Relationship Between Organizational Commitment and Organizational
The IUP Journal of Organizational
M Sheik Mohamed and H Anisa
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In the face of present global economic realism, organizations are compelled to change continuously. Organizations require employees who are prepared to work beyond their job descriptions. These employees often exert behaviors that go beyond their prescribed job obligations that improve the overall performance of the organization. These are the employees on whom the organization ought to focus retention efforts in order to ensure and sustain successful functioning of the workplace. The objective of this paper is to examine the effect of organizational commitment on Organizational Citizenship Behavior (OCB) in a telecommunication organization. The results of PLS path analysis revealed that normative commitment and continuance commitment have a significant impact on OCB, whereas affective commitment has no significant impact on OCB.
Organizational Citizenship Behavior (OCB) was primarily illustrated in the study of Bateman and Organ (1983). OCBs are the discretionary behaviors executed by the individual employees outside the organization’s administered responsibility and such behaviors are not explicitly recognized by the organization’s reward system, though they can result in organization’s efficiency and effectiveness (Organ, 1988a). Some of the examples of OCB are readiness to compromise difficulties at workplace, act in accordance with organizational regulations, rules, guiding principles and practices and exhibiting vigorous involvement in organizational growth which results in organizational success (Katz and Kahn, 1966). The purpose of this study is to examine the effect of organizational commitment on OCB of employees. The outcome of this study will facilitate administrators to recognize the nature of OCB and work on ways to encourage, promote and recognize such behaviors.