gender differential paper IJCRB

ijcrb.webs.com
JUNE 2011
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2
actualization encourage workers to perform their job responsibly and positively, and therefore, they
actively exhibit the impersonal aspects of OCB, such as organizational compliance, individual
initiative, civic virtue, and self-development. However, workers with stronger work values might be
conscious of their elite status, and therefore, they might take little notice of other workers’ needs and
exhibit less interpersonal-type OCB.
Second, workers with a stronger sense of identification with the organization try to care about other
workers in the organization and form close relationships with them. They exhibit positive
interpersonal-type OCB, such as helping, sportsmanship, and organizational loyalty. Third,
contribution to society is reflected through a strong feeling of fellowship beyond the organizational
context. Because OCB is meant to be a contribution to the organization or its members, it is
conceptually different from contribution to society; it indicates the degree of a worker’s motivation
or eagerness in helping somebody else. Considering the findings of some researchers who broaden
the concept of OCB to include service to customers beyond formal responsibility, contribution to
customers is closely related to this work value.
It is difficult to estimate how workers with stronger extrinsic rewards and power and authority
exhibit OCB. Superficially, these extrinsic work values seem to be less related to voluntary
contributions like OCB, but some workers do exhibit OCB positively on the basis of their motive of
impression management. From a conservative perspective, workers’ extrinsic work values tend to
inhibit their OCB based on their pure and ethical motives.
3. Work Values of IT Personnel
How many of these work values do IT personnel have, or how different are their work values from
the averages of the whole sample? In the original data, workers’ jobs were divided into more than
two hundred categories, and we considered that the following job categories should be classified as
jobs of IT personnel (N = 218).
---Insert Table 1 around here ---
We chose the factor scores of only IT personnel and calculated their averages. Figure 1 displays the
cobweb chart of the averages of the work values of IT personnel. Further, we examined whether
these scores were statistically different from zero (the averages of the whole sample) by one sample
t-test, as shown in Table 2.
--- Insert Figure 1 around here---
---Insert Table 2 around here---
According to Table 2, IT personnel had significantly higher values of challenging job and lower
values of identification with organization and contribution to society. This result is consistent with
previous estimates about their OCB. Specifically, the higher value for challenging job than the
average of the whole sample meant that IT personnel tended to regard their jobs as autonomic,
important, and meaningful. These characteristics encouraged them to exhibit impersonal-type OCB,
but it might have decreased interpersonal-type OCB. On the other hand, their lower identification
with organization and contribution to society showed that they tend to think that they work
independently of others in and around the organization. This tendency might prevent them from
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