Multiple jobholding: its relationship with organizational citizenship behavior and the role of perceived organizational support

By: Material type: Computer fileComputer filePublication details: Ahmedabad Indian Institute of Management 2024Description: 265 p. illSubject(s): DDC classification:
  • TH 2025-16
Online resources: Summary: Abstract Multiple job holding (MJH) refers to working more than one job simultaneously in exchange for, or expectation of, compensation. The rise of MJH has evoked a variety of responses from leaders of organizations that employ full-time workers- from overt denial of MJH to conditional acceptance at best. The research regarding the relationship between MJH and performance remains limited and equivocal. In this thesis the relationship between MJH and organizational citizenship behavior (OCB), a discretionary aspect of work performance, also referred to as contextual performance was examined. Using tenets of conservation of resources theory, organizational support theory, and job demands-resources theory, it is predicted that perceived organizational support (POS) will moderate the relationships between MJH and OCB. In addition to studying the impact of holding MJH on performance, the similarity of the multiple job(s) to the side job and the amount of time spent on the paid side job on performance were also tested. A total of 601 participants working in different industrial sectors, comprising those who hold multiple jobs (N = 294) and those who hold only one full-time job (N = 307) were surveyed. Findings from regression analyses revealed no significant differences in the contextual performance displayed by multiple jobholders (MJHers) and people who work only a full-time job. MJHers whose paid side job was highly similar to their full-time job were found to display higher OCB compared to those whose paid side job was dissimilar to their full-time job. Further, MJHers who spent more hours weekly on their paid side job were found to display less OCB as compared to those who spend fewer hours towards it. POS was found to significantly moderate the relationship between jobholding status (doing MJH or not) and OCB, meaning those MJHers who report high perceived support from their full-time job, display higher contextual performance at their full-time job, compared to those MJHers who evaluate their organization to be providing low support. Just because someone does MJH does not mean their performance is going to be poor. The performance of MJHers is impacted by the experiences employees have at their full-time job organizations. The number of hours spent on MJH, and the nature of work done in the side jobs influences performance. Contributions to theory and practice, and practical implications of the findings are discussed.
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Item type Current library Collection Shelving location Call number Status Date due Barcode
Thesis (FPM) Vikram Sarabhai Library Non-fiction Thesis TH 2025-16 (Browse shelf(Opens below)) Not for Issue (Restricted Access) CD002764

Thesis Advisory Committee

Prof. Neharika Vohra
Prof. Kirti Sharda
Prof. Aditya Moses

Abstract

Multiple job holding (MJH) refers to working more than one job simultaneously in exchange for, or expectation of, compensation. The rise of MJH has evoked a variety of responses from leaders of organizations that employ full-time workers- from overt denial of MJH to conditional acceptance at best. The research regarding the relationship between MJH and performance remains limited and equivocal. In this thesis the relationship between MJH and organizational citizenship behavior (OCB), a discretionary aspect of work performance, also referred to as contextual performance was examined. Using tenets of conservation of resources theory, organizational support theory, and job demands-resources theory, it is predicted that perceived organizational support (POS) will moderate the relationships between MJH and OCB. In addition to studying the impact of holding MJH on performance, the similarity of the multiple job(s) to the side job and the amount of time spent on the paid side job on performance were also tested. A total of 601 participants working in different industrial sectors, comprising those who hold multiple jobs (N = 294) and those who hold only one full-time job (N = 307) were surveyed. Findings from regression analyses revealed no significant differences in the contextual performance displayed by multiple jobholders (MJHers) and people who work only a full-time job. MJHers whose paid side job was highly similar to their full-time job were found to display higher OCB compared to those whose paid side job was dissimilar to their full-time job. Further, MJHers who spent more hours weekly on their paid side job were found to display less OCB as compared to those who spend fewer hours towards it. POS was found to significantly moderate the relationship between jobholding status (doing MJH or not) and OCB, meaning those MJHers who report high perceived support from their full-time job, display higher contextual performance at their full-time job, compared to those MJHers who evaluate their organization to be providing low support. Just because someone does MJH does not mean their performance is going to be poor. The performance of MJHers is impacted by the experiences employees have at their full-time job organizations. The number of hours spent on MJH, and the nature of work done in the side jobs influences performance. Contributions to theory and practice, and practical implications of the findings are discussed.

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