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Hindi Distributive justice, affective commitment, leader-member exchange (LMX), and job characteristics model (JCM)as predictors of organizational citizenship behaviours (OCB: evidence from indian banking sector.
*Corresponding Author: Sudhir Chandra Das, Department of Commerce, Banaras Hindu University, India, Email: scdas@bhu.ac.inReceived Date: Aug 25, 2023 / Accepted Date: Aug 25, 2023 / Published Date: Sep 23, 2023
Copyright: © 2023 . This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
| Peer-reviewed Full Article 
Abstract
The study is undertaken to investigate the predictors of organizational citizenship behaviours among Indian banking employees. The study adopted the eastern scale of Farh et al (1997) consisting of seven items categorized into two parts namely protecting company resources (3 items) and Interpersonal harmony (4 items). The western 24-item OCB scale developed by Podsakoff et al (1990) consists of five subscales, namely: altruism, conscientiousness, sportsmanship, courtesy, and civic virtue which have been adopted in the study. The scholar used the scale of Niehoff and Moorman (1993), Allen and Meyer (1990), Liden and Maslyn (1998), and Hackman and Oldham (1975,1976, 1980) for measuring distributive justice, affective commitment, leader-member exchange, and job characteristics model, respectively. The study validates the OCB scale mixing both eastern and western counterparts for the Indian banking sector setting. Four select predictors have been found to have a significant association with OCB dimensions. Hierarchical Regression Analysis reveals that affective commitment is the solid predictor of OCB select dimensions. It has been established that all the predictors do not create significant variations on different dimensions of OCB. Level of leader-member exchange, fairness in distribution and JCM enhancement through HRD interventions will create banking organizations that are more vibrant, resilient, and highly effective
