The mediation role of organization citizenship behaviour between employee motivation and
productivity: Analysis of Pharmaceutical Industries in KRG
As a due to globalisation, organizations are constantly changing in every aspect of their
operations. Organizational working procedures are also rapidly changing as a result of
technological advancements. There are some active OB practices that can assist in providing
solutions to problems that arise as a result of the workplace's constant change. These practices
have the potential to be a significant source of organizational success (Supriyanto, et al., 2018).
Managing people in the current age group at different work sites in a vibrant and rapidly
changing environment is not an easy task. Because some people prefer one dimension of benefits
while others prefer a different dimension of benefits, there should be different treatments for
different people. OCB that provides strength to the organization in the form of increased
employee productivity should be implemented for this purpose (Garg, 2020).
Currently, the importance of managing a firm's resources should be kept in mind for any firm's
success. Human resources are crucial and must be taken into account. OCB is a key
differentiating factor for many organizations, particularly in the service industry (Priyankara, et
al., 2018).
A thorough examination of material in management research reveals that the level of motivation
and commitment of employees in the organization has a direct relationship with the
organization's productivity. Many factors influence and shape employee motivation in the
workplace. OB and the provision of basic needs for employees are two factors that influence and
shape employee motivation. When people notice that they are treated equally and fairly at work,
they achieve OB. Fairness produces motivation in social exchange, according to well-known
psychologists. Because if everything in life is fair, everyone will get what they deserve.
Individuals compare their actions to those of others to see if they are being treated fairly.
Because OB is a major source of employee motivation, it cannot be taken lightly (Zahavy, 2018).
Researchers and organization behavior (OB) practitioners have been paying more attention to the
relationship between organizational citizenship behavior, employee motivation, and productivity.
This is a critical issue because employees are frequently regarded as a company's most valuable
asset (Dharma, 2018).
In today's job market, finding highly talented and skilled employees has become difficult. As a
result, any company that accomplishes this feat gains a competitive advantage over its
competitors. This implies that effective management of this resource is a major managerial
concern. The OB literature has extensively discussed how organizations manage and retain
employees by implementing a variety of OB practices (Budur & Poturak, 2021). Providing
extensive training and development opportunities, designing fair job and productivity appraisal
processes, developing incentive pay systems, and so on are examples of such practices (Ciobanu,
et al., 2019). Despite the fact that these bodies of OB literature provide extensive empirical
evidence supporting how organizational citizenship behavior can actualize desired outcomes, it is
surprising to note that previous studies frequently appear to ignore how employees' behavioral
reactions affect these relationships (Paais & Pattiruhu, 2020). The literature ignores how
employees think about and react to OB, making it difficult to understand how these practices
lead to desirable outcomes. Employees who anticipate and monitor rapid changes in the business
and figure out how to deal with these changes in order to maintain or improve effectiveness are
needed by organizations (Curcuruto & Griffin, 2018). As a result, we argue that organizational
citizenship behavior (OCB) is involved in the behavioural process of employees to help explain
the productivity relationship. Extra efforts that go beyond the scope of core job responsibilities
are included in this behavior (e.g., finding out the changes in demand, advocating initiatives to
adapt to changing conditions, and exercising a proactive stance toward the efficient
implementation of strategic changes). OCB may help to confirm the role that they play in
determining the extent to which employees create an intention to leave their current job (Ismael
& Yesiltas, 2020).
Employees become a valuable resource for a company. They are a necessary component for the
organization to progress and overcome obstacles. Improving employee productivity is one of the
challenges that organizations face. Productivity is defined as the efficient and effective use of
resources to achieve a set goal (Luu, 2019). The OCB factor has a significant impact on
employee and organizational productivity. It motivates practitioners and academics to seek out
new construction that will have a significant impact on OCB. The researchers are interested in
OCB's ability to improve individual and organizational productivity (Ng, et al., 2021). By
improving job productivity and employee productivity, OCB has the potential to improve
organizational efficiency (Pham, et al., 2020).
