The Mediating Effect of Affective Organizational Commitment in the Relationship between Organizational Justice and Organizational Citizenship Behavior: A Conceptual Model

Alzayed, Mohammad Alsager; Jauhar, Junaimah; Mohaidin, Zurina

doi:10.5539/ass.v13n5p165

Cited by 15 publications

(11 citation statements)

References 51 publications

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“…More recently, Batool's (2013) study in public sector banks of Peshawar, Pakistan also reported similar results. Similar results have also been reported by different researchers in their studies (Khan and Rashid, 2015;Alzayed et al, 2017). This study uniquely adds credibility to widely held beliefs and some scholarly findings that the notion of employee commitment can greatly facilitate the voluntary behaviors and lead to positive perceptions about fairness of organizational processes (Brockner et al, 2001;Begley et al, 2002).…”

supporting

confidence: 89%

The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

Jehanzeb

Mohanty

2019

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Purpose The purpose of this paper is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) while considering the mediating effect of organizational commitment and the moderating role of power distance on this association. Design/methodology/approach Using a stratified sampling technique the data were collected from the employees working in bank branches located in five metropolitan cities (i.e. Islamabad, Peshawar, Lahore, Quetta and Karachi) of Pakistan. A total of 409 responses were received and 379 questionnaires were considered for analysis. To test the hypotheses structural equation modeling technique was applied using AMOS 21.0. Findings The results reported an insignificant relationship between organizational justice and OCB, but the relationship between organizational justice and organizational commitment was found to be significant. It has also emerged from the analysis that organizational commitment fully mediates the relationship between organizational justice and OCB. Moreover, power distance was found to moderate the relationship between organizational justice and organizational commitment. Research limitations/implications Findings of this study can be useful for banking organizations and policy makers responsible for employee productivity and overall employee well-being, particularly managers working on long-term organizational vision and expect employees to respond pro-socially toward fellow workers and organizational objectives. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Practical implications Findings of this study can be useful for banking organizations and policy makers who have long-term vision and expect OCB from its employees to be sustainable in a dynamic market. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Originality/value While extensive literature is available on organizational justice and its impact on OCB, very little work seems to have been done to examine the moderating impact of power distance between organizational justice and organizational commitment, particularly in the context of a developing country like Pakistan. Therefore, this work may be considered as original and of significant value in understanding the relationships between the various constructs in the scenario of Pakistan.

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supporting

confidence: 89%

The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

Jehanzeb

Mohanty

2019

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“…The concept of OCB was coined by Organ [20] (p. 4) as "behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization". Most scholars understand OCB as employees' voluntary behaviour or willingness to go beyond formal employment requirements in order to contribute to organizational effectiveness, despite their being no formal rewards or additional monetary compensation offered [72][73][74]. Scholars have grouped 30 different employee behaviours considering acts of OCB into seven overstretching themes, as follows: (a) Helping behaviours; (b) sportsmanship; (c) organizational loyalty; (d) organizational compliance; (e) individual initiation; (f) civic virtue; and (g) self-development [75,76].…”

Section: Psychological Empowerment and Ocbmentioning

confidence: 99%

Sustainable Workplace: The Moderating Role of Office Design on the Relationship between Psychological Empowerment and Organizational Citizenship Behaviour in Uzbekistan

2019

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The physical format of office configuration has advanced to mirror the intricacy of modern work and the transitory nature of contemporary employment. Drawing on the social exchange theory, this study examines the effect of office design and psychological empowerment on the relationship between transformational leadership and employee organizational citizenship behaviour (OCB). A total of 216 subordinates and 49 supervisors completed questionnaire items from ten organizations in Uzbekistan. The survey was conducted in two waves and designed to have multi-source respondents. Confirmatory factor analysis was run to examine the discriminant validity of our measurement model. Ordinary least square regression-based analysis was used to analyze direct and interaction effects, and then it was followed by bootstrapping tests to identify mediation effects. Results reveal that transformational leadership is significantly related to psychological empowerment, and that psychological empowerment mediates the relationship between transformational leadership and OCB. Furthermore, the relationship between psychological empowerment and OCB is stronger in an open-plan office type. This study confirms that transformational leaders are adept at bringing out the best in their followers, influencing their OCB by increasing intrinsic motivation (psychological empowerment). Office type—specifically, open-plan offices—will intensify employee willingness to engage in extra-role behaviour.

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“…It is the ability to give advice for decision making. Alzayed, Jauhar, and Mohaidin (2017) state that what the organization wants to gain from staff is the sacrifice of time to work and not waste time on personal things and pay attention to follow the rules and regulations placed by the organization and not to neglect responsibility, when faced with obstacles, and to seek for solutions with emotional control; having no conflict with colleagues, welcome changes and help the organization and offer suggestions for organizational development toward better efficiency (Carter, Mossholder, Feild, & Armenakis, 2014;Ölçer, Florescu, & Năstase, 2014). If all the personnel are satisfied in their job, perceived justice in organization and have trust in the organization, these factors would lead to the reflection of organizational citizenship behavior.…”

Section: Organizational Citizenship Behaviormentioning

confidence: 99%

The Influences of Justice and Trust on the Organizational Citizenship Behavior of Generation X and Generation Y

Leelamanothum¹,

Na-Nan²,

Ngudgratoke³

2018

ASS

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This study aimed to study the influences of justice and trust on the organizational citizenship behavior. The questionnaire respondents were the workers at Rajamangala University of Technology. Data analysis was done through structural equation modeling to test the purpose model and compare between the groups via multiple groups analysis approach. It was found that justice and trust have a positive statistical significant influence on organizational citizenship behavior. Moreover, justice has a positive statistical significant influence on trust. Generation X and Generation Y differently perceive the influences of justice and trust on organizational citizenship behavior. Generation X paid attention to the influence of justice on the organizational citizenship behavior while generation Y paid attention to the influence of trust on justice, the chief will implement justice in the organization for both generations to build trust in the chief and the organization. This would lead to future achievements in the organization.

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The Mediating Effect of Affective Organizational Commitment in the Relationship between Organizational Justice and Organizational Citizenship Behavior: A Conceptual Model

Cited by 15 publications

References 51 publications

The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

The mediating role of organizational commitment between organizational justice and organizational citizenship behavior

Sustainable Workplace: The Moderating Role of Office Design on the Relationship between Psychological Empowerment and Organizational Citizenship Behaviour in Uzbekistan

The Influences of Justice and Trust on the Organizational Citizenship Behavior of Generation X and Generation Y

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