Impact of organizational citizenship behavior on job performance in Indian healthcare industries

Abstract

Purpose The purpose of this paper is to explore the relationship between organizational citizenship behavior (OCB) and job performance. It also examines the mediating role of social capital in influencing the relationship between OCB and job performance. Design/methodology/approach The study explores the dynamic relationship among the variables of OCB and job performance and social capital. Data were collected from 501 respondents working in 15 healthcare organizations in Kolkata, India, through questionnaire survey. Likert-type rating scales of OCB, job performance and social capital with sound reliability and validity were used to carry out the survey. The data were analyzed using structural equation modeling. Findings The results of the present study show that OCB significantly predicts job performance in healthcare organizations. Social capital found to be a significant mediator between OCB and job performance. Research limitations/implications The findings of the study have a number of implications for organizations in acknowledging and leveraging social capital and encouraging OCB to facilitate superior performance of employees. The generalization of the findings of the study should be restricted to the healthcare organizations in Kolkata due to its own style of functioning, workforce and work environment. The role of demographic variables in influencing the outcome measures has not been considered for the present study. Further research on these aspects may reveal more interesting results with regard to the dynamics among organizational citizenship behavior, social capital and job performance. Practical implications Employee-friendly management practices should be adopted in organizations to facilitate the formation of network building and development of social capital which serves as an asset to organizations and creates competitive advantage. Originality/value The research findings enrich our understanding of voluntary social participation and citizenship behavior of employees for influencing performance at work. The study also provides useful and unique insight on the benefits of networking in healthcare organizations particularly helping employees to cope with emergency situations. The findings as well as methodology used in this study are original and unique.

Mediating Effect of Social Capital between Transformational Leadership Behavior and Organizational Citizenship Behavior in Hospital Nurses

“…The findings of this study highlight the importance of social capital that provides opportunities for active participation in organizational affairs and empowers nurses to accomplish their nursing work. Social capital cultivates OCB, which enhances work motivation by enhancing a sense of unity and facilitating member ac-tivities [29]. It will also be helpful to develop a program to strengthen social capital which reflects the unique organizational environment, in order to promote OCB.…”

The influence of organizational justice on corporate performances

“…However, unlike the ancient Greeks who studied what is essentially fair, the authors in the field of management study what people (employees) believe that it is fair (Cropanzano et al, 2007). Consequently, organizational justice in management literature is defined as the degree to which employees consider that decisions, procedures and interactions in the work environment are fair (Adams, 1965;Leventhal, 1976;Bies & Moag, 1986;Greenberg, 1987;Baldwin, 2006).…”

“…On the other hand, if the procedures are fair, this has a favourable impact on the social exchange that takes place in the company. Namely, if management has demonstrated a commitment to the principles of fairness, it is possible to expect greater loyalty, the emotional attachment of employees with the organization, their greater engagement, etc., which usually leads to higher individual's performances (Khan et al, 2010;Bin, 2016;Basu et al, 2017;Sponte Piştalu, 2018), as well as organizational performances. Based on the above the hypothesis H3 that we are going to test in the study is as follows:…”

“…However, one of the factors that draw attention for the last 20 years is organizational justice as well. This category refers on the degree to which employees consider that decisions, procedures and interactions in the workplace are fair (Adams, 1965;Leventhal, 1976;Bies & Moag, 1986;Greenberg, 1987;Baldwin, 2006). Accordingly, there are three types of organizational justice that differentiate in the literature: distributional, procedural, as well as interactional justice.…”

“…As all of the aforementioned phenomena are positively correlated with the performance of employees (Khan, Ziauddin, Jam, & Ramay, 2010;Bin, 2016;Basu, Kumar Pradhan, & Ram Tewari, 2017), and, thus, with the overall organizational performance, the importance of the concept of organizational justice is not questioned. Furthermore, despite of the fact that this is a quite often investigated topic in the literature, there is a still need for deeper studying of this category.…”