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

2017 ◽  
Vol 13 (5) ◽  
pp. 165 ◽  
Author(s):  
Mohammad Alzayed ◽  
Junaimah Jauhar ◽  
Zurina Mohaidin
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Affective Organizational Commitment ◽  
A Value

A literature review revealed that the effect of organizational justice on organizational citizenship behavior (OCB) had been heavily examined as an overall relationship. However, there is a lack of research that examined the effect of organizational justice dimensions on OCB via affective organizational commitment as a mediator. Therefore, this research is an attempt to provide a value theoretical model that explains the relationships between dimensions of organizational justice and OCB as well as tries to describe in detail meaning of this relationship through the mediating effect of affective organizational commitment in the context of social exchange theory. Furthermore, the proposed hypotheses on the link between these variables are provided as a foundation for further research.

scholarly journals Testing the Prediction of Knowledge Sharing Behavior through the Lens of Organizational Culture and Organizational Citizenship Behavior

2021 ◽  
Vol 3 (2) ◽  
pp. 27-40
Author(s):  
Siddig Balal Ibrahim ◽  
Umair Ahmed ◽  
Mohammad Sani Abdullahi
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Simple Random Sampling ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
The Impact

This research intended to focus on the impact of organizational culture on knowledge sharing by bank employees directly and indirectly through mediation by organizational citizenship behavior. For achieving the purpose, 402 employees from banks in the Kingdom of Bahrain through simple random sampling. Data were collected through questionnaires. A current study found a significant outcome of organizational culture on knowledge sharing and organizational citizenship behavior. Besides this current study also found significant results between organizational citizenship behavior and knowledge sharing. Along with significant direct results, current research also found the mediating effect by organizational citizenship behavior in relationships of organizational culture with knowledge sharing. The current study contributes notable theoretical implications under social exchange theory. In addition, the current study also provides practical learnings and recommendations for the future.

The relationship between organizational justice and organizational citizenship: the mediating effect of organizational commitment and the moderating role of power distance

2020 ◽  
Vol 28 (7) ◽  
pp. 7-9
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Relationship ◽  
Power Distance ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) and the mediating effect of organizational commitment with power distance as a moderator. Design/methodology/approach Data was gathered from responses to a structured questionnaire by 379 employees based in ten banks from five metropolitan cities in Pakistan Findings The study finds no positive relationship between organizational justice and OCB, a positive relationship between organizational justice and organizational commitment, that organizational commitment mediates the relationship between organizational justice and OCB and that power distance moderates the relationship between organizational justice and organizational commitment. Practical implications Managers and policy makers should ensure fair and transparent processes within an organization to increase the confidence an employee has in the organizational systems and processes. Originality/value This paper has an original approach as it examines the moderating impact of power distance between organizational justice and organizational commitment in the context of a developing country, Pakistan.

The influencing outcomes of job engagement: an interpretation from the social exchange theory

2018 ◽  
Vol 67 (5) ◽  
pp. 873-889 ◽  
Author(s):  
Nan Yin
Keyword(s):  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Job Engagement ◽  
Content Type ◽  
The Social

Purpose Job engagement is a positive, fulfilling, work-related state of an individual, the perfect link between individual characteristics, job factors and job performance and the important path of an organization creating competitive advantages. Based on the viewpoint of the social exchange theory, the study assumes that employees will generate different influencing outcomes, which are, in order, task performance, organizational citizenship behavior, job burnout and counter-productive work behavior (CWB), according to the degree to which they psychologically expect that job engagement could receive organizational rewards, and discusses the relationships between job engagement and task performance, organizational citizenship behavior and other variables. The paper aims to discuss these issues. Design/methodology/approach Data were collected from the employees working as the salesmen from 48 computer and computer parts sales companies. The questionnaires of the study were the paired questionnaires. In total, 150 supervisor questionnaires and 633 employee questionnaires have been distributed. Under every sales head, there were some employees. In total, 501 valid paired questionnaires were collected. AMOS 23.0 was employed to process the data in the structural equation modeling and the causal relationships among all the factors were explored. Findings The results revealed that employee job engagement had positive influence on task performance and organizational citizenship behavior and had negative influence on job burnout and counter-productive work behavior; among all the moderating variables, organizational justice just significantly and negatively moderates job engagement and CWB. Originality/value Job engagement is an actively and fully absorbing state of an individual in the work, the perfect link among individual characteristics, job factors and job engagement and the important path of an organization creating competitive advantages. Most of the past studies have explored the positive effects of job engagement. This study tries to explore the positive and negative effects of employee’s job engagement based on the social exchange theory.

ORGANIZATIONAL JUSTICE, ORGANIZATIONAL COMMITMENT AND TRUST IN MANAGER AS PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR AMONG BANK EMPLOYEES

2020 ◽  
Vol 2 (1) ◽  
pp. 248-266
Author(s):  
Solomon Yinde OJO, ◽  
Rafiu Akanji BANKOLE ◽  
Toluwalope ADEBOLA
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Banking Industry ◽  
Interactional Justice ◽  
Citizenship Behavior ◽  
Organizational Behaviour ◽  
Ex Post ◽  
Bank Employees

This study investigated the influence of perceived organizational justice, organizational commitment and trust in manager as predictors of organizational citizenship behaviour among bank employees. Essentially, the issue of organizational justice, trust in managers and organizational commitment are subjects of interest in organizational behaviour and human resource management and as such this could be investigated in the banking industry in order to assess how they influence organizational citizenship behaviour. The study was a survey which employed Ex-Post Factor design. The design was found appropriate because the variables of interest were already in existence in the study area. Data was collected from 186 respondents. Using a structured questionnaire collected data were analysed using the inferential and descriptive statistics of the Statistical Package for Social Sciences (SPSS) version 21. The result revealed that perceived organizational justice was significantly and positively related to organizational citizenship behaviour [r(184)=.51** P<.01]; organizational commitment was significantly and positively related to organizational citizenship behaviour among bank employees [r(184)=.48**, P<.01]; trust in managers was significantly and positively related to organizational citizenship behaviour among bank employees [t(184)=.36**, P<.0.1]; perceived interactional justice was significantly and positively related to organizational citizenship behaviour (t184=6.37<.05]; perceived procedural justice was significantly and positively related to organizational citizenship behaviour {t(184)=.30**, P<.01]; perceived distributive justice was significantly and positively related to organizational citizenship behaviour among bank employees {r(184)=.43**, P<.01). Finally, the findings revealed that the predictor variables (perceived organizational justice, organizational commitment and trust in manager) showed significantly independent and joint prediction of organizational citizenship behavior among bank employees {F=78.74, P<.05, R2=.56.12}. It was concluded that organizational justice, trust in manager and organizational commitment significantly were significantly related to organizational citizenship behaviour among bank employees respectively and jointly. It was therefore recommended that organizational citizenship behavior should be more encouraged in the banking industry and other allied industries.

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