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International Journal of Research in Business, Economics and Management

Vol.1 Issue 3 November-December 2017

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Effects of Organizational Commitment on Organizational Citizenship

Behavior, with the effects of Job Rotation and Role Stress

Shelomeya Ragel1; V. R. Ragel

2

1Assistant Lecturer in Management, Department of Management, Eastern University, Sri Lanka

Email: [email protected]

2Senior Lecturer in Management, Department of Management, Eastern University, Sri Lanka

Email: [email protected]

ABSTRACT

Demand for good organizational citizens are increasing in organizations as they are working

hard for their organization without expecting anything in return. The purpose of this study is

to investigates the effects of organizational commitment on organizational citizenship

behavior, with the effects of job rotation and role stress in banks at Manmunai North

Divisional Secretariat of Batticaloa district.Commitment of employee is counted as a huge

resource in organization because committed employee serves effectively and efficiently at

organization. Job Rotation is a well-known job training tool and helps to improve

employee.Role stress seem as a critical problem faced by everyone; so, maintaining it in a

limit is advisable.

There are several researches have been conducted related with Organizational citizenship

behavior, but similar studyhas not much studied in the past. Study population consists of bank

employees (247) from 13 banks in Batticaloa. A structured questionnaire was distributed to

selected respondents and 166 duly filled questionnaires received back. Simple random sample

method used to derive the sample. Relationship within variables analyzed through

Correlations. And to analyze the impact of variables, regression analysis has been

used.„Organizational Commitment and Organizational Citizenship Behavior‟ and „Job

rotation and Organizational Commitment‟ both are positively related and have positive

impacts. While, „Role stress and Organizational Commitment‟ shows inverse relationship and

impact.As well Organizational Commitment plays intermediating role in connecting

antecedents Job rotation and Role stress with Organizational Citizenship behavior.

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Keywords: Organizational Citizenship Behavior (OCB), Organizational commitment, Role

stress, Job rotation.

1.1 Introduction

The main vision of any organization is to become market leader in today‟s competitive world.

In order to achieve that, maintaining experienced and committed workforce is becoming

more important. As resources are scare, organizations are trying to maximize their

employee‟s performance with efficient and effective usage of resources. The requirement of

energetic work environments and positive behaviors create demand for concept

„Organizational citizenship behavior‟. Organizational Citizenship Behavior can support

organization by increasing its effectiveness, attracting and retaining efficient employees to

the organization, and reducing absenteeism, turnover and performance related problems.

Organizational commitment has an important place in organization and its behavior. Highly

Committed employees come up with high performance and productivity. If organization

contains high committed employees, ithas low level of turnover and absenteeism within

organization. On the other side, every organization is giving more priority to Role

stressbecause it is harmful to the individual and organization. Organizations are providing

much type of trainings and facilities to employees for improve them. Where, Job rotation is

identified as a best on job training tool to achieve such requirements.

1.2 Research problem

Scarcity of resource is one of the major problems and everyone expect to get maximum utilization on

their every spending. Organizational Citizenship Behavior is best way to reach increase in efficiency

and performance without increasing in the cost. In that way banking is a highly competitive industry

and practicing organizational citizenship behavior at banks can provide positive behaviors to

employees. Every bank has the goal of capturing the market lead role and competitive advantage. So,

maintaining a competitive workforce becomes so important to banks because competition within the

industry is higher as all banks provide similar services. To maintain such employees, it is

important to provide convenient and comfortable work environment.




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Increased level of Role stress negatively influences in employees and organizational

performance. A well planned rotation program can use as training mechanism at banks. Adjei

(2012) concludes, job rotation programs provide inexperienced staff with on-the-job training

and widened existing staff knowledge. Comfortable and supportive feeling of employees at

banks will lead them to be more committedly work for their banks. So this study tends to

investigate „the impact of organizational commitment on Organizational citizenship behavior

with the effects of Role stress and Job rotation‟.

1.3 Research question

What is the relationship and impact of Organizational Commitment in Organizational

Citizenship Behavior?

What is the relationship and impact of Role stress and Job rotation on Organizational

Commitment?

To which extent job rotation and role stress effect organizational citizenship behavior

through make effects on Organizational Commitment?

1.4 Objective of the study

To identify the relationship and impact of Organizational Commitment in

Organizational Citizenship Behavior.

To find out the relationship and impact of Role stress and Job rotation on

Organizational Commitment.

Identify mediating role of Organizational Commitment.

To suggest the organization to improve the Organizational Citizenship Behavior

through managing Organizational Commitment with the effects of Job Rotation and

Role Stress.

2.0 LITERATURE REVIEW

2.1 Organizational Citizenship Behavior




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Organizational Citizenship Behavior provides unbounded positive behaviors and efficient

methods of behaving towards its organization. The concept Organizational Citizenship

Behavior was introduced by Dennis Organ for the first time. Bateman and Organ (1983)

defined, Organizational Citizenship Behavior as “Those extra work related behaviors which

go above and beyond the routine duties prescribed by their job descriptions or measured in

formal evaluations.” One can simply imply that development of this concept can result

increased performance, and long - range sustainability toward organization.

2.2 Organizational commitment

Every organization has a need that work force to be committed in the organization because,

mainly performance of organization influenced by the strength of work force they have with

them. Organizational Commitment can be known as feeling of dedication towards

organization. Mowday et al. (1979) defined organizational commitment as "active

relationships with the organization such that individuals are willing to give something of

themselves in order to contribute to the organization‟s well-being". Organizational

commitment affects many variables; also affected by many variables.

2.3 Role stress

Role stress known as the stress experienced cause of role in job. For the first, the term stress

developed by Hans Selye in 1936, who defines it as “the non-specific response of the body to

any demand for change” (http://www.stress.org/what-is-stress/). Stress can look in two ways

as per Selye, those are eustress and distress, where eustress is suggests maintaining for

motivation and further improvements. When stress goes beyond the control, then it tends to

show negative behaviors; which is named as distress by Selye. However, managing Role

stress in limit will be advantage for organizations.

2.4 Role Rotation

To compete in competitive world, every organization needs a talented work force at their

organization. To keep such work force, organizationsare investing a lot on their employees


http://www.stress.org/what-is-stress/



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and offering many types of training programs. One of the effective training tools is Job

rotation and it has taken in to concern by many authors in many views. Job rotation can be

said as it is a systematic movement from one job to another, in a specific time interval and

within the same level or grade. Campion (1994) discussed many things about job rotation; it

increases affective career related outcomes such as commitment and involvement.

2.5 Relationship between Organizational Commitment and Organizational Citizenship

Behavior

Organizational commitment is important at workplace and organizations are trying to

maximize the commitment of workers towards organizations. Committed work force will

give their maximum output to organization and stay remains in organization. Maintaining

commitment level in high can increase Organizational Citizenship Behavior in the

organization. Many past researchers included Organizational Commitment as predictor to

Organizational Citizenship Behavior (Alizadeh, darvishi, Nazari, & Emami (2012); Ueda as

cited in Morrison, (1994); Smith, Near and Organ (1983)). For example, Jahangir, Akbar, &

Haq (2004) concluded Organizational commitment as one of the predictor of organizational

citizenship behavior in his listed predictors. From the support of past researches, this study

would take assumption of Organizational commitment having positive influence towards

Organizational Citizenship Behavior.

2.6 Relationship between Role Stress and Organizational Commitment

Importance of Role stress has underlined by many past researchers. Role stress is highly

considered by organizations as it creates many problems in organization. Mostly role stress

plays a negative role in any variable. Like that it also plays negative influence in

organizational commitment. Nafei (2014) conducted a study on Egyptian commercial banks,

result also supports for the negative influence of Role stress in Organizational

commitment.Past studies support to negative relationship among role stress and

Organizational Commitment as well organizational citizenship behavior (Eric G. Lambert et

al. (2005); Chang, Shih, Ho & Liang (2009); Karabay (2014)). As per this,for this study




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assumption can be taken as there is negative relationship between Role stress and

organizational commitment.

2.7. Relationship between Job rotation and Organizational commitment

Job Rotation is an excellent tool for enhancing motivation, commitment and job involvement

and reduces absenteeism and boredom. Job rotation can be connected to the OCB with the

support of mediating variable organizational commitment. Mohsan (2012), conducted

research in banking sector says there is a positive relationship but who found weak

interrelation between employee motivation, employee commitment and job involvement with

job rotation. From this assumption can conclude as there is positive influence of Job rotation

in Organizational Commitment.

2.8Conceptual Model

Fig. 1. Conceptual model

(Source: Developed for study)

As per Conceptual model, Organizational Citizenship Behavior is dependent variable. Role

stress and Job Rotation are considered to be as antecedents of Organizational Commitment.

Role Stress and Job Rotation connected to Organizational Commitment.Organizational

Commitment is connected with Organizational Citizenship Behavior. As well this study

trying to explore mediating role of Organizational Commitment in linking antecedents Role

Stress and Job Rotation with Organizational Citizenship Behaviors

3.0 METHODOLOGY

The study was conducted on Employees from 13 banks in Manmunai North Divisional

Secretariat at Batticaloa District. Study population is 247 that is total number of employees

Role Stress

Organizational

Commitment

Job Rotation

Organizational

Citizenship

Behavior




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working in selected 13 banks. This study mainly based on Primary data. For the study 200

questionnaires were issued to the bank employees in Batticaloa Manmunai North Divisional

Secretariat area on random sampling basic and 166 questionnaires were duly filled and

returned. Structured questionnaires with closed statements were used and Likert‟s Five Points

Rating Scale used to measure purpose (1- Strongly disagree, 2- Disagree, 3- Not decided, 4-

Agree and 5- Strongly Agree). SPSS (19.0) package used for data analysis. Relationship

within variables analyzed through Correlations and to analyze the impact of variables,

regression analysis has been used.

4.0 DATA ANALYSIS AND RESULTS

1.1 4.1SAMPLE PROFILE

Descriptive statistical analysis was run on respondents‟ demographic variables. The results

are shown in Table 4.1.

Table 4.1 Summary of demographic information

Demographic Profile

Frequencies Percentages

(%)

Gender Male

Female

97

69

58.4

41.6

Age groups 21 - 30

31 – 40

41 – 50

Over 50

115

38

10

3

69.3

22.9

6.0

1.8

Rotated Times Once

1-3 times

3-5 times

More than 5 times

Nil

46

68

18

7

27

27.7

41.0

10.8

4.2

16.3

Working

experience

Less than 2 years

2 – 4 years

5 – 7 years

8 – 10 years

Over 10 years

37

46

49

13

21

22.3

27.7

29.5

7.8

12.3

Table 4.1 exhibits that male respondents are accounted as 58.4 percent of the total number of

respondents. Majority of the respondents were between21 to 30 years old (69.3%). 41% of




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the respondents were rotated 1 to 3 times. And 29.5%, majority of respondents have 5 to 7

years of experience in the industry.

4.2 Reliability analysis

The Reliability of an instrument was measured using cronbach‟s alpha test. Cronbach‟s

Alpha Coefficient values for all variables are more than 6.0. So, it reveals that selected

variables have high reliability.

Table 4.2 Reliability analysis

Variables Cronbach’s alpha

Role stress 0.879

Job rotation 0.789

Organizational commitment 0.885

Organizational citizenship behavior 0.780

(Source: Survey data)4.3 Relationship and impact of Organizational

commitment in Organizational citizenship behavior

4.3.1 Relationship between Organizational commitment and Organizational citizenship

behavior

Table 4.3.1 Relationship between Organizational commitment and

Organizational citizenship behavior

Organizationa

l commitment OCB

Pearson Correlation 1 .715**

Sig. (2-tailed) .000

N 166 166

**. Correlation is significant at the 0.01 level (2-tailed).

(Source: Survey Data)

Table 4.3.1 shows that the Pearson correlation between Organizational commitment and

Organizational citizenship behavior is 0.715. The significant value of 0.000 indicates that the




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relationship is statistically significant and has a strong positive relationship between

variables. Which result issimilar to earlier studies (Chinomona, E., & Dhurup, M. 2015;

Ueda; Tang, 2008).

4.3.2 Impact of Organizational commitment on Organizational citizenship behavior

Impact of Organizational commitment on Organizational citizenship behavior is calculated by

using simple regression analysis.

Table 4.3.2.1 Impact of Organizational commitment on

Organizational citizenship behavior

Model R R Square

Adjusted R

Square

Std. Error of

the Estimate

1 .715a .511 .508 .253

a. Predictors: (Constant), Organizational commitment


The model summary results shows, R square is 0.511 and it can conclude that 51.1% of

variability in Organizational citizenship behavior is accounted by Organizational

commitment.

Table4.3.2.2 Coefficientsof Organizational commitment and Organizational

citizenship behavior

Model

Unstandardized

Coefficients

Standardiz

ed

Coefficients

t Sig. B Std. Error Beta

(Constant) 1.842 .159 11.583 .000

Organizational commitment .493 .038 .715 13.082 .000

a. Dependent Variable: OCB





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The β coefficient for Organizational commitment is 0.493. The β-coefficient shows that every

unit of increase in Organizational commitment increases the Organizational citizenship

behavior by 0.493.

4.4 Relationship and impact of Role stress on Organizational Commitment

4.4.1 Relationship of Role stress on Job satisfaction and Organizational commitment

The table 4.4.1 shows the Pearson‟s correlation of Role stress on Organizational commitment

of banks in Manmunai North of Batticaloa district.

Table 4.4.1 Relationship of Role stress and Organizational

commitment

Role stress

Organization

al

commitment

Pearson Correlation 1 -.514**


N 166 166



Based on the table 4.4.1 the coefficient of correlation (R) between Role stress and

Organizational commitment is -0.514. The significant value of 0.000 (2-tailed) indicates that

the relationship is statistically significant and there is a strong negative relationship between

variables. This result is reconfirming the negative relationship of Role stress and

Organizational commitment (Nafei, 2014; Chang, Shih, Ho & Liang, 2009; Tang, 2008).

4.4.2 Impact of Role stress on Organizational commitment

Impact of Role stress on Organizational commitment is calculated by using simple regression

analysis




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Table 4.4.2.1 Impact of Role stress on Organizational

commitment

Model R R Square

Adjusted R

Square

Std. Error of

the Estimate

1 .514a .265 .260 .449

a. Predictors: (Constant), Role stress


As per the model summary, R square is 0.265 and it concludes that 26.5% of variability in

Organizational commitment is accounted by Role stress.

Table 4.4.2.2 Coefficientsof Role stress on Organizational commitment

Model

Unstandardized

Coefficients

Standardized

Coefficients

t Sig. B Std. Error Beta

(Constant) 5.033 .116 43.475 .000

Role stress -.300 .039 -.514 -7.683 .000

a. Dependent Variable: Organizational commitment


Coefficient result shows a significant negative influence of Role stress on Organizational

commitment. The β-coefficient of Role stress -0.300.

4.5 Relationship and impact of Job rotation on Organizational Commitment

4.5.1 Relationship of Job rotation on Organizational Commitment

The table 4.5.1 shows the Pearson‟s correlation of Job rotation and Organizational

commitment of banks in Manmunai North of Batticaloa district.




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Table 4.5.1 Relationship of Job rotation on Organizational

commitment

Job

rotation

Organizationa

l commitment

Pearson Correlation 1 .520**


N 166 166



Based on the table 5.4.5.1 the coefficient of correlation (R) between Job rotation and

Organizational commitment is found as strong positive (0.520) correlation at the significance

level 0.000 (2-tailed). There is a strong positive relationship between the variables found as

per results. But whereas, Mohsan (2012) found weak positive relationship in banking sector

of Pakistan. However, study results supporting to the past findings as relationship is positive.

4.5.2 Impact of Job rotation on Organizational Commitment

Impact of Job rotation on Organizational commitment is calculated by using simple

regression analysis.

Table 4.5.2.1 Impact of Job rotation on Organizational

commitment

Model R R Square

Adjusted R

Square

Std. Error of

the Estimate

1 .520a .270 .266 .447

a. Predictors: (Constant), Job rotation


As per model summary results, R square is 0.270 and it indicates that 27% of variability in

Organizational commitment is accounted by Job rotation.




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Table 4.5.2.2 Coefficientsof Job rotation on Organizational commitment

Model

Unstandardized

Coefficients

Standardized

Coefficients

T Sig. B Std. Error Beta

(Constant) 2.159 .262 8.235 .000

Job rotation .480 .062 .520 7.797 .000

a. Dependent Variable: Organizational commitment


Coefficient result shows a significant positive influence of Job rotation on Organizational

commitment. The β-coefficient of Job rotation 0.480 shows that every unit of increases in Job

rotation increases the Organizational commitment by 0.480.

4.6 Mediating role of Organizational Commitment

Table 5.4.8.1 Mediating role of Organizational commitment

Model 1

(RS, JR >

OC)

Model 2

(OC > OCB)

Model 3

(RS, JR >

OCB)

Model 4

(RS, JR, OC

> OCB)

R 0.628 0.715 0.681 0.776

R2 0.394 0.511 0.464 0.603

ANOVA- Sig 0.000 0.000 0.000 0.000

Constant 3.304 1.842 2.981 1.889

β-coefficient

Role stress -0.220 -0.135 -0.062

Job rotation 0.356 0.310 0.192

Organizational

commitment

0.493 0.330

(Source: Survey data)

Four models were formulated to identify the mediating roles of Organizational commitment

(Table 5.4.8.1). Models of Organizational commitment are statistically significant and have




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strong predictions. More than 35% of variability of dependent variable is explaining by

independent variables. As per results of ANOVA table, independent variables are jointly

explaining dependent variables. Job rotation and Organizational commitment have positive

impacts on dependent variables while, Role stress has negative impact.

β-coefficients of Role stress and Job rotation in model 3 is decreasing in model 4, when

comparing Model 3 and 4 of Organizational Commitment. This is because, effects of Role

stress and Job rotation on Organizational citizenship behavior is affecting by Organizational

commitment. Thus, it can be concluded that Organizational commitment is playing mediating

role in connecting Role stress and Job rotation with Organizational citizenship behavior.

5.0 CONCLUSION AND RECOMMENDATION

The overall research results concluded that Organizational Citizenship Behavior is affected

by Role stress and Job rotation through making effects on Organizational Commitment.

Where, Relationship and impact of Job rotation towards Organizational Commitment is

positive and Role stress has negatively influenced. Organizational Commitment has positive

effects on Organizational Citizenship Behavior. Founded results were matching with results

of past researches. Also this study concludes that Organizational Commitment playing a

mediating role in connecting role stress and Job rotation with Organizational Citizenship

Behavior.

Based on the results it can be recommend that, providing a supportive and comfortable work

environment would increase the performance and Organizational citizenship behavior at

banks because Organizational commitment holds high percentage of effects on

Organizational citizenship behavior. Role stress having negative influence in Organizational

commitment cause of that increase on it may harm organization. On the other words, Limited

amount of Role stress can help to improve Commitment level of employees. As Job rotational

effects are positive it can be used to improve Organizational commitment in banks. So,

managing role stress in a limit and properly managed job rotation practice would help the

banks for maximizing performance.




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6.0 LIMITATIONS AND FUTURE IMPLICATIONS

This study conducted in Batticaloa District and focuses only banks but further it can be

possible to expand the scope to other districts and sectors. Further research can be done

include more variables to measure Organizational citizenship behavior, as this study

considers job satisfaction and organizational commitment, with the effects of role stress and

job rotation to explain the Organizational citizenship behavior.

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