The impact of firm-based organizational citizenship behavior on continuance and normative commitment among pharmaceutical executives : an SEM approach

Aim/purpose - The study was based on social exchange theory and addressed the effects of firm-based organizational citizenship behavior (OCB) on normative and continuance organizational commitment (OC). Multigroup behavioral differences among pharmaceutical executives were also evaluated. Design/methodology/approach - This study employed an empirical, explanatory cross-sectional study with online questionnaires administered to four hundred and one randomly selected pharmaceutical executives in Nigeria. The covariance-based structural equation modeling technique was used for testing hypotheses. Firm-based OCB domains - conscientiousness, sportsmanship, and civic virtue were regressed on OC domains of continuance, and normative. The hypothesized effects of firm-based OCB on the domains of OC were examined using Analysis of Moment Structures (AMOS). Findings - The structural model had acceptable fit measures. Conscientiousness and sportsmanship behaviors were negatively related to normative OC while civic virtue had a positive significant relationship with normative OC. Multigroup comparisons based on gender, profession, and type of organization revealed significant effects on the relations between civic virtue and normative OC. Employees highly vested with enhancing and representing their company's image, tend to be more obligated to continue and remain with the organization. The more self-directed, and less-complaining employees are, the lower the tendency to remain with the organization. The nuances of group differences among employees had an impact on examined relationships. Research implications - Human resource managers should adequately stimulate and motivate employees to be ambassadors of the organization. This is achievable by instilling a sense of ownership and loyalty in employees. Further implications are discussed. Originality/value/contribution - The study disentangled the relations between OCB and OC in the context of pharmaceutical executives in a developing country. The study highlighted the essence of group-specific differences in behavioral evaluation among pharmaceutical executives.