Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors

1. Larry J. Williams and 2. Stella E. Anderson1

+ Author Affiliations

1. 1Purdue University

AbstractPrevious organizational citizenship behavior (OCB) research (a) has not demonstrated that extra-role behaviors can be distinguished empirically from in-role activities, and (b) has not examined the relative contributions of components ofjob satisfaction a nd organizational commitment to the performance of OCBs. Factor analysis of survey data from 127 employees' supervisors supported the distinction between in-role behaviors and two forms of OCBs. Hierarchical regression analysis found two job cognitions variables (intrinsic and extrinsic) to be differentially related to the two types OCBs, but affective variables and organizational commitment were not significant predictors

Citation

Database: PsycARTICLES[Journal Article]Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Porter, Lyman W.; Steers, Richard M.; Mowday, Richard T.; Boulian, Paul V. Journal of Applied Psychology, Vol 59(5), Oct 1974, 603-609. doi: 10.1037/h0037335

Abstract

1. Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction.

job satisfaction and organizational commitment in India and the United States

Document Information:

Title: Culture, job satisfaction and organizational commitment in India and the United States

Author(s): Catherine T. Kwantes, (Department of Psychology, University of Windsor, Windsor, Canada)

Citation: Catherine T. Kwantes, (2009) "Culture, job satisfaction and organizational commitment in India and the United States", Journal of Indian Business Research, Vol. 1 Iss: 4, pp.196 - 212

Keywords: Collectivism, Culture, Job satisfaction

Article type: Research paper

DOI: 10.1108/17554190911013265 (Permanent URL)

Publisher: Emerald Group Publishing Limited

Abstract: Purpose – The purpose of this paper is to compare and contrast the roles of culture and job satisfaction as antecedents to organizational commitment in both a Western context (the US) and in India.

Design/methodology/approach – Responses come from a questionnaire distributed to engineers in India. Construct equivalence of measures is established, while hierarchical regression analysis is used to assess the extent to which each hypothesized antecedent is related to affective, continuance, and normative commitment. Responses from each national context are compared and contrasted.

Findings – Job satisfaction is found to relate to affective commitment in both the Indian and American samples. Moderate support is found for the hypothesized effect of collectivism on normative commitment in both samples, while the hypothesized antecedents to continuance commitment are not found in any sample. Different patterns of relationships emerge in the US and India.

Research limitations/implications – The results provide further cautionary evidence against uncritically applying organizational theories developed in a Western context to developing nations such as India. The sample in this research is restricted to engineers, future research should examine other occupations/professions as well as determining the applicability of these results to different levels in the organization.

Originality/value – This research examines theoretically suggested antecedents to organizational commitment, explicitly testing these relationships in two cultural contexts. The results presented in this paper suggest that context must be taken into account when developing organizational theories. Further, the results suggest specific activities that can be useful in the Indian context to increase both normative and affective commitment.