Depression, Anxiety and Stress as Correlates of Organizational Citizenship Behaviour among Oil...

European Journal of Globalization and Development Research, Vol. 10, No. 1, 2014

© JournalsBank.com (2014). ISSN 2220-7414

ISSN 2220-7414

European Journal of Globalization

and Development Research

Uzonwanne, Francis C.

Depression, Anxiety

and Stress as Correlates

of Organizational

Citizenship Behaviour

among Oil Workers in

Nigeria


© JournalsBank.com (2014). ISSN 2220-7414

619

Depression, Anxiety and Stress as Correlates of Organizational

Citizenship Behaviour among Oil Workers in Nigeria

Uzonwanne, Francis C.*

Abstract

There is a dearth of literature from studies of depression, stress and anxiety among oil workers in

Africa and in Nigeria specifically, despite the plethora of documented studies in China and United

Kingdom. This study seeks to fill the gap by investigating the influence of depression, anxiety and

stress on organizational citizenship behavior among oil workers in Nigeria. A power analysis on the

OCB-C questionnaire to ensure that the statistical test has adequate power resulted in a sample size

of 120. 300 oil workers drawn from the major Petroleum Co-operation in Nigeria; Pipelines and

Product Marketing Co-operation (P.P.M.C), MOSIMI which is a subsidiary of Nigerian National Oil

Co-operation (N.N.P.C) were randomly selected for this study. The study set out to determine a

significant relationship in the depression, anxiety and stress and the organizational citizenship

behaviour exhibited by these oil workers. Findings from the analysis showed that depression, anxiety

and stress were significantly related to the exhibition of organizational citizenship behaviour.

Findings may be useful in further understanding the prevalence of stress, anxiety and depression

among workers in high profile careers like oil industry.

Keywords: Organizational Citizenship Behavior, Gender, Education, Marital Status

*[Corresponding Author], [PhD], [Department of Psychology, College of Management Sciences, Redeemer’s University,

Nigeria], [Email: [email protected]], [+2348131100757]


© JournalsBank.com (2014). ISSN 2220-7414 620

1.1 INTRODUCTION

The Nigerian economy depends greatly on oil as the

main generator of its GDP (Gross Domestic Product.)

Serving as the financial heartbeat of the nation, the oil

sector workers are expected to be highly efficient,

effective and productive. The organization however has

to play a major role in satisfying and motivating its

employees because of their high significance, while

their efforts or job performance goes a long way in

affecting the economic stamina of the country. Since oil

is the major source of income in Nigeria, attention

cannot be overly paid on the employees working under

this sector. Clearly, distractions which could come in

form of anxiety, depression, stress, job insecurity, job

dissatisfaction amongst others is highly inevitable and

detrimental but can however be avoided in the best

possible way. Oil organizational executives and

management should recognize its employees as a major

asset and should also provide measures by which they

would keep the employees in the organization at the

best possible productivity level. It is expected that

more attention should therefore be paid to employee

welfare. The organizations are expected to initiate

strategies to cope with anxiety, manage depression, and

reduce stress while increasing job satisfaction and job

insecurity. These oil organizations are also expected to

imbibe team spirit as part of the organization‘s culture.

This will further foster a work friendly organizational

climate which will motivate and increase work

performance in turn increasing productivity resulting in

more income for the country at large. Also team spirit

building will also increase the chances of the survival of

the organization in a globalized world. Organizations

that encourage team spirit would have workers with

good interpersonal relations resulting in increased

practice of ―helping behaviors‖. Organizational

Citizenship Behavior is the individual behavior that is

discretionary, not directly or explicitly recognized by

the formal reward system, and that in the aggregate

promotes the effective functioning of the organization

(Organ 1988 & 1997). In this view, engagement in

Organizational Citizenship Behavior is generally a

personal choice, and omission is not generally seen as

punishable (Organ, 1988) but however, should be

encouraged for greater effectiveness and growth in any

organization.

Anxiety, Depression and Stress are related as they exist

in a continuum. Depression begins with stress, which is

when the perceived demands of the job are greater than

the person‘s perceived ability to cope. The significance

of the conclusion will focus on the level of stress

accomplished. It is when stress levels are not overseen

by the individual or proceed for an augmented period of

time, that the individual experiences anxiety (Hayes,

2011). Hayes (2011) opines that this inclination of

apprehension (anxiety) will influence the individual on

diverse extent of levels, including occupation execution,

interpersonal connections, loss of appetite and others.

When the feeling doesn‘t go away the person starts

feeling depressed, with the level of depression ranging

from mild to severe.



Work associations or organizations are for the most part

acknowledged to be essential social settings where

rivalry, rare assets, time limits, contrasts in objectives

and identities and other sort of anxieties can lead

workers to aggress against their colleagues,

subordinates and even bosses (Aquino and Thau, 2009).

Within this competitive atmosphere however, there are

still some employees who find it necessary out of their

own volition to help their colleagues. They go out of

their way to lend a helping hand to colleagues who may

or may not require assistance in carrying out their day-

to-day routine tasks without requesting for any form of

recognition or additional pay from the organization.

This helpful gesture can be said to be a ―sense of

Citizenship‖ or ―organizational citizenship behavior‖

which translates into willingness to go beyond cultural

obligation required by the organization of the employee.

Researchers have continually and endlessly tried to find

factors that decrease or increase the likelihood of the

practice of organizational citizenship behaviors by

employees. Ever since the first documented research on

OCB was carried out by Oran and colleagues in the

1980‘s, subsequent researchers have continued to

carryout in-depth research on OCB itself and its

determinants. That is factors that increase or decrease

the likelihood of practicing Organizational Citizenship

Behavior. This study will therefore focus on Anxiety,

Depression and Stress as possible determinants of

practicing Organizational Citizenship Behavior among

oil workers in Nigeria.

In recent years, there has been an increasing

interest in Organizational citizenship Behavior.

However, the first documented study on Organizational

Citizenship Behavior was done by Organ and his

friends in 1980s (Bateman & Organ, 1983) the term

emerged in a strive to explain the satisfaction-causes-

performance relationship, suggested an alternative form

of job performance, which they called citizenship

behavior. In establishing the basis for this alternative

for job performance, they argued that job performance

has been partly misunderstood as quantity of output or

quantity of craftsmanship (Bateman & Organ, 1983).

Subsequent definitions of Organizational Citizenship

Behavior do not deviate much from the original

definition, also there is much consistency found in their

ways of interpreting OCB (Organ & Koyovsky, 1989).

For instance, (Kumar, Bakshi & Rani, 2009) defines

Organizational Citizenship Behavior as behaviors

without a reward, expectation or requiring any

punishment is called as Organizational Citizenship

Behavior in an organization. Similarly, Hunt (2002)

states that Organizational Citizenship Behavior are the

individual behaviors of willingness, not based on

orders, and increasing organizational performance. It

can be observed that all the definitions lay emphasis on

the employee‘s willingness, secondly, it is an informal

behavior and thirdly it is done to improve

organizational effectiveness (Hunt, 2002).

Some researchers have differentiated the focal target of

the OCB among the dimensions, such that OCB can be

defined as pro-social or helping behavior directed at



other coworkers (e.g., altruism and courtesy toward

other individuals) or as pro-social behavior directed

toward the employee‘s organization (e.g.,

sportsmanship, civic virtue, and conscientiousness in

promoting the welfare of the organization) (Williams &

Anderson, 1991). Regarding the dimension of OCB

toward the organization, majority of studies like that of

Podsakoff, et al., (2000) have been devoted to the

affiliative forms of such behavior (i.e., sportsmanship,

compliance, conscientiousness), but a further

distinction has been made that attends to a form of OCB

that challenges the status quo of the organization

(Podsakoff, et al., 2000). The term Organizational

Citizenship Behavior cannot however be discussed

without making mention of some concepts like job

satisfaction and organizational commitment. Organ and

Ryan‘s (1995) postulated that employee‘s attitudes:

especially Job satisfaction and Job commitments can

predict OCB better than dispositional variables. It is

reasonable to suggest that Job satisfaction will

positively relate to OCB. Employees who are satisfied

with their job are likely to reciprocate with positive

behaviors like OCB. Work satisfaction could be

characterized as a pleasurable or positive enthusiastic or

emotional state coming about as a result of the appraisal

of one's employment or occupation encounters (Locke,

1976). Job satisfaction has the most robust attitudinal

relationship with OCB (Organ and Ryan, 1995). Werner

(2007) opines that only satisfied employees seem more

likely to display positive behaviors that can effectively

contribute to the overall functioning of the organization.

Bateman and Organ (1983) also proposed that

employees will tend to display organizational

citizenship behaviors more probably when they feel

satisfied with their jobs, against support or benefit (e.g.,

positive work experiences) provided by their

organization or colleagues (Bateman and Organ, 1983).

Organizational commitment is the relative strength of

an individual‘s identification and involvement in a

particular organization (Bateman and Organ, 1983). It is

argued that committed employees are more likely to

engage in behaviors that enhance their value and

support the organization. Thus, a positive relationship

between organizational commitment and OCB is

reasonable.

1.1.1 Anxiety

In the Diagnostic and Statistical Manual of

Mental Disorders (DSM IV) published by the American

Psychiatric Association , anxiety is defined as prior

worrying towards danger or future misery along with

dysphoria and physical symptoms of tension and the

predicted source of danger might be internal or external

(Khalatbari, 1983). Anxiety can generally be describes

as a feeling of fear in which affects a person in deferent

facets of life for instance productivity level,

interpersonal relationship etc. Anxiety is a negative

emotion that has the capability to induce/influence

behavior either negatively or positively. In contrast with

anger, however, the action tendency for anxiety is

avoidance and escape (Lazarus, 1999). People respond

to stimuli that make them anxious by orienting

themselves away from the stimuli and related



consequences (Roth & Cohen, 1986). Avoidance offers

the opportunity to reduce stress and gradually recognize

and deal with the threats that lead to the feelings of

anxiety (Roth & Cohen, 1986). According to the

American Psychology Association (2007), layoffs,

restructuring, or management changes can heighten

anxiety about an employee‘s job security. Result of

some researches (Roth & Cohen, 1986) show the

scientific role of stress in anxiety disorders and explains

that the stress factors have causal impact on anxiety

disorders (Roth & Cohen, 1986).

1.1.2 Stress

One of the characteristics of a healthy

organization is that the physical and emotional healths

of its employees are of the interest and attention of its

management (Selye, 1975). Stress is an inevitable part

of the professional life which is derived from the

experiences of the job (Schneiderman, Ironson, &

Siegel, 2005). Job stress is the harmful physical and

emotional response that occurs when there‘s a poor

match between job demands and the capabilities,

resources or needs of the worker (Schneiderman,

Ironson, & Siegel, 2005). Stress is a feeling that cannot

be completely avoided. Everybody goes through stress

at one point or another in their life. There are several

scholastic researches that have been carried out on

stress which has yielded to several definitions. The

Oxford Advanced Learners Dictionary defines stress as

pressure, tension or worry resulting from problems in

one‘s life. The National Institute of Occupational Safety

and Health (1999) defines stress as: ‗The harmful

physical and emotional responses that occur when the

requirements of the job do not match the capabilities,

resources, needs of the worker‘. The HSE (2001) also

defines stress as: ‗The adverse reaction people have to

excessive pressures or other types of demand placed on

them‘. Akinboye, Akinboye and Adeyemo (2002)

defined stress as an ineffective and unhealthy reaction

to change. It is the body‘s response to any undesirable

mental, physical, emotional, social or environmental

demand. According to them stress describes physical

trauma, strenuous exercise, metallic disturbance and

anxiety which challenges the body well-being

(Akinboye, Akinboye and Adeyemo, 2002). The

stressors include work changes, unexpected and sudden

noise, terrors, panic, electric shock, uncontrollable

situations, physical ailments, surgery, threats to life,

daily conflicts sleep deprivation, work over or under

load, social isolation, inability to meet dead line etc.

when the level of stress experienced on a job is too

high, the employees are likely to be dissatisfied with

their job (Akinboye, Akinboye and Adeyemo, 2002).

Another research carried out by Chen, Wong, Yu, Lin

& Cooper (2003) on the effective stressful and

management factors and job stresses showed that there

is a significant relationship between the variables of

age, level of education and level of job stress as elderly

managers expressed more job satisfaction.

1.1.3 Depression

Generally, work is good for our mental health,

but there are times in which certain life experiences will

make work un-enjoyable. Most times, the pressure of,



and the stress at work coupled with other life‘s

problems can make depression more likely to occur.

Depression also known as ―common cold of mental

illness‖ can be defined as an illness that involves the

body, mood, and thoughts (National institute of Mental

Health, 2007). A good mental health at work enables an

employee to cope with the daily demands of their role,

ensuring they are productive and positive when they are

at work. According to Dong (2000) depression can

seriously affect someone‘s ability to work effectively

and it may be so bad that he or she will have to stop

work completely for a time. Researches like Stoner and

Perrewe (2006) opined that that individuals who are

experiencing depressed mood at work do not feel

mentally motivated to be company ―do-gooders‖. They

went further to state that individuals high in depressed

mood at work will perform fewer organizational

citizenship behaviors. Dong (2000) also argued that

individuals higher in depression may have a pessimistic

view of the self, the world, and the future and more

likely to focus on the negative aspects of the events than

individuals lower in depression. People higher in

depression may not think their involvement will affect

the situation outcomes in a positive way because of

their stringent self-evaluation compared to people lower

in depression (Rehm, 1977).

Umoh, Adeoye & Oyewo, (2008) showed in his

studies that certain jobs are more likely to make people

unhappy in their workplace; jobs in which an employee

cannot use his or her skills, or which are repetitive and

follow same routine daily seem particularly likely to

make people fed up with their work. Uncertainty about

how well one is performing or about future changes in

employment can result in feelings of tension and worry,

and difficult bosses who bully and criticize will just

make things worse, and also, poor working conditions

or environment such as cramped offices, hot and stuffy

office rooms, poor remunerations may make workers

tensed and stressed (Umoh, Adeoye and Oyewo, 2008).

Employees tend to have feelings of frustration if they

have no say in the way their work is organized, or if

decisions are imposed from above without any

discussion or consultation. Knippers (2006) also

explained that depression often occurs in people at

times that might not be expected and life challenges

sometimes overwhelm people who are already

vulnerable for some pre-existing reason. Anxiety and

depression can affect the employee‘s productivity,

morale and effectiveness. According to Nwokedi

(2004), Nigeria has a poor working conditions and

environments .This could be one of the contributing

factors that can lead to the depression n working

population.

Anxiety and depression can have a substantial effect

on employer‘s work environment because it can

interfere with their abilities to do their Jobs. National

Mental Health Association (2004) observed that

depression interferes with the ability to work, sleep, eat

study and enjoy activities. Depression could therefore,

be number one barrier to the employee‘s success in

his/her workplace, because they may not be able to put

in their best. According to the National Institute of



Mental Health (2007), depression in the work place

manifests itself through changes in performance and

behaviors as follows;

1. Decreased or inconsistent productivity.

2. Absenteeism, tardiness, frequent absence from work

station.

3. Increased errors, diminished work quality.

4. Procrastination, missed deadlines.

5. Withdrawal from co-workers.

6. Overly sensitive and/or emotional reactions.

7. Decreased interest in work.

8. Slowed thoughts.

9. Difficult learning and remembering.

10. Slowed movement and actions.

11. Frequent comments about being tired.

Depression can affect anyone irrespective of age

(Umoh, Adeoye and Oyewo, 2008) and the oil workers

are not left out. The focus of the present study however

is to examine the influence of Anxiety Depression and

Stress on Organizational Citizenship Behavior (OCB)

among oil workers in Mosimi, Ogun State.

1.2 STATEMENT OF PROBLEM

Both the financial and human welfare of the Nation

Nigeria are linked to the effective functioning of the

human resources turning the wheels of the oil sector.

Such heavy weight responsibility sitting on the

shoulders of human elements is likely to leave an

impression on their psychological wellbeing weather

negative or positive. The guess leans towards

negativity. Psychology is the study of mental

functioning. The mental functioning of these human

resources is of utmost importance to the psychological

wellbeing of the nation Nigeria. Some of the mental

functioning of interest includes depression, anxiety and

stress. Naturally, problems of depression are common

in the general population but it may be more

pronounced among these oil workers due to the

responsibilities identified. Obviously, stress and anxiety

are often closely related also. For this reason, it is

important to realize that anxiety can be one of the most

dangerous psychological indications of poor mental

health and so is stress. Anxiety related behavior can

typically be traced to a fast paced, high responsibility

work environment. Such environments are very prone

to create or promote stress, especially among those

individuals who have little knowledge of managing

stress. Individuals under a lot of stress are likely to

show signs of anxiety. Apprehension, worry,

nervousness and fear of the future are among such

signals. While stress may be compared to a mountain

(work, family problems, difficult conditions like

examinations) which one must climb, anxiety is the

result of analyzing the possible consequences

(especially if they are painful) of failing at the task. It is

normal to experience a certain amount of anxiety when

faced with uncertainty. But excessive anxiety is a type

of neurosis which has the potential to hurt both the

sufferer and his family. The problems of ethnic

conflicts in oil producing areas, economic implications

of under-production and/or spillage and even politically

related affiliations may create anxiety and fear which



can stimulate stress. The general characteristic of a fast

paced high responsibility work environment is one that

has depression, anxiety and stress as possible outcomes.

A known remedy for such situations is for individuals

to seek out help. Where their personalities do not allow

them to reach out, volunteered help is mostly

welcomed. Organizational citizenship behavior which

has been described as individual behavior that is

discretionary, not directly or explicitly recognized by

the formal reward system and that in the aggregate

promotes the effective functioning of the organization

(Organ, 1988; 1997) is predominantly a helping

behavior. Organizational citizenship behavior may be in

essence a solution or a balance. A solution to the gaps

possibly created by individuals laboring under a heavy

weight of responsibilities. It may also be the balance

needed in an environment where depression, anxiety

and stress are prevalent. With the probability of this

being the case, will organizational citizenship behavior

be manifest in an environment prevailing with

depression, stress and anxiety? Literature covering

these essential variables are lacking and hence the need

for research that fills these gaps in literature. In the light

of the effects which anxiety, depression and stress could

cause, there is therefore need to examine the influence

of anxiety depression, and stress on organizational

citizenship behavior amongst selected oil workers in

Nigeria.

1.3 RESEARCH HYPOTHESIS

1. There will be a significant relationship between

Organizational citizenship behavior and depression

level of oil workers.

2. Stress level will significantly relate to the practice

of Organizational citizenship behavior of oil

workers.

3. There will be a significant relationship between

Organizational citizenship behavior scores and

anxiety levels of oil workers.

2.1 METHODOLOGY

This study examines depression, anxiety and

stress as correlates of organizational citizenship

behavior among oil workers in Nigeria.

2.2 RESEARCH DESIGN

This study adopted a survey research design

through the use of two psychological tests

(organizational citizenship behavior checklist OCB-C

and depression anxiety stress scale DASS) to examine

the influence of anxiety, depression and stress on the

organizational citizenship behavior of selected oil

workers in Mosimi, Ogun state. The independent

variables are anxiety, depression and stress while the

dependent variable is Organizational citizenship

behavior.

2.3 RESEARCH POPULATION AND SAMPLING

The survey population of this study consists of

oil workers in Nigeria. An incidental sampling method

was used to draw 300 samples from oil workers in

Ogun state. The sample comprised of 151 females and



149 males. The oil workers were drawn from the major

Petroleum Co-operation in Nigeria; Pipelines and

Product Marketing Co-operation (P.P.M.C), MOSIMI

which is a subsidiary of Nigerian National Oil Co-

operation (N.N.P.C).

2.4 RESEARCH INSTRUMENT

The major instruments used for retrieving data

in this study are; Depression Anxiety Stress Scale and

Organizational Citizenship Behavior checklist.

2.4.1 DEPRESSION ANXIETY STRESS SCALE

Depression Anxiety Stress Scale (DASS) is a

42-item scale developed by Lovibond, S.H and

Lovibond, P.F (1995) which includes three self-report

scales designed to measure the negative emotional state

of depression, anxiety and stress. The Reliability of the

scale was assessed by the use of cronbach‘s alpha and

was acceptable for all the scales with Depression as .91,

anxiety as .84, and Stress as .90. The DASS possesses

adequate convergent and discriminant validity which

was examined by correlating the Beck Depression

inventory (BDI), the Beck Anxiety inventory (BAI) and

the DASS. The BAI and the DASS scales were highly

correlated (r =0.81), as were the BDI and the DASS

depression scale (r =0.74).

The DASS is divided into three different sub-

scales which are Depression, Anxiety and Stress and all

three sub-scales have a direct scoring technique. Direct

scoring involves adding together the different values

ticked in the relevant items. For example, if in items 0 1

2 3 the numbers shaded are 3 2 4 1 2 1 respectively, the

scores for the items are 3+2+4+1+2+1= 13.

The scores of each respondent over each of the sub-

scales are then evaluated as per the severity-rating index

below

Table 1: Translation of the scores of respondents in DASS

Depression Anxiety Stress

Normal 0-9 0-7 0-14

Mild 10-13 8-9 15-18

Moderate 14-20 10-14 19-25

Severe 21-27 15-19 26-33

Extremely severe 28+ 20+ 34+

2.4.2 ORGANIZATIONAL CITIZENSHIP

BEHAVIOR-CHECKLIST

OCB-C questionnaire was developed by Suzy

Fox and Paul Spector (2009), it was a 42-item

instrument designed to assess the frequency of

organizational citizenship behaviors performed by

employees. It was then refined and shortened to 36

items and then finally to 20 items. The OCB-C was

specifically designed to minimize overlap with scale of

counterproductive work behavior.

Fox and Spector (2009) obtained internal

consistent reliability coefficient alpha of .89 and .94 for



two self-report samples, and .94 for a coworker sample

(coworkers reporting on the target employee). Fox and

Spector (2009) reported a coefficient alpha of .91 and a

concurrent validity of .83 for the scale.

The scoring technique for the OCB-C

questionnaire follows a direct scoring pattern in which

the scores are computed by summing responses across

items. For example, if items 8 9 10 11 12 13 where

ticked as 2 3 5 3 2 respectively, the score will be

2+3+5+3+2=15

The items responses (Never, Once or twice,

Once a month, Once or twice a week, Everyday) are

scored as 1, 2, 3, 4, 5 respectively.

The evaluation of the overall sum of each

respondent as the higher the score the higher the level

of OCB and the lower the score the lower the level of

OCB.

2.5 METHOD OF DATA ANALYSIS

The data that was collected for this study was processed

manually through coding and then entered

electronically into Statistical package for Social

Sciences (SPSS) version 22. The use of statistical

distributions such as tables and figures showing

frequencies and percentages were adopted in the study.

The hypotheses stated in the study were subjected to

Pearson r statistics for checking relationships.

3.1 RESULTS AND DISCUSSION

3.2 SOCIO DEMOGRAPHIC DATA

The demographic characteristics of the respondents in

the studied population and variables like gender,

marital status and highest educational qualification are

analyzed and presented.

Table 2: Demographic Characteristics of Participants

Variables Number Mean SD

Gender Male 151 57.90 12.44

Female 149 57.64 14.16

There were 300 participants from an oil company

surveyed on this study. From the Table 2, the gender

distribution shows that 151 of the respondents are male

and 149 are female and they have on average of 57.90

and 57.64 respectively on their Organizational

Citizenship Behavior (OCB) scores with a standard

deviation of 12.44 and 12.16 respectively.

3.3 PREVALENCE OF DEPRESSION STRESS

AND ANXIETY

Based on the results from the analysis of the data

collected, the following Table 3 shows the prevalence

of stress, anxiety and depression among the oil workers

surveyed.



Table 3: Prevalence of stress, anxiety and depression among oil workers in Nigeria

300 oil workers from Ogun State Nigeria were surveyed

to determine the prevalence of depression, anxiety and

stress. The results show that 16.7% of them rated

normal for depression, 11% were mild, 32.3% were

moderate while 31.7% experience severe depression

and 8.3% experience extremely severe depression. The

result also rated 11.3% as having normal anxiety, while

6.7% were having mild anxiety. 17.7% reported

moderate anxiety, 22.6% reported severe anxiety while

41.7% were experiencing extremely severe anxiety. The

results from stress showed 49.3% as normal which

depicts adequate stress management. 16% were mild,

30.7% were moderate and 3.3% were severe while

0.7% only reported extremely severe stress.

3.4 TEST OF HYPOTHESES

The results for the three hypotheses tested for this

study are presented in this section. The statistics

include One Way Analysis of Variance and the t-Test

statistics.

3.4.1 HYPOTHESIS ONE

There will be a significant relationship between the


depression of oil workers.

Table 4

Correlation Table for OCB and Depression

VARIABLES N r P

OCB 300 0.215 <.05

Depression

The test scores showed that there were 300 adolescent

respondents from the oil workers and their OCB scores

were tested to determine a statistically significant

relationship with their depression symptoms with a sig

two-tailed value of .000. Since .000 is less than 0.05, it

was determined that there is a statistically significant

correlation between the two variables; OCB of

respondents and their depression symptoms. This means

that increase or decrease of OCB will significantly

relate to increase or decrease of depression symptoms

and vice-versa. The r value of 0.215 which is closer to 0

however points to a weak relationship between the OCB

of respondents and their depression symptoms.(r= 0.22,

p<0.05)

3.4.2 HYPOTHESIS TWO

Stress level will significantly relate to the practice of

Organizational citizenship behavior of oil workers.

Depression Anxiety Stress

Normal 16.7% 11.3% 49.3%

Mild 11% 6.7% 16%

Moderate 32.3% 17.7% 30.7%

Severe 31.7% 22.6% 3.3%

Extremely severe 8.3% 41.7% 0.7%



Table 5

Correlation Table for OCB and Stress

VARIABLES N r P

OCB 300 0.118 <.05

Stress




relationship with their stress levels with a sig two-tailed

value of .042. Since .042 is less than 0.05, it was

determined that there is a statistically significant


respondents and their stress levels. This means that

increase or decrease of OCB will significantly relate to

increase or decrease of stress levels and vice-versa. The

r value of .118 which is closer to 0 however points to a

weak relationship between the OCB of respondents and

their stress levels.

3.4.3 HYPOTHESIS THREE

There will be a significant relationship between

Organizational citizenship behavior scores and anxiety

levels of oil workers.

Table 6

Correlation Table for OCB and Anxiety

VARIABLES N r P

OCB 300 0.218 <.05

Stress




relationship with their anxiety levels with a sig two-

tailed value of .000. Since .000 is less than 0.05, it was

determined that there is a statistically significant


respondents and their anxiety levels. This means that

increase or decrease of OCB will significantly relate to

increase or decrease of anxiety levels and vice-versa.

The r value of .218 which is closer to 0 however points

to a weak relationship between the OCB of respondents

and their anxiety levels.

3.5 DISCUSSION

The objectives of the study were to examine the

influence of anxiety, depression, and stress on

organizational citizenship behavior among oil workers

in Nigeria. Based on data generated by the study, it is

reasonable to conclude that there is a significant

relationship between depression, anxiety, stress and

organizational citizenship behaviour.

The result from hypothesis one which states that there

will be a significant relationship between the

Organizational citizenship behaviour scores and

depression of oil workers showed an apparent

significant relationship. This finding however appears

to be inconsistent with the previous findings, one of

which was reported by Stoner and Perrewe (2006), who

are of the opinion that individuals high in depressed

mood at work will perform fewer organizational

citizenship behaviours. Organizational citizenship

behaviours help the organization but are not required as

a job responsibility of the employee. Stoner and

Perrewe (2006) opined that individuals who are



experiencing depressed mood at work do not feel

mentally motivated to be company ―do-gooders‖. Dong

(2000) also argued that individuals higher in depression

may have a pessimistic view of the self, the world, and

the future and more likely to focus on the negative

aspects of the events than individuals lower in

depression. People higher in depression may not think

their involvement will affect the situation outcomes in a

positive way because of their stringent self-evaluation

compared to people lower in depression (Rehm, 1977).

Depressed people may think their perceived level of

competence is low and researchers have found that

depression is negatively related to self-evaluated social

competence (Dong, 2000). In summarize, more

depressed people may be less likely to help others than

less depressed individuals. The research examining the

relation between empathy, which is related to

organizational citizenship behaviour (Dong, 2000) and

depression is mixed. Some researchers found a negative

relationship between depression and empathy (Lee,

Brennan, & Daly, 2001) and/or empathic concern

(Ghorbani, Bing, Watson, Davison, & LeBreton, 2003).

On the other hand, other researchers found a positive

relation between depression and empathy in general

(Gawronski & Privette, 1997) and/or some empathy

dimensions such as personal distress (Ghorbani, et al.,

2003). Perhaps more depressed people experience

greater guilt for being better off than others than less

depressed people. The increased guilt level leads to

greater empathic reactions (O‘Connor et al., 2002).

These conflicting findings may be the result of a failure

to distinguish between self and other-oriented

depression (O‘Connor, et al., 2002). Other-oriented

depression originates from feelings of guilt but self-

oriented depression is typically due to negative feelings

such as shame, fear, or envy. O‘Connor et al. (2002)

also found that self-oriented depression might appear

more in a non-clinical sample while other-oriented

depression might appear more in a clinical sample.

Given that Dong (2000)‘s study focuses on a non-

clinical population in an organizational setting, less

depressed people in the researcher‘s opinion should be

more empathic. The data did not support the hypothesis

that empathic concern mediated the relation between

depression and OCB. Depression related neither to

empathic concern nor to OCB.

The result from the second hypothesis which

states that Stress level will significantly relate to the

practice of Organizational citizenship behavior of oil

workers also showed a significant relationship between

the variables. Jain, Giga and Cooper (2013) in a study

identifying the impact of organizational stressors on

organizational citizenship behaviour (OCB), found the

results highlighting a significant negative relationship

between organizational stressors and OCB. The authors

Jain and Cooper (2012) in another study hypothesized

that there is a negative relationship between

organisational stress and OCBs; the results of multiple

regression analysis showed that stress had significant

negative impact on OCBs. Research studies linking

stress with job performance and OCB (e.g., Bragger,

Srednicki, Kutcher, Indovino, & Rosner, 2005) show



that OCB was negatively related with work–family

conflict. In another important study, Bolino and Turnley

(2005) explored the relationship between a specific type

of OCB—individual initiative—and role overload, job

stress and work–family conflict. Results showed that

individual initiative is associated with higher levels of

employee role overload, job stress, and work–family

conflict. Such a relationship was found to be stronger

among women than among men. The construct of OCB

was also linked with emotional exhaustion

(Cropanzano, Rupp, & Byrne, 2003). Emotional

exhaustion was found to be a significant predictor of

OCBO (OCBs beneficial to organisations), though

organisational commitment mediated the relationship

between emotional exhaustion and OCBO.

The result from the third hypothesis which states

that there will be a significant relationship between

Organizational citizenship behavior and anxiety levels

of oil workers also showed a significant relationship

between the variables. There is a dearth of literature that

examined the relationships or even differences between

the two variables, organizational citizenship behaviour

and anxiety. Several literature have discusses stress and

OCB (Jain and Cooper, 2012; Bolino and Turnley,

2005) and mostly found a relationship which was

sometimes negative. Stress and anxiety are similar

components and are usually used together. Stress can

come from any event or thought that makes you feel

frustrated, angry, or nervous. Anxiety is a feeling of

fear, unease, and worry. The source of these symptoms

is not always known. Even though the definitions differ,

one seems to feed off the other. In other words while

the results of this study will significantly add to the

existing literature on anxiety and OCB, for the sake of

discussion on this study, the existing confirmed

relationship between stress and OCB will be

generalized to cover anxiety also.

3.5.1 SUMMARY

The main purpose of this study has been to study the

influence of anxiety depression, and stress on

organizational citizenship behavior among oil workers

in Nigeria. Quantitative data were analyzed using

descriptive analysis Pearson r correlation. There were

three hypotheses that were tested at 0.05 level of

significance. The results show the following:

1. There is a significant relationship between

Organizational citizenship behavior and

depression.

2. Stress level significantly relates to the practice

of Organizational citizenship behavior of oil

workers.

3. There is a significant relationship between


anxiety levels of oil workers.

4.1 CONCLUSION

The influence of Anxiety, Depression and Stress on

Organizational Citizenship Behavior (OCB) among oil

workers in Nigeria is brought into focus in this study.

Hypothesis focusing on comparison of depression,

anxiety, stress and OCB scores among these oil workers

are tested in this study. 300 respondents from Pipelines



and Product Marketing Co-operation (P.P.M.C),

MOSIMI which is a subsidiary of Nigerian National Oil

Co-operation (N.N.P.C) were randomly sampled and

data collected were subjected to descriptive statistics

Pearson r correlation statistics. From the analysis and

interpretation of results, it can be concluded that

depression, anxiety and stress, are significantly related

to the exhibition of organizational citizenship

behaviour. Even though the relationship between the

two sets of variables was weak, this means that increase

or decrease of OCB will significantly relate to increase

or decrease of depression symptoms and vice-versa.

4.2 IMPLICATION OF FINDING

The implication of the findings of this study is

that there is room for further research. The study was

done in only one part of Nigeria and oil workers were

surveyed from only one state. There are numerous oil

stations, both on and off shore, in the six geo political

and social regions of the country. The findings of the

study can therefore not be taken as conclusive. Cultural

and climate differences, to say a few, are capable of

affecting the OCB of employees in other regions and

even the stress and depression levels. In order to

validate the findings of this study, there is therefore the

need to replicate this study on other parts of the

country, survey more oil workers and survey oil

workers in various multi-cultural environments. It may

be necessary to include other variables also in the study.

Added to these, there is a need for other components of

psychopathology to be individually surveyed. For

instance, a study may not find a significant difference in

stress, anxiety and depression of male and female, but

may find a significant difference in the general

psychopathology or gastrointestinal disorder of the

same variables. Depression in adults is often a response

to stressors and stressful situations. In general, the

process of balancing a stressful work environment with

family matters is often a major source of stress and

anxiety. Uncertainty about how well one is performing

or about future changes in employment can result in

feelings of tension and worry, and difficult bosses who

bully and criticize will just make things worse.

Nwokedi (2004) opines that Nigeria in general has very

poor working conditions and environments.

4.3 RECOMMENDATION

The following recommendations are made from

the finding of this study to oil workers and authorities,

researchers and other professionals and/or experts who

work with such populations and variables.

About 31.7% of the 300 respondents experience

severe levels of depression with 8.3% being extremely

severe and in immediate need of clinical intervention.

Both management and employees must be aware of

these levels of depression, especially the clinical levels

so that they can be treated immediately and so that

prevention of depressive symptom plans can be put in

place immediately. This is very important, as severe

depression can be injurious to both mental and physical

health, affecting general workplace performance and

organizational citizenship behaviour. Management

should be advised to test the depression levels of their

employees and engage in clinical depression



management for the employees affected on a severe and

extremely severe level.

About 3.3% of the 300 respondents experience

severe levels of stress with 0.7% being extremely

severe and in immediate need of clinical intervention.

These are low numbers representing the stress levels of

employees depicting stress management skills.

Management and employees must be aware of these

management plans being utilized by the oil staff and see

if it can be modified to be better. Stressors that are

common to the oil work environment must be identified

and analyzed so that appropriate action can be taken to

manage these stressors. Stress reduction is very

important, as severe stress can be injurious to both

mental and physical health, affecting general workplace

performance and organizational citizenship behaviour.

Management should be advised to test the stress levels

of their employees and engage in clinical stress

management for the employees affected on a severe and

extremely severe level.

The prevalence of severe anxiety among the

respondents was 22.6% with less than 41.7% being

extremely severe. These are extremely high amounts of

anxiety to deal with in any work environment. Just like

stress, anxiety reduction is very important, as severe

anxiety can be injurious to both mental and physical

health, affecting general workplace performance and

organizational citizenship behaviour. Management

should be advised to test the anxiety levels of their

employees and engage in clinical stress management for

the employees affected on a severe level.



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