Job Satisfaction and Citizenship Behavior: A Mediating Effect of Organizational Commitment

Abstract

Background and Purpose: Recently, job satisfaction has become a center of attention among academics, behavioral scientists, and business practitioners. Drawing on the tenet of the social exchange theory (SET) perspective and extending the conceptualization of the same, the present study aims at investigating the relationships among job satisfaction, organizational commitment, and citizenship behavior and mediation mechanism to unearth the effect of job satisfaction and organizational commitment on citizenship behavior. Design/Methodology/Approach: Building on the positivist paradigm, we used quantitative research methodology following deductive reasoning approach. Henceforth, we have collected 210 replies from employees who have been serving Ready-made garments (RMG) sector that accounts for the highest export earning industry (84% of the total export earning) in Bangladesh. We purposively selected Chittagong Export Processing Zone, the largest export processing zone in Bangladesh, for collecting our required data. Data were analyzed using the descriptive statistics, bivariate correlation, and structural equation model (SEM) using Smart PLS 2, a second-generation regression analysis, and SPSS 20. Results: The structural model estimates that all the direct influences are significant excepting the impact of job satisfaction on citizenship behavior. Besides, the full mediation effect of organizational commitment was found in the relationships between job satisfaction and citizenship behavior. Conclusion: The main implication is suggesting all corporate executives for creating an environment which will make employees very committed to letting them think out of the box beyond their required formal task requirement. In addition to a longitudinal study, further research on the moderating effect of demographic factors on the above variable is attested.

The Influence of Servant Leadership on Organizational Citizenship Behavior: the Mediating Effect of Organizational Commitment

“…This finding demonstrates the existence of the discriminant validity of the scales. Moreover, from table 1, it is found that the factor loading is more than 0.70 for each construct that also confirms the discriminant validity of the scales (Haque et al 2019;Kline 2005).…”

“…Committed and proactive employees can ensure the competitiveness of the organizations (Yen and Teng 2013). The development of favorable working environments is essential for creating committed teams and their performance (Haque, et al 2019). SL has a positive influence on both organizational commitment (OC) (Bobbio, Dierendonck, and Manganelli 2012;Van Dierendonck and Nuijten 2011;Zhou and Miao 2014) and organizational citizenship behavior (OCB) (Abid, Gulzar, and Hussain 2015;Bobbio et al 2012;Yang and Min 2013).…”

Implications of Job Satisfaction, Organizational Commitment, and Organizational Culture on Organizational Citizenship Behavior in Electrical Professional Organizations in Indonesia

“…Job satisfaction is an indicator in producing maximum work behavior (Ni et al, 2020;Tafzal Haque et al, 2019). It comes from what an organization has given its members.…”

The Influence of Performance Appraisal Justice on Employee Job Performance: A Dual Path Model

“…The specific fit indexes included χ 2 = 607.70, df = 203, χ 2 / df = 2.994 < 3.00, RMSEA = 0.074 < 0.800, CFI = 0.920 > 0.900, TLI = 0.909 > 0.900, and SRMR = 0.068 < 0.800 (Fan et al, 2019; Ucar et al, 2021). Then, we used Composite Reliability (CR) and Average Variance Extracted (AVE) to further test the measurement model (Haque et al, 2019; Jyoti & Bhau, 2015). The results showed that the CR values for four constructs were respectively 0.949, 0.889, 0.895, 0.956, which all exceeded the required threshold values of 0.70, and the AVE values for four constructs were respectively 0.861, 0.619, 0.588, 0.687, all exceeding the required threshold values of 0.50, too.…”