The role of followership on organizational citizenship behavior in the service industry: A double mediation model

  • 339 Views
  • 79 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

Competition in service industries is fierce, so operational efficiency and cost-effectiveness can be implemented by optimizing internal resources to increase competitive advantage. This study aims to investigate the role of followership in enhancing organizational citizenship behavior (OCB) with double mediating mechanisms, such as job satisfaction and organizational commitment. This study was conducted on food distributor service companies in Indonesia and employees as respondents. Questionnaires were used to collect data, which were using convenience sampling. Then, 131 data points were gathered and prepared for analysis using the G-Power minimum sample size. Data analysis was conducted using structural equation modeling with the SmartPLS application. The results showed that followership significantly influenced OCB, job satisfaction, and organizational commitment. Furthermore, it was also observed that job satisfaction showed an effect on OCB. However, organizational commitment does not affect OCB. Furthermore, during mediation testing, only job satisfaction was found to successfully mediate and act as a connecting variable between followership and OCB. This study has contributed to the cognitive resonance theory and suggests that service companies consider leadership followership in order to enhance OCB among their employees efficiently. It also recommended that employees should first exhibit job satisfaction before engaging in extra-role behaviors for the company.

Acknowledgment
Researchers give great appreciation to Universitas Brawijaya for funding this research.

view full abstract hide full abstract
    • Figure 1. Hypothesized model
    • Table 1. Respondents’ demographics
    • Table 2. Variance inflation factor
    • Table 3. Reliability and convergent validity
    • Table 4. Mean, standard deviation, and heterotratit monotrait criterion
    • Table 5. Direct effect testing
    • Table 6. Indirect effect testing
    • Conceptualization
      Noermijati Noermijati, Ema Zahra Firdaus, Desi Tri Kurniawati, Masyhuri
    • Data curation
      Noermijati Noermijati, Masyhuri
    • Formal Analysis
      Noermijati Noermijati
    • Investigation
      Noermijati Noermijati, Desi Tri Kurniawati
    • Methodology
      Noermijati Noermijati, Desi Tri Kurniawati, Masyhuri
    • Project administration
      Noermijati Noermijati, Ema Zahra Firdaus
    • Software
      Noermijati Noermijati
    • Validation
      Noermijati Noermijati
    • Writing – original draft
      Noermijati Noermijati, Ema Zahra Firdaus
    • Funding acquisition
      Ema Zahra Firdaus, Desi Tri Kurniawati
    • Resources
      Ema Zahra Firdaus, Masyhuri
    • Supervision
      Ema Zahra Firdaus, Desi Tri Kurniawati, Masyhuri
    • Visualization
      Desi Tri Kurniawati
    • Writing – review & editing
      Desi Tri Kurniawati, Masyhuri
Related Articles

  • The relationship between employee well-being and organizational trust in the context of sustainable human resource management

    Vaida Jaskeviciute , Asta StankevicieneORCID , Danuta Diskiene , Julija SavickeORCID doi: http://dx.doi.org/10.21511/ppm.19(2).2021.10
    Problems and Perspectives in Management Volume 19, 2021         Issue #2         pp. 118-131 Views: 2753 Downloads: 1882 TO CITE АНОТАЦІЯ

    As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

  • The effects of perceived organizational support and social comparison on work attitudes

    Nuri Herachwati , Jovi SulistiawanORCID , Zainiyah Alfirdaus , Mario Gonzales B. N. doi: http://dx.doi.org/10.21511/ppm.16(1).2018.02
    Problems and Perspectives in Management Volume 16, 2018         Issue #1         pp. 12-21 Views: 2131 Downloads: 319 TO CITE АНОТАЦІЯ

    This study is based on the results of a survey research conducted by JobStreet Indonesia on its members, which has surprisingly found that more than 70% of employees lack clarity on the goals of their career. Drawing from the social exchange theory, employees tend to show positive work attitudes when they perceive that their organization paid attention to them. The objective of this study is to assess how significant the influence of Perceived Organizational Support (POS) is on career satisfaction, organizational commitment, and turnover intention. Besides organizational perspective, as stated by the social comparison theory, the way individuals perform both upward and downward comparisons could be expected to affect career satisfaction. Also, this research uses career commitment as a moderator variable that can strengthen or weaken the influence among variables, which is the employee’s commitment towards their organization and competitiveness within their respective work group. The research has found some interesting results. It was shown that there is no significant relationship between POS and career satisfaction, career satisfaction and turnover intention, organizational support and turnover intention, and both upward and downward social comparison and turnover intention. The moderating effects of career commitment were not proven. In comparison, all of the moderating effects of a competitive work group were proven together with the relationship between upward social comparison and turnover intention.

  • How employee engagement mediates the influence of individual factors toward organizational commitment

    Rina Anindita , Adventia Emilia Seda doi: http://dx.doi.org/10.21511/ppm.16(1).2018.27
    Problems and Perspectives in Management Volume 16, 2018         Issue #1         pp. 276-283 Views: 1998 Downloads: 360 TO CITE АНОТАЦІЯ

    Employee engagement affects the Employer Commitment which has influence on the expression desired by someone in relation to their professional attitude, connecting the work with personal life for psychological, cognitive, emotional, and their personal feelings as a whole, so that employees engagement towards a company will drive the employees’ performance. This is proved by the previous studies, but they have not included individual factors as the force that forms employee engagement or organizational commitment, specifically because seeing how the consequences of employee engagement produced. In this study, the authors consider the influence of individual factors towards organizational commitment mediated by employee engagement, which distinguishes this study from the previous ones. The objectives of this study are: first, to discover how individual factors affect employee engagement; second, to find out how employee engagement affects Organizational Commitment of employees; Third, to discover how individual factors affect organizational commitment. This study is conducted among the respondents all of whom are employees within MICE industry in Indonesia using questionnaire. Data analysis in was performed this study using Structural Equation Modeling (SEM) method. The results of this study show that high individual factors will form high employee engagement, high employee engagement will form high organizational commitment, and high individual factors will form high organizational commitment. In this study, it is found that there is an influence of individual factors towards organizational commitment mediated by employee engagement.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management