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March 2017, Vol. 13 (2)
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Investigating the Relationship between Organizational Citizenship Behavior,
Organizational Commitment and Satisfaction among Church Community Members in
D.R. Congo: Assessing the Relevance of Believing and Belonging
1 Dr.Kemo Badiane,
2Tshiama Madiayi Chantal
1 Nanfang College of Sun Yat-Sen University, Department of International Studies, National
Research Center for Executive Search, Bld A2, Room 113, 882, Wenquan Avenue, Conghua
District, Guangzhou, Guangdong Province, Postal Code: 510970, China.
Email: [email protected]
2Providence University, No. 200, Section 7, Taiwan Blvd, Shalu District, Taichung City, 433,
E-mail: [email protected]
Abstract
This paper examines the relationship between Organizational Citizenship Behavior (OCB),
Organizational Commitment (OC), and Satisfaction (S) for church ministers and parishioners in
the Democratic Republic of the Congo (D.R.C). In this study, OCB was measured using William
and Anderson‟s 9-items. OC was measured using Allen and Meyer‟s 21-items. Finally, for S the
researchers used the tools developed by Schriesheim and Tshui. All the constructs included in
this study were adapted to match the five-point Likert-type scale. For data collection,
questionnaire survey was used as survey method. Using statistical techniques, such as reliability
test, principal component analysis, structural equation modeling, path diagram, and hierarchical
multiple regression, a total of 283 questionnaires were collected for analysis. The findings were
summarized as follows:
1. OCB and OC were positively and significantly correlated in the context of church
ministers and church faithful in the D.R.C.
2. OC and S were also positively and significantly correlated for church ministers and
parishioners in the D.R.C.
3. Negative and not significant correlation was found between OCB and S
for church ministers and church faithful in the D.R.C.
Theoretical and practical implications of the findings are discussed in the context of
church leadership and administration. Recommendations of the study are highlighted and
limitations of the study presented.
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1. Introduction
Located in Central Africa, the D.R.C is the second largest country in Africa by area and the
eleventh largest country in the world. With a population of over 80 million, it‟s known for its high
percentage of Christian population. There are six archdioceses and 41 dioceses. The D.R.C is home to a
wide range of religious confessions such as Christian population (about 80%), predominantly Roman
Catholics. Approximately 50% of the D.R.C‟s population are Roman Catholic, 20% are protestants, 10%
are Kimbanguists (Kimbanguism – “The Church of Jesus Christ on Earth by His special envoy Simon
Kimbangu” is a branch of Christianity founded by Simon Kimbangu in what was then the Belgian Congo
or now the D.R.C), and 10% are Muslims, while the remaining 10% comprise other religious groups,
including syncretic sets and traditional religions. Being the largest religious organization in the country
with about 30 million members, the Roman Catholic Church in the D.R.C becomes one of the largest
church attendants in Africa (See Missionary Atlas project 2007; US Department of State, Bureau of
Public Affairs report 2010).
The Catholic Church in the D.R.C introduces African symbols in mass celebration, including
drum beating, singing, and dancing. Thus, making it a joyous and festive gathering (Boya 2010).
Congolese church membership, religious beliefs and doctrines, ethical way of life, attendance at worship
service, and many other acts, outlooks and conditions can all denote piety and organizational commitment
to religion. Upon reflection, it becomes clear that the variety of meanings associated with the term
religious, while they may well be aspects of a single phenomenon, are not simply synonymous. For
instance, most Congolese knowing that someone is an active church member would also regard him/her
to be a firm believer in church doctrines and to be concerned about acting out of his faith in his/her daily
life. Going to church, believing and acting ethically are generally recognized as components of being
faithful (Glock & Stark 1965).
Recently, a number of key seminal past studies have been focusing on the church contexts since it
is normal that Christians have their primary religious experience and maintain a sense of identification
with the larger institutional church (Pargament, Tyler, & Steele 1979). But little is known about how
church members experience their involvement in church life, what the relevant dimensions are, and how
these figures appear in the overall evaluation of the quality of parish life? The Catholic Church in the
D.R.C is part of the worldwide Roman Catholic Church under the spiritual leadership of the Pope in
Rome.
OCB, OC and S are the three most observed popular constructs having significant attention on the
field of organizational behaviors (Mathieu & Zajac 1990; Allen & Meyer 1990). Because of the fact that
devoted and joyful church will contribute towards engagement and productivity. The accomplishment of a
church and quest for quality depend not only on how the church develops human capabilities, but also
how it stimulates OCB, OC and S.
Our study aims at giving insight into church members‟ attitudes and what can be done to improve
them. First, our study will help extend our understanding of the relationship between OCB, OC, and S.
Our findings expose the importance and impact of relationship in church community. Second, the present
study supports the church community to have a better understanding of the existing church ministers and
parishioners‟ level of satisfaction. Therefore, from the church‟s perspective they would come up with new
ways to satisfy the church members, such as modifying the existing personal spiritual scale and increasing
Christian community welfare. Third, besides S the present study will help church community better
understand the church ministers and parishioners‟ level of OCB, OC, and S.
The purpose of this study is to examine the relationship between OCB, OC, and S among church
community members in D.R.C and the actions needed to be taken to improve the main conditions of the
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Congolese church community members in order to make them more satisfied in the implementation of
national projects and services about church-related activities. OCB describe actions in which church
members are willing to assume, embark on and beyond their prescribed role. S helps improve the attitudes
of church members about their commitment and facilitates integration of church attendants with the
church. It gives them a sense of belongingness and a sense of participation leading to the overall increase
in the productivity of the church.
Based on the above-mentioned objectives, the following hypotheses were proposed:
Hypothesis 1: OCB is positively related to OC for church ministers and parishioners in D.R.C.
Hypothesis 2: OC is positively related to S for church ministers and parishioners in D.R.C.
Hypothesis 3: OCB is negatively related to S for church ministers and parishioners in D.R.C.
This study contributes to the understanding of the literature on the relationship between OCB, OC,
and S in church community contexts in D.R.C. The first contribution is lay people church leaders,
particularly Catholics who need to be attentive and responsive to what is taking place in the religious
communities of D.R.C. The second contribution is to develop creative ideas about how the profoundly
religious Congolese culture, philosophy, and way of life can be connected and integrated into church
practice. And finally, the third contribution is related to S and engagement among church community
members about the significance to apply their skills and abilities in the context of effective church
administration and management.
The sections below are structured as follows. The next section describes a review of the existing
literature relating to OCB, OC and S in the contexts of church perspective. Section two presents the
conceptual framework of the study. Section three proposed the methodology of the study. Section four
presents the findings of the study. Finally, section five closes with the limitations, conclusions,
implications and recommendations for future research.
2. Literature Review 2.1. Organizational Citizenship Behavior
OCB has been an important focus to understand church ministers and parishioners or employees
attitudes and engagement; hence it plays a significant role in churches. OCB is becoming a place to
develop a certain way consisting in helping priests interact with the parishioners, thereby benefiting the
whole church. OCB can contribute to maintaining a good agreement and strengthening organizational
relationship between church leaders and church members in order to increasingly involve the members in
the church activities.
2.1.1. Definition
OCB deals with the behavior of individuals in organizations and their engagement in their
community. Church members or employees working together can have different attitudes, behaviors and
beliefs towards their church fellows and organization. But in getting into the church, lay people or
employees need to learn a lot from their organization and church fellows to change or adapt their attitudes
even strengthen their cooperation for the benefit and interest of their organization. Generally considered
as the father of OCB, Organ (1988) defines OCB as “individual behavior that is discretionary, not directly
or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective
functioning of the organization”.
So, in light of what has been said, Izhar (2009) defines OCB as “those organizationally beneficial
behaviors and gestures that can neither be enforced on the basis of formal role obligations nor elicited by
contractual guarantee of recompense.” In fact, Turnipseed and Rassuli (2005) mentioned the examples of
the OCB behaviors as understanding and cooperation with colleagues, mentoring, performing extra duties
without delay and complaint, punctuality, volunteering, efficient use of organizational resources and
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sharing ideas positively.
2.1.2. Operationalization
OCB can appear in different forms according to the organization or cultural space we are evolving
because from one organization or environment to another we can observe differences (Ronen & Shenkar
1985; Badiane 2008). In this end, helping fellows to complete their work will not only contribute to make
the organization more functional (Organ & Ryan 1995), but will also strengthen the relationship between
priests and employees to go ahead to achieve the vision, missions and goals of their church. The act itself
is “entirely voluntary, constructive, not formally assigned, no compensated but desired by the
organization” (Turnipseed & Murkison 2000) because no rules constrain any church faithful or
employees to give such support (Organ 1988), but it appears to be just a moral ethic that pushes him/her
to adopt and prescribe such behavior.
2.1.3. Related Studies
When church ministers and parishioners or employees are involved in OCB, their main objective is
the wellbeing of individuals, group, and organization to which the behavior is directed (Witt 1991). Thus,
it is important to know the impact of OCB in the functioning of any organization as stated Organ (1988)
through his conceptualization of behavior: “altruism, courtesy, sportsmanship, conscientiousness, and
civil virtue”, OCB is mainly related to ethical behavior at workplace consisting in abiding to the rules,
supporting others, not feeling guilty with others, not interfering with others, going out of one‟s way to
protect other fellows and organizational properties, not wasting or harming material or property
(Turnipseed 2002), actions which are necessary for the efficiency and effectiveness of the organization.
It is to be noted that satisfaction is an aspect generally mentioned when dealing with OCB
(Bateman & Organ 1983; Puffer 1987). Therefore, it can be noticed that satisfaction remains an effective
response to various engagement-related factors as well as to the organization (Locke 1976). For that
purpose, one can view OCB as a factor associated with ethics and morality, and our conduct with the
organization and giving us a clear picture in terms of how church fellows interact and communicate
between them, learning from each other to improve the quality of the service and enhancing the
productivity of the organization.
However, OCB can be analyzed in two angles due to its “multidimensional” perception; extra-role
behavior, e.g., those directed towards the organization and those oriented to the individuals within an
organization (Turnipseed 2002). And it is important to differentiate good actions from wrong ones as far
as OCB implementation in the organization is concerned to avoid conflict and their divergence represents
the core of most dilemmas (Marcus, 1993). If well implemented and conducted within an organization,
OCB can be “positive for employees” (Organ, 1988) or church members in the operation of the
organization as suggested by Podsakoff (2000:513) that “organizational citizenship behavior may enhance
the organization‟s ability to attract and retain the best people by making it a more attractive place to
work.”
Research on OCB has been extensive since its introduction nearly twenty years back (Bateman &
Organ 1983). Mackenzie, Podsakoff and Praine (1999) proposed several dimensions of OCB such as
„helping‟ behavior by employees (e. g., supportive action to assist others and going beyond the
requirement of the activity); „sportsmanship‟ (tolerating the engagement environment without excessive
complaining); and „civic duty‟ (constructive involvement in the processes of the organization beyond the
requirement of the activity). Dispositional factors or psychological characteristics of individuals, such as
personality, psychological needs, and attitudes appear to be promising predictors of OCB. For instance,
conscientiousness, agreeableness, and positive affectivity were found to be significantly related to OCB
(George & Brief 1992; Konovsky & Organ 1996). Different personality types may display different
degrees of OCB because individuals tend to differ in their levels of pro-social behavior, and research has
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shown that some employees or lay people would naturally be willing to go the extra mile and help fellows
or organization members, whereas others would not (Konovsky & Organ 1996). Mischel (1977) argues
that the effects of dispositional factors, namely personality should be related to OCB in “weak situations”
that specific behavioral demands.
A large number of OCB research has focused on the effects of OCB on individuals and
organizational performance. Many scholars have focused on the effects of OCB on individuals and
organizational performance. They found that OCB can lead to positive consequences in organization
(Cardona, Lawrence, & Bentler 2004). Satisfaction has been found to have a positive relationship with
performance and OCB. There is a consensus in this particular field that OCB addresses silent behaviors
for organization (Barbuto, Wilhite, & Wheeler 2001). Successful organizations have subordinates who go
beyond their formal activity. Such altruism is neither prescribed nor required; yet it contributes to the
smooth functioning of the organization and could pave a way to a unified and strong organization.
Organ (1988) noted that OCB was vital to the survival of an organization. Organ further elaborated
that OCB can maximize the efficiency and productivity of both the subordinates and the organization that
ultimately contributes to the effective functioning of an organization. A prominent current organizational
researcher has supported Organ‟s position regarding the importance and effectiveness of those behaviors,
which he labeled as OCB (George & Brief 1992). OCB is desirable from the organizational perspective
because such behavior is thought to increase the available resources and decrease the need for costly
mechanism of control (Organ 1998; Podsakoff, & Mackenzie 1997). Kelly and Hoffman (1997) claimed
that OCB can improve the performance of an organization. Engagement plays an important aspect in
churches and there happens sometimes conflicting relationship within the organization which can have
negative implications for the organization.
2.2. Organizational Commitment
“Commitment is a strong sense of intention, dedication to a particular cause, or belief, or
organization, combined with a willingness to get involved” (Zhao 2015). It is reflected in the person‟s
“intention” to persevere in a course of action (Meyer & Allen 1997). Commitment has always been
believed as the driving force behind a person‟s success. A person who has committed himself/herself to a
task will pursue it until its completion even if s/he experiences obstacles during the process. It is a
commitment that drives him to rise above the challenges.
2.2.1. Definition
OC is a very important concept in organizational functioning. Porter et al. (1974) have found OC
to be consisting of three facets: “a strong belief in and acceptance of the organization‟s goal and values, a
willingness to exert considerable effort on behalf of the organization; and a definite desire to maintain
organizational membership”. These characteristics imply that the members of the organization wish to be
active players in the organization, have an impact on what is happening, feel that they have high status,
and are ready to contribute beyond what is expected of them (Bogler & Somech 2004). OC is a bond to
the whole organization, not to the activity, belief in the importance of work or engagement itself (Lamber
2003). This differs from the concept of occupational commitment which is defined as an individual‟s
loyalty to a specific occupational field (Goulderner 1957).
2.2.2. Operationalization
One of the most widely used theories in OC is Meyer and Allen‟s (1991) three-component model:
2.2.2.1. Affective Commitment
Affective commitment refers to an employee‟s emotional attachment to and identification with the
organization (Meyer & Allen 1991). Organizational members, who are committed to an organization on
an affective basis, continue working or engaging for the organization because they want to (Meyer &
Allen 1991). Members who are committed on an affective level stay with the organization because they
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view their personal employment relationship as congruent to the goals and values of the organization
(Beck & Wilson 2000). In general, affective OC is concerned with the extent to which an individual
identifies with the organization (Allen & Meyer 1990).
2.2.2.2. Continuance Commitment
Meyer and Allen (1997, p.11) define continuance commitment as “awareness of the costs
associated with leaving the organization.” This means that the individual commits to the organization
because he/she perceives high costs of losing organizational membership including economic costs (such
as pension accruals) and social costs (friendship ties with church fellows) that would be incurred.
Employee or church faithful remains a member of the organization because s/he “has to”. Organization
members develop commitment to an organization because of the organization‟s goals and values.
Therefore, in order to retain employees or church faithful who are continuance committed, the
organization needs to give more attention and recognition to those elements that boost the employee‟s or
lay people‟s morale to be affectively committed.
2.2.2.3. Normative Commitment
Normative commitment reflects a feeling of obligation to continue employment. Employees or
church faithful with high level of normative commitment feel that they ought to remain with the
organization. The sources and reasons of these feelings may be the organization because s/he “ought to”
(Dereli 2006).
2.2.3. Related Studies
Organizational commitment is generally related to the level of engagement of individuals within
the organization. When joining an organization, many criteria are taken into account including
commitment, citizenship behavior, and skills etc… to do perfectly one‟s duty or activity. People feel that a
person ought not to change his/her activity too often and an employee who behaves so is considered as
erratic and untrustworthy. Beck (1960) perceived commitment as a tendency to engage in an activity
resulting from the recognition of the cost or lost side bets associated with the discontinuance of that
activity. The study also described commitment as the unanticipated involvement of other sources of
rewards or other aspects of a person.
Thus, it can be stated that in the religious context commitment is viewed as more relevant to church
than to other social systems. Researches have largely focused on the supremacy of organization and
individuals‟ attitudinal inclination towards it due to shared beliefs, values or rewards. One very recent
notable exception is scale development study by Shore et al. (1990). The two components of
organizational commitment have differential activity-related outcomes. Accordingly, satisfaction is
considered as an important factor of affective commitment. Affective commitment in turn is hypothesized
to predict desirable outcomes, such as higher levels of well-being and OCB.
It is important to mention that among the three components of organizational commitment,
affective commitment is more positively related to OCB. Therefore, engagement experiences were
perceived to have much stronger relations in particular with affective commitment (Irving & Meyer,
1994). Also, many studies have examined these three organizational commitment factors but they are
relatively not the same from one construct to another (Meyer &Allen 1991; Allen & Meyer 1990; Meyer
et al. 1993; Shore & Wayne 1993). Then, it has been said that the distinct components have been found to
correlate in different ways with antecedents, consequences, and correlations.
2.3. Satisfaction
S usually refers to “happiness” coming from the fulfillment of a need, wishes and as such it is the
cause or means of enjoyment. Satisfaction is important to organizations as it has the potential to affect a
wide range of behaviors in organizations and contributes to people level of wellbeing (George & Jones
2008).
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2.3.1. Definition
Satisfaction is a very important factor that mirrors the engagement environment and characteristics
of an activity or job (Karsh, Booske, & Sainfort 2005). It is regarded according to George and Jones
(2005) as “The collection of feelings and beliefs that people have about their current jobs or activities.
People‟s levels of S can range from extreme satisfaction to extreme dissatisfaction”. Following Locke, S
can be defined as a pleasurable feeling the “results from the fulfillment of one‟s important job value”
(Noe et al. 1994, p. 281). In this definition, three aspects of S are revealed. First, S is a function of values,
defined as “what a person consciously or unconsciously desire to obtain.” Second, different employees or
lay people have different views of which values are important, and this is critical in determining the
nature and level of S. One person may value high pay or things you obtain from your church more than
anything else; another may value growth opportunity. Third, aspect of S is a situation related to one‟s
values that matter. An individual‟s perception may not be completely accurate reflection of reality, and
different people may view the same situation differently. French (1990) claimed that S is a complex
notion that manifests itself in different ways to different individuals. Whether S is high or low depends on
the number of factors, including how well personal needs and wants are met through work or
engagement, the extent to which an individual defines himself or herself through work or engagement,
and individual personality trait. According to this approach although S is under the influence of many
external factors, it remains something internal that has to do with the way employees or church members
feel.
2.3.2. Operationalization
Our study focuses on the following categories of S: the things you obtain from your church or
pay, activity or job, personal development opportunities or promotion, church staff or supervisor and
church fellows or co-workers.
2.3.2.1. Things you Obtain from your Church or Pay
Things you obtain from your church or pay is often cited as a motivator of performance and
determinant of S (Dibble 1999; Vigoda-Gadot 2003), although the exact role of pay has been questioned
(Griffiths, 2003). Armstrong (1993) also concluded that if employees perceive some equity between their
engagement or work and pay, their S level depends on pay or the thing you obtain from your church.
2.3.2.2. Activity or Job
Activity is related to the nature of the activities as an aspect of S focusing on how the activity is
structured. This element also refers to the extent to which activity tasks are considered interesting and
provide opportunities for learning and accepting responsibility (Cockburn & Haydin, 2004). Lay people
or employees can be entrusted with some decision making powers for them to plan the execution of their
activity (Goode, 2000). This may enhance their confidence in their activities and they are more likely to
experience some S with their activity because they can define the destiny of their action (Armstrong
1993; George 2000; O‟Malley 2000).
2.3.2.3. Personal Development Opportunities or Promotion
Personal development opportunity refers to an individual‟s position and should enhance a need
for achievement, and should feel the sense that s/he is being recognized in the organization. Consequently,
ample opportunities for personal development are a vital contribution to S because personal developments
include a number of valued signals about a person‟s self-worth (Toposk 2000).
2.3.2.4. Church Staff or Supervisor
Church staff or supervisor is responsible for the efficient and effective operation of the church
community and for developing policies and procedures to support day-to-day operations of the church.
Church staffs are expected to ensure that new employees or lay people receive all the information
necessary to accomplish their duties.
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2.3.2.5. Church Fellows or Co-Workers
Church fellows‟S relates to the extent to which they are friendly, competent, and supportive (Hakim
1994; Johns 1992). This aspect is critical because employees or lay people need a friendly and considerate
engaging environment to experience S (Carrell, Hatfield, Grobler, Van der 1998; Lemmer 1996). In fact,
individuals enjoy people who are easy to be around.
2.3.3. Related Studies
According to the literature, the relationship between gender and S is inconsistent. Some studies report
that women are more satisfied. Souza-Poza (2003) found that women‟s S has declined substantially in the
past decade, whereas men‟s S has remained fairly constant. As cited in Jinnett and Alexande (1999),
Coward et al. (1995) stated that female individuals demonstrate higher level of S than male individuals.
Many studies involving several different populations support this argument (Lambert et al. 2001;
Loscicco, 1990). On the other hand, other studies found no significant differences between genders
(Bruning & Snyder 1983; Mortmer et al. 1988).
Studies have shown that task rewards and organizational rewards lead to S. Task rewards refer to
rewards that are in direct association with the engagement, such as the use of one‟s skills into challenging
engagement or work, engagement variety and opportunities. Organizational rewards are the visible
rewards such as things you obtain in your church or pay, and personal development opportunities or
promotion (O‟Reilly & Caldwell 1980). According to the literature, the findings are not consistent with
the influence of age on S. Some researchers have found that age has an influence on S (Chambers 1999;
Cramer 1993; Robbins 2001).
Older employees tend to experience higher levels of S (Billingsley & Cross 1992; Cramer 1993;
Jones, Johnson, & Johnson 2000). Older employees were more likely to report higher levels of S than
younger employees. Older employees are more comfortable and tolerant of authority and may learn to
lower their expectations for their activity (Spector 1997).
Other studies found that age has a non-linear association (no impact) on S (Sarker et al. 2003;
Sharm & Jyoti 2005, 2009) or rather statistically age has an insignificant impact (Bos et al. 2009; Bernal,
Snyder, & McDaniel1998). Some studies concluded that as a chronological variable, age is not a predictor
of S (Bernal et al.). Today‟s managers consider employees or lay people S more than before for the reason
that more satisfied employees or lay people can contribute to the overall S and wellbeing of the
organization. Many studies have documented that S is an important antecedent of organizational
commitment (Porter et al. 1974; Williams & Anderson 1991). These findings concur with other studies of
the behavioral outcomes of commitment (Markovits, Davis, & Dick 2007). McCaslin and Mwangi
(1994), Manthe (1976), and Bertz and Judge (1994) found that overall S increased as the years of
experience increased.
2.4. Relationship between Organizational Citizenship Behavior, Organizational Commitment and
Satisfaction
Generally, OCB researchers conducted several studies in order to identify the causes of OCB
performance. Many of the studies focused on attitudes as predictors of OCB. Among them, attitudinal
variables found to be related to OCB are S and OC (Blakely et al. 2005). In fact, from a social exchange
perspective, S may have significant effects on employees‟ or church fellows‟ voluntary behavior (Hee
Yoon & Suh 2003).
On the other hand, committed employees or church fellows within the organization would have a
higher tendency to conduct beneficial behavior that would sometimes go beyond the formal job tasks.
Highly-committed employees or church fellows are more likely to contribute to their organization with
positive behaviors and help organization develop (Greenfield et al. 2008).
2.5. Relationship between Organization Citizenship Behavior and Organization Citizenship
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Organ (1998) and Munene‟s (1995) findings suggest that a relationship between the two variables
exists. Relating OCB to OC, Munene (1995) noted that, whereas affective commitment of the
organization denotes a general psychological identification with the existing goal and values, OCB is a
practice directed towards attaining a given goal and that it goes beyond what specific job description
demands for.
Munene (1995) indicates that OCB, by its nature, closely relates to affective commitment, adding
that it (affective commitment) predicts pro-social behavior that will benefit the organization. Unlike
affective commitment, continuance commitment is calculative and based on material gains. This
contradicts with the fundamental principles of OCB, which ideally, is discretionary and not based on
material gains realized in an exchange relationship. Employees who exhibit high affective commitment
are likely to behave in a way that depicts application of extra effort for which one does not expect any
form of payment or gain.
2.6. Relationship between Organizational Commitment and Satisfaction
The concept of OC has become a popular topic in the literature of organizational behaviors in the
past decade. OC represents the attachment that individuals form to their employing organizations
(Ketchand & Strawses, 2001). An organization benefits from its employees‟ commitment in terms of
lower rates of job movement, higher productivity or work quality (Mathieu & Zajac, 1990). The most
commonly investigated type of OC is attitudinal and describes a state in which an individual identifies
with a particular organization and its goals and wishes to maintain membership in an organization: a
desire (affective commitment), a need (continuance commitment), and an obligation (normative
commitment). It can be noted that all three forms of OC are dependent upon the opportunity that the
organization provides employees to feel motivated toward growth and to achieve some self-actualization.
Many studies have explored the possible antecedents of OC. For instance, according to the meta-
analysis conducted by Mathieu and Zajac (1990), the antecedents of OC include personal characteristics,
job characteristics, group-leader relations, organizational characteristics and role states. In a more recent
study, Ketchand and Strawser (2001) suggest personal and situational factors as two main categories of
antecedents of OC. With this in view, DeCotiis and Summers (1987) contended that S is a determinant of
commitment. Furthermore, Porter, Steers, Mowday, and Boulian (1974), Price (1977), and Rose (1991)
suggested that satisfaction constitutes a strong determinant of OC based on an exchange of resources
between the individual and the organization.
2.7. Relationship between Organizational Citizenship Behavior and Satisfaction
Organ (1998) and Munene (1995) indicated a strong link between OCB and S when the latter is
used to mean “a state of fairness.” Fairness or unfairness is determined by the employee‟s or church
members‟ S with the activity and a given S level influences behavior, conduct and action. S has been
identified as a major requirement for organizations which aim at achieving excellence in their operations
(Chiboiwa, Chipunza, & Samuel 2011). There are many factors that can exert influence on S. For
example, Glissor and Durick (1988) summarized three predictors of S including activity characteristics,
organizational features and personal characteristics.
Brown and Peterson (1993) also claimed individual difference (personal characteristics)
organizational variable (organizational characteristics) and role perceptions (activity characteristics) as
correlates of S. Also, S has been associated with OC (Boles, Madupulli, Rutherford, & Wood 2007; Pool
& Pool 2007). Furthermore, some authors suggested S may have the causal relationship with OC
(Elangovan 2001). One of the most behavioral correlates of S is OCB. In distribution and sharing of
organizational resources for example, those who perceive that equity obtained in distribution of resources
are more likely to be satisfied with their activities and behave with a sense of citizenship (Organ 1998).
OCB is voluntary, informal behaviors that contribute to organizational effectiveness (O‟Malley
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2000). In many cases, it is not detected and rewarded by the formal performance evaluation system.
Recent theories and research suggest that although S is not closely related to formal performance
measures, it is more closely related to the informal citizenship aspects of organizational membership
(Weallens 2003).
Satisfied employees or lay people would seem more likely to talk positively about their
organization, help others and go beyond the normal expectations in their job or engagement (Griffiths,
2003). Moreover, satisfied employees or lay people may be more prone to go beyond the call duty
because they want to reciprocate their positive experiences. Research has shown that S can influence
OCB but through perceptions of fairness (Robbins et al, 2003).
Based on the above discussion, one may conclude that S is not only vital for individual well-being
but also for the organizational functioning. S and OCB are commonly determined by the relationship
among employees or church members of a given group and individual characteristics. The findings by
O‟Dricoll and Randel (1999) cited in Tumwesigye (2003) showed a positive correlation between S and
OCB over a period of time.
2.8. Theoretical Framework and Hypotheses Development
OCB has been an important and growing area of research for the past two decades. Numerous
empirical studies have identified consequences and antecedents of this extra-role behavior. This study
intends to analyze the influences of S and OC on OCB. Therefore, a comprehensive model that includes
S, OC and OCB at the same time is constructed. As seen in Figure 1, our study examines S on OCB as
well as the direct and indirect effects of OC.
Studies investigating the effects of S and OC found both variables to be significant predictors of
OCB (e.g., Organ & Ryan 1995; Judge, Thoresen, Bono, & Patton 2001; Moorman, Niehoff, & Organ
1993; Meyer & Allen 1993). Although both S and OC have been widely accepted antecedents of OCB,
the common practice in studies is using one variable and excluding the other (Schapper 1998). The
integrative model is designed to test both the direct effects of the independent variables (S and OC) and
the indirect effects of S on OCB. This model will enable us to ensure the relative strength of the variables‟
effects on OCB as well as the prediction ability of S and OC.
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Figure 1: Theoretical Framework
3. Methodology
3.1. Target Population
According to McClendon (2004: 131) target population refers to the group of individuals, animals or
objects which are targeted by the research for the sake of collecting some information (data) about them.
For instance, in our study, the target population includes priests, nuns, churches employees, parishioners
and other people involved in church activities in the Democratic Republic of the Congo.
3.2. Sampling Frame and Sampling Location
According to Singh (2007:88) sampling frame is a set of information or lists or records existing and
from which the sample units or elements are drawn. In this study, we did not use these kinds of sampling
just because we did not use lists or records of the respondents.
A sampling location is where study has to be conducted. Simply, it refers to the geographical area
Organizational
citizenship behavior
H1 H3
Organization
commitment
Satisfaction
H2
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that has been selected to collect data. In our case, sampling location refers to different churches in
Kinshasa, the capital city of Congo. About 20 locations randomly selected were included in the survey as
follows: Saint Alphonso, Saint Trinity, Bon Pasteur, Resurrection, Saint Thomas, Saint Amboise, Saint
Cyril, Saint Jean Apotre, Saint Elimo Santu, Saint Etienne, Saint Felicite, Saint Famille, Saint Raphael,
Saint Anne, Saint George, Saint Martin, Saint Marie Madeleine, Saint Bernard, Saint Dominique and
Notre Dame d‟Afrique.
3.3. Sampling Elements
In every survey questionnaire, units or elements which are under investigation should be well-defined
with much precision so that the results have to be relevant to the sampling elements. In practice, they are
known as respondents. In this study, respondents are priests or pastors, nuns, church employees,
parishioners and other members of the Catholic Church of the Democratic Republic of the Congo.
Different techniques of investigation can be conducted to obtain data or information from the sampling
elements (gender, age, position, tenure, commission, education and church attendance). Regarding this
section, it is important to clearly define what kind of information we want to find from the sampling
elements.
3.4. Sampling Techniques
Sampling techniques play a very important role in the whole research study. Different techniques
can be taken into account. The most used are questionnaire survey which may be one to one, or by using
telephone, email or post office, and so on. The choice of one method against the others depends on time,
cost, missing responses, accuracy and other reasons.
Two important properties should be mentioned. First, we want the whole sample to be
representative and second to individuals to be independents. To achieve these qualities, some additional
techniques are required for example defining probability of selecting an individual from the population.
Quota may also be predefined for good representation.
In practice, the research group used convenience sampling as sampling technique. That sampling is
referred to a collection of information from members of the population who are conveniently available to
respond. Convenience sampling is most often used for research because it is the best way of getting some
basic information quickly and efficiently. In our work, we proceeded as follows:
Questionnaires were distributed to different respondents with respect to the demographical variables
such as gender, age, position, tenure, education level, commission, and church attendance. This allows
generating various perceptions among respondents. As a consequence, results obtained are closer to the
reality.
3.5. Sampling Size
In every survey study it is very important to define the number of observations or units intended to
investigate. Since the whole population cannot be investigated due to cost, time and so on, a sample size
should be defined. The choice of sample size in marketing research and others fields is very capital. We
know how the greater the sample, the better the precision and the smaller the error. In practice, many
authors prefer a sample as bigger as 300 and above. Obtaining a big sample needs time and cost. The
sample size is based on the target population and it only determines the sample size of sampling elements
(Sekaran & Bougie 2010).
We obtained respondents from church community members in the DRC. A total of 283 respondents
completed the research sample. The demographic characteristics of the sample were: 42% female (118)
while 58% male (165). Besides, on the total 15-25 were below 24 (8.5%), 66 of the population (23.3%)
are between 26-36, 57 of the population (20.1%) are between 37-47, 75 of the population (26.5%) are
between 48-58, and 58 above 61 (21.6%). At the position level, in fact 10 participants (3.5%) of the
respondents were priests, 13 participants (4.6%) of the respondents were nuns, church employees were 39
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participants (13.8%), 188 participants (66.4%) were parishioners and 33 participants (11.7%) for other
positions. For the number of years at current position 6 were less than 12 months (2.1%), 1-3 years were
12 (4.2%), 15 (5.3%) were 4-6 years, 28 (9.9%) were 7-9 years in the church, and 222 (78.4%) were 10
and more years.
At the commission level, 42 were liturgy (14.8%), 43 were evangelization (15.2%), Christian
education were 36 (12.7%), 77 were Christian base community (27.2%) and the other commissions were
85 (30%). The majority of the respondents education were 111 (39.2%) for high school diploma, 62 for
bachelors (21.9% ), 14 participants (4.9%) for postgraduates, 88 participants (31.1%) for general
certificate of secondary and 8 primary education or less (2.8%). For church attendance, 1 participant
(0.4%) “Never” attended the church activities in DRC, 18 participants (6.4%) “Occasionally”, 51
respondents (18%) with “Average” catholic church attendance in DRC, 116 participants (41%)
“Frequently” attended, and 97 participants (34.3%) “Always” attended.
3.6. Measures
3.6.1. Organizational Citizenship Behavior
OCB refers to individual behavior that is discretionary not directly or explicitly recognized by the
formal reward system, and that in the aggregate promotes the effective functioning of the organization
(Organ 1988, p.4.). William and Anderson‟s (1991) 9-items were used to measure this construct. Huang
and You (2011) have also resorted to this scale to measure OCB. A sample item from this scale is (1) “I
help others who have been absent” (5) “I take personal interests in others”.
3.6.2. Organizational Commitment
OC measurements have been developed by many organizational scholars. OC is viewed as a force
that binds an individual to a target (social or non-social) and to a course of action of relevance to that
target (Meyer, Becker, & Van Dick, 2006). We resorted to Allen and Meyer‟s (1990) 21-items to measure
OC. Allen and Meyer‟s (1990) OC scale have won widespread acceptance and have been used in many
studies (Atak & Erturgut 2010; Cheng & Stockdale 2001). Among the sample items were questions such
as (3) “I really feel as if this organization‟s problems are my own” (11) “It would be very hard for me to
leave my organization right now, even if l wanted to”.
3.6.3. Satisfaction
The satisfaction level of each participant was measured using the seven items scale borrowed from
Schriesheim and Tshui (1980). This scale was found to be reliable in Vigoda and Cohen (2002). The scale
contains such items as: „how satisfied are you with your church‟? And „how satisfied are you with the
thing obtain from your church‟? Church ministers, parishioners and church employees were asked in a
five-point Likert format to indicate how satisfied they were with seven aspects of their engagement. The
scale ranged from 1 (very unsatisfied) to 5 (very satisfied) .The overall satisfaction level each participant
was measured by calculating mean score of all 7 items in the questionnaire. As a result, the maximum
score of a participant on satisfaction can be 5 while the minimum can be 1.
3.7. Data Analysis
We present different statistical tools used to yield the results. Here, we used quantitative methods
to produce different outcomes with the use of SPSS and AMOS 17.0 Software.
3.7.1. Internal Reliability and Reliability Test
In research in general and statistics in particular, internal consistency is typically a measure based
on the correlations between different items on the same test (or the same subscale on a larger test). It
measures whether several items that propose to measure the same general construct produce similar
scores. The most popular method of testing for internal consistency in the behavioral sciences is
coefficient alpha. Coefficient alpha was popularized by Cronbach (1984), who recognized its general
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usefulness. Another definition of reliability is given by Nunnally (1967:206) as “the extent to which
[measurements] are repeatable and that any random influence which tends to make measurements
different from occasion to occasion is a source of measurement error”. A predefined structural framework
in mind for this study and the reliability of the statements that are defined to influence church community
members will be tested.
3.7.2. Factor Analysis
One of the main purposes of using factor analysis is that it is a powerful statistical tool able to
reduce the dimension of variables. To carry ahead with factor analysis, some tests may be required. Some
of them are the Kaiser-Meyer- Olkin Measure (KMO) of Sampling and Bartlett‟s Test of Sphericity. The
KMO compares the observer correlation coefficients to the partial correlation coefficients. Small values
for the KMO indicate problems with sampling (Kaiser, 1974a). On the other hand, Bartlett‟s Test of
Sphericity can be used to determine if the correlation matrix in the factor analysis is identity matrix. An
identity matrix is a correlation matrix where the diagonals are all 1 and the off-diagonal are all 0 (Bartlett
1954).
Other important aspects include exploratory principal component analysis with varimax rotation is
performed on all multiple scale items to determine item retention (developed by Kaiser in his Ph.D
dissertation and published in 1958). This rotation procedure attempts to minimize the number of variables
that have high loadings on a factor (thus achieving the goal of parsimony discussed above). The criterion
of eigenvalue or characteristic root (Eigenvalue) ≥ 1 was used for defining the number of the factors that
were kept (Kaiser, 1960, Sharma, 1996, Hair et al., 1995). Eigenvalue used to establish a cutoff of factors
is a value like R2 in regression. As with regression, the eigenvalue represents the “strength” of a factor.
The eigenvalue of the first factor is such that the sum of the squared factor loadings is the most for modes.
The eigenvalue is used as a cutoff that is because it is the sum of the squared factor loadings of all
variables. An eigenvalue of 1 simply means that the variables explain at least an average amount of the
variance. Model acceptance was based on two criteria: a) each variable, in order to be included in the
variable cluster of a factor, must load to it more than 0.5 and b) less than 0.4 to the rest of the factors
(Schene, et al., 1998)
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Table 1: Principal Component Analysis with Varimax Rotation for Three-Factor
Factors
Items I II III
Factor I
OCB8 0.771
OCB6 0.685
OCB4 0.679 0.449
OCB5 0.418 0.482
Factor II
OCB2 0.845
OCB1 0.817
OCB3 0.460 0.400
Factor III
OCB16 0.862
OCB15 0.738
Eigenvalue 3.342 1.242 1.017
% of variance 37.133 13.805 11.301
Cumulative % 37.133 50.938 62.240
Note: OCB= Organizational Citizenship Behavior
Table 2 : Principal Component Analysis with Varimax Rotation for One-factor
3.8.3. Structural Equation Modeling
The Structural Equation Modeling (SEM) measures the important variables, and using covariance
or correlations among the measures models presumed causal relationship statistical manipulation (Bollen
1989; Tanaka, Panter, Winborne, & Huba 1990; Shadish et al. 2002).
3.8.4. Structural Model
Several indicators of goodness of fit are referring to evaluating the adequacy of the model (Byrne
2006; Munro 2005). This study used Chi-square degrees of freedom (df) CFI, which is affected less by
sample size than other indices such as NFI and GFI, which indicates the proportion of the observed
covariance that explained the model-implied covariance; AGFI, which is an adjusted from GFI that takes
into account model complexity, TLI and RMSEA, which indicates the amount by the sample variance and
covariance differs from estimates obtained. Traditionally, a good-fitting model is one that has a CFI, GFI,
AGFI, NFI and TLI greater than 0.90 (Bentler & Bonnet 1980; Bentler & Chou 1987; Hair et al. 1998;
Klin 1998). Also, previous fit is indicated by RMSEA values no higher than 0.08 (Bentler 1990;
Component
Extraction Sums of Squared Loadings
Eigenvalue % of Variance Cumulative %
Factor 1 3.183 45.478 45.478
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Vandenberg & Lance 2000).
3.7.5. Path Diagram
One of the primary goals of social scientific research is to understand social systems through the
explanation of causal relationships. Path analysis is a methodological tool that helps researchers using
quantitative (correlational) data to disentangle the various (causal) processes underlying a particular
outcome.
Social scientific theories of causal relationships often specify a system of relationships in which
some variables affect other variables and these in turn still influence other variables in the model.
However, path analysis estimates as many regression equations are needed to relate all the proposed
theoretical relationships among the variables in the explanation of the hypothesized causal model in path
analysis (Wright 1934).
Table 3 : Regression Weights: (Group No. 1 - Default Model)
Estimate S.E. C.R. P
H1 OC <--- OCB 0.659 0.142 4.639 ***
H2 SAT <--- OC 1.104 0.306 3.606 ***
H3 SAT <--- OCB -0.139 0.204 -0.681 0.496
3.7.6. Hierarchical Multiple Linear Regression
Hierarchical multiple linear models are statistical specifications that explicitly recognize multiple
levels in data. As regression models are used to develop a better understanding of the relationship
between a dependent variable and a set of independent or explanatory variables. It is usually impossible to
assign “cause” to any observed relationships between a dependent variable and an explanatory variable,
except in the case of well-designed controlled and randomized experiments. Explanatory variables can be
measured at different points of aggregation, it is often important to structure inferences that specifically
identify multilevel relationships. At each stage, an additional term or terms are added to the model and the
change in R2 is calculated. A hypothesis test is done to test whether the change in R
2 is significantly
different from zero.
Hierarchical linear models take the standard linear model specification and remove the restriction
that the estimated coefficients are constant across individual cases by specifying levels of additional
effects to be estimated. This approach is also called random effects modeling because the regression
coefficients are now presumed to be random quantities according to additionally specified distributions
(Goldstein, Maier, & Luger 1995).
4. Empirical Results
4.1. Descriptive Statistics
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Table 4 : Summary of Personal Variables
Mean Mode Min Max St. dev
Gender 1.42 1 1 2 0.494
Age 3.29 4 1 5 1.273
Position 3.78 4 1 5 0.843
Tenure 4.58 5 1 5 0.928
Commission 3.42 5 1 5 1.431
Education 2.95 3 1 5 0.917
Church attendance 4.02 4 1 5 0.902
4.2. Internal Consistency (Reliability Test)
Internal consistency (or reliability) refers to the general agreement between multiple items (often
Likert scale items) that make-up a composite score of a survey measurement of a given construct. This
agreement is generally measured by the correlation between items. Internal consistency is typically
measured using Cronbach's Alpha (α). Cronbach's Alpha ranges from 0 to 1, with higher values indicating
greater internal consistency (and ultimately reliability). We measure the internal consistency of items for
our variables of interest, such as OCB, OC and S. Based on Cronbach's Alpha, we could improve the
reliability by deleting items able to increase Cronbach's Alpha. For OCB initially, Cronbach's Alpha was
(0.590) for (16) items. After deleting items, Cronbach's Alpha went up to 0.783 with 9 items. Similarly
for OC initially, Cronbach's Alpha was 0.783 for 33 items. After deleting items not reliable, Cronbach‟s
Alpha went up to 0.831 with 28 items. For S, no item was deleted. The Cronbach‟s Alpha was 0.798 for 7
items. In all these situations, those final Conbrach's Alphas were above most cut-off values required. We
also analyzed the matrix of correlation (item intercorrelations) most of our correlations are around 0.4
which was not bad. Few correlations were under 0.25.
4.3 Factor Analysis
In this part, we first studied if factor analysis could be carried on with our dataset. We use three
test statistics, such as Kaiser-Meyer-Olkin (KMO), Bartlett‟s test and Sphericity test to assess the
sampling adequacy. We respectively investigated for OCB_ items, OC_items and Sat_ items. KMO are
0.780, 0.795, 0.844 respectively, which is nearly very good. Bartlett‟s test was respectively 610.36 for
OCB, 2281.4 for OC and 474.6 for S.
In addition, sphericity test in each case has shown P_values < 0.000), rejecting the hypothesis that
the matrix of covariance is singular. It confirmed that FA was possible since all KMO > 0.5 and all
sphericity tests were very significant (P_value <.000). That was the evidence that matrix of correlation
was not singular. Thus, with 9 items for OCB, 28 items for OC, and 7 items for S, factor analysis could
be carried on. The next is another important aspect we used.
Principal Components (PC) is of great importance when variable reduction is concerned. Since
items required to be represented by few variables, we applied PC for that matter and varimax rotation
axis. The findings showed that: For OCB, three eigenvalues (>1) were created from 9 items which
explained variance 62.2%. Therefore, we created 3 variables by summated scale method instead of using
those created by PC. For OC, nine eigenvalues (>1) were created from 9 items with explained variance
60.4%. Finally, for S we got only one eigenvalue (>1) which explained variance of 45.4%. Finally, for S,
we use all the seven items instead of only one variable (refer to the path diagram for a better visualization
of the variables created from factor analysis).
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4.4. Structural Equation Modeling
4.4.1. Structural Model
Structural Equation Modeling (SEM) is a powerful tool used in the concept of measurement errors
especially when simultaneous equations are concerned. To understand the simultaneous relationships
among different relationships for endogenous and exogenous variables, we applied the SEM. SEM is
always accompanied with the path diagram. Three main relations have been hypothesis 1 (H1) of great
importance for us including hypothesis 2 (H2), and hypothesis 3 (H3) (See path diagram for better
understanding). Amos software available in SPSS 17.0 has been used to run the SEM after a model has
been set up. We used reduced variables obtained in PC analysis. Amos outputs can be analyzed into 3
parts.
For a good model, chi-square is supposed to be smaller than 0.05 so that we do not reject the
hypothesis. In other words, the p-value is supposed to be greater than 0.05. In our cases, p-value is less
than 0.007. That does not mean the model is not good. Many research papers have supported that we
cannot rely on the chi-square when the sample size is big (< 200 observations). The second group is a
series of standard values for goodness-of-fit. They include: (GFI), (AGFI), (NFI), (CFI), and (TLI). We
want them to be greater than 0.90 to indicate good fit. In our case, they are respectively (0.952), (0.921)
and (0.907) not too far from 0.90, (0.971) and (0.958). Finally, we have the PCLOSE and the RMSEA.
Our PCLOSE >0.05 and the RMSEA was 0.37< 0.05 which is the conventional value to beat.
Other important information from AMOS fit is that all our variances are positive that is a good
sign. All correlations are between (-1, +1). Loading values are most of them greater than 0.45 which is
not too bad. Our main hypotheses are all positive and significant (H1 and H2) except for one which is not
significant (H3). Note that H1 describes the causal relationship between S and OC (Manheim et al., 1997);
H2 which postulated a causal relationship between OC and OCB (Greenfiel et al., 2008) and finally H3
which describes the causal relationship between S and OCB.
4.4.2. Path Diagram
It is directly connected to structure model since it is a conceptual model based on theoretical
knowledge or referring to previous researches. It is always important that experts establish the casual
relationship among endogenous and exogenous constructs and items. The fitted Amos structure provides
more details regarding different details about variances and errors covariates, and regression weights. The
standardized and default values are quasi close. Therefore, we mostly refer to default (please refer to
diagram in Appendix for more details)
4.5. Hierarchical Multiple Linear Regression
Contrarily to multiple linear regressions, the hierarchical multiple linear regressions have the
capacity to investigate the casual effect relationship between a dependent variable and a group of
independent variables while controlling for personal (demographical) variables. It is a type of two steps
regression; where in step 1, we run dependent variable Vs. all personal variables using stepwise model
selection. In the second step, we enter variable of interest in the equation. With regard to our hypotheses
(H1, H2 and H3), we run three regressions.
For hypotheses: Regression stage 1, OC Vs. (gender, age, position, tenure, commission education,
attendance). The chi-square and the adjusted chi-square were respectively 0.183 and 0.162.
F test was 8.767 (7 degrees of freedom). P_value was 0.000. That means the overall model fit was
good despite small R^2. At this level, besides intercept being negative and significant; position, tenure
and church attendance were positive and significant, Beta was 0.078 (0.173), p-value 0.003, 0.089 (0.218)
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p-value 0.000 and 0.064(0.151) p-value 0.017. After controlling for demographics, we fit again with OCB
as independent variable. R^2 and adjusted R^2 0.275 and 0.254, with F-value 34.842 (6df), P-value very
significant 0.000. Interestingly, attendance become influenced positively and fairly insignificant (value
0.05), tenure (age, position) was still significant and positive with beta 0.088 (0.327). OCB was also
positive and statistically significant with Beta 0.214 (0.327). Here we could say that if we increase OCB
with one unit OC will increase with 0.214, while controlling for other variables. This referred to H3.
Second, we used S in place of OC in the regression at stage 2. Because stage 1 could change, we could
see that gender and age were significant, the p-value was 0.008 and 0.001 and with positive beta 0.177
(0.153) and 0.098 (0.217). Attendance was still positive and significant with beta 0.160 (0.251) and p-
value (0.000). The variable of interest S was positive and statistically significant with beta 0.535 (0.353)
and p-value 0.00. We can say that if we increase S with one unit, OC will increase with 0.535 while
controlling for other variables. This second corresponded to our H2. Finally, H3 regression was
investigated. S was used as dependent variable. At the stage 1 we entered demographical variables. The
outputs were: R^2 and adjusted R^2 were 0.210 (0. 187). F test was very significant with p-value 0.00.
That showed the overall regression fit was good. Besides, the intercept was positive and significant;
gender, age, and attendance were all positive and significant. At the second stage, we used OCB as
independent variable.
Results showed that R^2 and adjusted R^2 were 0.210 and 0.187. F test was very significant with
p-value 0.00. At the second level, while entering S, the fit showed that age was not significant any more,
but position, tenure and attendance were still significant and positive. OCB was significant and positive
too. Its Beta 0.237 (0. 239) with p-value was 0.00.
As for H3 and H2, here we could say that if we increase S with one unit OC will increase with
0.237 while controlling for other variables. We could establish the correspondence between results from
SEM and those from hierarchical multiple regression. One exception only is that regression found that H1
was positive and statistically significant while we found that SEM was positive but not significant.
4.6. Discussion
There are lots of studies about the relationships among OCB, OC and S in a wide variety of fields.
Our conceptual framework is positively compatible with the previous research findings. OCB and OC are
closely linked to S and are very important for general organizational success. OCB, OC, and S are
important attitudes for their positive implications in the church context in D.R.C. The engagement itself is
one of the crucial organizational factors that influence the individuals‟ OCB, OC, and S.
It is proposed in the extant literature that as a result of these attitudes, individuals engage in behavior.
Therefore, the model tested in this study proposed the relationship between OCB, OC and S. Therefore,
we could proceed to discuss the causal relationship by examining the path coefficients of the structural
model.
The results indicate the parameters of the structural path which provide the correlation and causation
relationship among variables. Our two hypotheses are positive and significant (H1 and H2) except
hypothesis 3 (H3) which is negative and not significant.
The findings concerning the relationship between OCB, OC, hypothesis 1 relationship between OC
and S, H2 a significant relationship between OCB and OC have been supported. These results may have
impact on individual level, and organizational activity management level. The main reason why
commitment has attracted so much interest from researchers is its association with job or activity
performance, absenteeism, and turnover. This is because committed employees are seen as productive and
devoted members of the organization who are less likely to leave their organizations. In the context of
D.R.C, OC of church ministers and parishioners is very high as revealed by by the results and it is due to
their high OCB. Munene (1995) indicated that OCB, by its nature, is closely related to affective
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commitment, adding that it predicts pro-social behavior that will benefit the organization.
OC and S (H2) are positive and significantly correlated in this study. This finding is supported by
previous studies. Feinstein and Vondrasek (2001) analyzed the effects of S on OC among employees and
their findings proved that S level would predict commitment to the organization. Jernigan et al. (2002)
examined the role that specific aspects of S play as predictors of OC. S has been linked more strongly
with OC than with other forms of commitment (Meyer et al., 1993). A person with high S holds positive
attitudes towards the job or activity, and one who is dissatisfied with it has negative attitudes towards it.
In the context of D.R.C, church members are quite satisfied as revealed by the results and it is due to their
high OC. Good feelings about the job lead to loyalty and identification with the organization. This recent
study found a positive link between S with extrinsic benefits and affective OC. This implies that highly-
committed church ministers, parishioners and church employees are more likely to contribute to their
organization with positive behaviors and contribute to the development of their organization (Greenfiel et
al. 2008).
The current study demonstrated that correlation between OCB and S was negative and not
significant. Chen et al. (1998), Schappe (1998), and Randall et al.‟s (1999) findings lead to similar
conclusion. Some studies have concluded that S is a good prediction of employees or church faithful
performance. Although, individuals are not satisfied with their reward, they can be a volunteer and will
cooperate with their co-workers within the organization. Consequently, this will not have an effect on
employee‟s or church faithful attitudes and behaviors such as OCB. Therefore, it is plausible that OCB
may be negatively related to extrinsic or pay satisfaction.
Our results showed that the demographic variables (gender, age, position, tenure and church
attendance), OCB, OC measures were significantly related to S of church members. The relationships
with commission and education were spurious, resulting from confounding with other demographic
variables. The findings for other demographic variables (age and tenure) paralleled those found in
previous studies (Meyer, Herscovitch & Topolnytsk 2002). The analysis indicated that the demographic
variables traditionally used in accounting for church attendance is still positive and significant predictor
of S with the church. Ellison (1991), Ferraro and Kelley-Moore (2000) and Soydemir et al. (2004) show
that church attendance is positively related to subjective happiness. These findings suggest that religious
attendance has a positive impact on mental and physical health. Therefore, the overall happiness can be
increased with a high level of S with personal health (Witter et al. 1985; Ellison 1991; Ferraro &
Albrecht-Jensen 1991; Atchley 1997).
Individuals‟ levels of S can range from extreme S to extreme dissatisfaction. This study did not
support the hypothesis on the relationship between OCB and S. So the proposed hypothesis is confirmed
by the results that OCB has significant positive relationship with S; and OC has a significant positive
relationship with S.
5. Conclusions
5.1. Summary of the Study
The purpose of this study was to examine the relationship among OCB, OC and S in D.R.C. OCB
is desirable from the organizational point of view because such behavior is thought to increase the
available resources and decrease the need for costly mechanism of control. It is a factor correlated to
ethics and morality in our study and giving us a clear picture of how church fellows interact,
communicate between them, learn from each other to improve the productivity and quality of the service.
In this study, OC was defined as the relative strength of an individual‟s S with involvement in a particular
organization. S was defined as the collection of feelings and beliefs that people have about their current
activities. In this paper, the authors borrowed those theories and measurement tools to analyze the
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relationship among OCB, OC, and S for church community members in D.R.C. To measure OCB, this
research used the instrument and scales developed by William and Anderson‟s (1991) 12-items. Huang
and You (2011) also resorted to this scale to measure OCB. The second variable is OC measured using the
21-items scale from Allen and Meyer (1990) and Atak and Erturgurtb‟s (2010) 12-items scale. The third
and final construct is S adapting the instruments and measurements developed by Schriesheim and Tsui
(1980). Each item was measured using a 5-point Likert-scale ranging from 1= strongly disagree to 5=
strongly agree. Demographic data were presented and composed of 283 participants (e.g., 58 males and
42 females). Respondents were church ministers, parishioners, and church employees in D.R.C.
5.2. Limitations of the Study
Throughout this study, we come across four limitations. The first limitation is related to the
collection of data. In many cases people show resistance to fill out the questionnaire for some reasons
such as religious-oriented survey and the use of such data.
The second limitation of the study is about the cost and infrastructure constraints because of a lack
of sufficient infrastructures to collect a large sample of data from the target population. Future studies
should fill this gap by providing adequate funding to reach remote areas of D.R.C.
The third limitation of this study is the difficulties to find literature dealing with the kind of topic
we are working on as there is a limited research about OCB, OC, and S in the contexts of church
community in general and D. R. C in particular.
Finally, the fourth limitation of this study is the sample size not large enough to represent a large
group of Christian community in D.R.C. We only could target churches in particular geographical areas
located in Kinshasa, the capital city.
5.3. Implications for Managers
Church community leaders of D.R.C should work to enhance the level of S of church faithful in their
environment in order to achieve superior dynamic performance. Analysis of S is the most important for
them because it refers to a person‟s feelings of S on the activity or job, which acts as a motivation to
engagement. It is not self-satisfaction, happiness or self-contentment, but S on the activity or job.
On the basis of this study, the researchers propose that the church faithful of D.R.C should exhibit
appropriate level of S for a better and effective functioning of the church. Churches should focus on OCB
and OC because they contribute positively to boosting S. Therefore, our findings should enable church
leaders, supervisors, and policymakers to integrate our suggestions in their decision-making in order to
protect their good reputation and improve the quality of their human resources management.
5.4. Recommendations for Future Research
This study provides some suggestions for future researchers who are interested in conducting a
research study that is relevant to this research topic.
Future researchers should increase the number of respondents to improve the accuracy of the data.
This is especially important to ensure that the minimum amount of respondents can be attained for each
category for the desirable test. So, it is better to reach a large number of respondents to get a bigger
sample size. Besides, future research could be conducted by including more locations for the survey to
have a better representation of the country.
In this study, we only target church ministers, parishioners, and church employees living in
Kinshasa, the capital city. If the research covers all provinces in D.R.C, the outcomes could be possibly
different. If researchers are able to reach members of other religions, this would lead to different
interpretations, perspectives and viewpoints. More accuracy could be generated through widening the
locations of survey. Therefore, future studies may add more relevant variables in the research study to see
how this could impact the findings. There are so many other variables which can affect the behaviors of
church ministers, parishioners, and church personnel in the country.
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Appendix 1:
Figure 2: Path Diagram
.17
OCB
OC SAT1.10
s1
.46
e41.00
1
s2
.45
e5.93
1
s3
.37
e6.891
s4
.60
e71.05 1
s5
.45
e8
.861
s6
.52
e9
1.03
1
s7
.39
e10
.63
1
OCS_8
.58
e11
1.00
1OCS_7
.54
e12
.69
1OCS_6
.51
e13
.961
OCS_5
.21
e141.101
OCS_4
.67
e151.091
OCS_3
.34
e16 1.331
OCS_2
.21
e171.21
1
-.14
.13
.10
.18
e201
.10
.05
.07
OCB_SM_1
.49
e21
1.00
1
OCB_SM_2
.30
e22
1.39
1
OCB_SM_3
.28
e23
1.11
1
.66
.05
e241
.07
.04
.05
-.17-.11
-.13
-.12
-.07
-.07
-.09
-.11-.07
.07
.05
.06
.09
.06