, Compliance, Altruism

ANOVAa
Model Sum of Squares df Mean Square F Sig.

Regression 15.893 6 2.649 46.495 .000b

1 Residual 6.267 110 .057

Total 22.160 116

a. Dependent Variable: CivicVirtue

b. Predictors: (Constant), Loyalty, IndividualInitiative, Courtesy, Conscientiousness, Compliance, Altruism

Coefficientsa

Model Unstandardized Standardiz t Sig. 95.0% Confidence

Coefficients ed Interval for B
Coefficient
s

B Std. Error Beta Lower Upper

Bound Bound

(Constant) .258 .207 1.243 .216 -.153 .668

Altruism .299 .124 .286 2.405 .018 .053 .545

IndividualInitiati .089 .085 .094 1.048 .297 -.080 .258

ve
1 Courtesy -.140 .107 -.139 -1.307 .194 -.353 .072

Conscientiousn .279 .088 .282 3.178 .002 .105 .453

ess

Compliance .100 .088 .105 1.136 .259 -.075 .276

Loyalty .297 .098 .306 3.039 .003 .103 .491

a. Dependent Variable: CivicVirtue

 Variables Entered/Removeda

Model Variables Entered Variables Removed Method

CivicVirtue, Courtesy, . Enter

IndividualInitiative,
1
Compliance,
Conscientiousness, Loyaltyb

a. Dependent Variable: Altruism

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .910a .828 .818 .17860

a. Predictors: (Constant), CivicVirtue, Courtesy, IndividualInitiative, Compliance, Conscientiousness,

Loyalty

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 16.867 6 2.811 88.125 .000b

1 Residual 3.509 110 .032

Total 20.376 116

a. Dependent Variable: Altruism

b. Predictors: (Constant), CivicVirtue, Courtesy, IndividualInitiative, Compliance, Conscientiousness,
Loyalty

Coefficientsa

Model Unstandardized Standardiz t Sig. 95.0% Confidence

Coefficients ed Interval for B
Coefficients

B Std. Error Beta Lower Upper

Bound Bound

1 (Constant) .149 .155 .956 .341 -.159 .457

 IndividualInitiati .233 .060 .255 3.876 .000 .114 .352
ve

Courtesy .478 .067 .494 7.159 .000 .346 .611

Conscientiousn -.031 .069 -.033 -.452 .652 -.167 .105

ess

Compliance .008 .067 .009 .124 .901 -.124 .140

Loyalty .107 .076 .115 1.420 .158 -.042 .257

CivicVirtue .167 .070 .174 2.405 .018 .029 .305

a. Dependent Variable: Altruism

Variables Entered/Removeda

Model Variables Entered Variables Removed Method

Altruism, Compliance, . Enter

1 Conscientiousness, CivicVirtue,
Loyalty, Courtesyb

a. Dependent Variable: IndividualInitiative

b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .826a .683 .666 .26582

a. Predictors: (Constant), Altruism, Compliance, Conscientiousness, CivicVirtue, Loyalty, Courtesy

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 16.747 6 2.791 39.502 .000b

1 Residual 7.773 110 .071

Total 24.520 116

a. Dependent Variable: IndividualInitiative

b. Predictors: (Constant), Altruism, Compliance, Conscientiousness, CivicVirtue, Loyalty, Courtesy
 Coefficientsa

Model Unstandardized Standardiz t Sig. 95.0% Confidence

Coefficients ed Interval for B
Coefficient
s

B Std. Error Beta Lower Upper

Bound Bound

(Constant) .142 .232 .611 .542 -.318 .601

Courtesy -.041 .120 -.038 -.337 .737 -.279 .198

Conscientiousn .171 .101 .165 1.699 .092 -.029 .371
ess
1
Compliance .323 .094 .321 3.434 .001 .137 .510

Loyalty -.120 .113 -.118 -1.067 .288 -.344 .103

CivicVirtue .111 .106 .105 1.048 .297 -.099 .320

Altruism .516 .133 .470 3.876 .000 .252 .780

a. Dependent Variable: IndividualInitiative

Variables Entered/Removeda

Model Variables Entered Variables Removed Method

IndividualInitiative, Loyalty, . Enter

Conscientiousness,
1
Compliance, CivicVirtue,
Altruismb
a. Dependent Variable: Courtesy
b. All requested variables entered.

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 .881a .776 .764 .21048

a. Predictors: (Constant), IndividualInitiative, Loyalty, Conscientiousness, Compliance, CivicVirtue,

Altruism
 ANOVAa

Model Sum of Squares df F Sig.

Regression 16.879 6 2.813 63.501 .000b

1 Residual 4.873 110 .044

Total 21.753 116

a. Dependent Variable: Courtesy

b. Predictors: (Constant), IndividualInitiative, Loyalty, Conscientiousness, Compliance, CivicVirtue, Altruism

Coefficientsa

Model Unstandardized Standardiz t Sig. 95.0% Confidence

Coefficients ed Interval for B
Coefficient
s

B Std. Error Beta Lower Upper

Bound Bound

(Constant) .242 .183 1.328 .187 -.119 .604

Conscientiousn .268 .077 .273 3.485 .001 .115 .420

ess

Compliance .007 .078 .008 .095 .924 -.148 .163

1 Loyalty .137 .089 .142 1.535 .128 -.040 .313

CivicVirtue -.109 .083 -.110 -1.307 .194 -.274 .056

Altruism .664 .093 .643 7.159 .000 .480 .848

IndividualInitiati -.025 .075 -.027 -.337 .737 -.175 .124

ve

a. Dependent Variable: Courtesy

Variables Entered/Removeda

Model Variables Entered Variables Removed Method

Courtesy, Compliance, . Enter

1 CivicVirtue, IndividualInitiative,
Loyalty, Altruismb

a. Dependent Variable: Conscientiousness

b. All requested variables entered.
 Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .837a .701 .685 .24801

a. Predictors: (Constant), Courtesy, Compliance, CivicVirtue, IndividualInitiative, Loyalty, Altruism

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 15.891 6 2.648 43.060 .000b

1 Residual 6.766 110 .062

Total 22.657 116

a. Dependent Variable: Conscientiousness

b. Predictors: (Constant), Courtesy, Compliance, CivicVirtue, IndividualInitiative, Loyalty, Altruism

Coefficientsa

Model Unstandardized Standardiz t Sig. 95.0% Confidence

Coefficients ed Interval for B
Coefficients

B Std. Error Beta Lower Upper

Bound Bound

(Constant) .189 .216 .873 .385 -.240 .617

Compliance .011 .092 .011 .116 .908 -.172 .194

Loyalty .167 .105 .170 1.596 .113 -.040 .375

CivicVirtue .301 .095 .298 3.178 .002 .113 .489

1
Altruism -.060 .132 -.057 -.452 .652 -.322 .202

IndividualInitia .149 .088 .155 1.699 .092 -.025 .323

tive

Courtesy .372 .107 .364 3.485 .001 .160 .583

a. Dependent Variable: Conscientiousness

ALYSSA SALCEDO DE PADUA
163B Purok 11, Balayong, Bauan, Batangas
Contact No: 0965-091-1615/0968-690-0732
Email: depadualyssa@gmail.com

PERSONAL PARTICULARS

Date of Birth : June 08, 2001

Age : 22
Civil Status : Single
Nationality : Filipino
Religion : Roman Catholic
Father’s Name : Antonio M. De Padua Jr.
Mother’s Name : Alona S. De Padua

PERSONAL STRENGTHS

• Good in Decision Making.

• Know how to manage time
• Have a self-motivation.
• Ability to work independently or as a part of a team
• Strong work ethic
• Technical Skills; Microsoft Office (MS Word, Powerpoint, Excel, Internet)

EDUCATIONAL BACKGROUND
Bachelors’ Degree
Field of Study : Business Studies/Administration/Management
Program - Major : Human Resource Management
Institute/University : Sta. Teresa College
Graduation Date : July 04, 2023
TRAINING ATTENDED
➢ Cocolife Insurance Seminar & Project Output by Trainee
Company: Land Bank of the Philippines
Year: 2023

I hereby certify that the above information is true and correct to the best of
my knowledge and benefits.
____________________________
Applicant’s Signature
JENELYN NODA EVANGELISTA
San Mariano, San Pascual, Batangas
Contact No: 0966-5498-929
Email: jenelynnevangelista@gmail.com

PERSONAL PARTICULARS

Date of Birth : November 07, 1999

Age : 23
Civil Status : Single
Nationality : Filipino
Religion : Roman Catholic
Father’s Name : Roderick A. Evangelista
Mother’s Name : Arlyn N. Evangelista

PERSONAL STRENGTHS
➢ Strong Work Ethic
➢ Sense of Responsibility
➢ Can work independently or as part of a team
➢ Multi- tasking ability
➢ Hard working
EDUCATIONAL BACKGROUND

Bachelors’ Degree
Field of Study : Business Studies/Administration/Management
Program - Major : Human Resource Management
Institute/University : Sta. Teresa College
Graduation Date : July 04, 2023

TRAINING ATTENDED
➢ Occupational Safety and Health Security Seminar
Company: AAI Worldwide Logistics Inc.
Year: 2023

I hereby certify that the above information is true and correct to the best of
my knowledge and benefits.
____________________________
Applicant’s Signature
JESSABEL ASILO MANALO
San Antonio, San Pascual, Batangas
Contact No: 0936-710-7546
Email: jessabelmanalo6@gmail.com

PERSONAL PARTICULARS

Date of Birth : January 14, 2001

Age : 22
Civil Status : Single
Nationality : Filipino
Religion : Roman Catholic
Father’s Name : Jerry G. Manalo
Mother’s Name : Maura A. Manalo

PERSONAL STRENGTHS
➢ Strong Work Ethic
➢ Sense of Responsibility
➢ Ability to learn quickly and adapt
➢ Can work independently or as part of a team
EDUCATIONAL BACKGROUND

Bachelors’ Degree
Field of Study : Business Studies/Administration/Management
Program - Major : Human Resource Management
Institute/University : Sta. Teresa College
Graduation Date : July 04, 2023

Training Attended
➢ On-The-Job Training Program
Company: Concerted Management Corp.
Year: 2023

I hereby certify that the above information is true and correct to the best of
my knowledge and benefits.
________________________
Applicant’s Signature
KYLA MAE TALUSAN MARQUEZ
Poblacion 1 Bauan, Batangas
Contact No: 0926-022-4790
Email: lykauez@gmail.com

PERSONAL PARTICULARS

Date of Birth : March 17, 2001

Age : 22
Civil Status : Single
Nationality : Filipino
Religion : Roman Catholic
Father’s Name : Luisito B. Marquez
Mother’s Name : Edita T. Marquez

PERSONAL STRENGTHS

➢ Has professionalism
➢ Have a sense of responsibility
➢ Highly organized
➢ Motivated and driven

EDUCATIONAL BACKGROUND

Bachelors’ Degree
Field of Study : Business Studies/Administration/Management
Program - Major : Human Resource Management
Institute/University : Sta. Teresa College
Graduation Date : July 04, 2023
TRAINING ATTENDED
➢ On-The-Job Training Program
Company: Concerted Management Corp.
Year: 2023

I hereby certify that the above information is true and correct to the best of
my knowledge and benefits.
_______________________
Applicant’s Signature