Abstract
This research investigates the effect of workplace spirituality and perceived organizational support on the organizational citizenship behavior of the employees working at one of the factories in Magelang, Central Java, Indonesia. The number of employees becomes the population is 404, and the total samples are 198, obtained by the Isaac and Michael formula and taken by simple random technique. Moreover, we utilize the survey and structural equation model based on covariance to receive the responses from the employees through questionnaires and analyze the proposed effects through hypothesis examination. To conclude, this research demonstrates that workplace spirituality is needed to enhance employees' organizational citizenship behavior level. Meanwhile, perceived organizational support does not. Based on this evidence, some implications are also discussed.
Highlights
In contemporary organizations, employees are considered the most valuable source as it ensures a competitive advantage over rivals (Singh & Singh, 2010)
The extra role behavior of employees is often cherished and valued as the most desired behavior because it covers employees’ roles that are beyond their duties and are a volunteer (Organ et al, 2005). Such behaviors are deemed important as they require employees to work beyond their conventional roles (Organ & Ryan, 1995), which enables the organization to work well in the contemporary working environment (Podsakoff & MacKenzie, 1994). It consists of activities like, going extra mile from conventional duties, supporting peers in accomplishment of their job related tasks, and working for the sake of organization as a whole being the citizen of the organization
This study considers both work engagement and well-being as explanatory variables in the relationship between POS and outcomes is their extra-role behavior (OCB)
Summary
Employees are considered the most valuable source as it ensures a competitive advantage over rivals (Singh & Singh, 2010). Such behaviors are deemed important as they require employees to work beyond their conventional roles (Organ & Ryan, 1995), which enables the organization to work well in the contemporary working environment (Podsakoff & MacKenzie, 1994) It consists of activities like, going extra mile from conventional duties, supporting peers in accomplishment of their job related tasks, and working for the sake of organization as a whole being the citizen of the organization (often termed as Organizational Citizenship Behavior, OCB; Bateman & Organ, 1983; Niehoff & Moorman, 1993). The link between OCB and its organizational determinants (e.g., POS) is widely investigated, a comprehensive model covering both individual and organizational factors in tandem is mostly not tested (Ahmed & Nawaz, 2015; Coyle-Shapiro and Conway, 2005; Islam et al, 2013) Against this backdrop, this study values the investigation of individual attitudinal variables that can bride the relationship of POS and OCB. The following section covers theoretical background and literature review on the presumed relation
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