Organisational Commitment and Job Satisfaction as Antecedents of Organisational Citizenship Behaviour

Thembi Laura Motaung,Patrick Qena Radebe

doi:10.22610/jebs.v10i6a.2667

Thembi Laura Motaung, Patrick Qena Radebe

Open Access

https://doi.org/10.22610/jebs.v10i6a.2667

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Abstract

Contemporary challenges facing organisations emphasise the need for a calibre of employees who exude organisational citizenship behaviour (OCB) and organisational commitment (OC), including a satisfactory level of job satisfaction (JS). Research is replete with supporting evidence that OCB is triggered by JS and that JS is positively related with OC. Although the relationship between these constructs is considered important, research exploring the relationship between these three constructs in the context of a water utility remains scarce. The primary objective of this research was to examine the impact of OC and JS on OCB at a water utility company in Gauteng. A survey was utilised to elicit responses from 400 sampled participants. A quantitative approach was adopted by which exploratory factor analysis (EFA), correlation and regression analyses were performed to analyse data. Using EFA, three factors of OC were extracted. The results further showed a positive correlation between affective commitment and normative commitment; JS and OCB; and no predictive relationship was observed between continuance commitment and OCB. Based on the findings, it was recommended that JS, OC and OCB should be improved through mechanisms such as job-fit, job enrichment career advancement performance-related pay and mentorship programmes.

Highlights

Organisations have been confronted increasingly with dynamic challenges like economic development, rapid technological changes and retention of human capital in a highly competitive business environment (Liu, Li & Zhao, 2009)
There is growing evidence that suggests a positive correlation between job satisfaction (JS) and organisational commitment (OC), there is relatively inadequate literature on the correlations pertaining to JS and commitment and their effect on organisational citizenship behaviour (OCB) (Lumley et al, 2011; Chinomona, 2012)
Future Research: The present study aimed to investigate the impact of OC and JS on OCB at a water utility company in Gauteng

Summary

Introduction

Organisations have been confronted increasingly with dynamic challenges like economic development, rapid technological changes and retention of human capital in a highly competitive business environment (Liu, Li & Zhao, 2009). An array of authors (Organ & Ryan, 1995; Podsakoff et al, 2000; Nadiri & Tanova, 2010) hold a consensual view that employees’ expression of these behaviours is solely reliant on the organisation’s willingness to enhance employees’ job satisfaction (JS) and that JS is the antecedent of organisational commitment (OC). Individuals who are satisfied with their jobs are prone to express positive emotions towards and are eager to be involved in and/or identify with their organisation (Lumley, Coetzee & Tladinyane, 2011). There is growing evidence that suggests a positive correlation between JS and OC, there is relatively inadequate literature on the correlations pertaining to JS and commitment and their effect on OCB (Lumley et al, 2011; Chinomona, 2012)

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