Do Power and Commitment Impart Organizational Citizenship Behavior? An Empirical Study on Developing Country’s Banks

Abstract

Shaping the behavior of the employees determines one of the crucial duties of the organizations. Mobilizing power and getting commitment from individuals is the foundation for effective organizational citizenship behavior (OCB). This research aims to focus on the key factors influencing OCB in the banking industry in Bangladesh. Structural equation modeling was used to analyze the data. A questionnaire survey was used to collect data from different banks operating in Bangladesh. The result reveals that critical aspects of social power, e.g., reward, legitimate, expert, and referent power, confirm their influence on organizational commitment (OC). In contrast, coercive power fails to connect with OC towards OCB. However, this paper also successfully brings them together to describe their linkage through mediation by OC and to quantify the relationship. Furthermore, similar research can be extended to banks operating in other developing countries having the same economic status.