The relationships between organisational citizenship behaviour, job satisfaction and turnover intention

Abstract

Organisational citizenship behaviour involves behaviour that encourages staff to endeavour to voluntarily improve organisational performance without lobbying for compensation. Employees' job satisfaction includes satisfaction with the working environment or welfare programme in the context of human resource initiatives. Similarly, human resource protocols may serve as the starting point for promoting staff organisational citizenship behaviour. Administrators in clinical healthcare are encouraged to meet their employees' working needs through human resource practices.

The mediating effect of organizational citizenship behavior on the relationship between workplace spirituality and intention

“…Thus, nurses' intention to leave is influenced by OCBO and OCBI, which will eventually influence the service quality given to patients in hospital. Based on previous studies on this subject, these results prove the concepts of Tsai and Wu (2010) and Kazemipour et al (2012) that had not been supported in previous studies.…”

“…It has been theoretically and conceptually mentioned (Podsakoff et al, 2009;Tsai & Wu, 2010;Krishnan & Singh, 2010).…”

“…Therefore, by putting more focus on workplace spirituality, nurses' OCBI and OCBO can be enhanced. Moreover, the link between intention to leave and OCB was elucidated in previous research (Regts & Molleman, 2013;Tsai & Wu, 2010). To counter act the national nursing shortage, the most important element is organizational citizenship behaviour in support of the preservation of nursing (Tsai & Wu, 2010).…”

“…Moreover, the link between intention to leave and OCB was elucidated in previous research (Regts & Molleman, 2013;Tsai & Wu, 2010). To counter act the national nursing shortage, the most important element is organizational citizenship behaviour in support of the preservation of nursing (Tsai & Wu, 2010). In addition, our results denote that OCBI has an influence on the balance of social interaction between employees and peers and can decrease the willingness to leave thus, our results explain how OCBO behaviours have an influence on the balance of social interactions between employees and the organization and can decrease the willingness to leave.…”

“…Moreover, the success and efficacy of an organization can be influenced by the growing understanding and inverse relationship of workplace spirituality and intention to leave as behavioural outcomes. Nevertheless, it is very difficult to provide a highly effective organizational environment required for employees to flourish beyond their assigned tasks (Tsai & Wu, 2010). Many management systems look to organizational citizens hip behaviour (OCB) for this purpose (Organ, Podsakoff & MacKenzie, 2006).…”