The IUP Journal of Organizational Behavior
Effect of Organizational Support, Leader-Member Exchange, Team-Member Exchange and the Effect of Mediation by Affective and Team Commitments on the Organizational Citizenship Behavior of Nurses
Article Details
| Pub. Date | : Apr, 2020 |
|---|---|
| Product Name | : The IUP Journal of Organizational Behavior |
| Product Type | : Article |
| Product Code | : IJOB20420 |
| Author Name | : Prasanjit Dasgupta |
| Availability | : YES |
| Subject/Domain | : Management |
| Download Format | : PDF Format |
| No. of Pages | : 28 |
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Abstract
Voluntary citizenship behavior is influenced to a great extent on the perception of support from social exchanges. A number of studies have demonstrated it for different categories of employees. Much of our current knowledge about Organizational Citizenship Behavior (OCB) is based on studies conducted in the West and the Far East. In many cultural perspectives, India is identical with neither the West nor the Far East. Nurses are responsible for the care of patients and need to display citizenship behavior for their wellbeing. This exploratory study seeks to find out how perception of support from organization, leaders and teams affects OCB of nurses and the mediation effect of affective and team commitments on it. The study was conducted in five private hospitals of Kolkata in which 504 nurses participated. Significant findings of this study include stronger mediation effect of Team Commitment (TC) on OCB of nurses than that of Affective Commitment (AC) and stronger effect of Perceived Organizational Support (POS) in generation of OCB than that of Leader-Member Exchange (LMX). Another significant finding of the study is greater influence of Team Member Exchange (TMX) than LMX on OCB of nurses.
Description
Organizational Citizenship Behavior (OCB) is a topic of interest to both the researchers and practitioners as it refers to employees' voluntary discharge of tasks that are not within his/her prescribed job role. In this highly competitive world, management expects its employees to display extra-role behavior which may provide an edge over their competitors in terms of cost and quality of production or service. Five decades ago, Katz and Kahn (1966) stated that the effective function of an organization heavily depends on extra-role behaviors; managers need those employees who do more than what is mentioned in the work contract. Organ (1988, p. 4) defines OCB as "individual behaviors that are discretionary not directly or explicitly recognized by the formal reward system and that in the aggregate promote the effective functioning of the organization".
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