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Impact of organizational citizenship behavior on job performance in Indian healthcare industries

Author

Listed:
  • Eeman Basu
  • Rabindra Kumar Pradhan
  • Hare Ram Tewari

Abstract

Purpose - The purpose of this paper is to explore the relationship between organizational citizenship behavior (OCB) and job performance. It also examines the mediating role of social capital in influencing the relationship between OCB and job performance. Design/methodology/approach - The study explores the dynamic relationship among the variables of OCB and job performance and social capital. Data were collected from 501 respondents working in 15 healthcare organizations in Kolkata, India, through questionnaire survey. Likert-type rating scales of OCB, job performance and social capital with sound reliability and validity were used to carry out the survey. The data were analyzed using structural equation modeling. Findings - The results of the present study show that OCB significantly predicts job performance in healthcare organizations. Social capital found to be a significant mediator between OCB and job performance. Research limitations/implications - The findings of the study have a number of implications for organizations in acknowledging and leveraging social capital and encouraging OCB to facilitate superior performance of employees. The generalization of the findings of the study should be restricted to the healthcare organizations in Kolkata due to its own style of functioning, workforce and work environment. The role of demographic variables in influencing the outcome measures has not been considered for the present study. Further research on these aspects may reveal more interesting results with regard to the dynamics among organizational citizenship behavior, social capital and job performance. Practical implications - Employee-friendly management practices should be adopted in organizations to facilitate the formation of network building and development of social capital which serves as an asset to organizations and creates competitive advantage. Originality/value - The research findings enrich our understanding of voluntary social participation and citizenship behavior of employees for influencing performance at work. The study also provides useful and unique insight on the benefits of networking in healthcare organizations particularly helping employees to cope with emergency situations. The findings as well as methodology used in this study are original and unique.

Suggested Citation

  • Eeman Basu & Rabindra Kumar Pradhan & Hare Ram Tewari, 2017. "Impact of organizational citizenship behavior on job performance in Indian healthcare industries," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 66(6), pages 780-796, July.
  • Handle: RePEc:eme:ijppmp:ijppm-02-2016-0048
    DOI: 10.1108/IJPPM-02-2016-0048
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    Citations

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    Cited by:

    1. Yavuz Korkmazyurek, 2022. "Does Project Citizenship Behavior Leads Network Expansion? Gender-Based Comparison," SAGE Open, , vol. 12(2), pages 21582440221, April.
    2. N. Thevanes & S. Harikaran, 2020. "Work-Life Balance and Organizational Performance: The Mediating Role of Organizational Citizenship Behavior," Asian Journal of Social Sciences and Management Studies, Asian Online Journal Publishing Group, vol. 7(4), pages 280-287.
    3. Muafi Muafi & Yuni Siswanti & Mohammad Ziad Anwar, 2021. "Work life balance in Islamic perspective (WLBIP) and its impact on organizational citizenship behavior in islamic perspective (OCBIP) and service performance," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 10(3), pages 223-230, April.
    4. Ardian Mustofa & Muafi Muafi, 2021. "The influence of situational leadership on employee performance mediated by job satisfaction and Islamic organizational citizenship behavior," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 10(1), pages 95-106, January.

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