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International Journal of Research in Business, Economics and Management
Vol.1 Issue 3 November-December 2017
www.ijrbem.com
136
Effects of Organizational Commitment on Organizational Citizenship
Behavior, with the effects of Job Rotation and Role Stress
Shelomeya Ragel1; V. R. Ragel
2
1Assistant Lecturer in Management, Department of Management, Eastern University, Sri Lanka
Email: [email protected]
2Senior Lecturer in Management, Department of Management, Eastern University, Sri Lanka
Email: [email protected]
ABSTRACT
Demand for good organizational citizens are increasing in organizations as they are working
hard for their organization without expecting anything in return. The purpose of this study is
to investigates the effects of organizational commitment on organizational citizenship
behavior, with the effects of job rotation and role stress in banks at Manmunai North
Divisional Secretariat of Batticaloa district.Commitment of employee is counted as a huge
resource in organization because committed employee serves effectively and efficiently at
organization. Job Rotation is a well-known job training tool and helps to improve
employee.Role stress seem as a critical problem faced by everyone; so, maintaining it in a
limit is advisable.
There are several researches have been conducted related with Organizational citizenship
behavior, but similar studyhas not much studied in the past. Study population consists of bank
employees (247) from 13 banks in Batticaloa. A structured questionnaire was distributed to
selected respondents and 166 duly filled questionnaires received back. Simple random sample
method used to derive the sample. Relationship within variables analyzed through
Correlations. And to analyze the impact of variables, regression analysis has been
used.„Organizational Commitment and Organizational Citizenship Behavior‟ and „Job
rotation and Organizational Commitment‟ both are positively related and have positive
impacts. While, „Role stress and Organizational Commitment‟ shows inverse relationship and
impact.As well Organizational Commitment plays intermediating role in connecting
antecedents Job rotation and Role stress with Organizational Citizenship behavior.
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Keywords: Organizational Citizenship Behavior (OCB), Organizational commitment, Role
stress, Job rotation.
1.1 Introduction
The main vision of any organization is to become market leader in today‟s competitive world.
In order to achieve that, maintaining experienced and committed workforce is becoming
more important. As resources are scare, organizations are trying to maximize their
employee‟s performance with efficient and effective usage of resources. The requirement of
energetic work environments and positive behaviors create demand for concept
„Organizational citizenship behavior‟. Organizational Citizenship Behavior can support
organization by increasing its effectiveness, attracting and retaining efficient employees to
the organization, and reducing absenteeism, turnover and performance related problems.
Organizational commitment has an important place in organization and its behavior. Highly
Committed employees come up with high performance and productivity. If organization
contains high committed employees, ithas low level of turnover and absenteeism within
organization. On the other side, every organization is giving more priority to Role
stressbecause it is harmful to the individual and organization. Organizations are providing
much type of trainings and facilities to employees for improve them. Where, Job rotation is
identified as a best on job training tool to achieve such requirements.
1.2 Research problem
Scarcity of resource is one of the major problems and everyone expect to get maximum utilization on
their every spending. Organizational Citizenship Behavior is best way to reach increase in efficiency
and performance without increasing in the cost. In that way banking is a highly competitive industry
and practicing organizational citizenship behavior at banks can provide positive behaviors to
employees. Every bank has the goal of capturing the market lead role and competitive advantage. So,
maintaining a competitive workforce becomes so important to banks because competition within the
industry is higher as all banks provide similar services. To maintain such employees, it is
important to provide convenient and comfortable work environment.
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Increased level of Role stress negatively influences in employees and organizational
performance. A well planned rotation program can use as training mechanism at banks. Adjei
(2012) concludes, job rotation programs provide inexperienced staff with on-the-job training
and widened existing staff knowledge. Comfortable and supportive feeling of employees at
banks will lead them to be more committedly work for their banks. So this study tends to
investigate „the impact of organizational commitment on Organizational citizenship behavior
with the effects of Role stress and Job rotation‟.
1.3 Research question
What is the relationship and impact of Organizational Commitment in Organizational
Citizenship Behavior?
What is the relationship and impact of Role stress and Job rotation on Organizational
Commitment?
To which extent job rotation and role stress effect organizational citizenship behavior
through make effects on Organizational Commitment?
1.4 Objective of the study
To identify the relationship and impact of Organizational Commitment in
Organizational Citizenship Behavior.
To find out the relationship and impact of Role stress and Job rotation on
Organizational Commitment.
Identify mediating role of Organizational Commitment.
To suggest the organization to improve the Organizational Citizenship Behavior
through managing Organizational Commitment with the effects of Job Rotation and
Role Stress.
2.0 LITERATURE REVIEW
2.1 Organizational Citizenship Behavior
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Organizational Citizenship Behavior provides unbounded positive behaviors and efficient
methods of behaving towards its organization. The concept Organizational Citizenship
Behavior was introduced by Dennis Organ for the first time. Bateman and Organ (1983)
defined, Organizational Citizenship Behavior as “Those extra work related behaviors which
go above and beyond the routine duties prescribed by their job descriptions or measured in
formal evaluations.” One can simply imply that development of this concept can result
increased performance, and long - range sustainability toward organization.
2.2 Organizational commitment
Every organization has a need that work force to be committed in the organization because,
mainly performance of organization influenced by the strength of work force they have with
them. Organizational Commitment can be known as feeling of dedication towards
organization. Mowday et al. (1979) defined organizational commitment as "active
relationships with the organization such that individuals are willing to give something of
themselves in order to contribute to the organization‟s well-being". Organizational
commitment affects many variables; also affected by many variables.
2.3 Role stress
Role stress known as the stress experienced cause of role in job. For the first, the term stress
developed by Hans Selye in 1936, who defines it as “the non-specific response of the body to
any demand for change” (http://www.stress.org/what-is-stress/). Stress can look in two ways
as per Selye, those are eustress and distress, where eustress is suggests maintaining for
motivation and further improvements. When stress goes beyond the control, then it tends to
show negative behaviors; which is named as distress by Selye. However, managing Role
stress in limit will be advantage for organizations.
2.4 Role Rotation
To compete in competitive world, every organization needs a talented work force at their
organization. To keep such work force, organizationsare investing a lot on their employees
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and offering many types of training programs. One of the effective training tools is Job
rotation and it has taken in to concern by many authors in many views. Job rotation can be
said as it is a systematic movement from one job to another, in a specific time interval and
within the same level or grade. Campion (1994) discussed many things about job rotation; it
increases affective career related outcomes such as commitment and involvement.
2.5 Relationship between Organizational Commitment and Organizational Citizenship
Behavior
Organizational commitment is important at workplace and organizations are trying to
maximize the commitment of workers towards organizations. Committed work force will
give their maximum output to organization and stay remains in organization. Maintaining
commitment level in high can increase Organizational Citizenship Behavior in the
organization. Many past researchers included Organizational Commitment as predictor to
Organizational Citizenship Behavior (Alizadeh, darvishi, Nazari, & Emami (2012); Ueda as
cited in Morrison, (1994); Smith, Near and Organ (1983)). For example, Jahangir, Akbar, &
Haq (2004) concluded Organizational commitment as one of the predictor of organizational
citizenship behavior in his listed predictors. From the support of past researches, this study
would take assumption of Organizational commitment having positive influence towards
Organizational Citizenship Behavior.
2.6 Relationship between Role Stress and Organizational Commitment
Importance of Role stress has underlined by many past researchers. Role stress is highly
considered by organizations as it creates many problems in organization. Mostly role stress
plays a negative role in any variable. Like that it also plays negative influence in
organizational commitment. Nafei (2014) conducted a study on Egyptian commercial banks,
result also supports for the negative influence of Role stress in Organizational
commitment.Past studies support to negative relationship among role stress and
Organizational Commitment as well organizational citizenship behavior (Eric G. Lambert et
al. (2005); Chang, Shih, Ho & Liang (2009); Karabay (2014)). As per this,for this study
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assumption can be taken as there is negative relationship between Role stress and
organizational commitment.
2.7. Relationship between Job rotation and Organizational commitment
Job Rotation is an excellent tool for enhancing motivation, commitment and job involvement
and reduces absenteeism and boredom. Job rotation can be connected to the OCB with the
support of mediating variable organizational commitment. Mohsan (2012), conducted
research in banking sector says there is a positive relationship but who found weak
interrelation between employee motivation, employee commitment and job involvement with
job rotation. From this assumption can conclude as there is positive influence of Job rotation
in Organizational Commitment.
2.8Conceptual Model
Fig. 1. Conceptual model
(Source: Developed for study)
As per Conceptual model, Organizational Citizenship Behavior is dependent variable. Role
stress and Job Rotation are considered to be as antecedents of Organizational Commitment.
Role Stress and Job Rotation connected to Organizational Commitment.Organizational
Commitment is connected with Organizational Citizenship Behavior. As well this study
trying to explore mediating role of Organizational Commitment in linking antecedents Role
Stress and Job Rotation with Organizational Citizenship Behaviors
3.0 METHODOLOGY
The study was conducted on Employees from 13 banks in Manmunai North Divisional
Secretariat at Batticaloa District. Study population is 247 that is total number of employees
Role Stress
Organizational
Commitment
Job Rotation
Organizational
Citizenship
Behavior
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working in selected 13 banks. This study mainly based on Primary data. For the study 200
questionnaires were issued to the bank employees in Batticaloa Manmunai North Divisional
Secretariat area on random sampling basic and 166 questionnaires were duly filled and
returned. Structured questionnaires with closed statements were used and Likert‟s Five Points
Rating Scale used to measure purpose (1- Strongly disagree, 2- Disagree, 3- Not decided, 4-
Agree and 5- Strongly Agree). SPSS (19.0) package used for data analysis. Relationship
within variables analyzed through Correlations and to analyze the impact of variables,
regression analysis has been used.
4.0 DATA ANALYSIS AND RESULTS
1.1 4.1SAMPLE PROFILE
Descriptive statistical analysis was run on respondents‟ demographic variables. The results
are shown in Table 4.1.
Table 4.1 Summary of demographic information
Demographic Profile
Frequencies Percentages
(%)
Gender Male
Female
97
69
58.4
41.6
Age groups 21 - 30
31 – 40
41 – 50
Over 50
115
38
10
3
69.3
22.9
6.0
1.8
Rotated Times Once
1-3 times
3-5 times
More than 5 times
Nil
46
68
18
7
27
27.7
41.0
10.8
4.2
16.3
Working
experience
Less than 2 years
2 – 4 years
5 – 7 years
8 – 10 years
Over 10 years
37
46
49
13
21
22.3
27.7
29.5
7.8
12.3
Table 4.1 exhibits that male respondents are accounted as 58.4 percent of the total number of
respondents. Majority of the respondents were between21 to 30 years old (69.3%). 41% of
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the respondents were rotated 1 to 3 times. And 29.5%, majority of respondents have 5 to 7
years of experience in the industry.
4.2 Reliability analysis
The Reliability of an instrument was measured using cronbach‟s alpha test. Cronbach‟s
Alpha Coefficient values for all variables are more than 6.0. So, it reveals that selected
variables have high reliability.
Table 4.2 Reliability analysis
Variables Cronbach’s alpha
Role stress 0.879
Job rotation 0.789
Organizational commitment 0.885
Organizational citizenship behavior 0.780
(Source: Survey data)4.3 Relationship and impact of Organizational
commitment in Organizational citizenship behavior
4.3.1 Relationship between Organizational commitment and Organizational citizenship
behavior
Table 4.3.1 Relationship between Organizational commitment and
Organizational citizenship behavior
Organizationa
l commitment OCB
Pearson Correlation 1 .715**
Sig. (2-tailed) .000
N 166 166
**. Correlation is significant at the 0.01 level (2-tailed).
(Source: Survey Data)
Table 4.3.1 shows that the Pearson correlation between Organizational commitment and
Organizational citizenship behavior is 0.715. The significant value of 0.000 indicates that the
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relationship is statistically significant and has a strong positive relationship between
variables. Which result issimilar to earlier studies (Chinomona, E., & Dhurup, M. 2015;
Ueda; Tang, 2008).
4.3.2 Impact of Organizational commitment on Organizational citizenship behavior
Impact of Organizational commitment on Organizational citizenship behavior is calculated by
using simple regression analysis.
Table 4.3.2.1 Impact of Organizational commitment on
Organizational citizenship behavior
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .715a .511 .508 .253
a. Predictors: (Constant), Organizational commitment
(Source: Survey Data)
The model summary results shows, R square is 0.511 and it can conclude that 51.1% of
variability in Organizational citizenship behavior is accounted by Organizational
commitment.
Table4.3.2.2 Coefficientsof Organizational commitment and Organizational
citizenship behavior
Model
Unstandardized
Coefficients
Standardiz
ed
Coefficients
t Sig. B Std. Error Beta
(Constant) 1.842 .159 11.583 .000
Organizational commitment .493 .038 .715 13.082 .000
a. Dependent Variable: OCB
(Source: Survey Data)
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The β coefficient for Organizational commitment is 0.493. The β-coefficient shows that every
unit of increase in Organizational commitment increases the Organizational citizenship
behavior by 0.493.
4.4 Relationship and impact of Role stress on Organizational Commitment
4.4.1 Relationship of Role stress on Job satisfaction and Organizational commitment
The table 4.4.1 shows the Pearson‟s correlation of Role stress on Organizational commitment
of banks in Manmunai North of Batticaloa district.
Table 4.4.1 Relationship of Role stress and Organizational
commitment
Role stress
Organization
al
commitment
Pearson Correlation 1 -.514**
Sig. (2-tailed) .000
N 166 166
**. Correlation is significant at the 0.01 level (2-tailed).
(Source: Survey Data)
Based on the table 4.4.1 the coefficient of correlation (R) between Role stress and
Organizational commitment is -0.514. The significant value of 0.000 (2-tailed) indicates that
the relationship is statistically significant and there is a strong negative relationship between
variables. This result is reconfirming the negative relationship of Role stress and
Organizational commitment (Nafei, 2014; Chang, Shih, Ho & Liang, 2009; Tang, 2008).
4.4.2 Impact of Role stress on Organizational commitment
Impact of Role stress on Organizational commitment is calculated by using simple regression
analysis
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Table 4.4.2.1 Impact of Role stress on Organizational
commitment
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .514a .265 .260 .449
a. Predictors: (Constant), Role stress
(Source: Survey Data)
As per the model summary, R square is 0.265 and it concludes that 26.5% of variability in
Organizational commitment is accounted by Role stress.
Table 4.4.2.2 Coefficientsof Role stress on Organizational commitment
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig. B Std. Error Beta
(Constant) 5.033 .116 43.475 .000
Role stress -.300 .039 -.514 -7.683 .000
a. Dependent Variable: Organizational commitment
(Source: Survey Data)
Coefficient result shows a significant negative influence of Role stress on Organizational
commitment. The β-coefficient of Role stress -0.300.
4.5 Relationship and impact of Job rotation on Organizational Commitment
4.5.1 Relationship of Job rotation on Organizational Commitment
The table 4.5.1 shows the Pearson‟s correlation of Job rotation and Organizational
commitment of banks in Manmunai North of Batticaloa district.
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Table 4.5.1 Relationship of Job rotation on Organizational
commitment
Job
rotation
Organizationa
l commitment
Pearson Correlation 1 .520**
Sig. (2-tailed) .000
N 166 166
**. Correlation is significant at the 0.01 level (2-tailed).
(Source: Survey Data)
Based on the table 5.4.5.1 the coefficient of correlation (R) between Job rotation and
Organizational commitment is found as strong positive (0.520) correlation at the significance
level 0.000 (2-tailed). There is a strong positive relationship between the variables found as
per results. But whereas, Mohsan (2012) found weak positive relationship in banking sector
of Pakistan. However, study results supporting to the past findings as relationship is positive.
4.5.2 Impact of Job rotation on Organizational Commitment
Impact of Job rotation on Organizational commitment is calculated by using simple
regression analysis.
Table 4.5.2.1 Impact of Job rotation on Organizational
commitment
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .520a .270 .266 .447
a. Predictors: (Constant), Job rotation
(Source: Survey Data)
As per model summary results, R square is 0.270 and it indicates that 27% of variability in
Organizational commitment is accounted by Job rotation.
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Table 4.5.2.2 Coefficientsof Job rotation on Organizational commitment
Model
Unstandardized
Coefficients
Standardized
Coefficients
T Sig. B Std. Error Beta
(Constant) 2.159 .262 8.235 .000
Job rotation .480 .062 .520 7.797 .000
a. Dependent Variable: Organizational commitment
(Source: Survey Data)
Coefficient result shows a significant positive influence of Job rotation on Organizational
commitment. The β-coefficient of Job rotation 0.480 shows that every unit of increases in Job
rotation increases the Organizational commitment by 0.480.
4.6 Mediating role of Organizational Commitment
Table 5.4.8.1 Mediating role of Organizational commitment
Model 1
(RS, JR >
OC)
Model 2
(OC > OCB)
Model 3
(RS, JR >
OCB)
Model 4
(RS, JR, OC
> OCB)
R 0.628 0.715 0.681 0.776
R2 0.394 0.511 0.464 0.603
ANOVA- Sig 0.000 0.000 0.000 0.000
Constant 3.304 1.842 2.981 1.889
β-coefficient
Role stress -0.220 -0.135 -0.062
Job rotation 0.356 0.310 0.192
Organizational
commitment
0.493 0.330
(Source: Survey data)
Four models were formulated to identify the mediating roles of Organizational commitment
(Table 5.4.8.1). Models of Organizational commitment are statistically significant and have
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strong predictions. More than 35% of variability of dependent variable is explaining by
independent variables. As per results of ANOVA table, independent variables are jointly
explaining dependent variables. Job rotation and Organizational commitment have positive
impacts on dependent variables while, Role stress has negative impact.
β-coefficients of Role stress and Job rotation in model 3 is decreasing in model 4, when
comparing Model 3 and 4 of Organizational Commitment. This is because, effects of Role
stress and Job rotation on Organizational citizenship behavior is affecting by Organizational
commitment. Thus, it can be concluded that Organizational commitment is playing mediating
role in connecting Role stress and Job rotation with Organizational citizenship behavior.
5.0 CONCLUSION AND RECOMMENDATION
The overall research results concluded that Organizational Citizenship Behavior is affected
by Role stress and Job rotation through making effects on Organizational Commitment.
Where, Relationship and impact of Job rotation towards Organizational Commitment is
positive and Role stress has negatively influenced. Organizational Commitment has positive
effects on Organizational Citizenship Behavior. Founded results were matching with results
of past researches. Also this study concludes that Organizational Commitment playing a
mediating role in connecting role stress and Job rotation with Organizational Citizenship
Behavior.
Based on the results it can be recommend that, providing a supportive and comfortable work
environment would increase the performance and Organizational citizenship behavior at
banks because Organizational commitment holds high percentage of effects on
Organizational citizenship behavior. Role stress having negative influence in Organizational
commitment cause of that increase on it may harm organization. On the other words, Limited
amount of Role stress can help to improve Commitment level of employees. As Job rotational
effects are positive it can be used to improve Organizational commitment in banks. So,
managing role stress in a limit and properly managed job rotation practice would help the
banks for maximizing performance.
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6.0 LIMITATIONS AND FUTURE IMPLICATIONS
This study conducted in Batticaloa District and focuses only banks but further it can be
possible to expand the scope to other districts and sectors. Further research can be done
include more variables to measure Organizational citizenship behavior, as this study
considers job satisfaction and organizational commitment, with the effects of role stress and
job rotation to explain the Organizational citizenship behavior.
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