Antecedents of organizational citizenship behavior of marketing and supply chain employees
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Author(s)Murpin Josua SembiringLink to ORCID Index: https://orcid.org/0000-0001-7306-8063
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Anis EliyanaLink to ORCID Index: https://orcid.org/0000-0003-2172-5935
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Marcelia Papian
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Zainal AriefLink to ORCID Index: https://orcid.org/0000-0002-7850-2743
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Zaleha YazidLink to ORCID Index: https://orcid.org/0000-0002-4826-5513
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DOIhttp://dx.doi.org/10.21511/ppm.21(3).2023.20
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Article InfoVolume 21 2023, Issue #3, pp. 255-266
- 343 Views
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170 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
A marketing career entails a heavy burden and requires much originality and creativity, which can result in interpersonal friction. This situation influences employees’ affective commitment and organizational citizenship behavior (OCB). Consequently, the purpose of this study is to investigate how affective commitment, work overload, and interpersonal conflict may impact OCB when combined with social interaction. This survey involved 61 personnel from the marketing and supply chain departments of an Indonesian state-owned enterprise. The data were analyzed using a quantitative method and partial least squares (PLS) approach. This study revealed that work overload and interpersonal conflict have a negative impact on positive behavior and actions, including OCB and affective commitment. In addition, the findings accentuate the importance of employees’ affective commitment because it directly encourages employees to take on extra responsibilities. Furthermore, social interaction does not moderate the relationship between work overload and interpersonal conflict on affective commitment. This study broadened perspectives on OCB concerning work-related stressors and provided direction for the managerial team to cope with workload and conflict in the decision-making process.
- Keywords
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JEL Classification (Paper profile tab)J24, M54
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References42
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Tables5
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Figures1
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- Figure 1. Conceptual framework
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- Table 1. Respondents’ demographics
- Table 2. Analysis results
- Table 3. Loading factor
- Table 4. Path coefficients
- Table 5. Specific indirect effect
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The role of accounting in sustainable development
Inna Makarenko 
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Alex Plastun
doi: http://dx.doi.org/10.21511/afc.01(2).2017.01
Accounting and Financial Control Volume 1, 2017 Issue #2 pp. 4-12 Views: 5830 Downloads: 4344 TO CITEIdeology of Sustainable Development and Sustainable Development Goals influence the transformation of business processes in the companies. Professional accountants are important part of this transformation. In this paper the role of accounting in Sustainable Development Goals achievement is discussed. Different approaches to structuring the role of professional accountants in Sustainable Development are investigated. Among them are types of roles that perform accountants, their professional functions, skills and competencies in the corporate environment. As the result a holistic vision of the role of accounting in sustainable development in the new economic conditions is provided.
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Impact of transformational leadership on employees’ reactions to change and mediating role of organizational trust: Evidence from service companies in Hungary
Khadija Aya Hamza ,
Ayman Alshaabani ,
Najd Salameh ,
Ildiko Rudnak
doi: http://dx.doi.org/10.21511/ppm.20(2).2022.43
Problems and Perspectives in Management Volume 20, 2022 Issue #2 pp. 522-535 Views: 1122 Downloads: 288 TO CITE АНОТАЦІЯIn the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity.
This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation.
To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.
Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change.
This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support. -
The impact of perceived effectiveness of performance management system on affective commitment: Employee participation as a moderator
Emad Waladali
doi: http://dx.doi.org/10.21511/ppm.20(1).2022.41
Problems and Perspectives in Management Volume 20, 2022 Issue #1 pp. 514-531 Views: 745 Downloads: 361 TO CITE АНОТАЦІЯPalestinian companies nowadays realize the importance of performance management systems. This study examines the moderating effect of employee participation in the relationship between perceived effectiveness of performance management system and affective commitment of employees in Palestinian service companies. A questionnaire was designed using Google Docs and distributed randomly via e-mail among 174 employees working in Palestinian service companies. A structural equation modeling, using AMOS V26, was used to test the hypotheses. The findings showed that perceived effectiveness of performance management system has a significant positive impact on affective commitment (β = 0.77; p-value = 0.000). While the justice dimension of perceived effectiveness of performance management system has a significant positive impact on affective commitment (β = 0.52; p-value = 0.007), the accuracy dimension was found insignificant (β = 0.26; p-value = 0.178).
Regarding the moderating effect, neither the interaction between the perceived effectiveness of performance management system and employee participation (β = –0.031; p-value = 0.465) nor the justice dimension was significant (β = 0.103; p-value = 0.203). Nevertheless, the interaction between the accuracy dimension and employee participation was negative (β = –0.14; p-value = 0.034). This study yielded support for the importance of perceived effectiveness of performance management system. Employees who perceived the performance of management system to be effective have higher affective commitment. Therefore, managers, especially HR managers, in service companies should pay more attention to the perceived effectiveness of performance management system, especially its justice dimension, to gain the benefits of committed employees.
