Abstract
The study examines the impact of procedural justice, organizational commitment, job satisfaction on employeeperformance, and the potential mediating role played by organization citizenship behaviors in that process. Thismodel was tested using a sample of 70 employees embedded in 2 groups from 15 branches of a large, syariah bankin Malang. The sample is taken using proportional random sampling. Data is collected directly from respondentsusing questionnaires and technical data analysis using GeSCA.The study results showed that both procedural justice and organizational commitment positively affectedOrganizational Citizenship Behavior. Organizational commitments do positive influence job performance. Jobsatisfaction did not positively influence Organizational Citizenship Behavior and job performance. OrganizationalCitizenship behavior positively influences job performance. Organizational Citizenship behavior acted as a partialmediator between procedural justice, organizational commitment, and job performance. A number of suggestionson managerial theory and implementation were proposed.
Highlights
The emergence and development of the syariah banks began from the issuing of the October Policies which managed the deregulation of the banking industry in Indonesia
The study results showed that both procedural justice and organizational commitment positively affected Organizational Citizenship Behavior
It can be seen that the value of FIT = 0436, which means that the diversity of procedural justice, organizational commitment, job satisfaction, Organizational Citizenship behavior and employee performance which can be explained by the model is equal to 43.6%; and the rest (56.4%) can be explained by other variables
Summary
Past studies of Organizational Citizenship behavior used procedural justice, organizational commitment, job satisfaction as antecedent variables (Moorman, et al (1993). (1993), which states that justice organization that is measured in terms of procedural fairness effect on job satisfaction, organizational commitment and Organizational Citizenship behavior. Podsakoff et al(2006) revealed that employees who are satisfied generally easier to make contributions in excess of the role (Organizational Citizenship behavior) than others, such as the study conducted by Murphy, Athanasou, King (2002), that job satisfaction significantly influence Organizational Citizenship behavior. The leader needs stimulus to motivate his employees to perform Organizational Citizenship behavior, while the employees themselves intrinsically need to develop social exchange and the norm of responsibility that Islamic banking will come to compete and have a competitive advantage
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