The impact of mediating and moderating relationship between organizational justice and employee training on organizational citizenship behaviour

Abstract

Organizational citizenship behavior increases organizational efficiency and effectiveness by developing resource innovation, adaptability and transformation. From an organizational perspective, organizational citizenship behavior is valuable and necessary but it is difficult for managers to stimulate its occurrence or decrease its absence by prescribed arrangements and formal rewards, as behavior of the employees is voluntary. This study examined the relationships between organizational justice, perception of training, organizational commitment, and organizational citizenship behavior. In this study, the effect of organizational commitment as mediating variable in the relationship between organizational justice and perception of training on organizational citizenship behavior was investigated. In addition, power distance as the moderating variable in the relationship between organizational justice and perception of training on organizational commitment was also tested. Stratified sampling technique was used to select employees working in bank branches located in five metropolitan cities of Pakistan. 379 questionnaires were useable for analysis and Structural Equation Modeling (SEM) technique using AMOS 21.0 was adopted to test the hypotheses. Results of the current study reported that the relationship between organizational justice and organizational citizenship behavior was not significant, but the relationship between organizational justice and organizational commitment was significant. There was a significant relationship between perception of training and organizational citizenship behavior, but there was no significant relationship between perception of training and organizational commitment. Organizational commitment fully mediated the relationship between organizational justice and organizational citizenship behavior, and partly mediated the relationship between perception of training and organizational citizenship behavior. The results show that power distance moderated the relationship between organizational justice and perception of training on organizational commitment. Findings of this study can be useful for banking organizations and policy makers who have long term vision and expect organizational citizenship behavior from its employees to be sustainable in a dynamic market. The study provides the scope and space for potential scholars and researchers for carrying out further research.