Competencies, organizational citizenship behaviours and perceived performance of social entrepreneurs

Abstract

Although the study of social entrepreneurship has increased markedly in the past few years, little work has focused on the relationship between competencies, OCB and perceived performance of social entrepreneurs. This study therefore aimed at finding out the relationship between Competencies, Organisational Citizenship Behaviours and perceived Performance of social entrepreneurs. The study was carried out after developing a conceptual framework that related competencies to perceived performance of social entrepreneurs on one hand and Organizational Citizenship Behaviours to perceived performance of social entrepreneurs on the other. A correlational survey design was used in the study. Data was collected using a closed- ended questionnaire, with a target of 181 respondents who were subordinates of social entrepreneurs at a managerial level and they were asked to rate their employers‟ (social entrepreneurs‟) competencies, OCB and perceived performance. Also, social entrepreneurs themselves were asked to rate themselves in terms of their OCB. These respondents were purposively/conveniently selected. A bivariate correlation produced positive correlation between competencies, OCB and perceived performance of social entrepreneurs. A multiple regression indicated that competences and OCB account for 32% of the variance in the perceived performance of social entrepreneurs and this prompted the researcher to recommend for further research to find out the other factors that may determine performance of social entrepreneurs whose contribution was found to be 68%. The researcher recommended a more widespread study of competences of social entrepreneurs in preparation for improvement in perceived performance of social entrepreneurs including competence-based social entrepreneurship training, performance target setting and appraisal, as well as sensitization of social entrepreneurs about the importance of OCB towards their perceived performance.