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

Jamnean Joungtrakul,Suteeluck Kanthong,Khahan Na-Nan

doi:10.3390/joitmc7030170

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.

Highlights

Academics and researchers have studied organizational citizenship behavior to determine guidelines for increased employee effectiveness
Paillé [32] concluded that job satisfaction was related to and had a positive influence on organizational citizenship behavior with statistical significance (r = 0.58, p < 0.001, β = 0.214, p < 0.005), while Charkhabi, Alimohammadi and Charkhabi [11] tested job satisfaction as a mediator and found that perception was affected by stimuli in the form of behavior
The results of the present study show that self-efficacy influences organizational citizenship behavior through employee engagement and job satisfaction in the form of a chain mediator variable

Summary

Introduction

Academics and researchers have studied organizational citizenship behavior to determine guidelines for increased employee effectiveness. Katz [1] identified three parameters of effective employee behavior: joining and staying in the organization, meeting and exceeding standards of performances and spontaneously going beyond prescribed roles that he called “organizational citizenship behavior” [2]. These behaviors can be expressed in the forms of altruism, conscientiousness, sportsmanship, courtesy and civic virtue [3]. Actions beyond the work responsibility specified in their job descriptions. Bandura’s [5] self-efficacy theory is often used by behaviorists and researchers to study predictive factors of organizational citizenship behavior.

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