Work Culture and Extra-Role Behaviours among Customer Service Representatives of Cable TV Service Industry Operating in Lagos Metropolis

Abstract

This study examined the influence of work culture on employee’s extra-role behaviour hitherto known as Organisational Citizenship Behaviour (OCB) among customer service representatives of service industry workgroup operating in Lagos. Employee OCB refers to voluntary actions taken by employees that go beyond their formal job responsibilities and contribute to organisation’s over-all well-being. Based on the social exchange theory of George Homan, this study employs a mixed design of ex-post-facto and cross-sectional survey techniques to collect data from 303 employees of Cable TV network sampled for the study. The findings showed that there is no significant difference in the reported OCB of digital department participants and the call centre department. It was established that workers in the hybrid working arrangement reported greater OCB than those working in the traditional work arrangement workgroup setting. Involvement dimensions of work culture significantly jointly predicted workers OCB: specifically, team orientation accounted for about 21.1% of the observed variance in employees OCB. Likewise, the consistency dimensions of work culture jointly predicted employee OCB. It was also established that adaptive dimension of work culture significantly predicted employees OCB, while the mission dimension failed to predict OCB. The findings in the study underscored the importance of maintenance of positive work culture to promote positive workplace attitude among the employees. The paper concludes that unfavorable workplace culture has significant behavioural implications for employee extra-role behaviour. The paper recommended that organisations should enact policies that will foster a positive work culture, encourage teamwork, collaboration, and open communication to promote extra-role behaviour. The findings were discussed in the light of extant literatures.