relationship between job satisfaction and organizational citizenship behavior

International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),

Volume 5, Issue 7, July (2014), pp. 81-86 © IAEME

81

RELATIONSHIP BETWEEN JOB SATISFACTION AND

ORGANIZATIONAL CITIZENSHIP BEHAVIOR: THE MEDIATING ROLE

OF AFFECTIVE AND NORMATIVE COMMITMENT

Surjit Kaur1, Manpreet Kaur

2, Dr. Aneet

3, Dr. O.P. Midha

4

1, 2

Research Scholar, Punjab Technical University, Kapurthala, India

3Professor, HR & Dean Academics, GJIMT, Mohali

4Director- Principal, Rayat Bahra Institute of Management, Mohali

ABSTRACT

The purpose of the study is to investigate the role of affective and normative commitment in

the relationship between job satisfaction (JS) and organizational citizenship behavior (OCB). This

descriptive study has been undertaken on a sample of 165 faculty members working in private

universities around Chandigarh. The study found that affective commitment partially mediates the

relationship between JS and OCB; and normative commitment fully mediates the relationship

between JS and OCB. This study will help educational institutions to understand the importance of

satisfied and committed faculty in order to ensure citizenship behavior.

Keywords: Affective Commitment, Job Satisfaction, Mediator Analysis, Normative Commitment,

Organizational Citizenship Behavior.

1. INTRODUCTION

According to Resource Based View (RBV) concept organizational capital, human capital,

and physical capital work as pillar for the organization [1]. Among these, human capital can give the

competitive edge to the organizations due to its matchlessness [1]. The behavior of employees in the

organization is a major determinant of the success and growth of the organization. Organizational

viability in complex, fast changing and turbulent economic times require that employees are

committed, satisfied and exhibit citizenship behavior. Organ [2] defined OCB as “individual

behavior 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”.

In 1988, Organ gave a five-factor model of OCB consisting of altruism, courtesy,

conscientiousness, civic virtue, and sportsmanship [2].Altruism is discretionary behavior that has the

INTERNATIONAL JOURNAL OF MANAGEMENT (IJM)

ISSN 0976-6502 (Print)

ISSN 0976-6510 (Online)

Volume 5, Issue 7, July (2014), pp. 81-86

© IAEME: http://www.iaeme.com/IJM.asp

Journal Impact Factor (2014): 7.2230 (Calculated by GISI)

www.jifactor.com

IJM © I A E M E



82

effect of helping a specific other person with an organizationally relevant task and problem [3]. Civic

virtue refers to the behavior on the part of employees indicating that they responsibly participate in,

are involved in, or are concerned about the life of the organization [2]. Courtesy identifies proactive

gestures that are sensitive to the point of views of other job incumbents [2]. Sportsmanship refers to

the forbearance of doing some action such as filling petty grievance against the organization [2].

Conscientiousness is the discretionary behavior on the part of an employee that goes beyond the

minimum role requirements of the organization [3].

Organ and Ryan’s [4] meta-analysis indicated that employees’ job attitudes – especially job

satisfaction and organizational commitment – predicted OCBs better than dispositional factors.

Meyer and Allen [5] defined organizational commitment as “a psychological state that characterizes

the employee’s relationship with the organization and has implications for the decision to continue

membership in the organization”. OC is three-dimensional consisting of affective, normative &

continuous commitment. “Affective commitment is positive feelings of identification with,

attachment to and involvement in the work organization” and continuance commitment is “the extent

to which employees feel committed to their organization by virtue of the costs that they feel are

associated with leaving” [6]. Normative commitment is “the employee’s feelings of obligation to

remain with the organization” [7].

Previous studies have found Job Satisfaction (JS) as another predictor of OCB. Job

satisfaction is ‘‘the agreeable emotional condition resulting from the assessment of one’s job as

attaining or facilitating the accomplishment of one’s job values’’ [8]. JS relates to employees’

feelings, perceptions about the job and their experiences on work [9]. In simple words JS is the

extent to which people like or dislike their jobs.

1.1 REVIEW OF LITERATURE Bateman & Organ [10] were pioneers of the term “Organizational Citizenship Behavior”

(OCB). Organizational citizenship behavior is likely when workers are satisfied with their jobs [11].

Lapierre and Hackett [12] found a strong relation between JS and OCB in a structural equation

model study. This view was in contrast with the findings given by Mehboob & Bhutto [13], who

found that JS was not a significant predictor of OCB. Ciboiwa et al. [14] found that there is a weak

but significant positive relationship between job satisfaction and all dimensions of OCB.

One of the attitudinal measures that correlate with OCB is Organizational commitment [4].

Earlier O‘Reilly and Chatman [15] observed that organizationally committed employees are more

likely to exhibit organization serving behavior. Similar opinion was given by Zeinabadi [16] who

found that organizational commitment is one of the factors which foster OCB among employees. In

contrast to the above mentioned studies Williams and Anderson [17] found that OC was not a

significant predictor of OCB.

Employees Commitment with organization is widely affected by their satisfaction which is

the dominant predicator of commitment within work place [18]. JS is significantly linked with

commitment to the firm [19]. Al-Hussami [20] found that there is a positive correlation between JS

and OC. Lane et al. [21] found that JS has an impact on OC. Further Anis et al, [22] found a positive

and significant relation between JS and OC.

1.2 PURPOSE OF THE STUDY The study has been done in education sector which is undergoing drastic changes due to

surplus-supply crisis. During these times, the survival of private universities is highly dependent on

their human capital. The three variables under study form an important aspect of employees’

behavior. As discussed in review of literature, the researchers have found a considerable research gap

in the studies of these variables. Moreover, no such study has been undertaken in this educational

hub of Punjab (Chandigarh).The purpose of the study is to fill this gap and contribute towards the



83

literature. This study is also an endeavor to provide valuable inputs to educational institutions in their

march toward excellence by having committed and satisfied employees exhibiting citizenship

behavior.

1.3 HYPOTHESES For studying organizational citizenship behavior, we tested the following hypotheses:

H1: Job satisfaction predicts organizational citizenship behavior.

H2: Job satisfaction predicts affective commitment.

H3: Job satisfaction predicts normative commitment.

H4: Affective commitment predicts organizational citizenship behavior.

H5: Normative commitment predicts organizational citizenship behavior.

H6: Affective commitment has a mediating role on the relationship between job satisfaction and

organizational citizenship behavior.

H7: Normative commitment has a mediating role on the relationship between job satisfaction and


2. RESEARCH METHODOLOGY

Descriptive research design has been used in this study. The present study is conducted in the

education sector of Punjab. Population for the study is faculty working in private universities around

Chandigarh. Total of 200 questionnaires were distributed among faculty members working in two

private universities, out of which 165 responded back (response rate = 82.5%). Data was collected by

means of simple random sampling through a structured questionnaire employing standardized

research tools. Meyer et al. [23] questionnaire was used for affective and normative Commitment.

For measuring Job satisfaction, scale developed by Hackman & Oldman [24] was used. The

standardized questionnaire developed by Bakshi & Kumar [25] was used for OCB. Besides,

information was also sought on demographic variables.

Sample included 59% males and majority (76%) was married faculty. Maximum respondents

i.e. 58% were in the 30-40 years category, followed by 34% in the age group of 20-30 years and 8%

fell in 40-50 years age group. Only 17% of the respondents were doctorate, majority (61%) were post

graduate and rest (22%) were only graduate. 55% of the respondents had 0-2 years experience with

their current organization and 34% had been in the organization for 2-5 years and rest 11% had more

than 5 years experience.

Correlation and regression was used to analyze the data. Baron and Kenny’s [26] three steps

procedure was used to test mediating role of affective and normative commitment in the relationship

of job satisfaction and organizational citizenship behavior.

3. DISCUSSION

Table 1, shows the correlation between all the variables within the scope of this study. It has

been found that all the variables are correlated. Highest degree of correlation has been found between

normative commitment (mediator variable) and OCB (dependent variable). Table 2 and 3 depict R2

values which is an indication of proportion of variance in dependent variable due to independent

variable. It has been found that JS causes 10.59% variance in OCB and 27.84% variance in AC; and

AC causes 29.14% variance in OCB. Hence these results support H1, H2 and H4. JS causes 15.76 %

variance in NC and NC causes 96.33 % variance in OCB (Table 4). Thus H3 and H5 are supported.



84

TABLE 1: Mean, Standard deviation & Pearson’s Coefficient of Correlation

Variables Mean S.D. OCB NC AC Job satisfaction

Job satisfaction 3.51 1.32 0.32 0.39 0.52 ----

AC 3.4 1.92 0.53 ----- ----- 0.52

NC 3.02 .87 0.980 ----- ----- 0.39

OCB 2.96 .88 ----- --------- ----- ---------

N=165 Level of sig = 5 %

Table 2 also shows the result of mediation effect of AC between JS and OCB. In the first step

OCB was regressed upon Job satisfaction. It has been found that JS predicts OCB. In the second step

AC was regressed upon JS and found that JS (β = 0.36) is significant predictor of AC. In the third

step, OCB was regressed upon AC and found that 28 percent of the variance in OCB is explained by

AC. Finally, the effect of AC (mediator variable) on the relationship between JS and OCB was

examined. It can be seen that AC (β = .3747) and JS (β = .0293) come out to be significant predictor

of OCB. With the entry of AC in regression equation, regression coefficient of job satisfaction

(β = .0293) has diminished. This indicates that AC has partial mediating role on the relationship

between JS and OCB.

TABLE 2: Mediating effect of Affective Commitment on the relationship between Job

satisfaction and OCB

Variables STEP 1

OCB

STEP 2

AC

STEP 3

OCB

STEP 4

OCB

JS 0.1635 0.3602 ---- .0293

AC -------- --------- 0.3972 .3747

R2 0.1059

0.2784

0.2914 .2947

NOTE: N= 165 Level of significance= 5%

TABLE 3: Mediating effect of Normative Commitment on the relationship between Job

satisfaction and OCB

Variables STEP 1

OCB

STEP 2

NC

STEP 3

OCB

STEP 4

OCB

JS 0.1635 0.1942 ---- 0

NC -------- --------- 1.0077 1.0374

R2 0.1059 0.1576 0.9633 .9676

NOTE: N= 165 Level of significance= 5%

Table 3 shows the result of mediation effect of NC between job satisfaction and OCB. NC

was regressed upon JS and found that JS (β = 0.194) is significant predictor of NC. In the next step,

OCB was regressed upon NC and found that 96.76 % of the variance in OCB is explained by NC.

Finally, the effect of NC (mediator variable) on the relationship between JS and OCB was examined.

With the entry of NC in regression equation, regression coefficient of job satisfaction has reduced to

zero. This indicates that NC has fully mediated the relationship between JS and OCB. Thus affective



85

commitment partially mediates the relationship between JS and OCB, and NC fully mediates the

relationship between JS and OCB. Hence, H6 is partially supported and H7 is fully supported.

4. CONCLUSION

The present study is an attempt to understand the mediating role of AC and NC in the

relationship between JS and OCB. JS and OC have been found as predictors of OCB. The study

found support for mediating role of AC and NC in the relationship between JS and OCB. The

findings confirm that top management of the organization can enhance OCB in the workplace by

ensuring job satisfaction and commitment toward the organization.

One limitation of the present study is the sample size. This study is conducted in only two

private universities. The results can further be generalized by increasing the sample size of the study.

Furthermore role of other organizational factors like, organizational politics, support, justice, culture

and climate as mediator will through more light on the relationship between job satisfaction and


5. ACKNOWLEDGEMENT

The authors are grateful to Punjab Technical University, Kapurthala, Punjab, India for their

constant support to promote research and development and by being a source of encouragement to

pursue this study.

REFERENCES

[1] P. Holland, C. Sheehan, and H. De Cieri, Attracting and retaining talent: exploring human

resources management trends in Australia, Human Resource Development International,

10(3), 2007, 247-262.

[2] D.W. Organ, Organizational citizenship behavior: The good soldier syndrome. (Lexington,

M. A.:Lexington Books, 1988).

[3] P.M. Podsakoff, S.B.MacKenzie, R.H Moorman, and R. Fetter, Transformational leaders

behavior and their effects on followers’ trust in leader, satisfaction, and organizational

citizenship behaviors, Leadership Quarterly, 2, 1990, 107-142.

[4] D.W Organ, and K. Ryan, A meta-analytic review of attitudinal and dispositional predictors

of organizational citizenship behavior, Personnel Psychology, 48 (4), 1995, 775-802.

[5] J.P. Meyer, and N.J. Allen, A three-component conceptualization of organizational

commitment, Human Resource Management Review, 1(1), 1991, 61-89.

[6] J.P. Meyer, and N. J. Allen, Testing the ‘side-bet’ theory of organisational commitment:

some methodological considerations, Journal of Applied Psychology, 69 (3), 1984, 372-378.

[7] N.J. Allen, and J.P. Meyer, The measurement and antecedents of affective, continuance, and

normative commitment to the organization, Journal of Occupational Psychology, 63, 1990,

1–18.

[8] J. Yang, Antecedents and consequences of job satisfaction in the hotel industry,

International Journal of Hospitality Management, 29 (2010) 609–619.

[9] A. Willem, M. Buelens, and I.D. Jonghe, Impact of organizational structure on nurses’ job

satisfaction: A questionnaire survey, International Journal of Nursing Studies, 44, 2007,

1011-1020.

[10] T. S. Bateman, and D.W. Organ, Job satisfaction and the good soldier: The relationship

between affect and employee citizenship, Academy of Management Journal, 26, 1983,

587–595.



86

[11] P.M. Podsakoff, S.B. MacKenzie, J.B. Paine, and D.G. Bachrach, Organizational citizenship

behavior: A critical review of the theoretical and empirical literature and suggestions for

future research, Journal of Management, 26(3), 2000, 513-563.

[12] L.M. Lapierre, and R.D. Hackett, Trait conscientiousness, leader-member exchange,job

satisfaction and organizational citizenship behavior: A test of an integrative model, Journal

of Occupational and Organizational Psychology, 80, 2007, 539–554.

[13] F. Mehboob, and N.A. Bhutto, Job Satisfaction as a predictor of organizational Citizenship

Behavior, Interdisciplinary Journal of Contemporary Research in Business, 3(9), 2012,

1447-1455.

[14] M.W. Chiboiwa, C. Chipunza,.and M.O. Samuel,Evaluation of job satisfaction and

organisational citizenship behaviour: Case study of selected organizations in Zimbabwe,

African Journal of Business Management, vol. 5(7), 2011, 2910-2918.

[15] C. A. O’Reilly, and J. Chatman, Organizational commitment and psychological attachment:

The effects of compliance, identification, and internalization on pro-social behavior, Journal

of Applied Psychology, 71, 1986, 492-499.

[16] H. Zeinabadi, Job satisfaction and organizational commitment as antecedents of

organizational citizenship behavior (OCB) of teachers, Procedia Social and Behavioral

Sciences, 5, 2010, 998–1003.

[17] L. Williams, and S.Anderson, Job satisfaction and organizational commitment as predictors

of organizational citizenship and in role behaviors, Journal of Management, 17, 1991,

601–617.

[18] S.O. Salami, Demographic and psychological factors predicting organization commitment

among industrial workers, Anthropologist, 10(1), 2008, 31-38.

[19] M. Jun, S. Cai and H. Shin, TQM practice in maquiladora: Antecedents of employee

satisfaction and loyalty, Journal of Operations Management, 24, 2006, 791-812.

[20] M. AL-Hussami, A Study of nurses' job satisfaction: the relationship to organizational

commitment, perceived organizational support, transactional leadership, transformational

leadership, and level of education, European Journal Scientific Research, 22(2), 2008,

286-295.

[21] K.A. Lane, J Esser, B. Holte, and M.A. McCusker, A study of nurse faculty job satisfaction

in community colleges in Florida, Teaching andLearninginNursing, 5, 2010, 16-26.

[22] Anis, Atif; Rehman, Kashif-ur; Rehman, Ijaz-Ur; Khan, Muhammad Asif, and Humayoun,

AsadAfzal,Impact of organizational commitment on job satisfaction and employee retention

in pharmaceutical industry” African Journal of Business Management, 5(17), 2011,

7316-7324.

[23] J.P. Meyer, N..J. Allen, and C.A. Smith, Commitment to organizations and occupations:

Extension and test of a three-component conceptualization, Journal of Applied Psychology,

78,1993, 531-551.

[24] J.R. Hackman, and G.R.. Oldman, Development of job diagnostic survey, Journal of Applied

Psychology, 16(2), 1975, 159-170.

[25] A. Bakhshi, and K. Kumar, Organizational Citizenship Behavior Scale, Prasad

Psychological Corporation, Agra, 2009.

[26] M.R. Baron, and D.A. Kenny, The Moderator-Mediator variable distinction in social

psychological research: Conceptual, strategic, and statistical Considerations, Journal of

Personality and Social Psychology, 51(6), 1986, 1173-1182.

[27] Dr. C. Swarnalatha and G. SureshKrishna, “Job Satisfaction and Work Locus of Control: an

Empirical Study Among Employees of Automotive Industries in India”, International

Journal of Management (IJM), Volume 3, Issue 3, 2012, pp. 92 - 99, ISSN Print: 0976-6502,

ISSN Online: 0976-6510.

relationship between job satisfaction and organizational citizenship behavior

Technology