ISSN: 2222-6990
Open access
Organizational citizenship behavior refers to voluntary actions that are not part of official duties and are not directly rewarded, but can increase the effectiveness of functions in the organization, such as helping colleagues and participating in extra tasks. Although this behavior is often studied in various professions such as teachers and nurses, less attention is paid to auxiliary police officers, especially at universities. Campus auxiliary police officers play a unique role in maintaining security in an increasingly complex campus environment. Therefore, supervisor and organizational support are critical to ensure employee enthusiasm and active participation in the organization. The purpose of this study is to conduct a pilot study regarding the perception of supervisor support, the perception of organizational support, and organizational citizenship behavior in a public college in Malaysia. Content and surface validity analysis of the instrument resulted in several adjustments to the items used. The reliability test of the instrument revealed that all constructs in the study had a high degree of reliability (above 0.70) and excellent internal consistency for each item. The data from the pilot study provide reasonable evidence of the accuracy of the instrument.
Ajlouni, W. M. E., Kaur, G., & Alomari, S. A. (2021). Effective organizational justice and organizational citizenship behavior using fuzzy logic to obtain the optimal relationship. Quality Management in Healthcare, 30(1), 13-20.
Andrade, C., & Neves, P. C. (2022). Perceived organizational support, coworkers’ conflict and organizational citizenship behavior: The mediation role of work-family conflict. Administrative Sciences, 12(1), 1-12.
Basu, E., Pradhan, R. K., & Tewari, H. R. (2017). Impact of organizational citizenship behavior on job performance in Indian healthcare industries: The mediating role of social capital. International Journal of Productivity and Performance Management, 66(6), 780-796.
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee “citizenship”. Academy of Management Journal, 26(4), 587-595.
Blau, P. M. (1964). Exchange & power is social life. New York: Wiley.
Bougie, R. & Sekaran, U. (2020). Research method for business: A skill bulding approch. 8th edition. Hoboken, New Jersey, United State: John Wiley & Sons, Limited.
Bougie, R. & Sekaran, U. (2020). Research methods for business: a skill building approach. 8th edition. Hoboken, New Jersey, United States: John Wiley & Sons, Limited.
Choong, Y. O., Ng, L. P., Ai Na, S., & Tan, C. E. (2020). The role of teachers’ self-efficacy between trust and organisational citizenship behaviour among secondary school teachers. Personnel Review, 49(3), 864-886.
Cooper, D. R. & Schindler, P. S. (2006). Marketing research. New York: McGraw-Hill/Irwin.
Côté, K., Lauzier, M., & Stinglhamber, F. (2021). The relationship between presenteeism and job satisfaction: A mediated moderation model using work engagement and perceived organizational support. European Management Journal, 39(2), 270-278.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900.
Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82(5), 812-820.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507.
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565-573.
Frey, B. B. (2014). 100 questions (and answers) about tests and measurement. United Kingdom: SAGE Publications.
Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E. & Tatham, R. L. (2014). Multivariate data analysis. 7th editon. UK Person Education Limited.
Ismail, H., Abidin, E. Z., Rasdi, I., & Cheah, P. K. (2023). A Comparative analysis of auxiliary enforcement bodies for security, safety and health officer roles in Malaysia-a narrative review. Malaysian Journal of Medicine & Health Sciences, 19(SUPP10), 239-249.
Karim, D. N., Baset, M. A., & Rahman, M. M. (2019). The effect of perceived organizational support on intention to stay: The mediating role of job involvement. The Jahangirnagar Journal of Business Studies, 8(1), 21-30.
Khair, H., Annisa, N., Pratiwi, R., & Rozak, A. (2024). Leader-member exchange, perceived organisational support and job satisfaction: mediating role of employee engagement. Jurnal Manajemen, 28(1), 64-87.
Kim, M., Kim, A. C. H., Newman, J. I., Ferris, G. R., & Perrewé, P. L. (2019). The antecedents and consequences of positive organizational behavior: The role of psychological capital for promoting employee well-being in sport organizations. Sport Management Review, 22(1), 108-125.
Kyei-Frimpong, M., Nyarko Adu, I., Suleman, A. R., & Owusu Boakye, K. (2022). In search of performance-oriented leadership behaviours in the Ghanaian financial service sector: the role of knowledge sharing. Journal of Work-Applied Management, 14(2), 272-287.
Lee, K., & Jun, H. S. (2024). The mediating effects of perceived organizational support and perceived supervisor support in the relationship between clinical nurses’ organizational citizenship behavior and turnover intention. Journal of Korean Academy of Nursing Administration, 30(1), 11-18.
Morales-Sánchez, R., & Pasamar, S. (2020). How to improve organisational citizenship behaviour by combining ability, motivation and opportunity: The moderator role of perceived organisational support. Employee Relations: The International Journal, 42(2), 398-416.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books.
Organ, D. W., & Konovsky, M. (1989). Cognitive versus affective determinants of organizational citizenship behavior. Journal of Applied Psychology, 74(1), 157–164.
Oubibi, M., Fute, A., Xiao, W., Sun, B., & Zhou, Y. (2022). Perceived organizational support and career satisfaction among Chinese teachers: the mediation effects of job crafting and work engagement during COVID-19. Sustainability, 14(2), 1-18.
Pearce, J. L., Sommer, S. M., Morris, A. & Frideger, M. (1992). A configurational approach to interpersonal relations: Profiles of workplace social relations and task interdependence. Working paper no. OB92015, Graduate School of Management, University of California, Irvine.
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107-142.
Potipiroon, W., & Faerman, S. (2020). Tired from working hard? Examining the effect of organizational citizenship behavior on emotional exhaustion and the buffering roles of public service motivation and perceived supervisor support. Public Performance & Management Review, 43(6), 1260-1291.
Schwab, D. P. (2011). Research methods for organizational studies. 2th edition. New York: Taylor & Francis.
Universiti Teknologi Mara Cawangan Selangor (2022). Auxiliary Police Unit. Retrieved from https://selangor.uitm.edu.my/index.php/ms/auxillary-police-department
Vardalis, J. J., & Waters, S. N. (2011). Factors influencing military police officers in their decision in selecting higher educational institutions. Journal of Criminal Justice Education, 22(4), 479-492.
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617.
(Seman et al., 2024)
Seman, M. A., Ramdan, M. R., Salleh, M. I., Ong, S. Y. Y., Fuzi, N. M., & Ngah, N. S. (2024). The Role of Perceived Supervisor Support and Perceived Organisational Support on Organisational Citizenship Behaviour in Auxiliary Police Services at a Public University: A Pilot Study. International Journal of Academic Research in Business and Social Sciences, 14(7), 1488–1497.
Copyright: © 2024 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode