Private sector is so challenging and demanding owing to market competitions and unfavorable work environment which frustrate employees’ efforts. Against this backdrop, this study explored the association of innovative work behavior, organizational frustration and work-family conflict among employees of Innoson Technical and Industrial Company Ltd Emene, Enugu, Nigeria. The sample population of the study comprised 112 private sector workers (89 males and 23 females) with age range from 23-56 years with a mean age of 32.5 who were selected through simple random sampling. Instruments for data collection were: Innovative work behaviour scale, organizational frustration scale and work-family conflict scale. In the method session, Correlation design was adopted and Pearson chi-square statistic was used to analyze the association among variables. Three hypotheses guided the inquiry and the result indicated that:  innovative work behaviour was significantly associated with organizational frustration and work-family conflict at 1446.4, p < .05 and 1761.6 p < .05 (n = 112) respectively; while organizational frustration was also significantly associated with work-family conflict at 1799.2,  p < .05 (n = 112). The finding imply that innovative work behaviour can influence a reduced level of organizational frustration and work-family conflict while organizational frustration can influence an increased level of work-family conflict among private sector employees. It is recommended that private sector organizations encourage the growth of innovative trait among workers and implement same in their recruitment policy to engender reduced levels of organizational frustration and work-family conflict.

Cyber-loafing is a growing organizational vice with resource and productivity consequences.  Given its observed rise in public service in Nigeria; this study examined the organizational identification and proactive work behaviour as predictors of cyber-loafing among public sector employees in Anambra State. The study participants were 403 employees drawn from Anambra State civil service, Nigeria. The participants were 131 males and 272 females with a mean age of 39 years and standard deviation of 4.20. Cluster sampling was used to select participants Ministries whereas accidental sampling was utilized to select the participants from their respective ministries. Organizational identification scale, Proactive work behavior scale and Cyber-loafing questionnaire were instruments of data collection. Anchored on social exchange theory, the study utilized correlation design and hierarchical regression analysis as design and statistical tool for data analysis. The result indicated that positive and significant correlation was recorded between organizational identification and proactive work behaviour at r(1, 403) = .43*, p < .05; while  negative and significant correlation was recorded between organizational identification and cyber-loafing at r(1, 403) = -.37*, p < .05.  Also, negative and significant correlation was recorded between proactive work behaviour and cyber-loafing at r(1, 403) = -.56*, p < .05. Hierarchical regression analysis confirmed that both organizational identification and proactive work behaviour negatively and significantly predicted cyber-loafing at α = -.39*, p < .05 (n = 403) and α = -.48*, p < .05 (n = 403) respectively among civil servants in Anambra State. Organizations are adviced to improve on their social exchange among employees to engender for greater organizational identification and pro-activity to reduce cyber-loafing behaviours.

The purpose of this study is to investigate relationship between proactive personality traits and transformational leadership style among workers: moderating role of psychological empowerment. The study was guided by two hypotheses. A total of 112 participants were selected for the study using simple random and convenience sampling technique. The participants were all non-teaching staff of Nnamdi Azikiwe University, Awka, Anambra-Nigeria. The participants comprised of 62 males and 50 females with a mean age of 32.51 and standard deviation of 8.68. Their age ranged from 18 to 51 years. The study made use of three instruments namely: proactive personality scale by Bateman & Crant (1993), transformational leadership inventory by Podsakoff (1990) and psychological empowerment scale by Spreitzer (1995). The study is a survey study which adopted the correlational design; consequently multiple linear regressions were used as a statistical tool for data analysis. The result showed that proactive personality positively and significantly correlated with transformational leadership style at r = .33, p < .01. Furthermore, the interaction effect between proactive personality trait, all the dimensions of psychological empowerment accounted for negative significant variance than just proactive personality and transformational leadership styles alone, R2 change = .07 at p <. 01. Based on the findings of the study, the researchers recommended that Organizations are advised to employ transformational leadership styles as it is also a way of empowering the employees psychologically.

The present study investigated the moderating role of autonomy in the relationship among organizational citizenship behaviours, leader member exchange and workplace violence. Two hundred and twenty (220) non-teaching staff of Nnamdi Azikiwe University, Awka campus participated in the study. They comprised of 176 females and 44 males. Their age ranged from 22 to 53 years with their mean age of 33.1yearsand standard deviation of 5.7. Four instruments were adopted in the study, namely 12-item workplace violence scale developed by Wang (2002), 20-item organizational citizenship behavior scale developed by Spector, Fox, Goh, Brussema & Kessler (2012), 11-item leader member exchange scale developed by Graen and Taylor (2004). Correlational design was employed for the study. Pearson product moment correlation statistics and multiple regression were also employed as the statistical tool to test the 4 hypotheses generated. The results of the hypotheses tested showed that organizational citizenship behavior positively and significantly correlated with workplace violence (r=.88, P<.001), leader member exchange positively and significantly correlated with workplace (r=.82, P<.001), autonomy significantly moderated the relationship between organizational citizenship behavior and leader member exchange on workplace violence β(.-67, t= -5.15, p<.01)). Autonomy moderated the relationship between organizational citizenship behavior and leader member exchange β(-2.34; t= -5.57, p<.01). It was recommended that workers should be encouraged to imbibe citizenship behaviours in their workplaces. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0770/a.php" alt="Hit counter" /></p>

The study investigated social support and locus of control as predictors of work life balance among workers. One hundred and forty one (141) workers from Stine Rice Industry, Amichi served as participants in the study, comprising 90 males (66.08%) and 51 females (33.92%). Their age ranged between 18 – 50 years with a mean age of 30.04 years and standard deviation of 8.1 years. The participants were selected using systematic and convenient sampling technique. Fisher's work life balance Scale (Fisher, 2001), Rotter internal-external locus of control scale 1966 (Rotter, 1966), and multidimensional scale of perceived social support (Zimet, Dahlem, Zimet & Farley, 1988) was used for data collection. The design adopted in the research is a correlational design. Based on this, Multiple Linear Regression was adopted as the statistical tool for data analysis using statistical package for social sciences (SPSS). Three hypotheses were tested, and the results revealed that the first hypothesis which stated that social support would significantly predict work life balance among workers was accepted at (p>.05, t=2.161). The second hypothesis which stated that locus of control would significantly predict work life balance among workers was also accepted at (p>.05, t=-6.02). The third hypothesis which stated that social support and locus of control would jointly predict work life balance among workers was accepted at F(2,138)=24.214, p<.05 level of significant. Thus, based on the findings of this study, the researchers recommended that organizations should provide mechanisms that will provide support for workers in order to balance their work lives, should provide human resource initiatives that will enhance their productivity level. Also, the needs of employees are increasing owing to the many roles they play outside the work and family environment; managers are to be understanding when employees make requests to meet these needs. Limitations and implications of the study were also discussed. <p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0796/a.php" alt="Hit counter" /></p>