Relationship between job satisfaction and organizational citizenship behavior

1. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 7, July (2014), pp. 81-86 © IAEME
INTERNATIONAL JOURNAL OF MANAGEMENT (IJM)
ISSN 0976-6502 (Print)
ISSN 0976-6510 (Online)
Volume 5, Issue 7, July (2014), pp. 81-86
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© I A E M E
RELATIONSHIP BETWEEN JOB SATISFACTION AND
ORGANIZATIONAL CITIZENSHIP BEHAVIOR: THE MEDIATING ROLE
OF AFFECTIVE AND NORMATIVE COMMITMENT
Surjit Kaur1, Manpreet Kaur2, Dr. Aneet3, Dr. O.P. Midha4
1, 2Research Scholar, Punjab Technical University, Kapurthala, India
3Professor, HR Dean Academics, GJIMT, Mohali
4Director- Principal, Rayat Bahra Institute of Management, Mohali
ABSTRACT
The purpose of the study is to investigate the role of affective and normative commitment in
the relationship between job satisfaction (JS) and organizational citizenship behavior (OCB). This
descriptive study has been undertaken on a sample of 165 faculty members working in private
universities around Chandigarh. The study found that affective commitment partially mediates the
relationship between JS and OCB; and normative commitment fully mediates the relationship
between JS and OCB. This study will help educational institutions to understand the importance of
satisfied and committed faculty in order to ensure citizenship behavior.
Keywords: Affective Commitment, Job Satisfaction, Mediator Analysis, Normative Commitment,
Organizational Citizenship Behavior.
1. INTRODUCTION
According to Resource Based View (RBV) concept organizational capital, human capital,
and physical capital work as pillar for the organization [1]. Among these, human capital can give the
competitive edge to the organizations due to its matchlessness [1]. The behavior of employees in the
organization is a major determinant of the success and growth of the organization. Organizational
viability in complex, fast changing and turbulent economic times require that employees are
committed, satisfied and exhibit citizenship behavior. Organ [2] defined OCB as “individual
behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and
that in the aggregate promotes the effective functioning of the organization”.
In 1988, Organ gave a five-factor model of OCB consisting of altruism, courtesy,
conscientiousness, civic virtue, and sportsmanship [2].Altruism is discretionary behavior that has the

2. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 7, July (2014), pp. 81-86 © IAEME
effect of helping a specific other person with an organizationally relevant task and problem [3]. Civic
virtue refers to the behavior on the part of employees indicating that they responsibly participate in,
are involved in, or are concerned about the life of the organization [2]. Courtesy identifies proactive
gestures that are sensitive to the point of views of other job incumbents [2]. Sportsmanship refers to
the forbearance of doing some action such as filling petty grievance against the organization [2].
Conscientiousness is the discretionary behavior on the part of an employee that goes beyond the
minimum role requirements of the organization [3].
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Organ and Ryan’s [4] meta-analysis indicated that employees’ job attitudes – especially job
satisfaction and organizational commitment – predicted OCBs better than dispositional factors.
Meyer and Allen [5] defined organizational commitment as “a psychological state that characterizes
the employee’s relationship with the organization and has implications for the decision to continue
membership in the organization”. OC is three-dimensional consisting of affective, normative
continuous commitment. “Affective commitment is positive feelings of identification with,
attachment to and involvement in the work organization” and continuance commitment is “the extent
to which employees feel committed to their organization by virtue of the costs that they feel are
associated with leaving” [6]. Normative commitment is “the employee’s feelings of obligation to
remain with the organization” [7].
Previous studies have found Job Satisfaction (JS) as another predictor of OCB. Job
satisfaction is ‘‘the agreeable emotional condition resulting from the assessment of one’s job as
attaining or facilitating the accomplishment of one’s job values’’ [8]. JS relates to employees’
feelings, perceptions about the job and their experiences on work [9]. In simple words JS is the
extent to which people like or dislike their jobs.
1.1 REVIEW OF LITERATURE
Bateman Organ [10] were pioneers of the term “Organizational Citizenship Behavior”
(OCB). Organizational citizenship behavior is likely when workers are satisfied with their jobs [11].
Lapierre and Hackett [12] found a strong relation between JS and OCB in a structural equation
model study. This view was in contrast with the findings given by Mehboob Bhutto [13], who
found that JS was not a significant predictor of OCB. Ciboiwa et al. [14] found that there is a weak
but significant positive relationship between job satisfaction and all dimensions of OCB.
One of the attitudinal measures that correlate with OCB is Organizational commitment [4].
Earlier O‘Reilly and Chatman [15] observed that organizationally committed employees are more
likely to exhibit organization serving behavior. Similar opinion was given by Zeinabadi [16] who
found that organizational commitment is one of the factors which foster OCB among employees. In
contrast to the above mentioned studies Williams and Anderson [17] found that OC was not a
significant predictor of OCB.
Employees Commitment with organization is widely affected by their satisfaction which is
the dominant predicator of commitment within work place [18]. JS is significantly linked with
commitment to the firm [19]. Al-Hussami [20] found that there is a positive correlation between JS
and OC. Lane et al. [21] found that JS has an impact on OC. Further Anis et al, [22] found a positive
and significant relation between JS and OC.
1.2 PURPOSE OF THE STUDY
The study has been done in education sector which is undergoing drastic changes due to
surplus-supply crisis. During these times, the survival of private universities is highly dependent on
their human capital. The three variables under study form an important aspect of employees’
behavior. As discussed in review of literature, the researchers have found a considerable research gap
in the studies of these variables. Moreover, no such study has been undertaken in this educational
hub of Punjab (Chandigarh).The purpose of the study is to fill this gap and contribute towards the

3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 7, July (2014), pp. 81-86 © IAEME
literature. This study is also an endeavor to provide valuable inputs to educational institutions in their
march toward excellence by having committed and satisfied employees exhibiting citizenship
behavior.
1.3 HYPOTHESES
For studying organizational citizenship behavior, we tested the following hypotheses:
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H1: Job satisfaction predicts organizational citizenship behavior.
H2: Job satisfaction predicts affective commitment.
H3: Job satisfaction predicts normative commitment.
H4: Affective commitment predicts organizational citizenship behavior.
H5: Normative commitment predicts organizational citizenship behavior.
H6: Affective commitment has a mediating role on the relationship between job satisfaction and
organizational citizenship behavior.
H7: Normative commitment has a mediating role on the relationship between job satisfaction and
organizational citizenship behavior.
2. RESEARCH METHODOLOGY
Descriptive research design has been used in this study. The present study is conducted in the
education sector of Punjab. Population for the study is faculty working in private universities around
Chandigarh. Total of 200 questionnaires were distributed among faculty members working in two
private universities, out of which 165 responded back (response rate = 82.5%). Data was collected by
means of simple random sampling through a structured questionnaire employing standardized
research tools. Meyer et al. [23] questionnaire was used for affective and normative Commitment.
For measuring Job satisfaction, scale developed by Hackman Oldman [24] was used. The
standardized questionnaire developed by Bakshi Kumar [25] was used for OCB. Besides,
information was also sought on demographic variables.
Sample included 59% males and majority (76%) was married faculty. Maximum respondents
i.e. 58% were in the 30-40 years category, followed by 34% in the age group of 20-30 years and 8%
fell in 40-50 years age group. Only 17% of the respondents were doctorate, majority (61%) were post
graduate and rest (22%) were only graduate. 55% of the respondents had 0-2 years experience with
their current organization and 34% had been in the organization for 2-5 years and rest 11% had more
than 5 years experience.
Correlation and regression was used to analyze the data. Baron and Kenny’s [26] three steps
procedure was used to test mediating role of affective and normative commitment in the relationship
of job satisfaction and organizational citizenship behavior.
3. DISCUSSION
Table 1, shows the correlation between all the variables within the scope of this study. It has
been found that all the variables are correlated. Highest degree of correlation has been found between
normative commitment (mediator variable) and OCB (dependent variable). Table 2 and 3 depict R2
values which is an indication of proportion of variance in dependent variable due to independent
variable. It has been found that JS causes 10.59% variance in OCB and 27.84% variance in AC; and
AC causes 29.14% variance in OCB. Hence these results support H1, H2 and H4. JS causes 15.76 %
variance in NC and NC causes 96.33 % variance in OCB (Table 4). Thus H3 and H5 are supported.

4. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 7, July (2014), pp. 81-86 © IAEME
84
TABLE 1: Mean, Standard deviation Pearson’s Coefficient of Correlation
Variables Mean S.D. OCB NC AC Job satisfaction
Job satisfaction 3.51 1.32 0.32 0.39 0.52 ----
AC 3.4 1.92 0.53 ----- ----- 0.52
NC 3.02 .87 0.980 ----- ----- 0.39
OCB 2.96 .88 ----- --------- ----- ---------
N=165 Level of sig = 5 %
Table 2 also shows the result of mediation effect of AC between JS and OCB. In the first step
OCB was regressed upon Job satisfaction. It has been found that JS predicts OCB. In the second step
AC was regressed upon JS and found that JS ( = 0.36) is significant predictor of AC. In the third
step, OCB was regressed upon AC and found that 28 percent of the variance in OCB is explained by
AC. Finally, the effect of AC (mediator variable) on the relationship between JS and OCB was
examined. It can be seen that AC ( = .3747) and JS ( = .0293) come out to be significant predictor
of OCB. With the entry of AC in regression equation, regression coefficient of job satisfaction
( = .0293) has diminished. This indicates that AC has partial mediating role on the relationship
between JS and OCB.
TABLE 2: Mediating effect of Affective Commitment on the relationship between Job
satisfaction and OCB
Variables STEP 1
OCB
STEP 2
AC
STEP 3
OCB
STEP 4
OCB
JS 0.1635 0.3602 ---- .0293
AC -------- --------- 0.3972 .3747
R2 0.1059
0.2784
0.2914 .2947
NOTE: N= 165 Level of significance= 5%
TABLE 3: Mediating effect of Normative Commitment on the relationship between Job
satisfaction and OCB
Variables STEP 1
OCB
STEP 2
NC
STEP 3
OCB
STEP 4
OCB
JS 0.1635 0.1942 ---- 0
NC -------- --------- 1.0077 1.0374
R2 0.1059 0.1576 0.9633 .9676
NOTE: N= 165 Level of significance= 5%
Table 3 shows the result of mediation effect of NC between job satisfaction and OCB. NC
was regressed upon JS and found that JS ( = 0.194) is significant predictor of NC. In the next step,
OCB was regressed upon NC and found that 96.76 % of the variance in OCB is explained by NC.
Finally, the effect of NC (mediator variable) on the relationship between JS and OCB was examined.
With the entry of NC in regression equation, regression coefficient of job satisfaction has reduced to
zero. This indicates that NC has fully mediated the relationship between JS and OCB. Thus affective

5. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 7, July (2014), pp. 81-86 © IAEME
commitment partially mediates the relationship between JS and OCB, and NC fully mediates the
relationship between JS and OCB. Hence, H6 is partially supported and H7 is fully supported.
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4. CONCLUSION
The present study is an attempt to understand the mediating role of AC and NC in the
relationship between JS and OCB. JS and OC have been found as predictors of OCB. The study
found support for mediating role of AC and NC in the relationship between JS and OCB. The
findings confirm that top management of the organization can enhance OCB in the workplace by
ensuring job satisfaction and commitment toward the organization.
One limitation of the present study is the sample size. This study is conducted in only two
private universities. The results can further be generalized by increasing the sample size of the study.
Furthermore role of other organizational factors like, organizational politics, support, justice, culture
and climate as mediator will through more light on the relationship between job satisfaction and
organizational citizenship behavior.
5. ACKNOWLEDGEMENT
The authors are grateful to Punjab Technical University, Kapurthala, Punjab, India for their
constant support to promote research and development and by being a source of encouragement to
pursue this study.
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