Organizational justice, individual innovativeness, and organizational citizenship behavior : a study among bank employees
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Date
2004-06
Authors
Amir Ishak, Noormala
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Abstract
Organizations are now demanding employees who are "good citizens"-individuals
willing to extend themselves to help coworkers and employers. In order to be
competitive, these organizations need to ensure that their employees are sensitive,
thoughtful, and effective when carrying out their work. The employees need to be
encouraged to show their fullest potential. Employees who go the extra mile by
performing spontaneous behaviors that go beyond their role prescriptions in assisting
customers are especially valued by the management. Doing jobs beyond what is required
without expecting to be rewarded is what we refer to in this study as "Organizational
Citizenship Behavior" (OCB).
This study examined the relationships among organizational justice, individual
innovativeness, and organizational citizenship behavior (OCB). Based on the social
exchange theory (Blau, 1964), this study hypothesized that organizational justice and
individual innovativeness would positively influence OCB because perceptions of justice
and willingness to change may lead employees to perform way beyond \'-'hat was
prescribed in their job scopes. A total of 385 non-supervisory employees from five
domestic commercial banks in Klang Valley were studied. A total of 258 supervisors
provided ratings of their subordinates' OCB. The researcher personally distributed the
questionnaires to 100 branches located in Klang Valley using the "drop-off' and .. pickup"
method. Results of multiple regression used to test direct and indirect reTationships
among the variables indicated that: (I) interactional justice predicts courtesy: (2)
individual innovativcncss predicts altruism, civic virtue,. and conscientiousness: and (3) self-esteem, as a mediator, does not influence the relationship between organizational
justice, individual innovativeness, and OCB. The findings can form the basis for useful
recommendations for Malaysian managers who are concerned with the high economic
costs of obtaining and retaining their workforce, in encouraging the practice of OCB for
long-term organizational success.
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Bank employees