scholarly journals The relation between organizational citizenship behavior and fashion retail businesses' sustainability performance : investigating internal and external antecedents

2016 ◽  
Author(s):  
◽  
Stacy H. Lee
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Working Environment ◽  
Citizenship Behavior ◽  
Organizational Sustainability ◽  
Sustainability Performance ◽  
Fashion Retail

In the U.S., the retail sector is the largest employment sector, and the third largest category of employers in this category is apparel and accessories retail stores. Retail jobs require working in stores while standing for long periods, and working hours are often irregular, including holidays and weekends. This has resulted in a gradual turnover rate. The fashion retail industry's working environment and high rate of employee turnover may lead to short- and long-term negative organizational performance (Park and Shaw, 2013). However, little is known about fashion retail employees' behaviors and attitudes toward fashion business' organizational sustainability performance. Based on social exchange theory and on social and human capital theory (Leana and Van Buren, 1999; Shaw et al., 2005), this research was designed to investigate the internal and external antecedents of U.S. fashion retail employees' organizational citizenship behavior and its consequences on the triple bottom line of organizational sustainability performance. With regard to the method used in this study, Qualtrics collected a total of 309 responses, and a total of 278 responses being employed in the development of the measurement model and structural model for the proposed research questions. Ethical climate positively influenced organizational citizenship behavior, while job satisfaction negatively influenced turnover intention. Further, turnover intention showed negative effects on all three dimensions of organizational sustainability performance. Likewise, the three added paths for the relation between organizational citizenship behavior and each of the financial, social, and environmental dimensions of organizational sustainability performance were found to have positive effects. Through a social exchange between employees and organizations, when an organization provides an ethical working environment, employees may have lower turnover intention or may develop a higher level of organizational citizenship behavior. This has theoretical implications, suggesting that the two theories are helpful when explaining the role of employees' organizational citizenship behavior in organizations' overall sustainability performance. This implies that employees' positive attitudes toward their jobs are a central component of improving organizational sustainability performance. One effective way to increase job satisfaction is to listen thoughtfully to employees' ideas for job improvement, or their problems, concerns, frustrations, and conflicts.

scholarly journals The Effect of Training Satisfaction to Turnover Intention Mediated by Organizational Citizenship Behavior and Job Satisfaction in Employees of Bank Syariah in Jakarta

Webology ◽  
2020 ◽  
Vol 17 (2) ◽  
pp. 551-567
Author(s):  
Cindy Prilyana ◽  
Deasy Aseanty
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Structural Equation ◽  
Negative Impact ◽  
Employee Performance ◽  
Equation Model ◽  
Citizenship Behavior ◽  
Training Satisfaction

One of the Islamic banks that implements sharia principles in carrying out its operations is one of them is Syariah Bank. Companies need employees who remain or remain in the company. To anticipate Turnover Intention that can have a negative impact on employee performance and company income in training programs, the behavior of good Organizational Citizenship Behavior in the organization, and companies must pay more attention to employees so that job satisfaction can be minimized Turnover Intention arises in the intention of employee. The purpose of this study was to analyze the effect of Satisfaction Training, analyze the influence of Organizational Citizenship Behavior, analyze the effect of Job Satisfaction, analyze the effect of Turnover Intention, analyze the effect of Satisfaction Training on Turnover Intention, analyze the effect of Satisfaction Training on Organizational Citizenship Behavior, analyze the influence of Organizational Citizenship Behavior on Turnover Intention, analyzes the effect of Satisfaction Training on Job Satisfaction, and analyzes the effect of Job Satisfaction on Turnover Intention. This research was carried out on Syariah bank employees in Jakarta with the number of respondents 110 by carrying out the data analysis method of Structural Equation Model (SEM) 16.0 software. The limitations of the research in this study are only to Syariah Banks and limited to only six variables.

The effects of organizational justice, trust and supervisor–subordinate guanxi on organizational citizenship behavior: a social-exchange perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tsu-Wei Yu
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Working Environment ◽  
Social Implications ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB). Design/methodology/approach Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB. Findings The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers. Practical implications Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities). Social implications Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers. Originality/value This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

scholarly journals THE INFLUENCE OF PERCEIVED ORGANIZATIONAL SUPPORT, JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT TOWARD ORGANIZATIONAL CITIZENSHIP BEHAVIOR (A Study of the Permanent Lecturers at University of Lambung Mangkurat, Banjarmasin)

2018 ◽  
Vol 33 (1) ◽  
pp. 23 ◽  
Author(s):  
Meiske Claudia
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Educational Institution ◽  
Partial Least Square ◽  
Least Square ◽  
Citizenship Behavior

The population in this research is all of the permanent lecturers employed at University of Lambung Mangkurat (ULM). The respondents are taken from 4 academic ranks, which are represented by Asisten Ahli (Instructor), Lektor (Assistant Professor), Lektor Kepala (Associate Professor), and Guru Besar (Professor). One hundred and thirty samples were collected by using a proportional-stratified random sampling method. A Partial Least Square (PLS) method was used to analyze the data. The results showed that lecturers with a positive perception of the organizational support available to them feel more satisfied with their job, which in turn encourages the creation of a high organizational commitment and results in the emergence of positive organizational citizenship behavior (OCB). These study’s results showed us the application of social exchange theory and organizational support theory in a higher educational institution. The findings of this study are considered to be important, as they provide additional empirical evidence regarding the importance of organizational support as a basis for improving the ULM lecturers' job satisfaction, organizational commitment, and OCB. The implications and further research are also discussed.

Pengaruh Kepuasan Kerja terhadap Organizational Citizenship Behavior (OCB) Alumni Diklat Kepemimpinan Tingkat IV di Provinsi Banten

2020 ◽  
Vol 16 (1) ◽  
Author(s):  
Enong Rostiawati
Keyword(s):  
Job Satisfaction ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Leadership Training ◽  
Survey Methods ◽  
Citizenship Behavior ◽  
Entire Study ◽  
Analysis Technique ◽  
Study Population

Abstract: Organizational Citizenship Behavior (OCB) is a variable that can be influenced by job satisfaction. This study aims to determine the effect of job satisfaction variables on Organizational Citizenship Behavior OCB alumni level IV leadership training in Banten Province. This research uses a quantitative approach through survey methods. Data analysis technique used is simple linear regression. The population in this study were 40 respondents and the sample used was 40 respondents. Determination of the sample using total sampling techniques or samples taken from the entire study population. The results of the analysis and interpretation of research data show that the value of the regulatory coefficient of influence on job satisfaction on Organizational Citizenship Behavior (OCB) alumni of leadership training level IV is 0.740 thus it can be concluded that job satisfaction has a direct positive effect on Organizational Citizenship Behavior alumni training, meaning that improvement of satisfaction in IV level leadership training is 0.740. work has an impact on improving Organizational Citizenship Behavior for training alumni, So Organizational Citizenship Behavior for training alumni can be achieved through job satisfaction.Keywords: Job satisfaction, Organizational Citizenship Behavior, Leadership Training Alumni Level IV

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