Propensity for participative decision-making, job satisfaction, organizational commitment, organizational citizenship behavior, and intentions to leave among Egyptian managers

Multinational Business Review, Spring 2003 by Parnell, John A, Crandall, William (Rick)

The job satisfaction-organizational commitment linkage has received considerable attention in the literature, with most studies providing support for a significant, positive association. We also expect to find a positive linkage among Egyptian managers.

P4: There will be no significant relationship between PPDM and organizational commitment among Egyptian managers.

P5: Each of the factors identified in the job satisfaction scale will be positively associated with organizational commitment.

Organizational Citizenship Behavior

Organizational citizenship behavior (OCB) is employee behavior that goes beyond the call of duty and is therefore discretionary and not formally rewarded (Konovsky & Pugh, 1994; Bolino, Bloodgood, & Turnley, 2001). In the recent past, many names have been given to this phenomenon, including prosocial organizational behavior (Brief & Motowildo, 1986), organizational spontaneity (George & Brief, 1992), and extra-role behavior (Van Dyne & Cummings, 1990). As a result, researchers even recently have applied numerous operational definitions to the construct (George, 1991; Graham & Verma, 1991; Moorman, 1991; Pierce, Gardner, Cummings, & Dunham, 1989; Van Dyne, Graham, & Dienesch, 1994; Wiams & Anderson, 1991).

Nonetheless, the common thread to these diverse approaches appears to attempt to identify work behavior that will have a lasting impact on organizational effectiveness, but which is often absent from the traditional approaches researchers use to measure job performance (Van Dyne et al., 1994).

Research has recently begun to establish links between the construct and several other outcome variables, including organizational justice perceptions and job satisfaction (Konovsky & Pugh, 1994; Moorman, 1991; Organ, 1990). Specifically, supervisor actions have been found to greatly influence an employee's OCB (Moorman, 1991). We expect that links between organizational citizenship behavior and the constructs of job satisfaction and organizational commitment will be present in Egypt just as in the West.

P6: There will be a positive association between job satisfaction and organizational citizenship behavior.

P7: There will be a positive association between organizational commitment and organizational citizenship behavior.

Intentions to Leave

"Intentions to leave" has received recent attention as a critical outcome variable in organizational research (Mitchell, Holtom, Lee, Sablynski, & Erez, 2001). Strong links have been found between intentions to leave and organizational commitment (Becker & Billings, 1993; DeConinck & Bachmann, 1994), worker burnout (Weisberg, 1994), job satisfaction (Begley & Czajka, 1993), information seeking processes (Morrison, 1993), propensity for participative decision-making (Crandall & Parnell, 1994), gender (Miller & Wheeler, 1992), justice perceptions (Dailey & Kirk, 1992), and leadership style (Rosin & Korabik, 1991). It is expected that the relationship between job satisfaction and intentions to leave in Egypt will be positive just as it has been in studies in the West.