The Relationship between Organizational Commitment, Organizational Citizenship Behaviour and Employee Job Performance: Empirical Evidence from Metropolitan, Municipal and District Assemblies in Ghana

Abstract

Organizational experts have been studying the relationship between organizational commitment and job performance. Despite the fact that a large number of studies in literature have found a positive correlation between affective commitment and job performance, the results of some studies suggest that the relationship is not always positive. This brings to the for presence of mediator variables. Our study aims to demonstrate when and why affective commitment is more or less related to job performance by assessing them ediating role of OCB. The study employed quantitative survey and sampled556 employees from the Metropolitan, Municipal and District Assemblies in Ghana. A positive relationship was found between affective commitment and job performance, affective commitment and OCB, and OCB and job performance, according to empirical results from hierarchical multiple linear regressions.

Also, the mediation analysis reveal that OCB mediated the relationship between organizational commitment and job performance with sportsmanship dimension of OCB having the greatest mediation effect. Our findings reveal that, while affective commitment has a positive correlation with job performance, the link is better explained by contextual performance (OCB of workers).

We discovered that organizational commitment is more closely or strongly associated to job performance in the Ghanaian local government setting when employees are willing and ready to go above and beyond their normal line of duty (display citizenship behavior) to assist the organization achieve its objective. The practical contributions of the study are also carefully examined.