Antecedents of organizational citizenship behavior of marketing and supply chain employees
-
Author(s)Murpin Josua SembiringLink to ORCID Index: https://orcid.org/0000-0001-7306-8063
,
Anis EliyanaLink to ORCID Index: https://orcid.org/0000-0003-2172-5935
,
Marcelia Papian
,
Zainal AriefLink to ORCID Index: https://orcid.org/0000-0002-7850-2743
,
Zaleha YazidLink to ORCID Index: https://orcid.org/0000-0002-4826-5513
-
DOIhttp://dx.doi.org/10.21511/ppm.21(3).2023.20
-
Article InfoVolume 21 2023, Issue #3, pp. 255-266
- 528 Views
-
224 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
A marketing career entails a heavy burden and requires much originality and creativity, which can result in interpersonal friction. This situation influences employees’ affective commitment and organizational citizenship behavior (OCB). Consequently, the purpose of this study is to investigate how affective commitment, work overload, and interpersonal conflict may impact OCB when combined with social interaction. This survey involved 61 personnel from the marketing and supply chain departments of an Indonesian state-owned enterprise. The data were analyzed using a quantitative method and partial least squares (PLS) approach. This study revealed that work overload and interpersonal conflict have a negative impact on positive behavior and actions, including OCB and affective commitment. In addition, the findings accentuate the importance of employees’ affective commitment because it directly encourages employees to take on extra responsibilities. Furthermore, social interaction does not moderate the relationship between work overload and interpersonal conflict on affective commitment. This study broadened perspectives on OCB concerning work-related stressors and provided direction for the managerial team to cope with workload and conflict in the decision-making process.
- Keywords
-
JEL Classification (Paper profile tab)J24, M54
-
References42
-
Tables5
-
Figures1
-
- Figure 1. Conceptual framework
-
- Table 1. Respondents’ demographics
- Table 2. Analysis results
- Table 3. Loading factor
- Table 4. Path coefficients
- Table 5. Specific indirect effect
-
- Afsar, B., & Badir, Y. F. (2016). Person-organization fit, perceived organizational support, and OCB: The role of job embeddedness. Journal of Human Resources in Hospitality and Tourism, 15(3), 252-278.
- Ahmad, A., & Saud, S. (2016). The effect of role overload on employee anxiety and organization citizenship behavior. Journal of Managerial Sciences, 10(1), 45-54.
- Ahuja, M. K., Chudoba, K. M., Kacmar, C. J., Harrison McKnight, D., & George, J. F. (2007). It road warriors: Balancing work-family conflict, job autonomy, and work overload to mitigate turnover intentions. Management Information Systems, 31(1), 1-17.
- Akar, H. (2018). The relationships between quality of work life, school alienation, burnout, affective commitment, and organizational citizenship: A study on teachers. European Journal of Educational Research, 7(2), 169-180.
- Back, M. D. (2020). Social interaction processes and personality. In J. Rauthmann (Ed.), The handbook of personality dynamics and processes (pp. 2-82). Elsevier.
- Back, M. D., Baumert, A., Denissen, J. J. A., Hartung, F. M., Penke, L., Schmukle, S. C., Schönbrodt, F. D., Schröder-Abé, M., Vollmann, M., Wagner, J., & Wrzus, C. (2011). PERSOC: A unified framework for understanding the dynamic interplay of personality and social relationships. European Journal of Personality, 25(2), 90-107.
- Bao, Y., Zhu, F., Hu, Y., & Cui, N. (2016). The research of interpersonal conflict and solution strategies. Psychology, 7(4), 541-545.
- Battistelli, A., Galletta, M., Vandenberghe, C., & Odoardi, C. (2016). Perceived organizational support, organizational commitment, and self-competence among nurses: A study in two Italian hospitals. Journal of Nursing Management, 24(1), E44-E53.
- Bouckenooghe, D., De Clercq, D., & Deprez, J. (2014). Interpersonal justice, relational conflict, and commitment to change: The moderating role of social interaction. Applied Psychology, 63(3), 509-540.
- Chênevert, D., Vandenberghe, C., Doucet, O., & Ben Ayed, A. K. (2013). Passive leadership, role stressors, and affective organizational commitment: A time-lagged study among health care employees. European Review of Applied Psychology, 63(5), 277-286.
- De Clercq, D., & Belausteguigoitia, I. (2019). Reducing the harmful effect of work overload on creative behavior: Buffering roles of energy-enhancing resources. Creativity and Innovation Management, 28(1), 5-18.
- De Clercq, D., Thongpapanl, N., & Dimov, D. (2011). A closer look at cross-functional collaboration and product innovativeness: Contingency effects of structural and relational context. Journal of Product Innovation Management, 28(5), 680-697.
- de Geus, C. J. C., Ingrams, A., Tummers, L., & Pandey, S. K. (2020). Organizational citizenship behavior in the public sector: A systematic literature review and future research agenda. Public Administration Review, 80(2), 259-270.
- Devece, C., Palacios-Marqués, D., & Pilar Alguacil, M. (2016). Organizational commitment and its effects on OCB in a high-unemployment environment. Journal of Business Research, 69(5), 1857-1861.
- Dirican, A. H., & Erdil, O. (2016). An exploration of academic staff’s OCB and counterproductive work behavior in relation to demographic characteristics. Procedia – Social and Behavioral Sciences, 235, 351-360.
- El Akremi, A., Colaianni, G., Portoghese, I., Galletta, M., & Battistelli, A. (2014). How organizational support impacts affective commitment and turnover among Italian nurses: A multilevel mediation model. International Journal of Human Resource Management, 25(9), 1185-1207.
- Gupta, V., Agarwal, U. A., & Khatri, N. (2016). The relationships between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behaviour, and work engagement. Journal of Advanced Nursing, 72(11), 2806-2817.
- Hamdani, T. (2018, April 13). 12 BUMN Rugi di 2017, Jumlahnya Rp 5,2 Triliun. Detik Finance. (In Indonesian).
- Kacmar, K. M., Bachrach, D. G., Harris, K. J., & Noble, D. (2012). Exploring the role of supervisor trust in the associations between multiple sources of relationship conflict and OCB. The Leadership Quarterly, 23(1), 43-54.
- Kissi, E., Asare, O. A., Agyekum, K., Yamoah Agyemang, D., & Labaran, M. (2019). Ascertaining the interaction effects among organisational citizenship behaviour, work overload, and employees’ performance in the Ghanaian construction industry. International Journal of Productivity and Performance Management, 68(7), 1235-1249.
- Koentjoro, S., & Eliyana, A. (2015). Resource orchestration: Consolidation, integration, entrepreneurial and affective commitment in creating sustainable competitive advantage in the family firm. International of Business and Social Science, 6(3), 128-136.
- Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854-1884.
- Lin, K. J., Lu, X., Zhang, J., & Zheng, Y. (2020). State-owned enterprises in China: A review of 40 years of research and practice. China Journal of Accounting Research, 13(1), 31-55.
- Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage Publications Inc.
- Ministry of State-Owned Enterprises. (2022). Annual Report 2021. (In Indonesian).
- Muzakki, M., Eliyana, A., & Muhtadi, R. (2019). Is employee performance affected by organizational culture, work motivation, and organizational citizenship behavior (OCB)?: An empirical investigation. International Journal of Integrated Education, Engineering and Business, 2(1), 36-42.
- Organ, D. W., & Ryan, K. (1995). A Meta-Analytic Review of Attitudinal and Dispositional Predictors of Organizational Citizenship Behavior. Personnel Psychology, 48(4), 775-802.
- Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Sage Publications, Inc.
- Podsakoff, P. P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors:A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.
- Pooja, A. A., De Clercq, D., & Belausteguigoitia, I. (2016). Job stressors and organizational citizenship behavior: The roles of organizational commitment and social interaction. Human Resource Development Quarterly, 27(3), 373-405.
- Price, J. L. (2001). Reflections on the determinants of voluntary turnover. International Journal of Manpower, 22(7), 600-624.
- Ramadian, A., Eliyana, A., Hamidah, Buchdadi, A. D., & Rakawuri, R. (2020). The effect of compensation strategy implementation on knowledge sharing through affective commitment and psychological contracts. Systematic Reviews in Pharmacy, 11(9), 699-712.
- Sayidah, N., Assagaf, A., Faiz, Z., & Ntim, C. G. (rev.ed.). (2020). Does earning management affect financial distress? Evidence from state-owned enterprises in Indonesia. Cogent Business and Management, 7(1), 1832826.
- Sharma, J., & Dhar, R. L. (2016). Factors influencing job performance of nursing staff: Mediating role of affective commitment. Personnel Review, 45(1), 161-182.
- Spector, P. E., & Jex, S. M. (1998). Development of four self-report measures of job stressors and strain: Interpersonal conflict at work scale, organizational constraints scale, quantitative workload inventory, and physical symptoms inventory. Journal of Occupational Health Psychology, 3(4), 356-367.
- Suratno, S., & Roosna, E. (2023). Intellectual capital and company size of state-owned company (BUMN) and its impact on company performance. International Journal of Business and Social Science, 3(1), 27-41.
- Syabarrudin, A., Eliyana, A., & Naimah, J. (2020). Does employees’ self-efficacy drive their organizational commitment? Systematic Reviews in Pharmacy, 11(4), 135-141.
- Thomas, J. L., Bliese, P. D., & Jex, S. M. (2005). Interpersonal conflict and organizational commitment: Examining two levels of supervisory support as multilevel moderators. Journal of Applied Social Psychology, 35(11), 2375-2398.
- Uçanok, B., & Karabati, S. (2013). The effects of values, work centrality, and organizational commitment on organizational citizenship behaviors: Evidence from Turkish SMEs. Human Resource Development Quarterly, 24(1), 89-129.
- Wilmot, W. W., & Hocker, J. L. (2001). Interpersonal conflict. McGraw-Hill.
- Yuwono, H., Eliyana, A., Buchdadi, A. D., Hamidah, & Jalil, N. I. A. (2023). Triple mediation of attitude to bridge transformational leadership on organizational citizenship behavior. PLoS ONE, 18, e0281220.
- Zhang, C. B., Li, Y. N., Wu, B., & Li, D. J. (2017). How WeChat can retain users: Roles of network externalities, social interaction ties, and perceived values in building continuance intention. Computers in Human Behavior, 69, 284-293.
-
The role of accounting in sustainable development
Inna Makarenko 
,
Alex Plastun
doi: http://dx.doi.org/10.21511/afc.01(2).2017.01
Accounting and Financial Control Volume 1, 2017 Issue #2 pp. 4-12 Views: 7823 Downloads: 4774 TO CITEIdeology of Sustainable Development and Sustainable Development Goals influence the transformation of business processes in the companies. Professional accountants are important part of this transformation. In this paper the role of accounting in Sustainable Development Goals achievement is discussed. Different approaches to structuring the role of professional accountants in Sustainable Development are investigated. Among them are types of roles that perform accountants, their professional functions, skills and competencies in the corporate environment. As the result a holistic vision of the role of accounting in sustainable development in the new economic conditions is provided.
-
Impact of transformational leadership on employees’ reactions to change and mediating role of organizational trust: Evidence from service companies in Hungary
Khadija Aya Hamza ,
Ayman Alshaabani ,
Najd Salameh ,
Ildiko Rudnak
doi: http://dx.doi.org/10.21511/ppm.20(2).2022.43
Problems and Perspectives in Management Volume 20, 2022 Issue #2 pp. 522-535 Views: 1660 Downloads: 355 TO CITE АНОТАЦІЯIn the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity.
This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation.
To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.
Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change.
This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support. -
Flexible work arrangement and work-related outcomes during the Covid-19 pandemic: Evidence from local governments in Indonesia
Sinto Sunaryo ,
Hunik Sri Runing Sawitri ,
Joko Suyono ,
Lilik Wahyudi ,
Sarwoto
doi: http://dx.doi.org/10.21511/ppm.20(3).2022.33
Problems and Perspectives in Management Volume 20, 2022 Issue #3 pp. 411-424 Views: 1155 Downloads: 235 TO CITE АНОТАЦІЯThe Covid-19 outbreak has forced various organizations to adjust work designs to comply with health protocols. Flexible work arrangement is a model that is widely used, including flextime and work from home. This study analyzes the impact of flexible work arrangements on affective commitment, job satisfaction, organizational citizenship behavior, and work engagement, which lead to employee happiness. A total of 405 respondents who work in local governments in Indonesia participated in an online survey using the snowball sampling technique. Data were analyzed using partial least squares. This study found a significant effect of flexible work arrangements on affective commitment and organizational citizenship behavior. It means that employees perceive a flexible work arrangement policy as an organizational effort to protect employees from Covid-19. Thus, it makes employees showing their affective commitment and willingness to have organizational citizenship behavior. In addition, job satisfaction, organizational citizenship behavior, and work engagement have been shown to affect employee happiness. This finding has implications for leaders to develop flexible work arrangements as alternative work designs, especially during times of crises such as a pandemic. Further research recommendations are emphasized to examine other flexible work arrangements according to contextual needs.
