PSYCHOLOGICAL OWNERSHIP, ORGANIZATIONAL

CITIZENSHIP BEHAVIOR, AND PERCEIVED JOB

PERFORMANCE OF EMPLOYEES IN PHEIS:
A COVID-19 PANDEMIC CONTEXT

PSYCHOLOGY AND EDUCATION: A MULTIDISCIPLINARY JOURNAL

2023
Volume: 14
Pages: 512-523
Document ID: 2023PEMJ1271
DOI: 10.5281/zenodo.8437416
Manuscript Accepted: 2023-12-10
Psych Educ, 2023, 14: 512-523, Document ID:2023 PEMJ1271, doi:10.5281/zenodo.8437416, ISSN 2822-4353
Research Article

Psychological Ownership, Organizational Citizenship Behavior, and Perceived Job

Performance of Employees in PHEIs: A COVID-19 Pandemic Context
Fatimae A. Delos Santos*
For affiliations and correspondence, see the last page.
Abstract
This study examined the relationships between psychological ownership, organizational citizenship
behavior, and perceived job performance among employees in private higher education institutions in
Bukidnon Province, Philippines, during the COVID-19 pandemic. A non-experimental quantitative
research design was used, employing a descriptive correlational design and hierarchical regression
analysis. The sample consisted of 142 employees in Private Higher Education Institutions in
Bukidnon Province during the COVID-19 outbreak. Moreover, online surveys and physical forms are
used to obtain the data. The researcher also utilized the statistical tools mean, standard deviation,
correlation coefficient, and hierarchical regression analysis. The sample was obtained using an
adopted questionnaire to gather the data. The researcher used a stratified sampling technique. The
results revealed that the participants had high levels of psychological ownership, organizational
citizenship behavior, and job performance. Furthermore, the results indicated that psychological
ownership and organizational citizenship behavior have significant positive relationships with job
performance; and significantly predict job performance. However, it was revealed that
Organizational Citizenship Behavior is more influenced considerably by Job performance.

Keywords: psychological ownership, organizational citizenship behavior, job performance, private higher
education institutions

Introduction challenges, employees' job performance should be

The unveiling of the COVID-19 pandemic in 2020 has
impacted the educational landscape. It changes
employees' work environment, such as reorganizing
their workplaces to assure social isolation, which will
likely harm their mental and physical health (Giorgi et
al., 2020). It is a tremendous, abrupt, and mandatory
change for almost all employees who work from
home, forcing them to labor virtually without regard
for their job performance and health (Kniffin et al.,
2020). Few faculty members had a steady internet
connection, and the majority only had basic computer
capabilities with no formal training in online teaching
(Joshi et al., 2020). The employees in the Higher
Education Sector were confronted with the challenges
that may arise in failure to deliver satisfactory
performance or foster quality improvement in their
Institution (Torres et al., 2021).
During this Pandemic, higher education leaders have
shifted their focus from complex crisis plans and
detailed codes of ethics to prioritizing value-driven
approaches as they navigate the prolonged and
uncertain crisis (Liu et al., 2022). Failure in
satisfactory job performance can lead to several issues
or challenges. One of these is the institutional and
financial stability during the Pandemic (Collin et al.,
2021). Aristovnik et al. (2020) also indicated that
students were significantly less satisfied with the
employees' academic work-life. As a result of these
evaluated to determine the organization's success. The
significance of employee performance is widely
acknowledged in research on organizations as a critical
factor for the sustenance and growth of a company
(Rai et al., 2018). Moreover, Psychological Ownership
and Organizational Citizenship Behavior roles can
contribute to the employees and the Institution during
the Pandemic. These variables play a significant role
in maintaining the productivity and sustainability of
the company, especially during a crisis (Karabay, 2021
& Hung et al., 2022). Examining employee work
performance at a Higher Education Institute during the
COVID-19 Pandemic from the viewpoints of
psychological ownership and organizational
citizenship behavior; and analyzing the factors
influencing employee work performance based on the
Institution's current situation can contribute to
developing beneficial outcomes for the organization.
Furthermore, psychological ownership relates to job
performance (Chen et al., 2023) along with
organizational citizenship behavior to job performance
(Lay, 2020). Individuals that indicate psychological
ownership relate to organizational objectives and
dedicate resources to achieving goals to the
organization's most significant advantage (Ghani et al.,
2020), which can have a favorable interaction and
substantial influence on the employee's Job
Performance (Jakada et al., 2021). It involves both
promotive and preventive dimensions. A promotion-
oriented employee will be stimulated by self-efficacy,

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Research Article
accountability, self-identity, autonomy, responsibility,
and belongingness. In contrast, an employee's manifest
preventative psychological ownership will lead to
feelings of territoriality. Positive psychological
ownership can help individuals cope with challenging
work environments or stressful situations by
developing positive psychological resources, enabling
them to manage behaviors effectively and achieve
their goals (Chen et al., 2021).
While Organizational citizenship behavior is an
employee's volunteer commitment to the organization
(Zhang et al., 2020), Employee Organizational
Citizenship Behavior is vital for the sustainability and
recovery of an institution. The incentive system does
not officially honor individual voluntary actions but
can increase employee performance (Organ, 1988, as
cited in Farid et al., 2019). Thus, employers are
encouraged to pay as much attention and care to their
employees as possible to avoid being complicated or
time-consuming (Kong & Belkin, 2021). Hence, this
study focuses on psychological ownership,
organizational citizenship behavior, and employee job
performance at Higher Education Institutions.
Furthermore, significant studies assert that various
factors influence employee job performance and are
crucial parameters in the academic profession. Boulet
& Parent-Lamarche (2022) states that workers' well-
being and satisfaction with work-life balance have a
positive indirect effect on job performance in all
sectors during the Pandemic. However, training and
creative self-efficacy effectively mitigate technostress,
uphold instructor performance, and augment
employees' working capacity during the COVID-19
pandemic (Qamar et al., 2021). Khan (2018) also
advocates those ample opportunities for training and
development, fair and just performance appraisal, and
sufficient compensation will not only satisfy
employees in the Higher Education Sector with their
jobs. This research, in particular, desires to investigate
other recently developed variables, such as the
emp loyees' p sy cho log ical ownership and
Organizational Citizenship Behavior. It also studied its
relationship and influence on faculty members and
staff's perceived job performance in Private Higher
education Institutions in the Province of Bukidnon
during the COVID-19 Pandemic. This study highlights
the main variables that need special consideration. It
will give profound feedback to the Institution's
management as far as it is concerned with the
employee's job performance.
Research Objectives
Fatimae A. Delos Santos
Generally, the study objective is to determine the
respondent's demographic profile and statistical
influence of Psychological Ownership and
Organizational citizenship to the Job performance
among the Employees in the Private HEI in the
Province of Bukidnon during the COVID-19
Pandemic; specifically, the research objectives are:
First, describe the level of the employees'
psychological ownership, organizational citizenship,
and perceived job performance. Second, determine the
significance of the relationship between psychological
ownership, organizational citizenship behavior, and
perceived Job performance of employees during the
COVID-19 Pandemic. Third, to determine the
significance of the influence of psychological
ownership and organizational citizenship behavior on
the perceived Job performance of Employees during
the COVID-19 Pandemic.
Literature Review
Psychological Ownership and Perceived Job
Performance During COVID-19 Pandemic
Individuals sought a sense of belonging to deal with
the COVID-19 Pandemic, and the urge for social
interaction was higher than ever. The psychological
ownership of a person in a public area emphasizes the
need to defend oneself in the face of a contagion threat
and heightens the threat response (Kirk & Rifkin,
2021). Psychological ownership is a state in which
individuals consider the whole or part of the target of
ownership in an organization to be theirs, reflecting
both a sense of possession and a connection between
the target of ownership and the self-concept (Pierce et
al., 2003 as cited in Hoffmeister, 2019).
There have been limited studies about employee
psychological ownership in the educational sectors in
the context of the COVID-19 Pandemic. However, to
support this idea, based on the results of Keppeler et
al. (2021), Psychological Ownership was identified
during the COVID-19 Pandemic that focuses on the
Local Government Vaccination Campaign. They used
psychological ownership as an intervention in this
study to increase the intention of the citizen to be
vaccinated. In connection, Jakada et al. (2022) found
that psychological ownership during the Epidemic on
the situation of employees in their company
discovered a favorable interaction and substantial
influence on the association between Job Performance
and Job Satisfaction.
Psychological Ownership and Perceived Job
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Research Article
Performance
Khan (2018) highlights the five components of
psychological ownership: ease of belonging, self-
efficacy, identity accountability, and territoriality. He
identifies two measures of psychological ownership,
and one focused on promotion with dimensions related
to belonging, accountability, self-efficacy, and
relational self-identity. At the same time, the other is
prevention-centered and emphasizes territoriality.
These findings have implications for leadership,
management, and faculty development, suggesting that
understanding psychological ownership can be
valuable in these domains, as Ullah et al. (2021)
discovered that psychological ownership could
mediate between leadership and organizational
citizenship behavior for the environment, which
increases employees' environmental performance.
Moreover, the study by Javed & Idris (2018) stated
that if employees participate in the decision-making, it
will give them a sense of psychological ownership and
align their interests with the organization. Through
proactive goal regulation, psychological ownership of
the employees in research and development groups is
positively associated with job performance (Wang et
al., 2022). Research demonstrates that even moral
leaders support psychological ownership, which is
essential for motivation and organizational
performance, and that this does not compromise job
autonomy or psychological leadership (Khan et al.,
2021). However, Maharani et al. (2021) suggest that
psychological factors do not affect job performance.
As an outcome, they advise that companies think about
ways to develop and keep employee commitment, such
as allowing employees to express and actualize
creative ideas, then suitably rewarding them for their
achievements and creating a productive attitude of
unity among employees.
Organizational Citizenship Behavior during the
COVID-19 Pandemic
In the study of Vu et al. (2021), during the COVID-19
Pandemic, investigations revealed that the perceived
danger associated with the COVID-19 Pandemic is
positively related to job security and organizational
citizenship behavior. Also, workplace safety
management practices favorably impact a variable of
organizational citizenship behavior. Individuals'
voluntary efforts by the incentive system that increase
organizational success are called organizational
citizenship behavior and have yet to be formally
acknowledged (Organ, 1988, as cited in Farid et al.
2020). Organizations' job skill requirements are
Fatimae A. Delos Santos
developing in this day and age as they stay ahead of
the competition. Employees' active and voluntary
attitudes and actions are focused on boosting business
productivity (Yu et al., 2021).
Evident research shows that employees with high
organizational citizenship behavior are among the
young age group (ages 31-40 years) and those in the
married groups other than marital status groups
(Christuraj, 2021). In their research, Zhang et al.
(2020) examined the impact of optimism and work
engagement on the association between organizational
citizenship behavior and autonomy. The study was
conducted on a group of nurses recruited from various
regions of China to work at the Wihan Jinyintan
Hospital during the COVID-19 pandemic. In this
global health emergency, nurses with high
organizational citizenship behavior can successfully
collaborate with other medical personnel to offer high-
quality nursing care.
Organizational Citizenship Behavior in HEIs
during COVID-19 Pandemic
Organizational Citizenship Behavior and Perceived
Job Performance
Organizational citizenship behavior was critical in
increasing employee productivity (Bizri, 2018;
Chelagat et al., 2015; Rahman & Chowdhuri, 2018;
Yang et al., 2016, as cited in Rahman & Rubel, 2018).
Widiani et al.'s (2019) study show that emotional
intelligence significantly positively impacts
Organizational Citizenship Behavior (OCB) and
employee performance. However, the study found no
direct correlation between the love of money and
employee performance. To enhance employee
performance, companies should consider nonmonetary
rewards and focus on fostering emotional intelligence
and OCB through strategies and policies that promote
growth, job stability, interpersonal relationships,
challenging responsibilities, and monetary incentives.
Similarly to employee performance, Margahana et al.
(2018) found that organizational citizenship behavior
mediates job motivation and job satisfaction,
impacting paramedical performance in Bandar
Lampung. The study suggests that enhancing
organizational citizenship behavior can increase
paramedical performance. Also, improving
organizational citizenship behavior can enhance job
motivation and job satisfaction.
Moreover, Hidaya and Harnoto (2018) indicate that
organizational citizenship behavior has also been
associated with individual performance. This is also
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supported by Idrus et al. (2019) about the employees in
higher education institutions who exhibit positive
attitudes towards their organization, including
engaging in citizenship behavior, are likely to
contribute to achieving compelling organizational
implications and outcomes within the context of the
twenty-first century's global economy. Dong and
Phoung (2018) indicated in their research that the
influence of organizational citizenship behavior on
organizational performance is of utmost significance.
The impact of higher education institutions (HEIs)
extends beyond the development of national human
resources, encompassing a significant influence on the
overall national economy.
Ali et al. (2020) suggest that interventions or training
assist institutions in developing organizational
citizenship behavior at work, which is essential for
performance, motivation, and health. However, Rita et
al. (2018) found that regulating organizational
citizenship behavior had no impact on the relationship
between transformational leadership, work motivation,
organizational commitment, and employee
performance at the District Secretariat in Papua
Province. Bramantya & Uii (2022) also concluded that
organizational citizenship behavior does not affect
work performance. It indicates that changes in
organizational citizenship behavior, whether positive
or negative, do not impact changes in work
performance.
Perceived Job Performance During the Covid-19
Pandemic
Strengthening job performance is essential in
responding to the economic issue caused by the
COVID-19 outbreak (Muttaqin et al., 2020). The
timeframe of the COVID-19 Pandemic enforced a
holistic perspective on employee performance, forcing
them to work from home (Muttaqin et al., 2020). In
most advanced countries, working from home (WFH)
is becoming more prominent (Morikawa, 2022).
Similarly, Narayanamurthy and Tortorella (2021)
revealed that during COVID-19, work indications such
as Work-from-home impact employees' performance
even though they do not have the same content.
Moreover, Camilleri (2021) suggests that employers in
higher education institutions should keep track of their
employees performance since this can be the basis for
the Institution's performance. The researcher also
states that in the post-COVID-19 pandemic era, Higher
Education Institutions (HEIs) must devote enough
resources and create favorable conditions to enhance
online learning infrastructures, both for the well-being
Fatimae A. Delos Santos
of their students and to support their faculty
employees. The COVID-19 pandemic has presented
challenging circumstances for the education sector.
However, it has also provided opportunities for
developing and enhancing innovative online teaching
and assessment methods. These methods can improve
digital literacy and students' and lecturers' performance
and satisfaction (Leal Filho et al., 2022).
Perceived Job Performance in another work setting
during COVID-19 Pandemic
Employees' job performance is the main focus of their
employers or management to maintain the operation
and success of the Institution (Saleem et al., 2021).
Organizations develop performance goals for
individual workers and the company regularly to
provide outstanding value to customers, reduce waste,
and operate efficiently. Performance may relate to
work effectiveness, quality, and proficiency at the duty
level for an individual employee (Adhitama &
Riyanto, 2020). Previous studies found job
performance in other conditions of the organization.
Sapta et al. (2020) concluded in their study that
organizational culture, job satisfaction, and technology
positively impact employee motivation and
performance at the rural banks in Bali.
In his study, Alonazi (2020) discovered convincing
proof of significant correlations between nurses'
Emotional Intelligence levels and reported job
performance. This group of nurses has a high level of
emotional intelligence, especially among medical
professionals that work in critical care. Similarly,
Sanchez-Gomez et al. (2021) stated that the findings of
their study showed that emotional intelligence
substantially directly influences individual work
performance. Professionals with high emotional
intelligence appear to have the best internal
resourcefulness when confronted with difficulty in
work issues. As a result, they maximize their
engagement, which promotes the perception of long-
term effectiveness at work and facilitates an improved
work performance indicator.
Methodology
Participants
The sample comprises 142 respondents from various
roles within PHEIs, selected through proportional
stratified sampling. Inclusion criteria involve
experienced employees pre-pandemic, while exclusion
criteria exclude those recently employed. The study
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explores how employees' sense of connection and
responsibility to their work and their positive
contributions to the institution and colleagues relate to
their job performance amidst pandemic challenges,
aiming to provide insights for enhancing
organizational well-being during these unprecedented
circumstances. The study focuses on Private Higher
Education Institutions (PHEIs) in the Province of
Bukidnon, Region X-Northern Mindanao, aiming to
understand the impact of psychological ownership and
organizational citizenship behavior on perceived job
performance among employees during the COVID-19
pandemic.
Instruments of the Study
The study utilized an adapted survey questionnaire to
measure the variables of Psychological Ownership,
Organizational Citizenship Behavior, and Perceived
Job Performance. Permission was obtained from the
authors of the original questionnaires. The reliability
of the Psychological Ownership scale, with a
Cronbach's Alpha of .97, was deemed highly
satisfactory, while the Organizational Citizenship
Behavior scale had a reliability coefficient of .92,
indicating stability. The Job Performance scale also
exhibited good reliability with a Cronbach's Alpha of
.97. All items were rated on a five-point Likert scale.
The Psychological Ownership scale comprised five
subscales, including promotion-focused and
prevention-focused aspects. The Organizational
Citizenship Behavior Scale had 12 items, and the Job
Performance Scale, with 19 items, covered Trait
Emotional Intelligence, In-role Performance, and
Extra-role Performance dimensions. Data analysis
involved hierarchical regression to assess variable
correlations, and four experts validated the
questionnaire to ensure the study's validity.
Procedure
The study employed a Descriptive Correlation research
design to investigate the relationship between
Psychological Ownership, Organizational Citizenship
Behavior, and Employees' Perceived Job Performance
during the COVID-19 pandemic in Private Higher
Education Institutions (PHEIs). Ethical considerations
were ensured through collaboration with U.M.
Research and adherence to ethical standards. Initially
utilizing face-to-face surveys, the researcher adapted
to pandemic restrictions by incorporating remote data
collection through Google Forms, maintaining
methodological rigor. Descriptive statistics were used
to summarize demographic characteristics, while the
Pearson correlation coefficient explored relationships
Fatimae A. Delos Santos
between variables. Linear Regression Analysis via
Hierarchical Regression examined the influence of
Psychological Ownership and Organizational
Citizenship Behavior on Job Performance. Adherence
to ethical guidelines, transparency, confidentiality, and
participants' informed consent were emphasized
throughout the study, with proper referencing and
plagiarism checks ensuring data integrity.
Collaboration with a statistician facilitated accurate
result interpretation, with the researcher retaining
authorship rights and a willingness to publish the
survey with appropriate guidance.
Ethical Consideration
The study's adherence to research ethics, overseen by
the U.M. Ethics Review Committee (UMERC), was
paramount throughout the research process. The study
was conducted with full compliance with the approved
and th e U M E R C C e r t i f i c a t i o n n u m b e r
UMERC-2022-404, ensuring that all necessary ethical
considerations were met. The research emphasized
transparency and authenticity, with authorized
documents in the appendices and no evidence of
falsification or forgery. The study's primary goal was
educational achievement and advancement without
exaggerations or undue bragging. The research
involved no deception, and participants provided
informed consent before participating. Respondents
were assured that their data would be treated with
utmost confidentiality and anonymity, and they could
withdraw from the survey at any point. The study
focused solely on participants' experiences and did not
subject them to high-risk scenarios that could
jeopardize their well-being. Proper referencing in APA
format and checks with Turnitin and Grammarly
ensured accurate attribution, grammar, and data
integrity. Collaboration between the researcher and
statistician facilitated a thorough and desirable
interpretation of the study's results and discussions.
The researcher-maintained authorship rights, and no
copyright infringements were present, with a
willingness to publish the survey if appropriate advice
was received.
Results and Discussion
Psychological Ownership of PHEIs Employees
The data presented in Table 1 is the level of
Psychological Ownership of PHEIs employees. The
indicators such as identity have a mean score of 4.25
with a standard deviation of .707, responsibility has a
mean score of 4.59 with a standard deviation of .619,
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employees. The minimum score obtained by

and autonomy also has a mean score of 4.31 with a
standard deviation of .654. Identity, responsibility, and
autonomy have a very high level in the Psychological
Ownership of the PHEIs employee. At the same time,
the territory has a mean score of 3.61 with a standard
deviation of 1.033, which only has a high level of
employees. Overall, the level of Psychological
Ownership of the employee respondents has a mean of
4.19 with a standard deviation of .577 which means
they have a high level of Psychological Ownership.
Limited studies explore psychological ownership in
the context of Private Higher Education Institutions
and other companies. A high degree of psychological
ownership and its dimensions in employees is linked
to substantial organizational support and decreased
turnover intention, as found in a study by Jing and Yan
(2022). Nurtjahjani et al. (2021). Employees with high
psychological ownership show engagement in their
work even when management demonstrates less
transformational leadership. Islam et al. (2022) further
investigated how employees with a heightened sense
of psychological ownership tend to be less inclined to
react to abusive supervisors with silence, as they
experience a stronger sense of belonging and aim to
contribute positively to their organization.
Table 1. Level of the Psychological Ownership of
PHEIs Employees
participants is one, and a maximum of 5 with a mean
of 3.81 and a standard deviation of .678, the level of
organizational citizenship behavior is high. It indicates
that employees in PHEI experience organizational
citizenship behavior during the COVID-19 Pandemic.
High employees in this variable (OCB) exhibit
voluntary, prosocial actions that contribute positively
to the organization or indicate a desire for
organizational development (Ridwan et al., 2020). The
results reveal limited related studies on Private Higher
Education Institution employees. Besides, the result is
similar to Sajid & Mahr Muhammad's (2020) research,
which investigated that Public University teachers
showed high levels of organizational citizenship
behavior. Employees who view their workplace
environment fosters optimism, trust, empathy,
integrity, and forgiveness display higher levels of
Organizational Citizenship Behavior (Pires & Nunes,
2018). Hence, the effectiveness and efficiency of the
organization depend on having a high degree of
organizational citizenship behavior (Budak et al.,
2020).
Perceived Job Performance of PHEIs Employees
Table 3. Level of Perceived Job Performance of PHEIs
Employees

Table 3 presents the level of Perceived Job

Organizational Citizenship Behavior of PHEIs Performance of the PHEIs Employees. The indicators
Employees are Trait emotional with a mean of 4.04 with a
standard deviation of .788, in-role performance with a
Table 2. Level of the Organizational Citizenship mean of 3.83 with a standard deviation of .842, and
Behavior of PHEIs Employees extra-role performance with a mean of 4.10 with a
standard deviation of 7.30. All these indicators mean a
high Job performance with an overall mean of 3.99
with a standard deviation of .720.

Kalogiannidis (2020) emphasized the significance of

clear and compelling business communication in
The data presented above shows the perceived fostering employee productivity and cooperation and
organizational citizenship behavior of the PHEIs promoting teamwork to enhance performance.
Though, according to Torres et al. (2021) that

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employees are confronted with challenges that arise in
failure to deliver satisfactory performance or foster
quality improvement in their Institution, the results
show that the job performance of the PHEIs employees
is maintained, demonstrates effective and efficient task
completion, goal achievement, and overall
contribution to organizational objectives (Vindu,
2022).
Correlation Between Variables
Table 4. Correlation Between Variables
The data in Table 4 indicate the relationship between
the variables using Pearson Correlation Coefficient.
The independent variable, Psychological ownership,
and the dependent variable, Job performance, have a
correlation coefficient of .557 and a p-value of
<.00001 with a significance level of p <0.05. While
the Organizational Citizenship behavior and Job
Performance correlation coefficient of 0.581 and a p-
value of <.00001 with a significance level of p <0.05.
The results show that Psychological ownership and
Organizational Citizenship Behaviour are significantly
related to Job Performance. Thus, the alternative
hypothesis of this study is accepted.
Limited studies have been explored about the
employees in PHEI, especially the relationship
between Psychological Ownership and Job
performance. However, the results are slightly related
to the study of Karabay (2021) since he examined that
psychological ownership has a significant relationship
with job performance. He indicates that the employees'
psychological ownership can lead to high
performance. Moreover, another related study showed
that the motivation of PHEI employees to improve job
performance and psychological ownership is
correlated (Md-Sidin, Sambasivan, M, Muniandy,
2010, as cited in Chen et al. 2021). Aside from the
point that it motivates to a high level, this encourages
the employees to engage in extra-role behaviors that
are part of the indicator of job performance (Man &
Farquharson, 2015; Olckers & Du Plessis, 2012 as
cited in Olckers & Booysen 2021).
Furthermore, Organizational Citizenship Behavior also
Fatimae A. Delos Santos
has a significant relationship with job performance
which is supported by the study of Hidayah & Harnoto
(2018). Similarly, on the findings of the systematic
literature review of Atatsi et al. (2019), one of the
behaviors, such as the Organizational Citizenship
Behavior, has a positive relationship with employee
performance. Moreover, according to Idrus et al.
(2019), employees within higher education institutions
who exhibit positive attitudes towards their
organization, including engaging in citizenship
behavior, are likely to contribute to achieving
compelling organizational implications and outcomes
within the context of the twenty-first century's global
economy. Thus, this study's results indicate that the
emp loyees' p sych olog ical ownership and
organizational citizenship behavior are correlated to
their job performance.
Regression Analysis on the Influence of
Psychological Ownership and Organizational
Citizenship Behavior to Job Performance of
employees
Table 5. Regression Analysis on the Influence of
Psychological Ownership and Organizational
Citizenship Behavior to Job Performance of employees
Table 5 shows the influence of the independent
variables on job performance, which is the dependent
variable using the Hierarchical regression analysis.
The hierarchical regression analysis indicates that
psychological ownership and organizational
citizenship behavior significantly influence job
performance. The analysis shows that Psychological
ownership has a beta coefficient of .345, and
organizational citizenship behavior has a beta
coefficient of .397. Both beta coefficients are positive,
indicating that job performance increases as
psychological ownership and organizational
citizenship behavior increase. However, the
organizational citizenship behavior demonstrates more
substantial to the job performance. The analysis also
reveals that the model is significant, with an F-value of
50.824 and a p-value less than 0.05. It demonstrates
that the model appropriately considers the data and
that there is a substantial influence between the
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dependent variable (Job performance) and the
independent variables (Psychological Ownership and
Organizational Citizenship Behavior).
Moreover, the analysis shows that the adjusted R-
squared (ΔR2) is 0.414, indicating that including
Psychological ownership and organizational
citizenship behavior in the model accounts for an
actual amount of the variance in job performance.
Psychological ownership and organizational
citizenship behavior can explain 41.4% of the variance
in job performance. Thus, the alternative hypothesis of
this study is accepted. The results suggest the
influence of the independent variables on the
dependent variable. The overall employee attitude,
which is job performance, is predicted by the interplay
of psychological ownership (Cognitive and affective
component), organizational citizenship behavior (the
behavioral component), and Job performance (the
behavioral component). It is somewhat related to the
study of Jakada et al. (2021) that job performance is
the overall employee attitude toward the organization
predicted by the interplay of the components of the
Attitude.
Limited research is related to the employees'
psychological ownership influences their job
performance. However, empirical evidence regarding
the influence between psychological ownership and
work performance demonstrates that it fosters a feeling
of belonging and ownership (Avey et al., 2009; Pierce
et al., 2003, 2019; Renz et al., 2020 referenced in
Atatsi et al., 2021). Similar to the results of the study
supported by Nwanzu et. Al (2022) states that
psychological ownership influences employee
creativity. Moreover, the study shows also that
psychological ownership predicted extra-role behavior
in job performance (Vandewalle et al., 1995, as cited
in the study of Degbey et al., 2020). However, this is
contrary to the empirical evidence of Yan et al. (2020),
which states that the change in psychological
ownership does not significantly change job
performance.
Moreover, as supported by the study of Hung et al.
(2022), the strong impact of Organizational
Citizenship behavior on job performance will improve
employee productivity and enhance the ability to
cooperate between employees and managers. Similarly
to the study of Akinmayowa and Efeovbokhan (2021)
that Organizational Citizenship behavior significantly
influences the job performance of the employees over
the effects the demographic variables and other job-
related factors, which suggests that these employees,
when engaged in Organizational Citizenship behavior,
Fatimae A. Delos Santos
may be more motivated to perform well on the job and
more committed to the organization. Mardhotillah et
al. (2021) also stated that maintaining positive
relationships and assisting colleagues can lead to
employee satisfaction, fostering a joyful work
environment and enhancing overall performance.
Thus, the hierarchical regression analysis suggests that
Psychological Ownership and Organizational
Citizenship behavior are significant predictors of the
job performance of PHEI employees during the
COVID-19 Pandemic. Organizations can foster
psychological ownership by giving employees
autonomy and control over their work and encouraging
employees to develop a sense of attachment to the
organization. Organizations can also encourage
Organizational Citizenship behavior by promoting a
positive work environment and recognizing and
rewarding employees who engage in citizenship
behaviors. By focusing on these factors, organizations
can improve employee job performance and,
ultimately, organizational effectiveness
Conclusion
The present findings show the level of psychological
ownership and organizational citizenship behavior.
The PHEI employees during the COVID-19 Pandemic
revealed that their psychological ownership and
organizational citizenship behavior, and job
performance have high levels. Employees with high
psychological ownership tend to receive substantial
organizational support and display lower turnover
intention (Jing & Yan, 2022). Employees'
organizational citizenship behavior in PHEI exhibits
voluntary, prosocial actions that contribute positively
to the organization or indicate a desire for
organizational development (Ridwan et al., 2020).
Further, the state of their Job performance is similar to
the findings of the study by Al Shobaki et al. (2018)
that there are h igh - performance levels of
administrative staff. Hence, the empowerment and
well-being of those around an employee might rise
with effective job performance (Eliyana et al., 2019).
Moreover, this research concluded that the
independent variables are correlated with the
dependent variables. It means that the alternative
hypothesis (Ha 1 & Ha 2) in this study about the
correlation of the variables is accepted. It indicates that
the relationship between psychological ownership and
organizational citizenship behavior to job performance
can lead to the high performance of the employees. On
the other hand, the alternative hypothesis (Ha 3 & Ha
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Research Article
4) of the independent variables is predicted to
influence the dependent variables and is also accepted.
Empirical evidence supports that there is an influence
between psychological ownership and work
performance demonstrates that it fosters a feeling of
belonging and ownership (Avey et al., 2009; Pierce et
al., 2003, 2019; Renz et al., 2020 referenced in Atatsi
et al., 2021). While the employee's organizational
citizenship must improve to increase job performance
(Sigh et al., 2019).
As supported by the study of Jakada et al. (2021), the
study draws its conclusion from the Tripartite theory
of Attitude; this research concluded that the
components of Attitude are correlated. The interplay of
the components (cognitive, affective, and behavioral)
contributes to the correlation of the employee attitude
toward their job performance. Further, this study found
the interaction of these components as an influence of
these components to the Job performance. This present
study provides new insight into the influence by
drawing on the perspective of this theory. It concludes
that the interaction and interplay of the components of
Attitude predict Job Performance as an overall
employee attitude toward the organization. Generally,
the research highlights the importance of considering
the role of psychological ownership and organizational
citizenship behavior in the Institution. Lastly, these
findings suggest that promoting psychological
ownership and organizational citizenship behavior
among employees in private higher education can
enhance their job performance during the Pandemic
and beyond.
Therefore, the study recommends that Human
Resource Personnel, PHEI Employees, and Officials
continue to foster a culture of psychological ownership
and organizational citizenship behavior within the
Institution, supporting and recognizing the significance
of these concepts. Employees in the PHEI should
actively embrace psychological ownership and engage
in positive behaviors that contribute to the
organization and their colleagues, nurturing their job
performance. Sustained efforts from employers and
employees can lead to a thriving work environment
and continuous growth for the Institution. Future
research should explore the long-term effects of these
variables beyond the COVID-19 pandemic,
understanding their evolution and sustainability.
Expanding research to different industries and contexts
will provide insights into their interactions while
exploring potential mediators and moderators will
reveal underlying mechanisms and boundary
conditions. Utilizing diverse research methodologies,
including pilot testing with sample cohorts and
Fatimae A. Delos Santos
qualitative research, can confirm the relationships and
explain the reasons behind the variables' activation.
This comprehensive approach allows for a deeper
understanding of how psychological ownership and
organizational citizenship behavior contribute to job
performance, whether through innate or social
processes.
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doi:10.1136/bmjopen-2020-039711
Affiliations and Corresponding Information
Fatimae A. Delos Santos
University of Mindanao – Philippines
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