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organizational spontaneity (Van Dyne, Cummings, & McLean Parks, 1995). Theses behaviour is especially beneficial for hospitality and restaurants organizations to effectively deliver timely and tailored services for customers (Sammons, 1994). From the research, definitions of OCB have difference view between Organs and Katzs ideas. Although they have stated that OCBs contain all positive organizationally relevant behaviours but from the Organs idea stated that organizational citizenship behaviours can be defined as the type of behaviour that is not a part of job description, but it is rather a matter of personal choice and the willingness to do more than expectation. However from Katzs idea stated that some level of extra-role behaviour is necessary to ensure the survival and success of social system. Furthermore, the factors that are intended to investigate in organizational citizenship behaviours is perceived organizational support, organizational commitment, organizational identification and organizational justice (distribute justice, procedural justice).
Organizational support theory (OST: Eisenberger, Huntington, Hutchinson, & Sowa 1986; Rhoades & Eisenberger, 2002; Shore & Shore 1995) holds that in order to meet socio-emotional needs and to assess the benefits of increased work effort, employees form a general perception concerning the extent to which the organization values their contribution and cares about their well-being. Such perceived organizational support (POS) would increase employees obligation to help the organization reach its objectives, their affective commitment to the organization, and their expectation that improved performance would be rewarded. Behavioural outcomes of POS would increase in in-role and extra-role performance and decrease in stress and withdrawal behaviours such as absenteeism and turnover. The meta-analysis of research on POS, carried out by Rhoades and Eisenberger (2002) indicated that three general categories of favourable treatment received by employees (fairness of treatment, supervisors support, and rewards and job conditions) are positively related to POS, which in turn is associated with outcome favoured by employees, for example, increasing affective commitment and performance and reduced turnover. POS specifies mechanism responsible for these associations, allowing stringent tests of the theory. POS is assumed to be a global belief which employees form concerning their valuation by the organization. Based on the experience of personal relevant organizational policies and procedures, the receipts of resources and the interaction with agents of the organization, an employee would distil the organizations general orientation towards him or her. Thus the organizations discretion is important for determining the extent to which different treatments has most impact on POS. For example, union workers might receive excellent wages and benefits. However, if these benefits resulted from difficult contested negotiations, employees would consider the benefits to have been provided involuntarily, and the benefits would have little influence on POS. According to organizational support theory, the relationship between performance-reward expectancies and POS should be reciprocal (Eisenberger, 1986; Shore & Shore, 1995). Favourable opportunities for rewards would convey the organizationals positive valuation of employees contribution and thus contributes to POS (cf. Gaertner and Nollen, 1989). POS in turn, would increase employees expectations that high performance will be rewarded. Consistent with these views, the meta-analysis by Rhoades and Eisenberger (2002) found that opportunities for greater recognition, pay and promotions were positively associated the POS. An additional research is needed concerning the mediating role of reward expectancies in the relationship between POS and performance.
According to Meyer and Allen, these components of commitment are not mutually exclusive where an employee can simultaneously be committed to the organization in an affective, normative and continuance sense, at varying levels of the intensity. Meyer and Allen also argue that an employee has a commitment profile that reflects high or low levels of all three of these mind-sets, and different profiles have different effects on workplace behaviours such as job performance, absenteeism and the chance that the organization member will quit. Organizational commitment has been extensively researched as an important factor in retaining and motivating employees and human resource management strategies have been proposed to develop organizational commitment. However, there has been considerable interest in organizational commitment constructed due to its reported relationship with organizational efficiency and effectiveness (Beck & Wilson, 2000). In addition, the number of studies has shown a positive correlation between organizational commitment and job performance (Hunter & Thatcher, 2007; Pool & Pool, 2007). Meyer, Stanley, Herscovitch, and Topolnytsky (2002) in their meta-analysis found that affective commitment was negatively correlated with turnover and withdrawal cognition, absenteeism, work-family conflict and positively correlated with job performance and organizational citizenship behaviours. All of these forms shown the strongest correlation with desirable organizational outcome and hence, organizations typically strive to foster this type of commitment among their employees (Meyer & Allen, 1997). Affective commitment is defined as an employees emotional attachment to, identification with, and involvement in the organizational (Meyer & Allen, 1991, p67). The scope of article by Andrew Hale Feinstein (1999) focuses upon job satisfaction and its relationship with organizational commitment. The purpose of this study is to gain better understanding of the relationship between job satisfaction and organizational commitment of employees at two locations of a national restaurant chain in Southern Neveda. In an effort to evaluate the relationship between job satisfaction and organizational commitment within food service operation, two (2) widely used and validated instruments that assess these phenomena were identified the Minnesota Satisfaction Questionnaire (MSQ) and the organizational commitment questionnaire. The proposed theoretical framework can facilitate research that seeks to understand the impact of learning in workplace on employee commitment. This study also seeks to contribute to management practices by considering important organizational learning process that influences employee commitment. Besides, this study contributes a conceptual model graphically depicting the relationship between job satisfaction and organizational commitment. It also identifies
several variables that significantly affect job satisfaction in a small sample of participants and suggested others that might be found to be significant in other studies.
Furthermore organizational identification is a cognitively based identity that an individual and an organization share (Wan-Huggins, Riordan, & Griffeth, 1998). In general, an organization engages in strategies to enhance organizational identification among its members so that they will act in ways that are perceived to benefit the organization (Pratt, 1998; Tompkins & Cheney, 1985). Consequently, some researchers have argued that because engendering organizational identification among organization members is necessary for the organization to function effectively, it should be one of an organization's most important tasks (Pratt, 1998). Although factors such as employees' increasing adoption of transactional psychological contracts, more flexible organizational forms, and increased levels of diversity make identity work (i.e., crafting the organization's identity and promoting identification with the organization) by organizations increasingly complex, these factors also reinforce the importance of gaining a greater understanding of the identification process (Albert, Ashforth, & Dutton, 2000). For example, while the number of virtual workers grows, and while traditional means of managing employees become less relevant, management's ability to foster identification within the workplace has become even more essential "because it may replace or otherwise compensate for the loss of aspects of traditional organizations that facilitate cooperation, coordination and the long-term effort of employees" (Weisenfeld, Raghuram, & Garud, 2001, p. 215). Accordingly, there is a need for research that examines those factors that might influence both (a) an individual's identification with his or her organization and (b) the extent to which organizational identification is related to important outcomes, such as helping or citizenship behaviour (Dukerich, Dutton, & Shortell, 2002; Feather & Rauter, 2004), cooperation (Dukerich et al., 2002), intentions to remain with the organization (Wan-Huggins et al., 1998), and turnover (Mael & Ashforth, 1995). Researchers have shown that there are a wide variety of theoretical antecedents that are related to organization identification, one emerging stream of researchers has focused on construed external image. Construed external image "refers to a member's beliefs about outsiders' perceptions of the organization" (Dutton, Dukerich, & Harquail, 1994, p. 248). Researchers have consistently shown that construed external image is positively related with organizational identification in a wide variety of settings (e.g., Lipponen, Kelkama, Olkkonen, & Juslin, 2005; Schmidts, Pruyn, & Van Riel, 2001; Wan-Huggins et al., 1998). However, no empiricist has examined the most frequent theoretical explanation of the relationship between these two variables (construed external image and organizational identification). Consequently, researchers can have some degree of confidence that construed external image is positively related to organizational identification, but having no evidence to support the primary theoretical underpinnings of this relationship. Therefore, the purpose of the present study was to
empirically examine one of the underlying theoretical explanations of why construed external image is related to organizational identification. Researchers have largely based their examinations of the identification process in organizations on earlier work on the social identification process in small groups (Ashforth & Mael, 1989; Elsbach, 1999). Social identification is an individual's cognitive connection with a group or the perceived overlap between the individual's identity and a group's identity (Elsbach, 1999)."Social identification, therefore, is the perception of oneness with or belongingness to some human aggregate" (Ashforth & Mael, 1989, p.21). Ashforth and Mael (1989, p. 21) argued that social identification serves two purposes: providing a cognitive separation and order of the social environment that gives an individual a systematic means of defining others and enabling an individual to locate or define him or herself in the social environment. Although most of the researchers of identification processes have worked in group settings, an emerging stream of researchers has focused on a specific type of social group: the formal organization (Elsbach, 1999). According to Dutton et al. (1994), members of an organization become psychologically attached to it when they "adopt the defining characteristics of the organization as defining characteristics for themselves" (p. 242). Thus, organizational identification occurs when an individual's self-concept is tied to his or her organizational membership (Dutton et al., 1994). Researchers have consistently differentiated organizational identification from other similar or closely related constructs (i.e., Pratt, 1998; Mael & Ashforth, 1992). Pratt (1998), for example, differentiated organizational identification from internalization of organizational values and beliefs, organizational commitment, and person-organization fit. While identification "refers to self in terms of social categories (I am), internalization refers to the incorporation of values, attitudes, and so forth within the self as guiding principles (I believe)" (Ashforth & Mael, 1989, pp. 21-22; italics added). Pratt (1998, p. 178) also distinguished organizational identification from organizational commitment in that "identification explains the individual-organization relationship in terms of an individual's self-concept; organizational commitment does not." Accordingly, an individual who identifies with an organization would certainly experience "some psychic loss" if they left the organization, whereas an individual who is committed to the organization would not necessarily (Ashforth & Mael, 1989, p. 23). Empirical research supports the view that organizational identification is distinct from organizational commitment (Gautam, Van Dick, & Wagner, 2004). Finally, although person-organization fit may be similar to organizational commitment, the person-organization fit concept is broader than organizational identification and focuses on what
an individual contributes to the organization (Pratt 1998), rather than the influence of organizational characteristics on an individual's self-concept. Thus, researchers have conceptually differentiated organizational identification from other attachment-related constructs. Researchers have identified several different antecedents to organizational identification including procedural justice (Tyler, 1999), communication climate (Schmidts et al., 2001), positive affectivity (Kreiner & Ashforth, 2004), organizational distinctiveness (Mael & Ashforth, 1992), construed external image (Dutton et al., 1994), internal respect (Tyler, 1999), length of membership (Bhattacharya, Rao, & Glynn, 1995), level of contact with the organization (Bhattacharya et al., 1995), inter organizational and intra organizational competition (Mael & Ashforth, 1992), participation in decision making (Pierce & Dunham, 1987), role conflict or ambiguity (Wan-Huggins et al., 1998), biodata (Mael & Ashforth, 1995), and age (Riketta, 2005).
important in distributive justice. Therefore, by effectively implementing distributive justice, it will enhance the employee organization citizenship behaviour. The second rule of distribution is the equality rule which states that all individuals, regardless of ability and gender, have equal opportunity to obtain the same reward. Since this is ineffective to reward people at random, a modified version is used to reward people based on ability, knowledge, and productivity. The last rule of distribution is the need rule. It is the idea that less well to do people deserve the reward more than others. For example, an employee who drives a car to work will be a more deserving case for a pay increase rather than someone who does not use a car. If the organization acts otherwise then it has breach the need rule of distribution. In conclusion, distributive justice plays an important role in organizational citizenship behaviour. Effectiveness of implementing distributive justice will enhance the job performance of the employees. Besides, the three (3) rules of distribution are important to evaluate distributive justice. It serves as the major factor to measure distributive justice.
In a more recently study, William et al. (2002) found that organization justice component have strong positive effect on OCB. Procedural justice has been shown to be related to employee attitudes (Dailey, Kirk, 1992; Konovsky & Folger, 1994; Lemons and Jones, 2001; McFarlin & Sweeney). According to Folger, Kober, Konovsky & Mary A. (1989), procedural justice is more strongly related to attitude about institutions and their authorities. Different thinking of a person will influence the attitude of a person. Therefore, it has a positive relation between attitude and procedural justice. If the employees have been treated unfairly in the organization, they would probably show negative attitude to their manager or employer. In addition, positive attitude will lead to success in implementing OCB. Muchinsky (2000) argue that a decision is procedurally just if it is consistent, without personal bias, with as much accurate information as possible, and with an outcome that could be modified. In conclusion, perceive fairness is important to emergence OCB in an organization. Manager is required to learn to treat employee without being biased. Perceive fairness to an employee will make them feel they are being respected. In addition, fair treatment by a manager or employer will increase the positive attitude of the employee and thus lead to emergence of OCB in an organization. Manager is also required to collect as much as possible accurate information before make a job decision to ensure that the decision is fair to all employees. Thus, employees are satisfied with the decision and will not challenge it.