What factors affect to workplace behaviors at bibica confectionery coporation

INTRODUCTION

Introduction of BIBICA

Bien Hoa Confectionery Corporation, originally a workshop of Bien Hoa Sugar Factory, was founded in 1990 In 1998, it became Bien Hoa Confectionery Joint Stock Corporation following the merger of three confectionery workshops under the Bien Hoa Sugar State-owned Company, as per Decision 234/1998/QD-TTg issued by the Prime Minister.

Bien Hoa Confectionery Corporation ranks among the top five confectionery producers in Vietnam, boasting a comprehensive distribution network that spans all 63 provinces and cities With 91 distribution agents and over 40,000 points of sale, Bibica effectively reaches consumers through various retail channels.

BBC specializes in the manufacturing and distribution of a wide range of confectionery products, including biscuits, cookies, candies, chocolates, nutritional items, moon cakes, pies, and breads The company supplies supermarkets throughout Vietnam and also exports its products to markets in Asia, Europe, and America.

- Having 5,000employees in different working locations

Organizational structure of BIBICA Corporation

Figure 1: Organizational chart of BIBICA Corporation.

(Source: http://www.bibica.com.vn)

Motivation of the study

In a market economy, enterprises primarily focus on investment to utilize available resources effectively and compete for market share The ultimate goal is to achieve long-term performance, which is assessed by comparing profits generated from business activities against the resources employed Various factors influence enterprise performance, with the quality of human resources being the most critical determinant.

Effective human resources management practices are crucial for the survival and growth of organizations, with employee job satisfaction being a key focus Leaders are particularly interested in fostering positive Organizational Citizenship Behavior (OCB) within their teams Understanding the relationship between OCB and organizational commitment is essential, as many organizations struggle to meet employee satisfaction, leading to high turnover rates and difficulties in retaining long-term staff.

Human resources management is essential to the development and execution of Bibica's organizational strategy The board of directors recognizes that innovation, leadership, cooperation, and loyalty are crucial for the company's success Bibica has made significant investments in its workforce, attracting a diverse pool of young, talented professionals equipped with the creativity and skills needed to ensure customer satisfaction.

Significance of the study

This study aims to gather insights from both managerial and non-managerial employees at BIBICA Corporation to minimize self-report bias It will examine how job satisfaction, job stress, procedural justice, and organizational commitment influence Organizational Citizenship Behavior within the company The findings will help assess the effectiveness of the current management style at BIBICA Corporation.

LITTERATURE REVIEW

Organizational Citizenship Behavior

Organizational Citizenship Behavior (OCB) refers to voluntary work-related actions that are not formally rewarded but significantly enhance an organization's overall effectiveness (Organ, 1988) OCB goes beyond the basic performance metrics outlined in job descriptions, encompassing behaviors that exceed minimum role expectations and contribute to the well-being of colleagues and the organization as a whole (Lovell et al., 1999).

Research into Organizational Citizenship Behavior began in the early 1980s (Bateman

Since its introduction, employee behavior has been categorized into two key dimensions: general compliance, which refers to fulfilling the responsibilities of a good employee, and altruism, which involves assisting specific colleagues (Smith et al., 1983; Bateman & Organ, 1983) Over time, the concept of Organizational Citizenship Behavior (OCB) has evolved, with Organ (1988) identifying five distinct dimensions: altruism, civic virtue, conscientiousness, courtesy, and sportsmanship Organ (1997) later streamlined these dimensions into three main categories: helping, courtesy, and conscientiousness In contrast, Williams and Anderson (1991) proposed a different perspective, distinguishing OCB into two types: behaviors aimed at benefiting specific individuals, such as courtesy and altruism, and those that support the organization as a whole, including conscientiousness, sportsmanship, and civic virtue This study utilizes these two dimensions of OCB to fulfill its research objectives.

Job satisfaction

Job satisfaction is a key area of focus in organizational and industrial psychology, often defined by Locke (1976) as a "pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences" (Jex 2002, p 116) This appraisal encompasses various factors, including salary, working conditions, relationships with colleagues and supervisors, career prospects, and the intrinsic qualities of the job itself (Arnold et al 1998, p 204).

Different authors have different approaches towards defining job satisfaction Hoppock defined job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say

Job satisfaction, as defined by Hoppock (1935), is influenced by various external factors, yet fundamentally stems from the employee's internal feelings It encompasses a range of elements that contribute to an individual's sense of fulfillment and contentment in their work.

Vroom defines job satisfaction as the emotional attitudes individuals hold towards their current work roles, emphasizing the importance of the employee's perspective in the workplace (Vroom, 1964).

Job satisfaction, as defined by Spector, relates to how individuals perceive and feel about their jobs and its various elements It encompasses the degree to which employees enjoy or dislike their work, indicating that both job satisfaction and dissatisfaction can coexist in any workplace environment.

Job satisfaction encompasses the positive and negative emotions that employees feel about their work It is influenced by the needs, desires, and experiences that shape their expectations The degree of job satisfaction reflects how well these expectations align with actual rewards Furthermore, job satisfaction is closely connected to an individual's behavior in the workplace (Davis et al., 1985).

Job satisfaction is a crucial factor that reflects a worker's sense of achievement and success, directly influencing productivity and personal well-being It encompasses enjoying one's job, performing well, and receiving appropriate rewards for efforts Enthusiasm and happiness in the workplace are essential components of job satisfaction, which ultimately fosters recognition, income growth, promotions, and the attainment of goals that contribute to a fulfilling career (Kaliski, 2007).

Job satisfaction refers to the level of contentment employees feel regarding their job rewards, especially related to intrinsic motivation (Statt, 2004) It encompasses the attitudes and feelings individuals have about their work, where positive feelings signify job satisfaction and negative feelings indicate job dissatisfaction (Armstrong, 2006).

Job satisfaction encompasses the feelings and beliefs individuals hold regarding their current employment, with levels varying from extreme satisfaction to profound dissatisfaction Employees can form attitudes not only about their overall job but also about specific elements, including the nature of their work, relationships with coworkers, supervisors, subordinates, and compensation (George et al., 2008).

The Job Satisfaction Index, created by Schriesheim and Tsui in 1980, consists of six key items that collectively measure overall job satisfaction This scale evaluates satisfaction levels across various aspects, including the work itself, supervision, co-workers, compensation, promotion opportunities, and the job as a whole.

Job satisfaction is a crucial factor influencing the efficiency and effectiveness of business organizations The modern managerial approach emphasizes treating employees as individuals with their own wants and needs, highlighting the significance of job satisfaction in today’s companies Ultimately, the connection between employee satisfaction and success is clear: a satisfied employee is a happy employee, and a happy employee drives organizational success.

Organizational Commitment

Organizational commitment refers to an employee's deep belief in and acceptance of the goals and values of their organization, demonstrated through their efforts to achieve these objectives and a strong desire to remain a part of the organization (Hunt & Morgan, 1994).

Organizational Commitment (OC) is defined as the employee's dedication to their organization, encompassing a connection between personal identity and organizational goals, a sense of involvement, and perceived rewards for continued participation Researchers Porter and Steers (1982) characterized OC as a strong belief in the organization's values, a willingness to exert effort for its success, and a desire to maintain membership The definitions of OC highlight three key themes: an emotional attachment to the organization, recognition of the costs of leaving, and a moral obligation to stay committed.

Affective commitment refers to an employee's emotional attachment and involvement with their organization, leading them to stay because they genuinely want to (Cohen, 1993) In contrast, continuance commitment is based on the awareness of the costs of leaving, causing employees to remain with their employer out of necessity Lastly, normative commitment involves a sense of obligation, where employees feel they should continue their employment with the organization (Meyer).

Commitment in the workplace reflects a psychological bond between employees and organizations, which can manifest in three distinct forms: compliance, identification, and internalization Compliance involves adopting behaviors solely for specific rewards, often leading to discrepancies between public and private attitudes In contrast, identification is characterized by an individual accepting influence to foster relationships, respecting a group's values without fully adopting them Internalization, however, occurs when attitudes and beliefs are embraced because they align with one's own values.

There is a lack of consensus among researchers regarding the relationship between compliance and commitment in the workplace Some argue that compliance, which has been linked to higher employee turnover, stands in contrast to commitment, which is associated with lower turnover rates Studies from the 1990s indicate a growing agreement that commitment is a multidimensional construct, encompassing an affective dimension and potentially incorporating normative pressures and practical factors, such as the costs associated with leaving an organization and the challenges of finding a similarly compensated job.

Job stress

Job stress refers to an individual's emotional and physical reactions to a work environment that feels threatening, often resulting from a mismatch between their capabilities and job demands When excessive demands are placed on an individual, or when they are ill-prepared for certain situations, stress levels increase Generally, the greater the disparity between job demands and an individual's abilities, the more stress they will experience Conversely, job performance is defined as the successful completion of assigned tasks, taking into account the effective use of available resources.

Parker and Decotiis (1983) identified two key dimensions of job stress: time stress and anxiety Time stress refers to the feeling of being under constant pressure due to insufficient time to meet job demands In contrast, anxiety is an emotional state that can have both adaptive and maladaptive effects, stemming from the tensions and pressures associated with job requirements It is important to differentiate this context-related anxiety from trait anxiety, as the former is specifically linked to workplace challenges.

Stress is a complex, multidimensional construct that can influence job involvement in different ways While time pressure may enhance job involvement as a form of eustress, anxiety, or distress, tends to negatively impact this engagement Understanding these relationships is crucial for addressing the predisposition toward anxiety in various contexts.

Procedural Justice

Tang et al (1996) identified a key factor in distributive justice related to how fairly employees are rewarded, while outlining five aspects of procedural justice: fairness, two-way communication, trust in supervisors, clarity of expectations, and understanding of the performance appraisal process Their findings revealed that distributive justice significantly impacts satisfaction with pay, promotions, performance appraisals, and organizational commitment In contrast, procedural justice is linked to satisfaction with supervision, self-reported performance appraisal ratings, commitment, and job involvement.

Meyer and Smith (2000) emphasized the importance of a just climate in organizations, focusing on procedural, interpersonal, and informational fairness They recommended training for managers to ensure employees feel they are treated fairly Key strategies include facilitating meetings for open dialogue, effectively communicating necessary information, conducting role-playing exercises for clarity, and demonstrating interpersonal sensitivity during performance appraisals Additionally, establishing policies that promote procedural and informational justice can enhance overall rule satisfaction among employees.

Studies indicate that distributive and procedural justice significantly influence employee satisfaction and commitment Effective communication of relevant information from management is crucial for enhancing perceptions of informational and procedural justice Two-way communication helps identify employee needs and expectations, recognize achievements, and provide constructive feedback Clearly expressing performance appraisal criteria and rewards fosters understanding and trust in managers Fair and consistent application of rules, along with performance-based rewards, positively impacts perceptions of justice, leading to increased satisfaction and involvement Additionally, interpersonal sensitivity and the effective presentation of information are vital, as managers must understand employee intentions, values, and attitudes while maintaining clear and respectful communication.

RESEARCH MODEL AND HYPOTHESIS

Conceptual Research Model

Figure 2: Conceptual Research Model in BIBICA

OCB Organizational Citizenship Behavior Smith, Organ, and Near 1983 7

OJS Job Satisfaction Brayfield and Rothe 1951 6

JSS Job Stress Scale Cook and Wall 1980 9

PJiPA Procedural Justice in Performance Appraisal Parker and Decotiis 1983 13

OC Organizational Commitment Dulebohn and Ferris 1999 6

Procedural Justice in Performance Appraisal (6 items)

Research Hypotheses

a The Influence of Job Satisfaction on Organizational Citizenship Behavior

Employee satisfaction is closely tied to Organizational Citizenship Behavior, as it reflects the alignment between expectations and actual rewards Job satisfaction significantly influences individual behavior in the workplace (Davis et al., 1985) According to Lawler and Stuttle's (1973) expectancy model, employee motivation is driven by the perceived likelihood of achieving success, which in turn leads to desired outcomes or rewards.

A company can be likened to a small city, with the owner or top leader acting as the mayor and various departments functioning like city services, including even the cleaning crew as the sanitation department Viewing employees as citizens of this little city highlights their investment in its success; they desire a clean, prosperous, and friendly environment, reflecting their commitment to making the company the best it can be.

Organizational citizenship refers to the perspective where employees engage in behaviors that go beyond their standard job responsibilities, fostering a sense of community within the company, akin to a city where individuals feel a strong connection to their environment.

- Hypothesis 1: Job Satisfaction is positively influencing on BIBICA Organizational Citizenship Behavior b The Influence of Organizational Commitment on Organizational Citizenship Behavior

According to Porter and Steers (1982), organizational commitment is defined by a strong belief in and acceptance of the organization's goals and values, a willingness to exert significant effort for the organization, and a desire to remain a member Meyer and Allen (1997) further elaborate that definitions of commitment encompass three key themes: an emotional connection to the organization, an awareness of the costs of leaving, and a moral obligation to stay.

Organizational citizenship behaviors (OCB) are closely linked to organizational commitment, with research indicating that higher levels of commitment can predict increased OCB A meta-analysis has demonstrated a significant correlation between OCB and organizational commitment, while other studies have confirmed a positive relationship between the two Based on these findings, we hypothesize that organizational commitment plays a crucial role in fostering OCB within organizations.

- Hypothesis 2: The organizational commitments positively influence organizational citizenship c The Influence of Job Stress on Organizational Citizenship Behavior

Parker and Decotiis (1983) identified two key dimensions of job stress: time stress and anxiety Time stress refers to the feeling of constant pressure due to perceived insufficient time to meet job demands, while anxiety encompasses job-related emotional states that can have both adaptive and maladaptive effects on employees.

According to Stickler (2009), the extensive Job Stress literature highlights the significant impact of the work environment, collaborative practices, workload, job conflict, job satisfaction, and anticipated turnover These work-related stressors contribute to diminished Organizational Behavior (Aiken, 2001; Hayes, 2005).

- Hypothesis 3: Job stress is negatively influencing on BIBICA Organizational Citizenship Behavior d The Influence of Procedural Justice in Performance Appraisal on Organizational Citizenship Behavior

Meyer and Smith (2000) emphasized the importance of a justice climate encompassing procedural, interpersonal, and informational aspects, advocating for manager training to ensure fair treatment for all employees They highlighted the need for meetings that allow subordinates to voice their opinions, effective communication of necessary information, role-playing for clarity, and interpersonal sensitivity during performance appraisals Establishing policies that enhance procedural and informational justice can lead to greater role satisfaction Job performance and counterproductive behaviors are primarily influenced by perceived procedural justice, while organizational citizenship behavior is predicted by both distributive and procedural justice Satisfaction measures correlate with all types of justice, and while organizational commitment and trust are closely tied to procedural justice, they also relate significantly to other justice forms.

Organizational justice is positively associated with various factors, including distributive justice, interactive justice, age, pay level satisfaction, job satisfaction, subordinate evaluations of supervisors, and organizational commitment (Aquino, Lewis, & Bradfield, 1999; Sweeney & McFarlin, 1993).

- Hypothesis 4: Procedural Justice is positively influencing on BIBICA Organizational Citizenship Behavior.

RESEARCH METHODOLOGY

Research Design

- Type of research: causal research (the aim of this research is to determine the cause and effect relationship between variables)

- Unit of analysis: individual (an employee).

Instruments

In this study, data was collected using a structured questionnaire which consisted of

The study involved 41 items where participants circled the number that best reflected their opinions Questions were presented in English, and the researcher clarified the roles of the employees in assessing their satisfaction related to Organizational Behavior The questionnaires aimed to gather insights on job satisfaction, organizational commitment, job stress, and organizational justice among Bibica employees.

- The theoretical framework of this study will be tested by collecting data from

300 employees in the Head Office and in the manufacturing

- We prepared 300 questionnaires for each independent variable, dependent variable

- We delivered independent surveys to all participants We give them five days for answering all the questionnaires, and then we collect it in one week

A total of 297 questionnaires were collected, with 296 providing complete responses for statistical analysis The study utilized the Organizational Citizenship Behavior questionnaire, consisting of 7 items developed by Smith, Organ, and Near (1983), which evaluates employee expectations regarding their performance in areas such as assisting coworkers, future-oriented work, and representing the company Responses were measured on a 7-point Likert scale, ranging from 1 (Never) to 7 (Always).

The study utilized the Job Satisfaction Questionnaire developed by Brayfield and Rothe in 1951, consisting of six items that assess overall job satisfaction across various dimensions, including satisfaction with the work itself, supervision, co-workers, pay, promotion opportunities, and the job in general Participants responded using a 5-point Likert scale, where 1 indicates strong disagreement and 5 signifies strong agreement.

Figure 5: Overall Job Satisfaction Questionnaires

No Section 1 : Organizational Citizen Behavior N eve r

1 How do you help others who have been absent ? 1 2 3 4 5 6 7

2 How do you volunteer for things that are not required ? 1 2 3 4 5 6 7

3 How do you orient new people even though it is not required ? 1 2 3 4 5 6 7

4 How do you help others who have heavy workloads ? 1 2 3 4 5 6 7

5 How do you assist supervisor with his/her work ? 1 2 3 4 5 6 7

6 How do you make innovation suggestions to improve department ? 1 2 3 4 5 6 7

7 How do you attend functions not required but that help the company image ? 1 2 3 4 5 6 7

Section 2 : Overall Job Satisfaction St rongly disagree Disagree Undecided Agree Strongly agree

8 I am often bored with my job 1 2 3 4 5

9 I feel fairly well satisfied with my present job 1 2 3 4 5

10 I am satisfied with my job for the time being 1 2 3 4 5

11 Most days I am enthusiastic about my work 1 2 3 4 5

12 I like my job better than the average worker does 1 2 3 4 5

13 I find real enjoyment in my work 1 2 3 4 5 c Organizational commitment questionnaires: using 9 items (Cook and Wall,

The study employs a 7-point Likert-type scale to assess organizational identification, involvement, and loyalty, where 1 indicates strong disagreement and 7 signifies strong agreement Respondents select one option from the seven available choices to express their levels of agreement.

Section 3 : Organization Commitment Strongly disagree M oderatel ydisagree disagree Slightly disagree Neither Slightly agree M oderatel yagree Strongly agree

14 I am quite proud to be able to tell people who it is that I work for 1 2 3 4 5 6 7

15 I sometimes feel like leaving this employment for good 1 2 3 4 5 6 7

16 I'm not willing to put myself out just to help the organization 1 2 3 4 5 6 7

17 Even if the firm were not doing too well financially, I would be reluctant to change to another employer 1 2 3 4 5 6 7

18 I feel myself to be a part of the organization 1 2 3 4 5 6 7

19 In my work, I like to feel I am making some effort, not just for myself, but for the organization as well 1 2 3 4 5 6 7

20 The offer of a bit more money with another employer would not seriously make me think of changing my job 1 2 3 4 5 6 7

21 I would not recommend a close friend to join our staff 1 2 3 4 5 6 7

I take great satisfaction in knowing that my contributions positively impact the organization To assess job stress, a questionnaire consisting of 13 items was utilized, measuring aspects such as long-term stress and anxiety Participants responded using a 5-point Likert scale, with 1 indicating strong disagreement and 5 indicating strong agreement.

The Procedural Justice in Performance Appraisal questionnaire, developed by Dulebohn and Ferris in 1999, consists of six items designed to assess employee perceptions of fairness in performance evaluation processes This measure evaluates how employees view the fairness of procedures related to performance feedback, pay raises, performance evaluations, and promotion decisions Responses are collected using a 4-point Likert-type scale, where 1 indicates strong disagreement and 5 indicates strong agreement, with an additional scale for the intensity of feelings ranging from not at all (1) to very much (5).

Section 4 : Job Stress Scale St rongly disagree Disagree Undecided Agree St rongly agree

23 Working here makes it hard to spend enough time with my family 1 2 3 4 5

24 I spend so much time at work, I can't see the forest for the tree 1 2 3 4 5

25 Working here leaves a little time for other activities 1 2 3 4 5

26 I frequently get the feeling I am married to the company 1 2 3 4 5

27 I have too much work and too little time to do it in 1 2 3 4 5

28 I sometimes dread the telephone ringing at home because the call may be job-related 1 2 3 4 5

29 I feel like I never have a day off 1 2 3 4 5

30 Too many people at my level at the company get burned out by job demands 1 2 3 4 5

31 I have felt fidgety or nervous as a result of my job 1 2 3 4 5

32 My job gets to me more than it should 1 2 3 4 5

33 There are a lots of times when my job drives me right up the wall 1 2 3 4 5

34 Sometimes when I think about my job I get a tight feeling in my chest 1 2 3 4 5

35 I feel guilty when I take time off from job 1 2 3 4 5

Figure 8: Procedural justice in Performance Appraisal Questionnaires

The research instruments underwent validation by a panel of experts who reviewed the questionnaire items for relevance to the study Following their feedback and necessary modifications, the revised questionnaires were resubmitted and unanimously approved for use To ensure reliability, Cronbach's alpha was utilized, achieving a score of 7.0 as per Nunally (1970).

Research Participants

The study sample includes both managerial and non-managerial employees from BIBICA Corporation In September 2014, questionnaires were distributed in person across three different locations of the corporation, and additional copies were sent via email Only completed questionnaires were collected for analysis.

Section 5 : Procedural Justice in Performance Appraisal Strongly disagree disagree Slightly Neutral Slightly agree Strongly agree

36 The supervisor considered the important aspects of your work when rating you 1 2 3 4 5

37 The supervisor rated you on how well you did your job, not on his/her personal opinion of you 1 2 3 4 5

38 The supervisor treated you with consideration when giving you your performance appraisal results 1 2 3 4 5

39 The supervisor that evaluated you showed concern for your rights as an employee 1 2 3 4 5

Not at all Little Neutral Much Very much

40 Overall, how hard did the supervisor who rated your performance try to be fair to you ? 1 2 3 4 5

41 Overall, how fairly were you treated by the supervisor who rated your performance ? 1 2 3 4 5

Data Collection and Analyze

This study utilizes a comprehensive questionnaire consisting of 41 items Initially, we apply factor analysis to eliminate ineffective items that do not serve as good discriminators and to categorize the remaining items into distinct groups or factors.

- Cronbach‟s alpha was used to test the reliability of the measurement scales (Nunally, 1970) The Cronbach‟s coefficient was used to get the inter item consistency reliability

- Using descriptive statistics method found the means, standard deviations of all independence and dependent variables

- Using Bivariate correlation analysis method found the Pearson‟s correlation coefficient r and the correlation of all independent and dependent variables

This study employed multiple regression analysis to examine the effects of job satisfaction, organizational commitment, job stress, and organizational justice on organizational citizenship behavior at Bibica.

RESULTS AND FINDINGS

Reliability statistic

The reliability of the measurement was assessed using the Cronbach Alpha test, with a value above 0.6 indicating reliability according to Nunally (1970) As demonstrated in Table 7, all variables achieved a Cronbach Alpha score exceeding 0.857, confirming the instrument's reliability.

According to Nunally (1970), a reliability score above 0.80 is deemed good The analysis revealed that the Cronbach's alpha for all items indicates a positive correlation and internal consistency, with reliability measures comfortably exceeding 0.8.

OCB Organizational Citizenship Behavior 0.883 7 Good

JSS Job Stress Scale 0.875 9 Good

PJiPA Procedural Justice in Performance Appraisal 0.857 13 Good

RELIABILITY STATISTICS Variable from 0.857 to 0.902 In summary, the instrument used to measure each variable in this study is reliable and being value for future research.

Descriptive statistic

Below tables present the means, standard deviations, correlations, and coefficient α of all the studied constructs As shown in Table 8, all hypothesized pairs of relationships were statistically significant

The descriptive statistics revealed that the mean score for Organizational Citizenship Behavior was 3.7037 (StdDev = 0.5182), while Job Satisfaction had a mean of 3.6051 (StdDev = 0.5252) Additionally, the Job Stress Scale recorded a mean of 3.7274 (StdDev = 0.4605), and Procedural Justice showed a mean of 3.7280.

= 0.6340 and the mean for organizational commitment was 3.5360 with SD = 0.5829 The mean values for all the variables are above moderate.

Correlation statistic

In this study, I employ the Bivariate Correlation Analysis Method to determine the Pearson's correlation coefficient (r) among all independent and dependent variables This coefficient quantifies the strength and direction of the relationship between the independent variables and the dependent variable.

N Minimum Maximum Mean Std Deviation

PJiPA Procedural Justice in Performance

To investigate the significant relationships between the dependent and independent variables, correlation and regression analyses were performed using SPSS This analysis utilized the scale model proposed by Davies (1971) to illustrate the correlations between each independent variable and the dependent variable.

From the above table, it is depicted that:

- H1: OJS and OCB are moderate correlation with correlation 0.669

- H2: OC and OCB are high correlation with 1

- H3: JSS and OCB are low relationship with correlation 0.454

- H4: PJiPA and OCB are low relationship with correlation 0.236

Hypothesis Testing Result

OC OJS JSS PJiPA OCB

Organizational Citizenship Behavior Pearson Correlation 1 669 ** 454 ** 236 ** 246 **

Job Stress Scale Pearson Correlation 454 ** 406 ** 1 461 ** 225 **

Procedural Justice in Performance Appraisal Pearson Correlation 236 ** 295 ** 461 ** 1 478 **

* Correlation is significant at the 0.05 level (2-tailed).

** Correlation is significant at the 0.01 level (2-tailed).

This study employed multiple regression analysis to evaluate its hypotheses, utilizing four distinct regression models In each model, the dependent variables were analyzed in relation to the independent variables, enabling a comprehensive examination of their interactions.

Following are the summary of the multiples regression test of the independent variables and dependent variables, with N)6

Hypothesis 1 testing results: The hypothesis testing result shows that the relationship between job satisfaction and organizational citizenship behavior are supported because R 2 = 0.051 >0, Coefficient β = 0.225, they are the same direction with model The correlation is significant at 0.01 and p value (as indicated in the table 10) is 0.00, the result obtained is significant due to 0.00 < 0.01

Hypothesis 2 testing results: The hypothesis testing result shows that the relationship between organizational commitment and organizational citizenship behavior are strongly supported because R 2 = 0.61 >0, Coefficient β = 0.246, they are the same direction with model The correlation is significant at 0.01 and p value (as indicated in the table 10) is 0.00, the result obtained is significant due to 0.00 < 0.01

JSS Job Stress Scale 0.229 0.478 0 NOT supported

PJiPA Procedural Justice in Performance Appraisal 0.103 0.322 0 Supported

2 Beta ≠ 0 , same direction with relationships proposed in the Hs.

3 The significance satisfied the Sig Minimum level 0.01

Hypothesis 3 testing results: The hypothesis testing result shows that the relationship between job stress scale and organizational citizenship behavior are

The findings indicate that the model is not supported, as evidenced by an R² value of 0.229 and a coefficient β of 0.478, which are in opposing directions The correlation is significant at the 0.01 level, with a p-value of 0.00, confirming the results' significance since 0.00 is less than 0.01.

Hypothesis 4 testing results: The hypothesis testing result shows that the relationship between procedural justice in performance appraisal and organizational citizenship behavior are supported because R 2 = 0.103 >0, Coefficient β = 0.322, they are the same direction with model The correlation is significant at 0.01 and p value (as indicated in the table 10) is 0.00, the result obtained is significant due to 0.00 < 0.01.

DISCUSSION

Main Findings and Implications for Research

This study offers valuable insights for managers at BIBICA Corporation regarding the influence of job satisfaction, organizational commitment, job stress, and procedural justice on performance appraisal and its effect on Organizational Citizenship Behavior The findings are discussed in relation to the four research hypotheses, leading to important conclusions that can guide future management practices.

The First hypothesis, that the relationship between job satisfaction and

Organizational Citizenship Behavior (OCB) is positively influenced by employee expectancies at BIBICA Corporation, which correlate with job satisfaction due to various factors such as autonomy, distributive justice, supervisory support, and job security (Agho et al., 1993; O'Neill & Mone, 1998) While employees may find fulfillment in their roles, the reality of job satisfaction can differ from career aspirations It’s essential to recognize that job satisfaction can arise from practical career choices rather than just glamorous pursuits Ultimately, job satisfaction hinges on one's attitude and expectations, emphasizing the importance of understanding personal motivations regardless of job title Additionally, the findings provide insights for BIBICA Corporation’s management to enhance reward and performance evaluation policies, though the low correlation (R² = 0.051) suggests that OCB may not significantly impact job satisfaction This research lays the groundwork for future studies on the interplay between job satisfaction and OCB.

The relationship between organizational commitment and organizational citizenship behavior is significant, as employees who are committed to their organization tend to enhance organizational performance When employees align with the organization's culture, goals, and values, they actively seek to develop the necessary skills and knowledge to achieve these objectives Additionally, strong organizational citizenship behaviors contribute positively to performance To foster these commitments, employers should focus on strengthening employee bonds through affective commitment strategies, offering competitive salary and benefits to encourage continuance commitment, and providing training and development opportunities to enhance normative commitment Addressing any withdrawal behaviors early can prevent further decline in commitment Ultimately, employee loyalty leads to greater organizational commitment, positively impacting the achievement of organizational strategies.

The study explored the relationship between job stress and organizational citizenship behaviors at BIBICA Corporation, finding that the initial hypothesis of a negative correlation was not supported Instead, a significant linear relationship was identified between time pressure and job involvement, indicating that increased time pressure may lead to greater job engagement among employees Despite the challenges of job stress, organizations should focus on managing employee stress and emotional exhaustion through initiatives such as encouraging vacations after demanding tasks and providing psychological workshops The findings suggest that reducing emotional exhaustion and job stress could diminish deviant behaviors while enhancing organizational citizenship behaviors Further research may benefit from a more nuanced examination of specific behaviors related to deviance and citizenship to gain deeper insights into these dynamics within BIBICA's workforce.

The Fourth hypothesis, that procedural justice is positively with BIBICA

The study on organizational citizenship behaviors within corporations revealed that distributive justice is a strong predictor of these behaviors, while procedural justice is linked to organizational commitment To enhance both citizenship behaviors and commitment, managers at BIBICA should focus on fair procedural decision-making The research emphasizes the significance of managing fair procedures, as fair judgments can lead to effective workforce management through policies related to rewards and performance evaluations For optimal outcomes, managers must ensure that rules are applied consistently and that rewards are based on merit, minimizing personal biases to foster a positive perception of justice Perceptions of unfairness can lead to negative organizational responses, making it crucial for managers to cultivate a procedurally fair climate to encourage positive citizenship behaviors.

Research Limitations

This study faces several limitations, primarily due to its small sample size, which raises concerns about sample bias and the potential influence of various factors on participants' responses The findings are limited to selected employees at BIBICA Corporation, making generalization difficult Future research should consider larger sample sizes to enhance the understanding of how job stress moderates the relationship between feelings of energy and emotional exhaustion, as well as its impact on positive and negative workplace behaviors Additionally, exploring other criteria such as contextual performance, task performance, and turnover could further validate the job stress multiple functions approach Expanding this approach to include additional variables that may affect the link between job stress and emotion-behavior outcomes is also recommended.

In our study, we utilized SPSS 7.0 to analyze the fourth hypothesis, which posits that job satisfaction, organizational commitment, and procedural justice in performance appraisal positively influence organizational citizenship behaviors However, we found that job stress does not support this relationship, indicating a divergence from the initial model that requires further development in future research.

Research indicates that job satisfaction positively influences organizational citizenship behaviors However, the correlation between job satisfaction and organizational citizenship behavior is relatively weak (R² = 0.051), which may be attributed to a limited sample size or other influencing factors Future studies should explore these aspects further.

In conclusion, Bibica's employees exhibit a greater willingness to engage in organizational citizenship behaviors, which enhances the overall quality of the organization Furthermore, when managers foster high levels of organizational commitment among their staff, it results in long-term dedication to the company This research focuses on the impact of job satisfaction, organizational commitment, procedural justice in performance appraisals, and job stress on the organizational citizenship behaviors of Bibica employees However, the study acknowledges the limitations in uncovering the underlying reasons behind these behaviors.

In conclusion, organizational citizenship behaviors, job satisfaction, organizational commitment, and procedural justice in performance appraisal are crucial factors for both managers and employees at Bibica Future research can explore the differing perspectives of managers and employees regarding organizational citizenship behaviors.

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SURVEY OF ORGANIZATIONAL CITIZEN BEHAVIOR, 2014

Thank you for participating in our annual employee survey, designed to enhance our understanding of Bibica employees and improve our human resources strategies and policies Your responses will remain confidential and will solely be used for research purposes The survey consists of 41 items; please circle the number that best reflects your opinion.