How Organizational Citizenship Behavior affect Employee Job Performance : The Role of Organizational commitment, and Self-Efficacy, complemented by Group Cohesiveness

This paper examines how a group member’s individual-targeted citizenship behavior (OCBI) and organization-targeted citizenship behavior (OCBO) interact with a salient group-level contextual variable, group cohesiveness, to foster positive change for that group member, starting with job self-efficacy, and organizational commitment followed by job performance. For this, we proposed a theoretical framework contending that OCBI and OCBO increase organizational commitment, and self-efficacy among the employees, and this, would increase their job performance. We also contend that group cohesiveness moderates the effect of both OCB on their outcomes in a way that higher cohesiveness would strengthen the effect of OCBI, and OCBO on self-efficacy and commitment. The target population for this survey was employees of public listed banks in Pakistan, who are working at a different level. A total of 204 self-administered questionnaires were distributed. The questionnaire questions are adopted from an established instrument previously used in another research for measuring each variable. We found that OCBI, and OCBO both seem to have a significant and positive effect on self-efficacy. OCBI also seems to positively affect organizational commitment that in turn increases job performance. OCBI also seems to directly and positively impact job performance, hence establishing partial mediation of organizational commitment. However, the moderation of group cohesiveness remains inconclusive. Managers should try to foster OCB among employees, which can strengthen both team cohesion and the team’s confidence in task performance