The Role of Social Power, Procedural Justice, Organizational Commitment, and Job Satisfaction to Engender Organizational Citizenship Behavior

Abstract

A conceptual framework is proposed to investigate the effects of employees' perception of managers' social power on organizational citizenship behavior (OCB) mediated by procedural justice, employees' organizational commitment, and job satisfaction. To test the frame-work, structural equation modeling techniques are applied to data collected from 195 top and middle level employees of a private commercial bank in Bangladesh. Primarily this study aims to test the theoretical models to measure the causality whether Social Power, Procedural Justice, Organizational Commitment, and Job Satisfaction can foster Organizational Citizenship Behavior. The results of the study indicate that procedural justice is significantly and positively related to job satisfaction and organizational commitment. The findings indicated that organizational commitment has a positive relationship with OCB but the relationship is found to be insignificant. In addition the results also show that employees' with high job satisfaction will have higher OCB, suggesting that bank management needs to value employees' job satisfaction to increase employees' OCB. Implications for practicing managers and for future research are discussed.