HRM PRACTICES AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (OCB): EVIDENCE FROM BANGLADESHI COMMERCIAL BANKS

Authors

DOI:

https://doi.org/10.18623/rvd.v22.n7.3878

Keywords:

HRM Practices, Organizational Citizenship Behavior (OCB), Commercial Bank, Bangladesh

Abstract

Human Resource Management (HRM) approaches play a critical role in enhancing the culture in organizations by inspiring employees to perform their best through practicing organizational citizenship behavior (OCB). The prime purpose of this study is to investigate the influence of four human resource practices—recruitment and selection, training and development, performance appraisals, and compensation on employees’ OCB in the commercial banking sector of Bangladesh. The study collected 170 samples from various commercial banks in Dhaka city to conduct the study, using a structured questionnaire. The study conducted Structural Equation Modeling PLS-SEM, which revealed that all the HRM practices have a significant positive relationship with OCB and performance appraisal, and training & development are the strongest predictors of OCB. The significance of this study is that it gives insights into commercial banks’ employees OCB and HRM practices relationship from a Bangladeshi context.

References

Afroj, S. (2012). View of ongoing corporate human resource management practice in banking sector of Bangladesh. Global Journal of Management and Business Research, 12(02), pp.105–108.

Ahmed, N. O. A. (2016). Impact of human resource management practices on organizational citizenship behavior: An empirical investigation from banking sector of Sudan. International Review of Management and Marketing, 6(4), pp.964-973.

Awang, M. M., Kutty, F. M., & Ahmad, A. R. (2014). Perceived social support and well being: First- year student experience in university. International Education Studies, 7(13), pp.261-270.

Berber, N., Morley, M. J., Slavić, A., & Poór, J. (2017). Management compensation systems in Central and Eastern Europe: a comparative analysis.The International Journal of Human Resource Management, 28(12), pp.1661–1689. doi:10.1080/09585192.2016.1277364.

Chiaburu, D. S., Oh, I.-S., Wang, J., & Stoverink, A. C. (2017). A bigger piece of the pie: The relative importance of affiliative and change-oriented citizenship and task performance in predicting overall job performance. Human Resource Management Review, 27(1), 97–107.

Chelagat, L. J., Chepkwony, P. K., & Kemboi, A. (2015). Effect of Organizational Citizenship Behavior on Employee Performance in Banking Sector, Nairobi County, Kenya. International Journal of Business, Humanities and Technology, 5(4), pp.55–61.

Cohen, J. (1988). Statistical Power Analysis for the Behavioral Sciences (2nd ed.).Lawrence Erlbaum: Hillsdale.

Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social Exchange Theory: A Critical Review with Theoretical Remedies. Academy of Management Annals, 11(1), pp.479– 516. doi:10.5465/annals.2015.0099.

Demo, G., Coura, K., Fogaça, N., Costa, A. C., Scussel, F., & Montezano, L. (2022). How a releadership, virtues, HRM practices, and citizenship related in organizations? Testing of mediation models in the light of positive organizational studies. Sustainability, 14(3), 1508. https://doi.org/10.3390/ su14031508.

Fajar, A. P., & Soeling, P. D. (2017). The effect of hrm practices on employee organizational citizenship behavior in ICT companies. In 1st International Conference on Administrative Science, Policy and Governance Studies (ICAS-PGS 2017) and the 2nd International Conference on Business Administration and Policy (ICBAP 2017) (82-94). Atlantis Press.

Fornell, C., &Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research, 18(1), pp.39-50.

Ghani, B., Zada, M., Memon, K.R., Ullah, R., Khattak, A., Han, H., Ariza-Montes, A., & Araya- Castillo, L. (2022). Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review. Sustainability, 14(5):2885. https://doi.org/10.3390/su14052885.

Ghimire, B., & Magar, S. B. (2023). HR Practices beyond Compliance: Enhancing Organizational Citizenship Behavior in Nepalese Banking Sector. NCC Journal, 8(1), 32-44.

Giancaspro, M. L., De Simone, S., & Manuti, A. (2022). Employees’ perception of HRM practices and organizational citizenship behaviour: The mediating role of the work–family interface. Behavioral Sciences, 12(9), 301-317. https://doi. org/10.3390/ bs12090301.

Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review, 24(1), 1–4.

Hair Jr, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2021). A primer on partial least squares structural equation modeling (PLS-SEM). Sage publications.

Harris, C. M., Lavelle, J. J., & McMahan, G. C. (2018). The effects of internal and external sources of justice on employee turnover intention and organizational citizenship behavior toward clients and workgroup members. The International Journal of Human Resource Management, 31(17), 2141-2164.

Karim, D. N., & Majid, A. H. A. (2017). The effect of high performance HR practices on knowledge sharing behavior: the mediating role of employee engagement. International Postgraduate Business Journal, 9(2), pp.74–88.

Krishnan, T. R., Liew, S. A., & Koon, V.-Y. (2017). The effect of human resource management (HRM) practices in service - oriented organizational citizenship behaviour (OCB): Case of telecommunications and internet service providers in Malaysia. Asian Social Science, 13(1), 67.

Lee, K., Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: the role of affect and cognitions. Journal of Applied Psychology, 87(1), pp.131.

Majumder, M. T. H. (2012). Human resource management practices and employees’ satisfaction towards private banking sector in Bangladesh. International Review of Management and Marketing, 2(1), pp.52-58.

Makau, M. M., Nzulwa, D. J., & Wabala, S. W. (2017). Influence of compensation programs on organizational citizenship behavior among employees of Kenya Women Microfinance Bank Limited. Strategic Journal of Business & Change Management, 4(4), pp.587–604.

McGuirk, P. M., O’Neill, P. (2016). Using questionnaires in qualitative human geography.

McLafferty, S. L. (2010). Conducting Questionnaire Surveys. In Key Methods in Geography (2nd ed.). Thousand Oaks, CA: Sage Publications.

Mekonnen, M. (2021). Effect of Strategic Human Resource Management Practice on Organization Citizenship Behaviors: Study on Commercial Bank of Ethiopia Jimma District. International Journal of Innovative Science and Research Technology, 6(3), pp.7-30.

Moreira, A., & Cesario, F. (2021). Human resource management practices and organizational citizenship behaviors: What is the relationship? Academia Letters, Article 3095. https://doi.org/10.20935/AL3095.

Nabi, M. N., Ahmed, A. A. T., & Rahman, M. S. (2017). The empirical study on human resource management practices with special reference to job satisfaction and employee turnover at Investment Corporation of Bangladesh. Human Resource Management Research, 7(1), 54–64.

Olson, E. M., Slater, S. F., Hult, G. T. M., & Olson, K. M. (2018). The application of human resource management policies within the marketing organization: The impact on business and marketing strategy implementation. Industrial Marketing Management, 69, pp. 62-69. doi:10.1016/j.indmarman.2018.01.029.

Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington books/DC heath and com.

Pradhan, G.M., & Shrestha, P. (2021). Impact of training & development and career planning on employee involvement. Journal of Balkumari College, 10(1), pp.13-18.

Rahman, H. A., & Chowdhuri, A. S. M. B. (2018). Effect of employee compensation on organizational citizenship behavior (OCB): A study on private commercial banks in Bangladesh. International Journal of Economics, Commerce and Management, 6(5), pp.848-863.

Ringle, C. M., Sarstedt, M., Mitchell, R., &Gudergan, S. P. (2020). Partial least squares structural equation modeling in HRM research. The International Journal of Human Resource Management, 31(12), pp.1617-1643.

Robert, H. W., & Karl, J. M. (2005). Examining the impact of human resources management on organizational performance. Academy of Management Proceedings, 2005(1), A1-A6. http://dx.doi.org/10.5465/AMBPP.2005.18778687.

Rose, K. (2016). Examining organizational citizenship behavior in the context of human resource development: An integrative review of the literature. Human Resource Development Review, 15(3), 295–316. doi:10.1177/1534484316655668.

Rubel, M., & Rahman, M. H. A. (2018). Effect of Training and Development on Organizational Citizenship Behavior (OCB): An Evidence from private commercial banks in Bangladesh. Global Journal of Management and Business Research.

Shahi, B. J.,Dahal, R. K., & Sharma, B. B. (2022). Flourishing organisational citizenship behaviour through job characteristics. Journal of Business and Social Sciences Research, 7(2), 29–46. https://doi.org/10.3126/jbssr.v7i2.51490.

Sivapragasam, P., & Raya, R. P. (2018). HRM and employee engagement link: mediating role of employee wellbeing. Global Business Review, 19(1), 147–161.

Sofiah, K. K., Padmashantini, P., & Gengeswari, K. (2014). A study on organizational citizenship behavior in banking industry. International Journal for Innovation Education and Research, 2(7), 73-82.

Sultana, S., & Johari, H. B. (2017). Relationship between HRM practices and service oriented organizational citizenship behavior of female employees’: A proposed model for further studies, 5(8). Retrieved from http://ijecm.co.uk/.

Sung, S. Y., Choi, J. N., & Kang, S.-C. (2017). Incentive pay and firm performance: Moderating roles of procedural justice climate and environmental turbulence. Human Resource Management, 56(2), 287–305. doi:10.1002/hrm.21765.

Taamneh, A., Alsaad, A. K., & Elrehail, H. (2018). HRM practices and the multifaceted nature of organization performance: The mediation effect of organizational citizenship behavior. EuroMed Journal of Business, 13(3), 315-334. https://doi. org/10.1108/EMJB-02-2018-0010.

Tessema, M., & Soeters, J. (2006). Challeges and prospects of HRM in developing countries: Testing the HRM- performance link in the Eritrean Civil Service. International Journal of Human Resource Management, 17, 105-186. https://doi.org/10.1080/09585190500366532.

.

Tufail, M. S., Muneer, S., & Manzoor, M. (2017). How organizational rewards and organizational justice affect the organizational citizenship behavior and counterproductive work behavior: analysis of Pakistan service industries. City University Research Journal, 171–182.

Veseli, A., & Cetin, F. (2024). The impact of HRM practices on OCB-I and OCB-O, with mediating roles of organizational justice perceptions: Moderating role of gender. Journal of Economics and Management, 46, 1-24.

Vuong, B. N. (2022). The impact of human resource management practices on service-oriented organizational citizenship behaviors: does positive psychological capital matter? Cogent Psychology, 9(1). https://doi.org/10.1080/23311908.2022.2080324.

Williams, L.J. and Anderson, S.E. (1991) Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors. Journal of Management, 17, 601-617. http://dx.doi.org/10.1177/014920639101700305.

Yaakobi, E., & Weisberg, J. (2020). Organizational Citizenship Behavior Predicts Quality, Creativity, and Efficiency Performance: The Roles of Occupational and Collective Efficacies. Fontiers.

Yang, S., Zhang, L., & Wang, L. (2023). Key factors of sustainable development oforganization: Bibliometric analysis of organizational citizenship behavior. Sustainability, 15(10), 8261. https://doi.org/10.3390/su15108261.

Downloads

Published

2025-12-22

How to Cite

Kabir, M. A. A., Moli, R. A., Hoque, S. M. S., & Osman, A. Z. M. R. (2025). HRM PRACTICES AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (OCB): EVIDENCE FROM BANGLADESHI COMMERCIAL BANKS. Veredas Do Direito, 22, e223878. https://doi.org/10.18623/rvd.v22.n7.3878

Issue

Vol. 22 (2025): Veredas do Direito, v. 22, 2025

Section

Articles

License

I (we) submit this article which is original and unpublished, of my (our) own authorship, to the evaluation of the Veredas do Direito Journal, and agree that the related copyrights will become exclusive property of the Journal, being prohibited any partial or total copy in any other part or other printed or online communication vehicle dissociated from the Veredas do Direito Journal, without the necessary and prior authorization that should be requested in writing to Editor in Chief. I (we) also declare that there is no conflict of interest between the articles theme, the author (s) and enterprises, institutions or individuals.

I (we) recognize that the Veredas do Direito Journal is licensed under a CREATIVE COMMONS LICENSE.

 

Licença Creative Commons Attribution 3.0