Editorial Board

A Refereed Monthly International Journal of Management

Mediating Role of Monthly Emolument upon the Link between Motivation and Organizational Citizenship Behaviour of the Professionals- An Indian Perspective

Sarmistha Nag

MBA semester 3,

Sister Nivedita University, Kolkata

Prof. Moumita Chatterjee

Assistant Professor,

Department of Management,

Sister Nivedita University, Kolkata

Abstract

This paper aims to examine the nexus between motivation and organizational citizenship behaviour of the employees in some selected private companies in Kolkata and also to find the role of employee emoluments in the above relationship during this digital era. The study uses a sample consisting of 231 professionals in various private companies in Kolkata including all its regions by applying probability sampling method. In this work, two standardized questionnaires along with the demographical sheet are used to collect data from the professionals who are again validated during the study. Path analysis is conducted to understand to test the fitting of the model and to explore the mediating role of monthly emoluments in the above relationship to understand direct effect and indirect effect. The result shows that monthly emoluments has mediating effect upon the relationship between motivation and organizational citizenship behaviour of professionals in Kolkata, India where monthly income plays the role of a mediator in the model.

Keywords: Organizational Citizenship Behaviour, Motivation, Monthly Emolument, Demographical Variables, Digital Era, Empirical Study

Introduction

Today’s dynamic world is characterised as complex, rapidly-evolving, highly technological as well as environmentally fragile. As dynamism along with instability become the essential attributes of today’s organizations, hence such organizations necessarily become more reliant upon the employees who are willing to contribute towards efficacious change regardless of formal job requirements (Lee et al., 1991; Somech and Drach-Zahavy, 2004; Halbesleben and Bellairs, 2015). So, in the present volatile uncertain complex ambiguous (VUCA) world, the relevant question emerges as what are the individual’s motivation as well as organizational conditions that encourage the people to contribute beyond their formal job requirements and why the workers make decisions to go “above and beyond.”

Organizational Citizenship Behaviour

Organisational citizenship behaviour (OCB) is an evolving concept that has rapidly expanded in recent years concerning how as well as why the employees really excel their true potential positively to their organisations beyond their priorly defined work roles and allowing the employees to contribute optimum performance without potential negative effects (Halbesleben, J. and Bellairs, T., 2016).Hence in the present context, the relevant fundamental issues are identifying and analysing the circumstances in which the individuals “go the extra mile” in the workplace.

Employee Motivation

Employee motivation is defined as the enthusiasm, commitment as well as the amount of ingeniousness that an employee contributes to the organization which is essential for all the employees to enhance their working performance (Pinder, 2008). Motivated employees are more engaged and committed in their work and are more willing to share knowledge at the workplace (Rich, 2006;Lin, 2007; Cerasoli et al., 2014; Massenberg et al., 2015; Becker et al., 2015).

Monthly Income

Gross monthly income is the amount that is remunerated to an employee within a month before tax-payments or other necessary deductions. Sometimes, potential additions to gross monthly income generally include overtime, bonuses as well as commission and also other additional sources of income in each month.

Literature Review

Podsakoff et al., (2000) remarked that the organizations should seek for their employees who arewilling to go beyond the minimum requirement and surpass their target to achieve organizational goal in a diverse and competitive business world(Milliken & Martins, 1996; Mor-Barak, et al., 1998; Barak & Levin, 2002;Williams& O'Reilly, 1998).

Halbesleben and Bellairs (2015) pointed out that in order to gain attention in the hope of promotion, definitely the additional hours must score benefits to both the individual’s status as well as the quality of the organization’s job.

Halbesleben and Bellairs (2015) explained that Organizational citizenship behaviour (OCB)were selected by the employees in order to meet their personal and organizational goals (Vanyperen et al.,1999; Halbesleben and Bellairs, 2015).

Hui et al. (2000) indicated that OCBs generally increased before promotions, and decreased after promotions in the organizations.

Farh, Zhong, Organ (2004) discussed five extended dimensions of OCB such as self-training, social welfare participation, protecting and saving company resources, keeping the workplace clean as well as interpersonal harmony. 

Decoene and Bruggeman (2006) found that effective strategic alignment influenced working executives  and hence leaders encouraged their subordinates to follow a participative design of work which made them responsible for their job performance (Organ, 1988; Whitney et al, 2009; Cennamo and Gardner, 2008).

Panagiotakopoulos (2013) concluded that the required factors affecting employee motivation at a given period in order to enhance organization’s performance and hence a successful organization must combine the strengths and motivations of internal employees and responded to their external changes and demands to show organization’s value(Kuo, 2013).

Barney and Steven Elias (2010) found that the leaders knew that at the heart of every successful business, there existed a conducive organizational culture and hardworking employees who collaborated together passionately to produce the best results (Gignac and Palmer 2011).

Kunz and Pfaff (2002) emphasized that diversity allows and breeds breath into the organization people of varied skills and value system which led to competitive advantage and a valuable phenomenon for organizational growth (Betchoo, 2015).

Aguinis et al. (2013) stated that monetary rewards was a very powerful determinant of employee motivation and achievement, which in turn, could advance to important returns in terms of firm-level performance.

Garg and Rastogi (2006) identified key issues to motivate employees’ performance such that a dynamic managerial learning framework was required to enhance employees’ performance to attain global challenges.

McClelland (1961) explained that, “The need to perform well and strive to get success is achievement motivation” which was the comparison of performances against certain standard activities (Atkinson, 1964; Atkinson & Feather, 1966)and achievement need was the distinct human motive which could be distinguished from other needs (McClelland,1985)

Ugodulunwa (1997) explained that achievement motivation generally inspired individuals for meeting the required standards of excellence to achieve success (Coleman, 2001; Hasanzadeh, 2009; Akpan &Umobong, 2013).

Sprinthall et al.(1994) explained that achievement motivation, an intrinsic motive was there to attain excellence surely by conquering deterrence (Heckhausen, 1967; Bigge & Hunt, 1980; Vallance, 2004; Robbins et al., 2004; Aydm &Coskun, 2011; Kumar &Bajpai, 2015; Rao &Reddy, 2016; Sutha &Shirlin, 2017).

Rationale of the Study

The above-mentioned literature review shed a light towards the basic relevant questions such as how motivation of today’s professionals determines their organizational citizenship behaviour in the present dynamic world and how the employee emoluments are important in the above relationship now and in the future? These limitations create the need to develop an empirical study to get a more conclusive finding to clarify several contradictions.

Research Objective

The objective of the present research is to understand the mediating role of monthly income upon the link between employee motivation and Organizational citizenship behaviorof the professionals in post pandemic era and to identify the role of monthly income in the above relationship in Kolkata, West Bengal, India.

Proposed Model

Research Methodology 

The present research employs a sample that includes 231professionals from various organizations in Kolkata (based on its all the regions including North, West, South, and East) by applying simple random sampling technique. The names of the different organizations are Abbott India Limited, B.R.D Manufacturing Company, Bata, Calcutta Rolls Manufacturing Company, Century Extrusions Limited, Eastern Copper Manufacturing Company Private Limited, Eco drive-National Manufacturing Company, Essity India Pvt Limited, J&J, Kolkata, J.K.Manufacturing Company, Jai Tube Manufacturing Company, Lumino Industries Limited, Mica Manufacturing Private Limited, Mohani Tea Leaves Private Limited, Nestle India Ltd, Pekon Electronics Limited, Plicare Cranes Manufacturing Company, Priti Manufacturing, S K Industries, Shree Narayani Pipe Manufacturing Company, Spin Can Manufacturing Company, Stryker India Pvt Ltd, Suman Machine Manufacturing Company, Sun Oil Company Private Limited, Testing Instruments Manufacturing Company Private Limited, Motwane Manufacturing Company Private Limited, Waheguru Rubber Manufacturing Company Private Limited, ZAMIndustrial Spares Manufacturing Company etc.

Tests/ Measures

In this study, standardised questionnaires are used and thereafter, each questionnaire is again validated during pilot study. The below mentioned questionnaires are used in the study.

Questionnaire 1: The Demographic Sheet

The demographical sheet comprises details concerning the respondents’ gender, age, years of experience, educational qualifications as well as income level.

Questionnaire 2: Organizational Citizenship Behaviour Scale (OCBS).(Podsakoff et al.’s,1990).

This 24-item scale developed by Podsakoff et al. (1990) has five dimensions such as altruism, conscientiousness, sportsmanship, courtesy and civic virtue.

Questionnaire 3: Motivation questionnaire (Job Diagnostic Survey)

Hackman and Oldham developed a self-report instrument for managers to use in diagnosing their work environment.

Questionnaire 2 is used to measure dependent variable, questionnaire 3 is used to measure independent variable and questionnaire 1 is used to measure mediating variable in the model.

Demographic Characteristics of Sample

87. Gender-Wise Distribution: Among the sample (N=231), there are 201 (87.01 %) males and 30 (12.98%) females.
88. Age-Wise Distribution: Among the sample (N=231), 0 %, 2 %, 45.67% and 52.33 % are included in Age Category 1[having age (18-30) years], Age category 2 [having age (30-40) years], Age category 3 [having age (40-55) years] and Age category 4 (having age above 55 years) respectively.
89. Work-Experience-Wise Distribution: Among 231employees 32.86%, 32.34%, 34.8% and 0% are included in terms of (0-10, 10-20, 20-30, and 30-40) years of work experience respectively.
90. Income-Group-Category-Wise Distribution: Among the sample,52 %, 16.61 %, 41.36%, 27.51 % are included in income group category 1, 2, 3 and 4 respectively.

Tests

The data collection method is executed by applying 3 questionnaires on 231 respondents representing the business professionals in Kolkata from July to November 2021, who perform charitable work in Kolkata.

Data Analysis

Results include: Reliability Test (Cronbach alpha), Descriptive Statistics (Mean, SD) and Testing of Hypotheses (the relationship between dependent as well as independent variables) through Path analysis for with the help of AMOS software.

Reliability Tests

3 questionnaires are used in this study including demographic sheet. The Cronbach alpha obtained in organizational citizenship behaviour questionnaire, employee motivationquestionnairefor business professionals is0.885 and 0.895 respectively which reflects high reliability of the measuring instrument. Furthermore, it indicates a high level of internal consistency with respect to the specific sample.

Descriptive Statistics (Mean, SD)

Table 1: Descriptive Statistics of Community Leaders in Kolkata

Descriptive Statistics of the professionals in Kolkata are represented by Table 1.

Testing of Hypotheses for Community Leaders

To find the mediating effect of monthly income upon the model of organizational citizenship behaviour, the following hypothesis are made.

H1: Monthly income will regress employees’ level of motivation.

H2: Organizational citizenship behaviour will regress employeemotivation.

H3: Organizational citizenship behaviour will regress significantly and positively on monthly income.

H4: Monthly income will mediate the effect of employee motivation upon organizational citizenship behaviour ofthe professionals.

Table 2: Estimates (Group number 1 - Default model)

Maximum Likelihood Estimates

Table 3: Standardized Regression Weights: (Group number 1 - Default model)

Matrices (Group number 1 - Default model)

Table 4: Standardized Total Effects (Group number 1 - Default model)

Table 5: Standardized Direct Effects (Group number 1 - Default model)

Table 6: Standardized Indirect Effects (Group number 1 - Default model)

Table 7: Model Fit Summary Model Fit Analysis and Assessment of Model Fit of Revised Path

Direct, Indirect & Total Effect

The total effect of employee motivation on organizational citizenship behaviour is 0.220, where the direct and indirect effect of employee motivation on organizational citizenship behaviour is 0.153 and 0.087 respectively (See Table 3, 4, 5 & 6). Thus, for the professionals’ monthly incomehas mediating effect upon the relationship between employee motivation and organizational citizenship behaviour (See Table 3, 4, 5 & 6).

Table 8: Regression Weights: (Group number 1 - Default model)

Table 9: Standardized Total Effects (Group number 1 - Default model)

Table 10: Standardized Direct Effects (Group number 1 - Default model)

Table 11: Standardized Indirect Effects (Group number 1 - Default model)

The regression weight for employee motivation in the prediction of monthly income and monthly income in the prediction of organizational citizenship behaviour is significantly different from zero at 0.001 levels (two-tailed). H4 is accepted. Here, Direct effect of employee motivation to organizational citizenship behaviour =0.214 (See Table 10). Indirect Effect of employee motivation to organizational citizenship behaviour through monthly income=0.861*0.78=0.671, thus, IE>DE, partial mediation occurs (See Table11). Monthly income is found to be significantly mediated the relationship between employee motivation and organizational citizenship behaviour for the employees in Kolkata.

Discussion and Conclusion

Thus, employee motivation has both direct and indirect impact upon organizational citizenship behaviour of the professionals in Kolkata andmonthly emoluments partially mediates the nexus between employee motivation as well as organizational citizenship behavior in Kolkata. Employee emoluments plays the role of a mediator to determine the relationship which strengthens the relationship between employee motivation and organizational citizenship behavior; If mediating variable (employee income) is eliminated from the model, there be still a relationship between employee motivation, and organizational citizenship behavior; but it would not be as strong. When motivated employees are paid satisfactorily, they can happily contribute their organization beyond their defined job role which means that more organizational citizenship behavior towards their workplaces.

Limitations

This empirical analysis is based on only 231professionals in Kolkata, though the figure is not very adequate to validate the link between employee motivation andorganizational citizenship behavior (OCB); It is difficult to generalize the finding too. As human behavior remains unpredictable and open to randomness and free will despite efforts to ensure data-richness, the association ship explored in present research work is established on self-contemplations of the professionals and thus these self-perceived answers are always liable to common method variance (Doty & Glick, 1998) despite indicative of the organization and the sample.

Finally, the present scholarly work is cross-sectional study which is a type of research design for which the data is collected from many different individuals for one time period. Hence for future research work futuristic techniques can be used in order to obtain more valid results that would be applicable for the employees to improve theirorganizational citizenship behavior (OCB). This research work is largely based on the examination of the relationships between variables at a given point in time, which raises concerns regarding the examination of causality (Mann, 2003) which is particularly true in the case of variables that may change over time. Therefore, a longitudinal design might yield additional insights into the result. The narrowness of sampling from a single geographical area by using only Indian business professionals as the target population confines the number of prospective employees under study and it limits the generalizability of the findings to the larger group of professionals including non-Indian employees too. Thus, this empirical study can be conducted over an extended period of time by having larger samples in order to expand the investigation to other companies, of various countries along with various cultural as well as ethnic diversification and therefore, future work should be recommended to study the complicated relationship between ethnicity as well as culture by considering the influence of ethnic heterogeneity upon OCB of the employees.

References

• Ahdiyana, Marita. 2013. Dimensi Organizational Citizenship Behavior (OCB) dalam Kinerja Organisasi. Efisiensi-Kajian Ilmu Administrasi, 10(1):1-10.
• Akpan, I. D. & Umobong, M. E. (2013). Analysis of Achievement Motivation and Academic Engagement of Students in the Nigerian Classroom. Academic Journal of Interdisciplinary Studies, 2(3).
• Alhaji, I. A., & Yusoff, W. F. W. (2012). Does Motivational Factor Influence Organizational Commitment and Effectiveness? A Review of Literature. Journal of Business Management and Economics, 3(1): 001-009.
• Allen, T. D., & Rush, M. C. (1998). The effects of organizational citizenship behavior on performance judgments: A field study and a laboratory Does Motivation Lead to Organizational Citizenship Behavior? – A Theoretical Review © 2016 Global Journals Inc. (US).
• Altahayneh, Ziad Lutfi., Aman Khasawneh and Abedalbasit Abedalhafiz. 2014. Relationship between Organizational Justice and Job Satisfaction as Perceived by Jordanian Physical Education Teachers. Canadian Center of Science and Education, 10 (4):131-138.
• Al-Zu’bi, A. H. (2010). A Study of Relationship between Organizational Justice and Job Satisfaction. International Journal of Business and Management, 5(12): 102-109.
• Anas, Khaidiri. 2013. Pengaruh Kompensasi dan Lingkungan Kerja Terhadap Kepuasan Kerja Karyawan PT. Karya Mitra Muda. Jurnal Manajemen, 2(1): 1-11.
• Annamalai, T., Abdullah, A. G. K., & Alasidiyeen, N. J., (2010). The Mediating Effects of Perceived antecedents and outcome. Journal of Management and Marketing Research, Volume 18- February, 2015.
• Atkinson, J. W. & Feather, N. T. (1966). A Theory of Achievement Motivation. New York: Wiley.
• Atkinson, J. W. (1964). An introduction to motivation. Princeton, NJ: Van Nostrand.
• Awang, Roslan and Wan Mohd Rashid Wan Ahmad. 2015. The Impact of Organizational Justice on Organizational Citizenship Behavior in Malaysian Higher Education. Mediterranean Journal of Social Sciences, 6 (5): 674-678.
• Aydm, F. & Coskun, M. (2011). Secondary School Students‟ “Achievement Motivation” towards Geography Lessons. Scholars Research Library, Archives of Applied Science Research, 3 (2): 121-134.
• Aydm, F. & Coskun, M. (2011). Secondary school students‟ achievement motivation towards Geography lessons. Archives of Applied Science Research, 3, 121-34.
• Baah, K. D., & Amoako, G. K. (2011). Application of Frederick Herzberg’s Two-Factor Theory in Assessing and Understanding Employee Motivation at Work: a Ghanaian Perspective. European Journal of Business and Management, 3(9):1-8.
• Bakotic, D. and Tomislav Babic. (2013). Relationship Between Working Conditions and Job Satisfaction: The Case of Croatian Shipbuilding Company. International Journal of Business and Social Science, 4 (2): 206-212.
• Baldoni, J., (2005). Motivation Secrets. Great Motivation Secrets of Great Leaders [WWW page]. URL
• Barbuto, J. E., & Story, J. S. P. (2011). Work Motivation and Organizational Citizenship Behaviors: A Field Study. Journal of Leadership Styles, 5(1): 23-34.
• Barbuto, J. E., Fritz, S. M., & Marx, D. (2000). A field study of two measures of work motivation for predicting leaders' transformational behavior. Psychological Reports, 86, 295-300.
• Barnard, C. I. (1938). The Functions of The Executive. Harvard University Press.
• Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587–595.
• Becker, T. W., Schaeffer, A. J., Lebedev, S., and Conrad, C. P.: Toward a generalized plate motion reference frame.  Res. Lett., 42, doi:10.1002/2015GL063695, 3188-3196, 2015.
• Bigge, M. L. & Hunt, M. (1980). Psychological foundations of education: An introduction to human motivation, development, and learning. New York: Harper & Row.
• Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J. (2001). Personality predictors of citizenship performance. International Journal of Selection and Assessment, 9, 52–69.
• Cerasoli, C.P., Nicklin, J.M. and Ford, M.T. (2014) Intrinsic Motivation and Extrinsic Incentives Jointly Predict Performance: A 40-Year Meta-Analysis. Psychological Bulletin, 140, 980.
• Coleman, A. M. (2001). Oxford Dictionary of Psychology. New York: Oxford University Press.
• Cropanzano, R., David E. Bowen and Stephen W. Gilliland. 2007. The Management of Organizational Justice. Academy Of Management Perspectives, 21(4): 34–38.
• Danish, R. Q., & Usman, A., (2010). Impact of Reward and Recognition on job Satisfaction and Motivation: An Empirical Study from Pakistan. International Journal of Business and Management, 5 (2): 159-167.
• Davila, M. Celeste, & Finkelstein, Marcia A. (2013). Organizational Citizenship behavior and wellbeing: Discrepancies between What People say and what they do. Human Resource Management, 43 (4): 381-394.
• Does Motivation Lead to Organizational Citizenship Behavior? – A Theoretical Review Effectiveness. Benchmarking: An International Journal, 12 (3): 250-259.
• Doty, D. H., and Glick, W. H. 1998. "Common Methods Bias: Does Common Methods Variance Really Bias Results," Organi zational Research Methods (1:4), 374-406.
• Erkutlu, Hakan. 2011. The Moderating Role of Organizational Culture in The Relationship Between Organizational Justice and Organizational Citizenship Behaviors. Leadership and Organization Development Journal, 32(6): 532 – 554.
• Farahbod, Farzin., Mohammad Reza A. and Mohadeseh N. J. 2013. Organizational Justice, Employees Trust and Organizational Support. Kuwait Chapter of Arabian Journal of Business and Management Review, 3(2): 74-85.
• Fard, H. D., Ghatari, A. R., & Hasiri, A., (2010). Employees Morale in Public Sector: Is Organizational Trust an Important Factor? European Journal of Scientific research, 46 (3): 378-390.
• Fatimah, O., A. M. Amiraa and F. W. Halim. 2011. The Relationships between Organizational Justice, Organizational Citizenship Behavior and Job Satisfaction. Pertanika J. Soc. Sci. & Hum, 19(S):115-121.
• Garg, P. and Rastogi, R., 2006. New model of job design: motivating employees' performance. Journal of Mgmt Development, 25(6): 572-587.
• Gibson, J. L., Donnelly J. H., Ivancevich and J. Mdan Konopaske R. 2012. Organizations: Behavior structure processes. McGraw-Hill.
• Hackman, J. R., & Oldham, G. R. (1974). The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects.
• Halbesleben, J. and Bellairs, T. (2016). What Are the Motives for Employees to Exhibit Citizenship Behavior? Oxford Handbooks Online.
• Halbesleben, J.R.B. and Bellairs, T. (2015), Employee Well-Being and Safety Behaviors in The Wiley Blackwell Handbook of the Psychology of Occupational Safety and Workplace Health, John Wiley & Sons, doi: 10.1002/9781118979013.ch12.
• Harper, Pamela J. 2015. Exploring Forms of Organizational Citizenship Behaviors (OCB): Antecedents and Outcome. Journal of Management and Marketing Research, 18(1):1-16.
• Hassanzadeh, R. (2009). Motivation & emotion. Tehran: Arasbaran.
• Honold, L., (1997). A Review of the Literature on Employee Empowerment. Empowerment in Organizations, 5 (4): 202-212.
• Ibrahim, Mohamed E. dan Ann O. Perez. 2014. Effects of Organizational Justice, Employee Satisfaction, and Gender on Employees' Commitment: Evidence from The Uae. International Journal of Business and Management, 9 (2): 45-59.
• Ibrahim, Muh. Akmal., & Aslinda, Andi. (2013). Relationship between Organizational Commitment. International Journal of Management, Business and Administration, 15, (1):1-6.
• Ibrahim, Rashidah Mohamad., Aziz Amin and Munir Saleh. 2014. The Link Between Leader-Member Exchange, Organizational Citizenship Behavior and Job Satisfaction: A Case Study on Local Government. International Journal of Academic Research in Business and Social Sciences, 4 (5): 313-325.
• Kamalian, A. R., Yaghoubi, N. M., & Moloudi, J. (2010). Survey of Relationship between Organizational Justice and Empowerment (A Case Study). European Journal of Economics, Finance and Administrative Sciences, 24, 165-171.
• Katz, D. (1964). Motivational Basis of Organizational Behavior. Behavioral Science, 9: 131–146.
• Konovsky, M. A., & Organ, D. W. (1996). Dispositional and contextual determinants of organizational citizenship behavior. Journal of Organizational Behavior, 17, 253–266.
• Kristanto, S., I.K. Rahyuda dan I.G. Riana. 2014. Pengaruh Keadilan Organisasional terhadap Kepuasan Kerja dan Dampaknya Terhadap Komitmen, dan Intensi Keluar di PT Indonesia Power UBP Bali. E-Jurnal Ekonomi dan Bisnis Universitas Udayana, 3(6): 308-329.
• L. Cummings (Eds.). Research in organizational behavior, Vol. 12, pp. 43–72. Greenwich, CT: JAI
• Lee, P.; Crawshaw, R., 1991. Molassed sugar beet feed for pigs. Br. Sugar Beet Review, 59 (2): 57-60
• Lee, Ung Hee., Kim Hye Kyoung and Kim Young Hyung. 2013. Determinants of Organizational Citizenship Behavior and Its Outcomes. International Journal Global Business & Management, 5(1): 54-65.
• Lembono, Ardi Y. 2013. Pengaruh Gaya Kepemimpinan Transformasional Dan Transaksional Serta Kepuasan Kerja Terhadap Organizational Citizenship Behavior (OCB) Pada PT Indofood Sukses Makmur Beji Pasuruan. Jurnal Ilmiah Mahasiswa Manajemen, 2(2): 97-102.
• LePine, J. A., Erez, A., & Johnson, D. E. (2002). The nature and dimensionality of organizational Loyalty and Satisfaction. Industrial Management and Data Systems, 111 (5): 675-696.
• Lubis, M. S. 2015. Pengaruh Iklim Organisasi dan Komitmen Organisasi terhadap Pembentukan Organizational Citizenship Behavior (OCB) Karyawan. e-Jurnal Apresiasi Ekonomi, 3 (2): 75 – 84.
• Lunenburg, F.C. (2011). Expectancy Theory of Motivation: Motivating by Altering Expectations Management on Employees’ Performance in some Selected Industries in Ibadan, Oyo State, Nigeria. European Management. Industrial Management and Data Systems, 96 (5): 21-25.
• Manzoor, Q. (2012). Impact of Employees Motivation on Organizational Effectiveness. European Journal of Business and Management, 3(3): 36-44.
• Massenberg, A. C., Spurk, D., and Kauffeld, S., 2015. Social support at the workplace, motivation to transfer and training transfer: a multilevel indirect effects model. International Journal of Training and Development, 19(3): 161–178.
• McClelland, D. C. (1961). The achieving society. New York: The Free Press.
• McClelland, D. C. (1985). Human motivation. Chicago: Scott Foresman. National Council of Educational Research and Training, 1999, Adolescence Education in School: Package of Basic material, NCERT, New Delhi.
• Mohammad, Jehad., Farzana Quoquab Habib and Mohmad Adnan Alias. 2011. Job Satisfaction and Organisational Citizenship Behaviour: An Empirical Study at Higher Learning Institutions. Asian Academy of Management Journal, 16(2): 149–165.
• Mohammed, Fatema and Muath Eleswed. 2013. Job Satisfaction and Organizational Commitment: A Correlational Study in Bahrain. International Journal of Business, Humanities and Technology, 3(5): 43-53.
• Moorman, R.H. 1991. Relationship Between Organizational Justice and Organizational Citizenship Behaviors: Do Fairness Perceptions Influence Employee Citizenship? Journal of Applied Psychology, 76(6): 845-855.
• Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extra role efforts to initiate workplace change. Academy of Management Journal, 42, 403–419.
• Mustikawati, R. dan I Wayan Suana. 2018. Pengaruh Sinisme Organisasi Dan Keadilan Organisasi Terhadap Komitmen Organisasional. E-Jurnal Manajemen Unud, 7(5): 2380-2409.
• Naeem, AT., Freeha Ihsan and Zahid Mahmood (2014). The Study of Organizational Justice, Violation of Psychological Contract and Its Effect on Job Satisfaction in Paris Industry of Pakistan. International Journal of Academy Research in Business and Social Science, 4(12): 244-251.
• Najafi, S., Ali Noruzy., Hemin K. A., Sajad Nazari-Shirkouhi and Mohammad Reza Dalvand. 2011. Investigating the Relationship Between Organizational Justice, Psychological Empowerment, Job Satisfaction, Organizational Commitment and Organizational Citizenship Behavior: An Empirical Model. African Journal of Business Management, 5(13): 5241-5248.
• Nugraha, Satya I., dan I.G.A. Dewi Adnyani. 2018. Pengaruh Budaya Organisasi, Komitmen Organaisasi, dan Kompetensi terhadap Organizational Citizenship Behaviour pada Setda Kota Denpasar. E-Jurnal Manajemen Universitas Udayana, 7(1):1 - 28.
• Nwibere, B. M. 2014. Organizational Justice as a Determinant of Organizational Citizenship Behaviour in the Nigerian in the Niger Delta Region. International Journal of Business and Management, 9(4):191-205.
• Ogut, E., Mehmet Şahin and M. Tahir Demirsel. 2013. The relationship between perceived organizational justice and cyberloafing: Evidence from a public hospital in Turkey. Mediterranean Journal of Social Sciences, 4(10): 226-233.
• Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. USA: D.C.
• Organ, D. W., & Ryan, K. (1995). A metanalytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel psychology, 48(4): 775- 802.
• Pinder, G.F. and Gray, W.G. (2008) Essentials of Multiphase Flow in Porous Media. Wiley, 374p.http://dx.doi.org/10.1002/9780470380802.
• Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, K. (1990). Transformational leader behaviours and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviours. Leadership Quarterly, 1: 107–142.
• Podsakoff, P.M., Mackenzie, S.B., Paine, J.B., et al. (2000). Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research. Journal of Management, 26, 513-563.
• Putra, I dan I. Supartha. 2016. Pengaruh Kepemimpinan Transformasional terhadap Kepuasan Kerja dan OCB pada Serene Villas. E-Jurnal Manajemen Universitas Udayana, 5(3): 1718-1744.
• Putra, Wisnu Yogeswara dan Made Surya Putra. 2014. Pengaruh Keadilan Organisasi Pada Kepuasan Kerja Dan Turnover Intention Karyawan BPR Di Kabupaten Tabanan. Jurnal Manajemen Udayana, 2(9): 2579-2614.
• Putri, F. K. 2015. Pengaruh Keadilan Organisasional dan Motivasi Kerja terhadap Kepuasan Kerja Karyawan Toko Buku Uranus. Agora, 3(2): 245-250.
• Rao, M. D. V. J. & Reddy, S. V. (2016). Impact of School Environment, Home Environment and Mental Health Status on Achievement Motivation among High School Students. PARIPEX - Indian Journal of Research, 5 (4).
• Rejeki, Umiarti S., I Gede Riana dan Putu Saroyeni Piartini. 2014. Peran Mediasi Kepuasan Kerja Pada Hubungan Kesesuaian Nilai Individu dan Nilai Organisasi Dengan Komitmen Organisasional dan Organizational Citizenship Behavior (Ocb) Karyawan Balai Besar Pom Di Denpasar. E-Jurnal Ekonomi dan Bisnis Universitas Udayana, 3(7): 403-423.
• Rini, Dyah P., Rusdarti dan Suparjo. 2013. Pengaruh Komitmen Organisasi, Kepuasan Kerja Dan Budaya Organisasi Terhadap Organizational Citizenship Behavior (OCB) (Studi pada PT. Plasa Simpanglima Semarang). Jurnal Ilmiah Dinamika Ekonomi dan Bisnis, 1(1): 69-88.
• Robbins, S. B., Lauver, K., Le, H., Davis, D. & Langley, R. (2004). Do psychosocial and study skill factors predict college outcomes? A meta-analysis. Psychological Bulletin, 130(2): 261-288.
• Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior (15th ed.). Pearson Education Limited.
• Robbins, Stephen P. dan Timothy A. Judge. 2008. Perilaku Organisasi “Organizational Behavior”. Edisi 12. Jakarta: Salemba Empat.
• Rohayati, Ai. 2014. Pengaruh Kepuasan Kerja Terhadap Organizational Citizenship Behavior: Studi Pada Yayasan Masyarakat Madani Indonesia. Study & Management Research, 11 (1): 20-38.
• Roohi, M and M. Feizi. 2013. Organizational Justice and Organizational Citizenship Behavior in Islamic Azad University. International. Journal Of Management research and Review, 3(3): 2513-2521.
• Rukhmani, K., Ramesh, M., & Jayakrishnan, J. (2010). Effect of Leadership Styles on Organizational Effectiveness. European Journal of Social Sciences, 15 (3): 365-369.
• SaePung, Wannee., Sukirno and Sununta Siengthai. 2011. The Study of Organizational Citizenship Behavior (OCB) and Job Satisfaction in the Retail Industry in Indonesia. World Review of Business Research, 1(3): 162-178.
• Saifi, Imran Akbar and Khuram Shahzad. 2017. The Mediating Role of Job Satisfaction in the Relationship between Organizational Justice and Organizational Citizenship Behavior. Pakistan Journal of Commerce and Social Sciences, 11(1): 125-145.
• Sanhaji, Akhmad., Budi Eko Soetjipto dan Suharto. 2016. Pengaruh Keadilan Organisasi dan Budaya Organisasi terhadap Perilaku Kewargaan Organisasi Melalui Komitmen Organisasi dan Kepuasan Kerja. Jurnal Pendidikan, 1(5): 917—926.
• Santhi, Melda Cahaya N. dan Ni Wayan Mujiati. 2016. Pengaruh Quality of Work Life, dan Motivasi terhadap Kepuasan Kerja Karyawan. E-Jurnal Manajemen Universitas Udayana, 5(11): 7300-7327.
• Santika, I. dan I. Wibawa. 2017. Pengaruh Organizational Justice dan Motivasi Kerja terhadap Organizational Citizenship Behavior (OCB). E-Jurnal Manajemen Universitas Udayana, 6(3): 1139-1167.
• Sharma, Jai Prakash., Naval Bajpai and Umesh Holani. 2011. Organizational Citizenship Behaviour in Public and Private Sector and It’s impac on Job Satisfaction: A Comparative Study in Indian Perspective. International Journal of Business and Management, 6(1): 67-75.
• Sjahruddin, H. and Armanu Achmad Sudiro Normijati. (2013). Personality effect on organizational citizenship behavior (OCB): trust in manager and organizational commitment mediator of organizational justice in Makassar City Hospitals (Indonesia). European Journal of Business and Management, 5(9): 95-104.
• Smith, B., (1997). Empowerment - the challenge is now. Empowerment in Organizations, 5 (3): 120-122.
• Somech, A. and Drach-Zahavy, A. (2004). Exploring organizational citizenship behaviour from an organizational perspective: The relationship between organizational learning and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 77(3): 281-298.
• Sprinthall, N. A., Sprinthall, R. C & Oja, S. N. (1994). Educational Psychology: A developmental approach (6th ed), New York: McGraw-Hill Inc.
• Steel, R. P., & Lounsbury J. W. (2009). Turnover Process Model: Review and Synthesis of a Conceptual Literature. Human Resource Management Review, 19, p. 271-282.
• Supartha, Jananda., Wayan Gede Supartha dan Wayan Mudiartha Utama. 2013. Pengaruh Moral Karyawan dan Komitmen Organisasional terhadap OCB dan Kinerja Individual Karyawan (Studi pada Rama Beach Resort & Villas). E-Jurnal Ekonomi dan Bisnis Universitas Udayana, 2(11): 43-45.
• Suryanatha, A. dan K. Ardana. 2014. Pengaruh Kepemimpinan Transformasional dan Komitmen Organisasi terhadap Kepuasan Kerja Karyawan dan Organizational Citizenship Behavior (OCB) pada Baleka Resort Hotel & Spa Legian. E-Jurnal Manajemen Universitas Udayana, 3(4): 1155-1170.
• Sutha, M. & Shirlin, P. (2017). Classroom Climate and Achievement Motivation of Higher Secondary School Students in Kanyakumari District. International Journal of Research – GRANTHAALAYAH, 5 (3).
• Svensson, Jorgen and Marieke van Genugten. 2013. Retaliation Against Reporters of Unequal Treatment: Failing Employee Protection in The Netherlands. Equality, Diversity and Inclusion: An International Journal, 32(2): 129-143.
• Swaminathan, Samanvitha dan P. David Jawahar. 2013. Job Satisfaction as A Predictor of Organizational Citizenship Behavior: An Empirical Study. Global Journal of Business Research, 7(1): 71-76.
• Tahseen, Nosheena and Muhammad Saeed Akhtar. 2016. Impact of Organizational Justice on Citizenship Behavior: Mediating Role of Faculty Trust. Pakistan Journal of Commerce and Social Sciences, 10(1): 104-121.
• Ugodulunwa, C. A. (1997). The effects of achievement motivation and study habits on Nigerian secondary school students’ academic performance. The Journal of Psychology, 131 (5): 523-529.
• Vallance, R. J. (2004). Males‟ academic motivation: Doing a personal best. Academic Exchange Quarterly, 12, 59- 63.
• Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication a separate facet of contextual performance. Journal of Applied Psychology, 81, 525-531.
• Widyaningrum, M.E. 2010. Pengaruh Keadilan Organisasi Terhadap Kepuasan Kerja, Komitmen dan Organisasional Citizenship Behavior Pegawai (Studi Kasus di Rumah Sakit Bersalin Pura Raharja Surabaya) Tahun 2009. Jurnal ekonomi dan bisnis Airlangga (JEBA), 20(1):100-118.
• Wijaya, Ferry J. dan Eddy Madiono Sutanto (2014). Pengaruh Komitmen Organisasional dan Kepuasan Kerja Karyawan terhadap Organizational Citizenship Behavior (Ocb) di PT Xyz Surabaya. Agora, 2(2): 1574-1579.
• Williams, L. J., Anderson, S. E. (1991). Job Satisfaction and Organizational Commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601-617.
• Yaqin, Muhammad Ainul. 2013.Pengaruh Kepuasan Kerja dan Komitmen Organisasi terhadap Turnover Intention Karyawan Kjpp Toha, Okky, Heru & Rekan Cabang Surabaya. Jurnal Ilmu Manajemen, 1(2): 919-930.
• Zadeh, Mina Hakak., Dr. M. Reza Esmaili., Dr. F. Tojari and Dr. Ali Z. 2015. Relationship between Job satisfaction, Organizational commitment and Organizational Justice with Organizational Citizenship Behavior in Physical Educators. MAGNT Research Report, 3(2): 199-210.