Organizational justice, individual innovativeness, and organizational citizenship behavior : a study among bank employees
| dc.contributor.author | Amir Ishak, Noormala | |
| dc.date.accessioned | 2017-07-28T02:29:06Z | |
| dc.date.available | 2017-07-28T02:29:06Z | |
| dc.date.issued | 2004-06 | |
| dc.description.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. | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/4272 | |
| dc.subject | Bank employees | en_US |
| dc.title | Organizational justice, individual innovativeness, and organizational citizenship behavior : a study among bank employees | en_US |
| dc.type | Thesis | en_US |
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