An Empirical Study on the Model of Self-Efficacy and Organizational Citizenship Behavior Transmitted through Employee Engagement, Organizational Commitment and Job Satisfaction in the Thai Automobile Parts Manufacturing Industry

Abstract

This research aims to study the direct and indirect influence of self-efficacy on organizational citizenship behavior transmitted through employee engagement, organizational commitment and job satisfaction, and to examine employee engagement, organizational commitment and job satisfaction as partial or full mediators. The study samples were 400 employees in the automobile parts manufacturing industry. The study instruments used by previous researchers were applied and back translation was conducted on all questionnaire items. Content validity and reliability was then tested prior to using them for data collection. Direct and indirect influences and mediators were analyzed with the Hayes Model 81 using the PROCESS Program. Results revealed that self-efficacy had a direct influence on organizational citizenship behavior with statistical significance, with an indirect influence transmitted through employee engagement, organizational commitment and job satisfaction. Employee engagement, organizational commitment and job satisfaction functioned as partial mediators between self-efficacy and organizational citizenship behavior with statistical significance. The model was based on the theory of self-efficacy to express organizational citizenship behavior. However, the study results showed that employee engagement, organizational commitment and job satisfaction play roles as mediators in transmission of effective organizational citizenship behavior. Therefore, these mediators are important factors that can accurately explain organizational citizenship behavior.

Leader Humor and Followers’ Change-Oriented Organizational Citizenship Behavior: The Role of Leader Machiavellianism

“…Although change-oriented organizational citizenship behavior is closely related to innovation-relevant behaviors at work, which are also critical for the innovation, it differs in that it is not included as a part of the organization’s formal reward system [ 81 ]. Behaviors beyond one’s formal job requirements are vital for innovation because followers who engage in change-oriented organizational citizenship behaviors are more willing to support their organizations’ success [ 82 ]. Thus, our findings shed light on the role of humor in energizing innovation in the workplace.…”

The consequence of workplace incivility among IT employees: Workplace stress or organizational citizenship behavior?

“…Previous studies have also found self-efficacy positively influenced OCB (Anfajaya & Rahayu, 2020;Pratiwi & Nawangsari, 2021), and those engaging in approach coping demonstrate higher levels of OCB (Lilly & Virick, 2013). Self-efficacy has a positive effect on employee engagement, organizational commitment, and job satisfaction, all of which can, in turn, positively influence OCB (Na-Nan et al, 2021).…”

The effect of perceived collective efficacy and self-efficacy on generation Z restaurant customers’ food waste reduction intentions

“…For example, Faraz et al (2021) found that employees’ green self-efficacy when interacting with green servant leadership influenced pro-environmental behaviors. Na-Nan et al (2021) revealed that employees’ self-efficacy affected their engagement, job satisfaction and organizational commitment. Employees’ self-efficacy can also enhance their creativity performance (Ma et al , 2021).…”