The effect of organisational commitment to organisational citizenship behaviour through meaningful work as a mediator
DOI:
https://doi.org/10.20525/ijrbs.v12i3.2517Keywords:
Organization Commitment, Organizational Citizenship Behaviour, Meaningful Work, Employee, OrganizationAbstract
Few empirical studies have examined the connections between employees’ commitment and organizational citizenship behaviors to the company. Also, not much is known about how a specific part of meaningful work affects the organization’s citizenship behaviour of people who work as travel agents. Our study examines whether meaningful work mediates an organization’s commitment to organizational citizenship behaviour. The research is quantitative with descriptive methods, and 104 participants participated. The scales were available online, and they filled them out. Statistical analysis uses the PLS structural equation model to test the model. The main finding of the study demonstrates that (i) There is no relationship between organizational commitment and organizational citizenship behaviour shown in the statistical result is 0.055, (ii) the Statistical result of 0.826 between organization commitment to meaningful work shows that there is a direct link between two variables (iii) and there is the link is between meaningful work and organizational citizenship behaviour with the statistical result is 0.814, (iv) From this point on, the structural equation model shows that meaningful work is the only difference between organizational commitment and citizenship behaviour with P-Value 0.000. The study has shown that meaningful work as a full mediator can help organizational citizenship behaviour. Organizational commitment and citizenship behaviors are related and reinforced by meaningful work.
Downloads
References
Afsar, B., & Badir, Y. F. (2016). Person–organization fit, perceived organizational support, and organizational citizenship behaviour: The role of job embeddedness. Journal of Human Resources in Hospitality & Tourism, 15(3), 252-278. https://doi.org/10.1080/15332845.2016.1147936 DOI: https://doi.org/10.1080/15332845.2016.1147936
Aldrin, N., & Merdiaty, N. (2019). Effect of job crafting on work engagement with mindfulness as a mediator. Cogent Psychology, 6(1). https://doi.org/10.1080/23311908.2019.1684421 DOI: https://doi.org/10.1080/23311908.2019.1684421
Ali, I. (2020). COVID-19: Are we ready for the second wave? Disaster Medicine and Public Health Preparedness, 14(5), e16-e18. https://doi.org/10.1017/dmp.2020.149 DOI: https://doi.org/10.1017/dmp.2020.149
Allan, B. A., Batz-Barbarich, C., Sterling, H. M., & Tay, L. (2019a). Outcomes of meaningful work: A meta?analysis. Journal of Management Studies, 56(3), 500–528. https://doi.org/10.1111/joms.12406 DOI: https://doi.org/10.1111/joms.12406
Allan, B. A., Dexter, C., Kinsey, R., & Parker, S. (2016). Meaningful work and mental health: Job satisfaction as a moderator. Journal of Mental Health, 27(1), 38–44. https://doi.org/10.1080/09638237.2016.1244718 DOI: https://doi.org/10.1080/09638237.2016.1244718
Bailey, C., Lips?Wiersma, M., Madden, A., Yeoman, R., Thompson, M., & Chalofsky, N. (2019). The five paradoxes of meaningful work: Introduction to the special issue ‘meaningful work: Prospects for the 21st century.’ Journal of Management Studies, 56(3), 481–499. https://doi.org/10.1111/joms.12422 DOI: https://doi.org/10.1111/joms.12422
Bakhshi, A., Sharma, A. D., & Kumar, K. (2011). Organizational commitment as a predictor of organizational citizenship behaviour. European Journal of Business and Management, 3(4), 78–86. ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol 3, No.4, 2011
Bakker, A. B., & Schaufeli, W. B. (2008). Positive organizational behaviour: Engaged employees in flourishing organizations. In Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organisational Psychology and Behavior (Vol. 29, Issue 2, pp. 147–154). Wiley Online Library. https://doi.org/10.1002/job.515 DOI: https://doi.org/10.1002/job.515
Cai, W., Lysova, E. I., Khapova, S. N., & Bossink, B. A. G. (2018). Servant leadership and innovative work behavior in Chinese high-tech firms: A moderated mediation model of meaningful work and job autonomy. Frontiers in Psychology, 9, 1767. https://doi.org/10.3389/fpsyg.2018.01767 DOI: https://doi.org/10.3389/fpsyg.2018.01767
Chalofsky, N. (2003). An emerging construct for meaningful work. Human Resource Development International, 6(1), 69–83. https://doi.org/10.1080/1367886022000016785 DOI: https://doi.org/10.1080/1367886022000016785
Chalofsky, N., & Krishna, V. (2009). Meaningfulness, commitment, and engagement: The intersection of a deeper level of intrinsic motivation. Advances in Developing Human Resources, 11(2), 189–203. https://doi.org/10.1177/1523422309333147 DOI: https://doi.org/10.1177/1523422309333147
Chen, C.-Y., & Li, C.-I. (2013). Assessing the spiritual leadership effectiveness: The contribution of follower’s self-concept and preliminary tests for moderating culture and managerial position. The Leadership Quarterly, 24(1), 240–255. https://doi.org/10.1016/j.leaqua.2012.11.004 DOI: https://doi.org/10.1016/j.leaqua.2012.11.004
Chin, W. W. (1998). The partial least squares approach to structural equation modeling. Modern Methods for Business Research, 295(2), 295–336.
Chin, W. W., Mills, A. M., Steel, D. J., & Schwarz, A. (2014). Multi-group invariance testing: An illustrative comparison of PLS permutation and covariance-based SEM invariance analysis. International Conference on Partial Least Squares and Related Methods, 267–284. https://doi.org/10.1007/978-3-319-40643-5_20 DOI: https://doi.org/10.1007/978-3-319-40643-5_20
Chu, C., Lee, M., Hsu, H., & Chen, I. (2005). Clarification of the antecedents of hospital nurse organizational citizenship behavior - An example from a Taiwan regional hospital. Journal of Nursing Research, 13(4), 313-324. https://doi.org/10.1097/00134372-200512000-00009 DOI: https://doi.org/10.1097/00134372-200512000-00009
Deery, S., Rayton, B., Walsh, J., & Kinnie, N. (2017). The costs of exhibiting organizational citizenship behaviour. Human Resource Management, 56(6), 1039–1049. https://doi.org/10.1002/hrm.21815 DOI: https://doi.org/10.1002/hrm.21815
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Sage Publications Sage CA: Los Angeles, CA. https://doi.org/10.2307/3150980 DOI: https://doi.org/10.2307/3150980
Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/ebr-11-2018-0203 DOI: https://doi.org/10.1108/EBR-11-2018-0203
Hair Jr, J. F., Matthews, L. M., Matthews, R. L., & Sarstedt, M. (2017). PLS-SEM or CB-SEM: updated guidelines on which method to use. International Journal of Multivariate Data Analysis, 1(2), 107–123. https://doi.org/10.1504/ijmda.2017.10008574 DOI: https://doi.org/10.1504/IJMDA.2017.10008574
Harvey, J., Bolino, M. C., & Kelemen, T. K. (2018). Organizational citizenship behaviour in the 21st century: How might going the extra mile look different at the start of the new millennium? In Research in personnel and human resources management (Vol. 36, pp. 51–110). Emerald Publishing Limited. https://doi.org/10.1108/s0742-730120180000036002 DOI: https://doi.org/10.1108/S0742-730120180000036002
Henseler, J. (2018). Partial least squares path modeling: Quo Vadis? Quality & Quantity, 52(1), 1–8. https://doi.org/10.1007/s11135-018-0689-6 DOI: https://doi.org/10.1007/s11135-018-0689-6
Jafari, P., & Bidarian, S. (2012). The relationship between organizational justice and organizational citizenship behaviour. Procedia-Social and Behavioral Sciences, 47, 1815–1820. https://doi.org/10.1016/j.sbspro.2012.06.905 DOI: https://doi.org/10.1016/j.sbspro.2012.06.905
Kim, Y. J., Kim, W. G., Choi, H. M., & Phetvaroon, K. (2019). The effect of green human resource management on hotel employees’ eco-friendly behaviour and environmental performance. International Journal of Hospitality Management, 76(March 2018), pp. 83–93. https://doi.org/10.1016/j.ijhm.2018.04.007 DOI: https://doi.org/10.1016/j.ijhm.2018.04.007
Kock, N. (2015). Common method bias in PLS-SEM: A full collinearity assessment approach. International Journal of E-Collaboration (Ijec), 11(4), 1–10. https://doi.org/10.4018/ijec.2015100101 DOI: https://doi.org/10.4018/ijec.2015100101
Lai, J. Y. M., Chow, C. W. C., & Loi, R. (2018). The interactive effect of LMX and LMX differentiation on followers’ job burnout: Evidence from the tourism industry in Hong Kong. The International Journal of Human Resource Management, 29(12), 1972–1998. https://doi.org/10.1080/09585192.2016.1216875 DOI: https://doi.org/10.1080/09585192.2016.1216875
Liu, T., Gao, J., Zhu, M., & Jin, S. (2021). Women's work-life balance in hospitality: Examining its impact on organizational commitment. Frontiers in Psychology, p. 12. https://doi.org/10.3389/fpsyg.2021.625550 DOI: https://doi.org/10.3389/fpsyg.2021.625550
Meyer, J. P., Stanley, L. J., & Parfyonova, N. M. (2012). Employee commitment in context: The nature and implication of commitment profiles. Journal of Vocational Behavior, 80(1), 1–16. https://doi.org/10.1016/j.jvb.2011.07.002 DOI: https://doi.org/10.1016/j.jvb.2011.07.002
Mowday, R. T., Porter, L. W., & Steers, R. M. (2013). Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic Press.
Nunnally, B., & Bernstein, I. R. (1994). Psychometric Theory. New York: Oxford Univer. Press.
Organ, D. W. (1997). Organizational Citizenship Behaviours: It is Construct Clean-Up Time. Human Performance, 10(2), 85 97. http://doi.org/10.1207/s15327043hup1002_2 DOI: https://doi.org/10.1207/s15327043hup1002_2
Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2005). Organizational citizenship behaviour: Its nature, antecedents, and consequences. Sage Publications. https://doi.org/10.4135/9781452231082 DOI: https://doi.org/10.4135/9781452231082
Organ, D. W., Podsakoff, P. M., & Podsakoff, N. P. (2011). We are expanding the criterion domain to include organizational citizenship behaviour: Implications for employee selection. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol. 2. Selecting and developing members for the organization (pp. 281–323). American Psychological Association. https://doi.org/10.1037/12170-010 DOI: https://doi.org/10.1037/12170-010
Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Blume, B. D. (2009). Individual-and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122. https://doi.org/10.1037/a0013079 DOI: https://doi.org/10.1037/a0013079
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organisational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513–563. https://doi.org/10.1177/014920630002600307 DOI: https://doi.org/10.1177/014920630002600307
Posey, C., Roberts, T. L., & Lowry, P. B. (2015). The impact of organizational commitment on insiders’ motivation to protect organizational information assets. Journal of Management Information Systems, 32(4), 179–214. https://doi.org/10.1080/07421222.2015.1138374 DOI: https://doi.org/10.1080/07421222.2015.1138374
Queirós, A., Faria, D., & Almeida, F. (2017). Strengths and limitations of qualitative and quantitative research methods. European Journal of Education Studies.
Raza, A., Rather, R. A., Iqbal, M. K., & Bhutta, U. S. (2020). An assessment of corporate social responsibility on customer company identification and loyalty in banking industry: a PLS-SEM analysis. Management Research Review, 43(11), 1337–1370. https://doi.org/10.1108/mrr-08-2019-0341 DOI: https://doi.org/10.1108/MRR-08-2019-0341
Reinhardt, W., Schmidt, B., Sloep, P., & Drachsler, H. (2011). Knowledge worker roles and actions—results of two empirical studies. Knowledge and Process Management, 18(3), 150–174. https://doi.org/10.1002/kpm.378 DOI: https://doi.org/10.1002/kpm.378
Rurkkhum, S., & Bartlett, K. R. (2012). The relationship between employee engagement and organizational citizenship behaviour in Thailand. Human Resource Development International, 15(2), 157–174. https://doi.org/10.1080/13678868.2012.664693 DOI: https://doi.org/10.1080/13678868.2012.664693
Saleem, S., & Amin, S. (2013). The impact of organizational support for career development and supervisory support on employee performance: An empirical study from Pakistani academic sector. European Journal of Business and Management, 5(5), 194–207.
Selamat, M. H., & Ran, G. W. (2019). The mediating effect of organizational citizenship behaviour on organizational justice and organizational performance in small and medium-sized enterprises of China. International. Journal. Business. Management, 14(173), 10–5539. https://doi.org/10.5539/ijbm.v14n9p173 DOI: https://doi.org/10.5539/ijbm.v14n9p173
Selamat, N., Nordin, N., & Fook, C. Y. (2017). The Power of Meaningful Work: Extra Mile Teachers. Journal of the International Society for Teacher Education, 21(2), 7-14.
Shafazawana, M. T., Ying, C. Y., Zuliawati, M. S., & Kavitha, S. (2016). Managing job attitudes: The roles of job satisfaction and organizational commitment on organizational citizenship behaviors. Procedia Economics and Finance, 35, 604–611. https://doi.org/10.1016/s2212-5671(16)00074-5 DOI: https://doi.org/10.1016/S2212-5671(16)00074-5
Shaheen, M., Gupta, R., & Kumar, Y. L. N. (2016). Exploring dimensions of teachers’ OCB from stakeholder’s perspective: A study in India. The Qualitative Report, 21(6), 1095–1119. https://doi.org/10.46743/2160-3715/2016.2357 DOI: https://doi.org/10.46743/2160-3715/2016.2357
Sheldon, M. E. (1971). Investments and involvements as mechanisms producing commitment to the organization. Administrative Science Quarterly, pp. 143–150. https://doi.org/10.2307/2391824 DOI: https://doi.org/10.2307/2391824
Spector, P. E., & Che, X. X. (2014). Re-examining citizenship: How the control of measurement artifacts affects observed relationships of organizational citizenship behaviour and organizational variables. Human Performance, 27(2), 165–182. https://doi.org/10.1080/08959285.2014.882928 DOI: https://doi.org/10.1080/08959285.2014.882928
Steger, M. F., Dik, B. J., & Duffy, R. D. (2012). Measuring meaningful work: The work and meaning inventory (WAMI). Journal of Career Assessment, 20(3), 322–337. https://doi.org/10.1177/1069072711436160 DOI: https://doi.org/10.1177/1069072711436160
Steger, M. F., Oishi, S., & Kesebir, S. (2011). Is a life without meaning satisfying? The moderating role of the search for meaning in satisfaction with life judgments. The Journal of Positive Psychology, 6(3), 173–180. https://doi.org/10.1080/17439760.2011.569171 DOI: https://doi.org/10.1080/17439760.2011.569171
Tang, T. L.-P., & Ibrahim, A. H. S. (1998). Antecedents of Organizational Citizenship Behavior Revisited: Public Personnel in the United States and the Middle East. Public Personnel Management, 27(4), 529–550. https://doi.org/10.1177/009102609802700407 DOI: https://doi.org/10.1177/009102609802700407
Van Wingerden, J., & Poell, R. F. (2019). Meaningful work and resilience among teachers: The mediating role of work engagement and job crafting. PloS One, 14(9), e0222518. https://doi.org/10.1371/journal.pone.0222518 DOI: https://doi.org/10.1371/journal.pone.0222518
Williams, L. J., & Anderson, S. E. (1991). Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors. Journal of Management, 17(3), 601–617. https://doi.org/10.1177/014920639101700305 DOI: https://doi.org/10.1177/014920639101700305
Zeglat, D., & Janbeik, S. (2019). Meaningful work and organizational outcomes: The mediating role of individual work performance. Management Research Review. https://doi.org/10.1108/mrr-05-2018-0206 DOI: https://doi.org/10.1108/MRR-05-2018-0206
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Netty Merdiaty, Athala Insyrania Putri, Wustari L. Mangundjaya

This work is licensed under a Creative Commons Attribution 4.0 International License.
For all articles published in IJRBS, copyright is retained by the authors. Articles are licensed under an open access Creative Commons CC BY 4.0 license, meaning that anyone may download and read the paper for free. In addition, the article may be reused and quoted provided that the original published version is cited. These conditions allow for maximum use and exposure of the work, while ensuring that the authors receive proper credit.