This chapter demonstrated the conclusion based on the research finding, the practical implication, limitation, and recommendation for future study.
Conclusions
The main purpose of this study is to examine whether grit would influence OCB, and also explore how the moderating effect of organizational identification would influence the relationship between grit and OCB. This study focused on the hotel industry in Bangkok, Thailand. Therefore, the data was collected from 288 hotel employees who have worked in Bangkok, Thailand. The results of this study obtained from the analysis through SPSS 23.0, were discussed below.
First, for hypothesis 1, grit influences OCB. This is supported by the JD-R model that personal resources can predict work-related outcomes. Lastly, the data analysis of hypothesis 2 shows that the positive relationship between grit and OCB is moderated by organizational identification, such that this relationship is stronger at higher levels of organizational identification. This can be explained by the social identity theory that the positive or negative identification between the employee and the organization related to organizational outcome.
Practical Implications
This research investigated the relationship between grit and OCB and examined the moderating effect of organizational identification between grit and OCB. As participants of this study were hotel employees from four-star and five-star hotels in Bangkok, this study offers several practical implications for four-star and five-star hotels in Bangkok, particularly in human resource management and human resource development, which may contribute to the hotel management and human resource practitioners.
Firstly, investing in grit training for employees who highly identify themselves with the hotel is a complementary course of action that may yield benefits. The findings suggest that developing a grit mindset is one way to encourage employees to perform extra-role behaviors.
Therefore, the human resource department can consider designing proper training and development programs to help current employees develop grit mindset. Additionally, to increase employees’ level of OCB, the hotel should also focus on increasing employees’
organizational identification because the result found that the positive relationship between grit and OCB is moderated by organizational identification, such that this relationship is stronger
at higher levels of organizational identification. Therefore, hotel management should create an environment in which employees feel a sense of belonging, and this could be done by involving employees in the decision-making process or providing them proper assistance and resources when needed. Benkhoff (1997) has suggested that more organizations include employees in the decision-making process, a stronger sense of ownership, and identification with organizations.
Moreover, for human resource management, especially in recruitment and selection perspective, this study also offers some practical implications. In recent years, most of the organizations’ personnel selection process relies on the selection of candidates who fit the organizational culture and the job description based on the outcome of various psychometric tests, for example, cognitive ability, characteristics, and personality. When the hotel emphasizes OCB among its employees, the previous research has suggested that “managers should try to focus on selecting employees with a propensity to engage in OCBs” (Podsakoff, Whiting, Podsakoff, & Blume, 2009, p. 134). As the finding of this study indicates, hotels can consider including grit as one of the criteria to measure the candidate’s personality when recruiting and selecting their prospective employees.
Limitation
Even though this study contributed to the literature to better understanding the relationship between grit, organizational identification, and OCB in the four-star and five-star hotels in Thailand, this study still has several limitations.
First, due to some questions of this study involve socially desirable behaviors, social desirability bias might be a limitation, even the notification of anonymity and confidentiality of this study were clearly stated in the questionnaire.
Second, the data were collected using hotel employees from four-star and five-star hotels in Bangkok only, this sample may not be able to represent the population of this study and may lead to a generalizability issue.
Finally, since this study collected data of independent and dependent variables at the same time in January to February 2020, the cross-sectional design is also a limitation that could mislead the causal relationship between independent and dependent variables.
Recommendation
Based on the above limitations, first, future research should strive to increase the sample size by including hotel employees from different star ratings and different regions to enhance the generalizability.
Second, as the limitation of cross-sectional design in this study, future studies should use other research designs such as experimental study or longitudinal study in order to identify a more accurate casual relationships between independent and dependent variables to minimize this issue.
Third, future research can try to explore some other possible outcomes of grit as well as other important factors that can predict grit, so that more beneficial outcomes result from grit to the organization can be identified, and practitioners would have a better idea as to how to devise proper practices and programs to help prospective and current employees to develop grit mindset.
Furthermore, future research can also try to examine OCB in more detail, which consists of five subdimensions: altruism, conscientiousness, sportsmanship, courtesy, and civic virtue, by comparing how its subdimensions result in the different associations between grit and organizational identification.
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APPENDIX A: QUESTIONNAIRE (ENGLISH VERSION)
Dear Participant,
I am a graduate student at the Graduate Institute of International Human Resource Development at National Taiwan Normal University. The purpose of this survey is to examine the factors that affect organizational citizenship behavior among hotel employee who is working in four-star and five-star hotels in Bangkok, Thailand.
Please answer the following questions as honestly as possible. All the input will be used for survey purposes only. Your answers will be kept confidential and have no impact on any person or the organization. Thank you for taking the time to complete this survey. I truly value the information you have provided.
Sincerely,
National Taiwan Normal University
Graduate Institute of International Human Resource Development Advisor: Lu, Cheng-Chieh, PhD
Graduate Student: Subpa-ut Kongmee
Section One.
General Information 1. Gender:
¨ Male ¨ Female 2. Age:
¨ Below 25 ¨ 25-30 ¨ 31-35 ¨ 36 and above 3. Tenure
________ years ________ months
Section Two.
Please select the best-fit answer which matches with your personal decision. (1 for totally disagree; 5 for strongly agree)
Assessing Grit:
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
1 New ideas and projects sometimes distract me from
previous ones. 1 2 3 4 5
2 Setbacks don’t discourage me. 1 2 3 4 5
3 I have been obsessed with a certain idea or project for a
short time but later lost interest. 1 2 3 4 5
4 I am a hard worker. 1 2 3 4 5
5 I often set a goal but later choose to pursue a different one. 1 2 3 4 5 6 I have difficulty maintaining my focus on projects that take
more than a few months to complete. 1 2 3 4 5
7 I finish whatever I begin. 1 2 3 4 5
8 I am diligent. 1 2 3 4 5
Section Three.
Please select the best-fit answer which matches with your personal decision. (1 for totally disagree; 5 for strongly agree)
Assessing Organization Citizenship Behavior:
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
1 I help others who have heavy work load. 1 2 3 4 5
2 I do my job without constant requests from my boss. 1 2 3 4 5 3 I believe in giving an honest day’s work for an honest
day’s pay. 1 2 3 4 5
4 I do not waste time complaining about trivial matters. 1 2 3 4 5 5 I try to avoid creating problems for co-workers. 1 2 3 4 5 6 I keep abreast of changes in the organization. 1 2 3 4 5
7 I tend to magnify problems. 1 2 3 4 5
8 I do not consider the impact of my actions on co-workers. 1 2 3 4 5 9 I attend meetings that are not mandatory, but important. 1 2 3 4 5 10 I am always ready to give a helping hand to those around
me. 1 2 3 4 5
11 I attend functions that are not required, but help the
company image. 1 2 3 4 5
12 I read and keep up with organization announcements,
memos, and so on. 1 2 3 4 5
13 I help others who have been absent. 1 2 3 4 5
14 I respect the rights of people that work with me. 1 2 3 4 5 15 I willingly help others who have work related problems. 1 2 3 4 5 16 I always focus on what is right, rather than what is wrong. 1 2 3 4 5 17 I take steps to try to avoid problems with other workers. 1 2 3 4 5 18 My attendance at work is above the norm. 1 2 3 4 5
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
19 I always find fault with what the organization is doing. 1 2 3 4 5 20 I am mindful of how my behavior affects other people’s
jobs. 1 2 3 4 5
21 I do not take extra breaks. 1 2 3 4 5
22 I respect company rules and policies even when no one is
watching me. 1 2 3 4 5
23 I guide new people even though it is not required. 1 2 3 4 5 24 I am one of the most conscientious employees. 1 2 3 4 5
Section Four.
Please select the best-fit answer which matches with your personal decision. (1 for totally disagree; 5 for strongly agree)
Assessing Organizational Identification:
Strongly Disagree Disagree Neither agree nor disagree Agree Strongly Agree
1 When someone criticizes my hotel, it feels like a personal
1 When someone criticizes my hotel, it feels like a personal