|Title:||Perceived exchange relationships and staff attitude and behaviour in the Hong Kong Police Force : a case study of Central Traffic Prosecutions Bureau|
|Subject:||Hong Kong Polytechnic University -- Dissertations|
Hong Kong Police. Central Traffic Prosecutions Bureau
Organizational behavior -- China -- Hong Kong
Employees -- China -- Hong Kong -- Attitudes
Traffic police -- China -- Hong Kong -- Attitudes
|Department:||Dept. of Management|
|Pages:||xi, 232 leaves : ill. ; 30 cm|
|Abstract:||This thesis is concerned with organizational citizenship behaviour (OCB) in the context of the Hong Kong police force. It attempts firstly to validate the OCB scale items and then proposes a parsimonious model, underpinned by both social exchange and impression management theories that comprise direct influences on organizational citizenship behaviours. Basing on the social exchange theory, this model specifically proposed that perceived organizational support and organizational trust influence organizational citizenship behaviours. This model is then contrasted with the fact that impression management could also be an antecedent of organizational citizenship behaviours. In addition, it is further proposed that the employee's work status as either a disciplinary or civilian staff member would moderate the impact of the social exchange and impression management variables on OCBs. This model was then tested with a sample of 172 disciplinary and civilian staff in the Central Traffic Prosecutions Bureau, using data from supervisors to measure OCBs. The results provided partial support for the hypothesis that an employee's social exchange motivations were positively related to OCB, although there was no support for the hypothesis related to the positive impact of impression management motivations on OCB. Similarly, the other two hypotheses related to the proposed positive moderating impact of an employee's work status on the relationships between social exchange motivations and organizational citizenship behaviours and between impression management motivations and organizational citizenship behaviours were not supported. The implications of findings for human resource management and the directions for future research are discussed.|
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