Innovative Human Resource Practice: A Synthesized Framework and Causal Model of Leader-Member Exchange, Organizational Justice, Job Satisfaction, and Organizational Citizenship Behavior

Abstract

Research objectives were to determine a synthesized framework and to develop a causal model of leader-member exchange, organizational justice, job satisfaction, and organizational citizenship behavior of textile mill employees in Thailand. The study reported the responses of 619 operational employees from 77 textile mills operating in different parts of Thailand. Data were collected and analyzed with descriptive statistics using SPSS (version 11.5) and assessed with confirmatory factor analysis to confirm the heterogeneity of all constructs and path analysis to test the cause and effect relationships among main constructs of the study using LISREL (version 8) on a structured questionnaire containing standard scales of leader-member exchange, organizational justice, job satisfaction, and organizational citizenship behavior to determine the relationships of leader-member exchange, organizational justice, and job satisfaction on organizational citizenship behavior. Research findings indicated that dimensions of leader-member exchange, organizational justice, and job satisfaction have mediated positive effect on organizational citizenship behavior. Furthermore, organizational justice and job satisfaction positively mediate the relationship between leader-member exchange and organizational citizenship behavior.