Links connecting nurses’ planned behavior, burnout, job satisfaction, and organizational citizenship behavior

Torlak, N. Gökhan; Kuzey, Cemil; Dinç, Muhammet Sait; Budur, Taylan

doi:10.1080/15555240.2020.1862675

Cited by 48 publications

(29 citation statements)

References 66 publications

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“…According to Shah and Halim (2018), previous researches have shown that individual characteristic has large effect on OCB and is usually a mediator on the relationship between independent variables and OCB. This can be seen through several research findings, such as by Williams and Anderson (1991); El-Badawy et al (2016); Torlak et al (2021) that demonstrated the existence of job satisfaction as mediator; in which, an excellent organizational culture will produce a suitable environment to increase job satisfaction that stimulate OCB.…”

Section: Research Implicationsmentioning

confidence: 97%

“…This is because OCB is very precious because it is "the desire to contribute more to the company… that arises from within the employee, therefore the company is responsible for the involvement of employees in the company's processes" (Endratmoko & Aulia, 2021, p.47). In fact, with high level of OCB, competitive organizations have proactive and independent employees in carrying out their duties with less supervision from superiors (Torlak, Kuzey, Dinç & Budur, 2021). On top of that, having an awareness of their respective roles can generate organizational continuity to remain on the right track in achieving the organizational mission and vision (Khan, Saufi & Ahmed, 2021); hence, specific organizational culture in organization should be determined to increase the level of OCB.…”

Section: Introductionmentioning

confidence: 99%

“…Further, organizational culture was proven to have significant relationship with OCB among employees (Endratmoko & Aulia, 2021). The OCB will influence employees to produce the best work quality (Torlak et al, 2021). Several resaerches including Utami, Suddin and Sunarso (2016), El-Badawy, Trujillo-Reyes and Magdy (2016); Endratmoko and Aulia (2021) find that a well-established organizational culture have a significant relationship to OCB among employees.…”

Section: Introductionmentioning

confidence: 99%

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The Influence of Organizational Culture on Organizational Citizenship Behavior among The Royal Malaysia Police in Selangor

Ibrahim¹,

Aziz²,

Halim³

et al. 2021

IJARAFMS

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Previous researches have shown that any organization will be more competitive to achieve its mission and vision when the employees are practicing organizational citizenship behaviour (OCB) at the workplace. This OCB is also known as behaviour outside of an employee's job description that ultimately improves job performance in an organization; however, previous researches have shown that OCB is highly influenced by the organization culture. Interestingly, little is known which organization culture is affecting OCB among employees especially those that dressed in uniform such as the police officers. Hence, the aim of this research was to determine sub-dimensions of organizational culture affecting the practice of OCB among the Royal Malaysia Police (PDRM) in Selangor. Data were collected using a questionnaire through simple random sampling method, and results were analysed using Pearson correlation and Multiple Linear Regression among 571 Enforcement Personnel from six-branches of Police Headquarters Department in Selangor. Findings showed that organization culture explained 14.9% variance in OCB among respondents; however, only organizational integration and goals clarity were significant predictors influencing OCB although other components of organizational culture had significant relationship with OCB. Findings have implication for the PDRM to focus on nurturing organizational integration and goals clarity in order to stimulate OCB among their employees.

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Section: Research Implicationsmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The Influence of Organizational Culture on Organizational Citizenship Behavior among The Royal Malaysia Police in Selangor

Ibrahim¹,

Aziz²,

Halim³

et al. 2021

IJARAFMS

View full text Add to dashboard Cite

show abstract

“…On the other hand, previous studies have focused on investigating the influencing factors of OCBs from the perspective of individual employees and the external environments. For example, individual employee psychological factors include job satisfaction, 5 , 15 organizational commitment, 8 , 16 self-efficacy 9 , 17 and insider identity perceptions, 18 , 19 and external environmental factors include transformational leadership, 2 servant leadership behaviors 20 and authoritative leadership. 21 Currently, the exploration of external environmental influences focuses on the “leader”.…”

Section: Introductionmentioning

confidence: 99%

“…Specifically, leaders with a high level of prosocial orientation are more attentive to employees’ emotional changes and show more care, support and encouragement. 5 As a result, employees will develop a high sense of belonging and identification with the organization, which will further increase the level of affective commitment. Moreover, Bizri et al 25 showed that affective commitment has a direct impact on employees’ OCBs.…”

Section: Introductionmentioning

confidence: 99%

The Effects of Leaders’ Prosocial Orientation on Employees’ Organizational Citizenship Behavior – The Roles of Affective Commitment and Workplace Ostracism

Wang¹,

Yunyun²,

Zhou³

2021

PRBM

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Purpose According to leadership trait theory, leaders’ personality traits are stable factors in organizational situations and exert significant effects on employees’ organizational behaviors. However, studies related to this topic are very limited. In this study, from the leadership trait perspective and based on social identity theory and social exchange theory, the influencing mechanisms of leaders’ prosocial tendencies on affiliation-oriented and challenge-oriented organizational citizenship behaviors are investigated. Specifically, leadership prosocial tendency, affective commitment and workplace ostracism are selected as the independent variable, mediating variable and moderating variable, respectively. Methods The data collection is conducted in two stages in which the leader–employee pairing method is adopted. Ultimately, 347 valid questionnaires are collected from 73 teams. Later, the hierarchical regression analysis and bootstrap methods are used to test the study’s hypotheses. Results Leadership prosocial tendencies have significant positive effects on affective commitment (β = 0.282, p < 0.001), affiliation-oriented (β = 0.648, p < 0.001) and challenge-oriented organizational citizenship behaviors (β = 0.521, p < 0.001). There is a significant positive effect of affective commitment on affiliation-oriented (β = 0.103, p < 0.05) and challenge-oriented organizational citizenship behaviors (β = 0.122, p < 0.05). At the same time, the influence of leadership prosocial tendencies on affiliation-oriented (β = 0.619, p < 0.001) and challenge-oriented organizational citizenship behaviors (β = 0.487, p < 0.001) remains significant. In other words, affective commitment partially mediates the relationships between leaders’ prosocial tendencies and affiliation-oriented, challenge-oriented organizational citizenship behaviors. Workplace ostracism plays a negative moderating role between leaders’ prosocial tendencies and affective commitment (β = −0.098, p < 0.05). Furthermore, workplace ostracism can also mediate the mediating role of affective commitment with 95% bias-corrected confidence intervals [−0.146, −0.017] and [−0.114, −0.003]. Conclusion The results show that leaders’ prosocial tendencies have significant positive effects on both affiliation-oriented and challenge-oriented organizational citizenship behaviors. Affective commitment partially mediates the relationships between leaders’ prosocial tendencies and affiliation-oriented and challenge-oriented organizational citizenship behaviors. Workplace ostracism significantly negatively moderates the relationship between leaders’ prosocial tendencies and affective commitment. Moreover, the study verifies that the mediating effect of workplace ostracism on affective commitment has a significant moderating effect.

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Impact of University’s Human Resources Practices on Professors’ Occupational Performance: Empirical Evidence from India’s Higher Education Sector

Alam

2022

Palgrave Studies in Democracy, Innovation, and Entrepreneurship for Growth

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Links connecting nurses’ planned behavior, burnout, job satisfaction, and organizational citizenship behavior

Cited by 48 publications

References 66 publications

The Influence of Organizational Culture on Organizational Citizenship Behavior among The Royal Malaysia Police in Selangor

The Influence of Organizational Culture on Organizational Citizenship Behavior among The Royal Malaysia Police in Selangor

The Effects of Leaders’ Prosocial Orientation on Employees’ Organizational Citizenship Behavior – The Roles of Affective Commitment and Workplace Ostracism

Impact of University’s Human Resources Practices on Professors’ Occupational Performance: Empirical Evidence from India’s Higher Education Sector

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