THE ROLE OF ORGANIZATIONA JUSTICE IN FOSTERING ORGANIZATIONAL CTIZENHIP BEHAVIOUR: A STUDY AT A MULTINATIONAL BANK IN INDONESIA

Authors

Hilmaya Puspa Dania University of Indonesia
Dewi Lusiana University of Indonesia

DOI:

Keywords:

Organizational Justice, Organizational Citizenship Behaviour (OCB), OCBI And OCBO, Bank, Employee Engagement

Abstract

This study investigates the influence of organizational justice on organizational citizenship behaviour (OCB) among employees at PT Bank DBS Indonesia. Drawing on Social Exchange Theory, the research explores how perceptions of fairness in outcomes, procedures, and interpersonal interactions drive employees’ willingness to go beyond formal job responsibilities. Using a quantitative survey method and Partial Least Squares Structural Equation Modeling (PLS-SEM), the study finds that organizational justice has a significant positive effect on both individual-directed OCB (OCBI) and organization-directed OCB (OCBO). These findings highlight the importance of fair treatment in promoting supportive, proactive, and loyal behaviors among employees—especially within the high-pressure, innovation-driven environment of digital banking. The study offers practical implications for managers in cultivating a fair workplace climate to foster employee engagement and long-term organizational success.

References

[1] Sofiah K.K., Padmashantini,P.,Gengeswari,K. (2014) A Study on Organizational Citizenship Behavior in Banking Industry, International Journal for Innovation Education and Research, Vol.2-07, 2014.

[2] Yaakobi, E. and Weisberg, J. (2020) Organizational Citizenship Behavior Predicts Quality, Creativity, and Efficiency Performance: The Roles of Occupational and Collective Efficacies, Front. Psychol. 11:758, doi: 10.3389/fpsyg.2020.00758

[3] Posdakoff, P. M., MacKenzie, S. B., Paine, B., & Bachrach, D. (2000). Organizational citizenship behavior: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513-563.

[4] Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. Lexington Books.

[5] Blau, P. M. (1964). Exchange and Power in Social Life. Wiley.

[6] Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874-900.

[7] Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of

Management, 16(2), 399–432. https://doi.org/10.1177/014920639001600208

[8] Yaakobi, E. and Weisberg, J. (2020) Organizational Citizenship Behavior Predicts Quality, Creativity, and Efficiency Performance: The Roles of Occupational and Collective Efficacies, Front. Psychol. 11:758, doi: 10.3389/fpsyg.2020.00758

[9] Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76(6), 845-855.

[10] Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617.

[11] Hair Jr, JF, Hult GTM, Ringle CM, Sarstedt M, Danks NP, Ray, S., …Ray S (2021)Moderation analysis. Partial least squares structural equation modeling (PLS-SEM) using R: A workbook, 155–172.