Oganizational Behaviour

If you work in an office for a small or large organization, you will notice managers, supervisors, and even your co-workers engaging in time-wasting activities during the day. Typical examples of such activities are talking around the water cooler spreading office gossip or sitting in non-productive meetings. These non-productive, time-wasting activities are common in the workplace. The objective of this article is to help you to identify time-wasting behaviors and what to do about them based on information gathered through observations in the workplace and recent research articles on the topic. In particular, the article identifies three areas of non-productivity such as preoccupation, attending useless meetings, and time-consuming communication unrelated to office business. For both the manager, supervisor and individual worker identification and elimination of the time-wasting activity can foster an organization that promotes efficiency and increases productivity with increase profitability.

Nigeria’s huge population is seen as an advantage for multinational businesses for establishing business operations in Nigeria because it represents such a large workforce. However, there are human resources challenges for multinational businesses when hiring in Nigeria. A common challenge is the skill capacity of Nigerians. There are times when multinationals have difficulty finding the types of skilled workers that are needed. Another challenge is related to trust. There are quite a few well-intentioned workers in Nigeria, but there are also those would be criminals that would seek to take advantage of multinational businesses in Nigeria by submitting fake documents for gaining employment or planning criminal activities targeted at multinationals. Therefore, it is imperative that businesses operating in Nigeria have background checks conducted with certificate verifications to distinguish between the two groups and hire the right individuals. Addressing these challenges can lead to increased operational costs for businesses in Nigeria.

Abstract
This study investigated how employees’ perception of organizational justice affects their Organizational Citizenship Behaviour (OCB). Three dimensions of organizational justice were studied. Organizational tenure of
employees was also considered as a mediating variable. Social Exchange Theory and the Norm of Reciprocity
were utilized in describing potential relationships because of their association with the concept of fairness and
socialization. Data for the study were obtained from 152 employees. The data were analyzed using descriptive
statistics, the Pearson’s correlation and multiple regression analysis. Hypotheses were tested at the .05 and .01
levels of significance. The results revealed that organizational justice perceptions of employees significantly and
positively influenced, and accounted for 6.5% of the variance in their OCB. Analysis of the degree of
relationship of the three sub-categories of organizational justice to OCB indicate that, procedural and
interactional justice both related positively and significantly to OCB at the .01 level of significance. Distributive
justice, however, did not significantly relate to OCB. A hierarchical regression indicated that distributive justice
accounted for only 1.4% of the variance in OCB. Procedural justice and interactional justice accounted for 3.7%
and 2.1% respectively. This implies that distributive justice did not have a significant influence on employees’
involvement in citizenship behaviour. Employees’ organizational tenure did not mediate the relationship between
their justice perception and citizenship behavior. The results were discussed in relation to other research findings.
Key words: Organizational Justice, organizational citizenship behaviour, perception, social exchange theory.

Being a parent in itself is a full time job that requires an enormous level of patience,
understanding and commitment. Similarly, one needs to work also not only to fulfill basic
needs (cloth, food, shelter, etc.) for self and family, but also to achieve a desired life goal
(career ambitions). Work and parenting combining make it two full time jobs every parent
is devoted to and is juggling with to strike a balance in modern times. Individual’s role as
parent becomes more challenging and difficult when his/ her work environment is non supportive and hostile. This challenge is, however, more pertinent in case of working mothers.
This is a well realized and well known fact for all of us that how much we hate working
in the environment where we don’t feel respected enough, we feel our boss is non-supportive,
we feel that we are not getting back what we deserve, we feel our colleagues are rude, and
we feel the whole working atmosphere is full of negative vibes. Alongside all these already
known and relatable facts, another most intriguing fact has recently come in forefront that
informs us about the relation between hostile work environment and parenting pattern.

This study investigated how employees' perception of organizational justice affects their Organizational Citizenship Behaviour (OCB). Three dimensions of organizational justice were studied. Organizational tenure of employees was also considered as a mediating variable. Social Exchange Theory and the Norm of Reciprocity were utilized in describing potential relationships because of their association with the concept of fairness and socialization. Data for the study were obtained from 152 employees. The data were analyzed using descriptive statistics, the Pearson's correlation and multiple regression analysis. Hypotheses were tested at the .05 and .01 levels of significance. The results revealed that organizational justice perceptions of employees significantly and positively influenced, and accounted for 6.5% of the variance in their OCB. Analysis of the degree of relationship of the three sub-categories of organizational justice to OCB indicate that, procedural and interactional justice both related positively and significantly to OCB at the .01 level of significance. Distributive justice, however, did not significantly relate to OCB. A hierarchical regression indicated that distributive justice accounted for only 1.4% of the variance in OCB. Procedural justice and interactional justice accounted for 3.7% and 2.1% respectively. This implies that distributive justice did not have a significant influence on employees' involvement in citizenship behaviour. Employees' organizational tenure did not mediate the relationship between their justice perception and citizenship behavior. The results were discussed in relation to other research findings.

If you work in an office for a small or large organization, you will notice managers, supervisors, and even your co-workers engaging in time-wasting activities during the day. Typical examples of such activities are talking around the water cooler spreading office gossip or sitting in non-productive meetings. These non-productive, time-wasting activities are common in the workplace. This paper’s objective is to help you to identify time-wasting behaviors and what to do about them, based on information gathered through observations in the workplace and recent research articles on the topic. In particular, the paper identifies three areas of non-productivity: preoccupation and not focused on the task at hand, attending useless meetings, and time-consuming communication unrelated to office business. The paper also identifies the time frames during which time-wasting activities occur.