Job satisfaction and organizational citizenship behavior (OCB)

David A. Foote · Thomas Li‐Ping Tang

247 citations0/0 files storedManagement Decision

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Job Satisfaction and Organizational Behavior Employee Performance and Management Team Dynamics and Performance

Abstract

Purpose The purpose of this paper is to propose a model in which team commitment in self‐directed teams moderates the relationship between job satisfaction and organizational citizenship behavior (OCB). Design/methodology/approach Survey questionnaires measuring team commitment, OCB, and job satisfaction were administered to 242 full‐time employees who were involved in self‐directed teams at three geographically diverse manufacturing facilities. After carefully testing the psychometric properties of the scales, hierarchical multiple regression was used to test hypotheses. Findings The relationship between job satisfaction and OCB was shown to be significant, as was the relationship between team commitment and OCB. Most importantly, the relationship between job satisfaction and organizational citizenship behavior was moderated by team commitment, such that the relationship was stronger when team commitment was high. Research limitations/implications Due to heightened salience of self‐directed team functioning in our sample, generalization of results may be limited. Practical implications The findings indicate that the usefulness of self‐directed work teams may be limited in situations where employees lack team commitment. Besides implementing self‐directed teams and assigning performance goals, researchers and practitioners need to identify efforts that work toward increasing commitment of team members, thereby increasing organizational citizenship behavior in the organization. Originality/value It is believed that this research makes a significant contribution to understanding the relationship between job satisfaction and organizational citizenship behavior, a relationship that has long been known but not well defined. Moreover, the paper develops what appears to be a valid and reliable measure of team commitment, based on goodness of fit using cross‐validation, confirmatory factor analysis, and reliability tests.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1986Self-Reports in Organizational Research: Problems and Prospects 1979The measurement of organizational commitment 1990A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment.2000Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research 1988Organizational Citizenship Behavior: The Good Soldier Syndrome.1983Organizational citizenship behavior: Its nature and antecedents.1995A META‐ANALYTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR

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2018A historical review of the development of organizational citizenship behavior (OCB) and its implications for the twenty-first century 2018Interplay of organizational justice, psychological empowerment, organizational citizenship behavior, and job satisfaction in the context of circular economy 2012Are authentic leaders associated with more virtuous, committed and potent teams?2021Impact of Perceived Organizational Support on OCB in the Time of COVID-19 Pandemic in Hungary: Employee Engagement and Affective Commitment as Mediators

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