Do Power and Commitment Impart Organizational Citizenship Behavior?: An Empirical Study on Developing Country's Banks

Introduction

Organizations are repetitively questing new ways to improve their performance in today’s marketplace. Pressure is mounting around, and institutional experts are facing difficulties in making strategies to satisfy their internal stakeholders to change their behavior for an effective outcome (Bizri, 2018). Increasing attention has been paid to the literature on organizational citizenship behavior (OCB) as an important means of enhancing productivity from within (Yang et al., 2016; Hart et al., 2016). Different studies have found OCB as a significant predictor and present OCB as engagement, satisfaction, motivation, and empowerment for greater organizational performance (Hu et al., 2017; Chan & Lai, 2017, Somech, 2016; Joo, & Jo, 2017; Akram et al., 2017). Podsakoff et al. (2014) found OCB in their study as individual behavior that confirms effectiveness for the organization through a discretionary effort without any direct or explicit reward. It is voluntary, and ownership of someone’s work is not required by the role or job description requirements but as a personal choice (Indarti, Solimun, Fernandes, & Hakim, 2017). Therefore, the higher the organizational commitment may, assume better the OCB in the organizations. Employees’ commitment is the pride of the employees of the organization as well as the gluiness of the bond between employees and the organization, which is believed to be able to increase the OCB. Most of the literature (Wombacher & Felfe, 2017; Köllen, 2016; Triana et al., 2015) surrounding OCB argues for the role of Organizational commitment (OC), Social power of the organization isolated to the extent of OCB. However, little is known about the linkage of OCB and social power with the mediating effect of OC in the Banking sector. The present paper intends to fill the gap in the current literature.