The role of job dedication in organizational citizenship behavior performance

Abstract

PurposeThis paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using social exchange theory, job dedication is hypothesized to mediate the relationship between leader-member exchange (LMX) and OCBs.Design/methodology/approachHierarchical regression analysis was performed on data obtained from 190 supervisor/subordinate dyads from a number of firms to test the study hypotheses.FindingsResults indicate that job dedication fully mediates the relationship between LMX and OCBs directed toward individuals and the organization, thus playing a role in the production of OCBs.Research limitations/implicationsDue to non-employment of an experimental design, causality cannot be determined. If managers use signals to determine performance, then scholars need to conduct further research to determine what the cues are.Practical implicationsManagers need to spend time in determining and care whether what they are actually measuring is accurate in terms of spontaneous behaviors performance.Originality/valueFirst, this study has developed an explanation as to how managers can use job dedication as a means to track the behaviors of multiple subordinates based on social exchange theory. Second, this study provides empirical evidence of the mediating role job dedication plays on mediating the LMX/OCBs relationship.