Exploring the Relationship Between Organisational Citizenship Behaviour and Affective Commitment: A Systematic Review

Abstract

This study established Two-Concept Theory out of the investigation of the relationship between Organisational Citizenship Behaviour (OCB) and Affective Commitment (AC). The researcher found that the relationship between these two concepts is significant in the body of literature. The study served to investigate the relationship between the two concepts (OCB) and (AC). The study employed a vigorous systematic review. The databases search were Academic Search Premier, Business Premium Collection, Business Source Complete and Google Scholar. Thirty studies were selected for consideration for this study, and content analysis was used to review the material. The findings highlighted that motivation, performance, leadership, job satisfaction, empowerment, trust, relationship, emotion, participation, engagement and outcomes. The researcher concluded that these words support the core relationship between the two concepts (OCB) and (AC), even though the terms are used interchangeably by many scholars. Also, these words support the Two-Concept Theory, and this theory is significant in the body of literature. Despite the limitations of this study, future researchers should consider this theory essential and has implications in practice.

Testing Job Satisfaction as a Mediator Between Managers’ Charismatic Leadership and Followers’ Affective Organizational Commitment

“…Based on social identity, social exchange, and psychological contract theories, this study makes contributions to the literature by investigating the mediating role of job satisfaction in the relationship between the charismatic leadership style of managers and the affective organizational commitment of their followers. Machokoto (2019) emphasizes that despite their broad interest in leadership (Gandolfi & Stone 2018;Schoemaker, Heaton & Teece, 2018;Waris et al, 2018), researchers overlooked the relationship between charismatic leadership and affective organizational commitment, and calls for a need for further investigation on this relationship. On the other hand, the fact that the results of the studies on job satisfaction and affective organizational commitment generated contradictory findings (Mathieu & Zajac 1990;Vandenberg & Lance, 1992;Park & Rainey 2007;Sharma & Bajpai, 2010;Caillier, 2013), implies that this relationship should be further investigated.…”

“…When the leadership literature is reviewed, it is obviously observed that the terms transformational leadership and charismatic leadership are used interchangeably in empirical studies improperly (Shastri, Shashi Mishra, & Sinha, 2013). In fact, charismatic leadership is a subcomponent of transformational leadership (Antonakis, 2003), and it needs to be discussed distinctively from the transformational leadership style (Machokoto, 2019).…”

“…However, it is noteworthy that in the leadership literature there is not a sufficient number of empirical studies on the relationship between charismatic leadership and affective commitment. Machokoto (2019) states that previous research have overlooked to relate charismatic leadership with affective organizational commitment, and this relationship needs to be explored further. It is a known fact that organizations focus on human resource needs such as employee mood, job satisfaction, and affective commitment to achieve superior performance.…”

An Empirical Investigation of the Effect of Training and Development on Organizational Commitment in Higher Education Sector

“…These components are affective commitment, continuance commitment, and normative commitment. Affective commitment refers to the emotional attachment of employees to the organisation, which can influence organisational performance (Meyer & Allen, 1991;Pattnaik & Sahoo, 2019;Machokoto, 2019). Employees will improve their emotional attachment to the organisation given they want to achieve their personal needs (social, physical, etc.)…”

University Students’ Perception of Transformational Leadership of the University President in Korea: The Role of Students’ Personality, Affect, and Affective Commitment to the University

“…Affective commitment to an organization heightens the level of identification with the organization (Meyer & Allen, 1991). The extent to which members identify with the organization, in turn, influences how they perceive things related to the organization, such as leadership (Gautam, Van Dick & Wagner, 2004;Machokoto, 2019). Because followers tend to identify their leaders, particularly at the senior levels, with their organization (Hambrick & Lovelace, 2018;Pfeffer, 1981), followers with high affective commitment to the organization are likely to be affectively attached to their leader.…”