Relationship between organizational commitments and organizational citizenship behaviour in a sample of private banking employees

Abstract

Purpose – The purpose of this paper is to investigate whether there was a relationship between commitment and the behaviour of organizational citizenship among bank employees. Design/methodology/approach – This paper is based on the outcomes of a doctoral dissertation, which was a case study combining a mix methodology. The results validated the conceptual model proposed by the researcher and answered the research questions. Measurement instruments used include the organizational citizenship scale and the organizational commitment scale, developed and validated by Rosario et al. (2004). Findings – The paper finds that there is a positive correlation between the organizational commitment and the indicators of organizational citizenship behaviour and civic virtue, courtesy and altruism dimensions shown by the employees. The dimensions of affective and moral commitment had the strongest correlation with the civic virtue dimension of organizational citizenship. Research limitations/implications – Sample consist only of private banking employees. Practical implications – The organizations should support the affective and moral commitment in their personnel in order to develop strong citizenship behaviour. Social implications – The organizational commitment with demonstrations of citizenship behaviour, civic virtue, and courtesy and altruism dimensions may impact the organization and the community creating a good base to improve the quality of life. Originality/value – This is the first attempt to study the relationship between organizational commitments and organizational citizenship behaviour in a sample of private banking employees in Puerto Rico.

Relationship between Distributive Justice, Procedural Justice, Conflict Management Styles and Affective Commitment: A Study among Bank Employees in Northern Malaysia

“…Therefore, affective commitment among bank employees is very important in order to boost their satisfaction so that they will stay with their organization. On the other hand, Zayas-Ortiz et al (2015) discovered that many banking organizations are sensitive to the concepts of fairness and justice in developing mechanisms to ensure that employees perceive that they are treated fairly. Employees who recognize justice and equity through the distribution of tasks and work processes are more likely to develop a high degree of affective commitment.…”

“…Based on the views from Zayas-Ortiz et al (2015) it can be concluded that research concerning bank employees' affective commitment towards their organization especially with regard to issues of organizational justicein the Malaysian banking industry is crucial and important primarily due to the lack of extant literatures. Greenberg and Baron (2003) defined distributive justice as employees' perceptions of fairness in the distribution of resources between people.…”

Iklim Organisasi, Kepuasan Kerja Dan Loyalitas Kerja Berpengaruh Terhadap Organizational Citizenship Behavior (Ocb)

“…Dalam memaksimalkan potensi karyawan dalam suatu perusahaan, karyawan haruslah memiliki loyalitas kerja yang tinggi karena, jika karyawan sudah loyal terhadap perusahaan, maka karyawan tersebut akan sukarela bekerja pada perusahaannya (Yu et al, 2015). Hal yang menyebabkan kurangnya loyalitas karyawan adalah kurang perhatian pimpinan terhadap bawahan, pembayaran pekerjaan itu sendiri, promosi yang akan didapatkan, atasan ditempat kerja dan juga rekan-rekan sesama karyawan yang dapat menciptakan kenyamanan tinggi bagi karyawan tentu yang dapat berpengaruh terhadap keseriusan karyawan dalam bekerja (Zayas-ortiz et al, 2015).…”

Modeling the Factors that Influence Employee Attitude and Service Delivery Behavior among Higher Education Professionals

“…Due to its importance, strategies and tools such as organizational citizenship behavior (OCB), customer orientation behavior (COB) and etc. has been put in place to ensure efficient and effective enhancement of employee attitude towards service delivery behavior (Lin & Lin, 2011;Mechinda & Patterson, 2011;Jain, 2015;Zayas-Ortiz, Rosario, Marquez, & Gruneiro, 2015;Wen, Li & Hon, 2016;Chumg, Seaton, Cook & Ding, 2016). Its influence within any service organization culminates in either positive or negative reputation (Echchakoui, 2016); accomplished or unaccomplished goals as well as commitment or lack of commitment, thereof (Ratanavaraha, Jomnonkwao, Khampirat, Watthanaklang, & Iamtrakul, 2016, Verbich, & Ahmed, 2016.…”