1 INTRODUCTION The word “extra” has become a buzzword in the business world due to increased competiti on caused by globaliza ti on together with other influen ti al fac ‐ tors—for example, extra quan ti ty, extra savings, ad ‐ di ti onal benefits, extra du ti es, and performance. Similarly, the term extra ‐role behavior, also referred to as organiza ti onal ci ti zenship behavior (OCB), has gained significant importance for organiza ti onal be ‐ havior researchers (Morales ‐Sanchez & Pasamar, 2020). In the last three decades, researchers from di ‐ verse backgrounds and cultures have examined or ‐ ganiza ti onal ci ti zenship behavior with diverging This research studied the impact of bank personnel’s mo ti vati on on bank ci ti zenship behavior with the media ti ng role of job sa ti sfac ti on. The researchers used a quan ti ta ti ve approach and cross ‐sec ti onal survey design to collect data via a Likert ‐scale ques ti onnaire from a sample of 254 Pakistani bank employees chosen with probability sampling. Data analysis through par ti al least ‐squares structural equa ti on modeling using Smart_PLS 3.3 revealed that job sa ti sfac ti on significantly mediates between mo ti vati on and bank ci ti zenship behavior. Interes ti ngly, the control variables (gender and residen ti al area) had an insignificant associa ti on with bank employee’s ci ti zenship behavior. These outcomes will aid banking policymakers in improving extra ‐role behavior among sta ff. The coined term “bank ci ti zenship behavior” will a tt ract researchers to inves ti gate bank employee’s ci ti zenship behavior further to enrich the empirical evidence on the subject. Hence, the findings of this research determine its novelty owing to advancement of the literature. However, a larger sample size may lead to be tt er generaliza ti on of the phenomenon. Future direc ti ons suggest the in ‐ clusion of bank jus ti ce, organiza ti onal happiness, life sa ti sfac ti on, and meaningfulness as antecedents of bank ci ti ‐ zenship behavior. Keywords: job sa ti sfac ti on, bank ci ti zenship behavior, mo ti vati on, OCB Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 17 THE IMPACT OF MOTIVATION ON BANK CITIZENSHIP BEHAVIOR: MEDIATING EFFECT OF JOB SATISFACTION Muhammad Umar University of Management and Technology, Lahore, University of Gujrat, Pakistan. umar@uog.edu.pk Khadija Mushtaq Faculty of Management Sciences, University of Gujrat, Pakistan Syed Ahmad Ali School of Business & Economics, University of Management and Technology, Lahore, Pakistan Maqbool Hussain Sial School of Business & Economics, University of Management and Technology, Lahore, Pakistan Abstract Vol. 11, No. 1, 17 ‐35 doi:10.17708/DRMJ.2022.v11n01a02 Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 18 Muhammad Umar, Khadija Mushtaq, Syed Ahmad Ali, Maqbool Hussain Sial: The Impact of Mo ti va ti on on Bank Ci ti zenship Behavior: Media ti ng E ffect of Job Sa ti sfac ti on lenses and findings (Gonzalez & Garazo, 2006; Dim ‐ itriades, 2007; Bukhari, 2008; Al ‐Zu’bi, 2011; Mush ‐ taq, Ahmed, & Warraich, 2014; Khalili, 2017). They explored its useful role in compu ti ng organiza ti onal success and e ffec ti veness (Kim, 2007). Despite a se ‐ ries of studies, the findings remain inconsistent, be ‐ cause organiza ti onal ci ti zenship behavior varies based on geographical se tti ngs and demographic characteris ti cs (Gautam, Van Dick, Wagner, Upad ‐ hyay, & Davis, 2005; Malek & Tie, 2015; Ocampo et al., 2018). At present, organiza ti onal ci ti zenship behavior has developed as a cri ti cal construct and has gained enormous a tt en ti on from researchers (Khan, Ir ‐ shad, Saufi, & Ahmed, 2021; Ocampo et al., 2018; Mushtaq et al., 2014). It has reached far into the business and management domains due to its rel ‐ evance to organiza ti onal e ffec ti veness and perfor ‐ mance with the least financial impact (Rita, Payangan, Rante, Tuhumena, & Erari, 2018). More ‐ over, Harvey, Bolino, & Kelemen (2018) determined the 10 workplace trends that may shape the future of ci ti zenship behavior at workplaces: labor short ‐ ages, globaliza ti on, immigra ti on, knowledge ‐based workers, increase use of technology, gig work, di ‐ versity, changing work values, the skills gap, and employer brands. The aforemen ti oned circumstances envision business organiza ti ons focusing on developing a cul ‐ ture of coopera ti on among employees and mani ‐ fes ti ng ci ti zenship behavior in organiza ti onal strategy (Nuñez, Marquez, Zayas, & Lopes, 2020). The prevailing interna ti onal financial scenario drives organiza ti ons to a tt ain a compe titi ve advantage and o ffer services e fficiently. Therefore, managers around the globe are focusing on improving such employee behaviors at work (Dharma, 2017; Nuñez et al., 2020). The historical review transpired the emergence of extra ‐role behavior in the 1930s by Chester Bernard; it advanced slowly and was defined as or ‐ ganiza ti onal ci ti zenship behavior (Organ, 1988). Consequently, organiza ti onal ci ti zenship behavior, as one of the extra ‐role behaviors, has been studied widely for the last three decades (Ocampo et al., 2018; Mushtaq & Umar, 2015; Mushtaq et al., 2014). Researchers have used overlapping terms for iden ti cal concepts in ci ti zenship behavior (Ocampo et al., 2018). Some termed it “student ci ti zenship behavior” (Chou & Ramser, 2019), “project ci ti zen ‐ ship behavior,” or “customer ci ti zenship behavior” (Zhang, Xu, & Zheng, 2019), whereas others referred to it as “brand ci ti zenship behavior” (Aljarah & Baryam, 2021). This research examined ci ti zenship behavior within banking organiza ti ons. To invite scholarly at ‐ ten ti on to the issue, this study framed organiza ‐ ti onal ci ti zenship behavior as “bank ci ti zenship behavior” (BCB). It is an extra ‐role, unrewarded, and discre ti onary behavior of the bank personnel (Zacher & Jimmieson, 2013). Similarly, the ini ti a ti on and comple ti on of tasks beyond normal workload, without expec ti ng formal rewards, is referred to as bank ci ti zenship behavior (Bateman & Organ, 1983; Smith, Organ, & Near, 1983; Organ, 1988). Banks are a vital pillar of a country’s economy. Compe titi on is increasing in the banking sector due to changing business trends referred to previously (Umar, Sial, & Ali, 2021). Prior research found that banking organiza ti ons are focusing on shaping such unrewarded voluntary behaviors among employees to increase overall bank performance (Mushtaq et al., 2014). The level of bank ci ti zenship behavior is oscilla ti ng; it rises or falls based on contextual, a tti ‐ tudinal, or disposi ti onal constructs (Muhammad, Quoquab, Makhbul, & Ramaya, 2016). Accordingly, researchers are trying to ascertain and theorize the factors enhancing the demonstra ti on of ci ti zenship behavior at the bank place. Bank citizenship behavior shapes the social, psychological, and operational components of bank processes (Mousa, Massoud, & Ayoubi, 2020). It has a significant relationship with bank employees’ performance, human interaction with technology, enterprise resource planning, and other vital organizational performance and growth indicators (Narimani, Tabaeian, Khanjani, & Soltani, 2013). Studies have shown that citizenship behavior–responsive organizations are engaging workplaces that support talent attraction and re ‐ tention. Bank citizenship behavior is a beneficial behavior that bank leaders want but cannot re ‐ quire from employees (Obedgiu, Nkurunziza, Simiyu, & Lubogoyi, 2020). Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 19 Furthermore, there is an enormous di fference in the cultures, human resource policies, and ap ‐ praisal systems of banks across the globe. Conse ‐ quently, this research adds value to the literature of bank ci ti zenship behavior within banking organiza ‐ ti ons by analyzing and describing the antecedents of bank ci ti zenship behavior among Pakistani bank personnel (Mushtaq et al., 2014). Mo ti va ti ng and rewarding employees has be ‐ come a challenging task for managers in the current business world. Mo ti va ti on has a strong associa ti on with performance (Dharma, 2017; Rita et al., 2018) and employee’s ci ti zenship behavior (Barbuto & Story, 2011). The two most prominent and widely accepted categories of mo ti va ti on are intrinsic and extrinsic mo ti va ti on (Stringer, Didham, & Theivanan ‐ thampillai, 2011). The defini ti on of mo ti va ti on is broad and complex, because researchers have de ‐ fined it from their perspec ti ves. It is defined as the energy, willingness, and enthusias ti c a tti tude of an individual to ini ti ate a specific job (Selamat, 2010; Dahl & Smimou, 2011). The literature also reveals a possible associa ti on between the ci ti zenship behav ‐ ior and job a tti tudes considering respec ti ve cultures. Therefore, job sa ti sfac ti on presumably is the basis of bank ci ti zenship behavior among employ ‐ ees. Locke (1976) provided one of the most com ‐ mon and generally accepted defini ti ons of job sa ti sfac ti on: a posi ti ve and emoti onal state of mind. The level of job sa ti sfac ti on varies in di fferent sec ‐ tors of banks (George & Zakkariya, 2015). Some re ‐ searchers found a moderate to more ‐reliable link between job sa ti sfac ti on and various factors of ci ti ‐ zenship behavior (Murphy, Athanasou, & King, 2002; Kim, 2007; Foote & Tang, 2008; Shokrkon & Naami, 2009; Mushtaq et al., 2014; Mushtaq & Umar, 2015). Others found an insignificant associa ‐ ti on between two of these constructs (Chen, Xue, & Sego, 1998; Randall, Cropanzano, Bormann, & Bir ‐ julin, 1999). Evidence described here visibly denote the di fferent states of previous shreds of evidence (Narzary & Palo, 2020). Previous work indicated the influence of several factors on ci ti zenship behavior . However, the race for competiti ve advantage, severe working environment, deadlines, financial targets, and other stressors a ffect the mo ti va ti on and job sa ti sfac ti on levels of bank em ‐ ployees in Pakistan. This research inves ti gated the lit ‐ tle‐studied e ffects of mo ti va ti on on bank ci ti zenship behavior with the media ti ng role of job sa ti sfac ti on among Pakistani bank personnel. The study used gen ‐ der and residen ti al areas as control variables. This study adds dis ti nc ti ve contextual value to the litera ‐ ture concerning bank ci ti zenship behavior and also provides a mode for managerial applica ti on inside banks for fostering bank ci ti zenship behavior, espe ‐ cially in the Asian and Pakistani context. 2 LITERATURE REVIEW 2.1 Bank Ci ti zenship Behavior This study interchangeably refers to “organiza ‐ ti onal ci ti zenship behavior” as “bank ci ti zenship be ‐ havior” due to its relevance to banking organiza ti ons. Many researchers defined it in di fferent styles and contexts, i.e., Bateman and Organ (1983) termed it a helping behavior for solving other’s problems, ac ‐ cep ti ng orders happily, performing unexpected tasks, etc. However, li tt le consensus and uniformity exist in the literature except for the widely accepted defini ‐ ti on by Organ (1988, p. 4): Individual behavior that is discre ti onary, not di ‐ rectly or explicitly recognized by the formal re ‐ ward system, and that in the aggregate promotes the e ffec ti ve func ti oning of the organiza ti on. By discre ti onary, we mean that the behavior is not an enforceable requirement of the role or the job descrip ti on, that is, the clearly specifiable terms of the person’s employment contract with the or ‐ ganiza ti on; the behavior is rather a ma tt er of per ‐ sonal choice, such that its omission generally not understood as punishable. Few studies illustrated Organ’s (1988) first five factors model of OCB, i.e., sportsmanship, civic virtue, altruism, courtesy, and conscien ti ousness (Dimitriades, 2007; Danaeefard, Balutbazeh, & Kashi, 2010). However, several researchers used di ‐ verse aspects to measure OCB. For example, Pod ‐ sako ff, Ahearne, and MacKenzie (1997) established evidence for only three factors of OCB, whereas Al ‐ Zu’bi (2011) men ti oned only altruism, sportsman ‐ ship, and conscien ti ousness as its factors. Kim (2007) found support for altruism and generalized compliance. Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 20 Muhammad Umar, Khadija Mushtaq, Syed Ahmad Ali, Maqbool Hussain Sial: The Impact of Mo ti va ti on on Bank Ci ti zenship Behavior: Media ti ng E ffect of Job Sa ti sfac ti on Markedly, this inves ti ga ti on also brings up Organ’s (1988) five facets model, which was studied by di fferent researchers (Danaeefard, Balutbazeh, & Kashi, 2010; Mushtaq et al., 2014; Mushtaq & Umar, 2015; Ocampo et al., 2018; Sawalha, Kathawala, & Magableh, 2019). Firstly, altruism is defined as showing coopera ti on, sparing ti me for others as well as helping new colleagues. Secondly, conscien ti ous ‐ ness is exceeding the minimum expecta ti ons of an organiza ti on e fficiently. Thirdly, sportsmanship is bearing the inevitable inconveniences without com ‐ plaining. Fourthly, courtesy is defined as helping coworkers to prevent expected problems by ti mely reminders and informal communica ti on. Lastly, civic virtue is defined as showing responsibility in a tt end ‐ ing formal func ti ons, mee ti ngs, and policy decisions. Thus, bank ci ti zenship behavior is opera ti onal ‐ ized and defined in this study as the voluntary behav ‐ iors and ac ti ons of the bank employees that are not documented specifically in the formal reward system yet are executed willingly by bank personnel, and that are beneficial for the e ffec ti ve delivery of banking ser ‐ vices to customers. Examples include keenly a tt end ‐ ing and contribu ti ng to o fficial mee ti ngs, helping colleagues and customers to overcome expected problems, complaining less, coopera ti ng more, and exceeding customer and organiza ti onal expecta ti ons. 2.2 Mo ti va ti on and Job Sa ti sfac ti on Mo ti va ti on is an internal drive that inspires in ‐ dividuals to a tt aining goals (Osman, Ghani & Alis, 2019). Several researchers have studied the rela ‐ ti onship between mo ti va ti on and job sa ti sfac ti on and found a significant associa ti on between the two variables (Teitjen & Myers, 1998; Kim, 2007; Mush ‐ taq et al., 2014; Mushtaq & Umar, 2015; Apridar & Adamy, 2018). The associa ti on between employee mo ti va ti on and job sa ti sfac ti on relates to the theory of task performance and contextual performance (Motowildo, Borman, & Schmit, 1997) and self ‐de ‐ termina ti on theory (Deci & Ryan, 1985). At the same ti me, intrinsic mo ti va ti on is posi ‐ ti vely related to job sa ti sfac ti on, and extrinsic mo ti ‐ va ti on is nega ti vely associated with job sa ti sfac ti on (Stringer et al., 2011). Thus, the inconsistent results in terms of strength of associa ti on between job sat ‐ isfac ti on and mo ti va ti on, as well as mixed outcomes between job sa ti sfac ti on and types of mo ti va ti on, together with contextual di fferences, encourage re ‐ searchers to examine their rela ti onship in a less fre ‐ quently studied popula ti on. This study tested the media ti ng rela ti onship of job sa ti sfac ti on between mo ti va ti on and bank ci ti ‐ zenship behavior among bank personnel in Pakistan, considering varia ti ons in mo ti va ti on, job sa ti sfac ‐ ti on, and bank ci ti zenship behavior based on geo ‐ graphical and demographic context. The following hypothesis was formulated: H1: There is a significant posi ti ve rela ti onship be ‐ tween mo ti va ti on and job sa ti sfac ti on among Pak ‐ istani bank personnel. 2.3 Job Sa ti sfac ti on and Bank Ci ti zenship Behavior The second construct of this study is job sa ti s ‐ fac ti on, which is an essen ti al concept in organiza ‐ ti onal behavior studies (Sri Indar ti , Fernandes, and Hakim (2017). Researchers have defined job sa ti s ‐ fac ti on in several contexts (Locke, 1978; Schnake & Dumler, 2003; Luthans, 1998) and categorized it into social sa ti sfac ti on, intrinsic job sa ti sfac ti on, and ex ‐ trinsic job sa ti sfac ti on, (Schnake & Dumler, 2003). Job sa ti sfac ti on is characterized as the most sig ‐ nificant job a tti tude in predic ti ng and understanding numerous organiza ti onal outcomes, e.g., bank ci ti ‐ zenship behavior (Krishnan et al., 2010). The widely recognized defini ti on of job sa ti sfac ti on presented by Locke (1978) refers to it as the posi ti ve and joyful behavior or mental approach that is a result of job experiences. In other words, job sa ti sfac ti on is the individual’s a tti tude toward the job, based on eval ‐ ua ti on and feedback, contentment and happiness, rewards and promo ti on, and apprecia ti on for du ti es carried out e fficiently (George & Zakkariya, 2015). The literature review showed the rela ti onship between job sa ti sfac ti on and bank ci ti zenship be ‐ havior supported by social exchange theory (Al ‐ sheikh & Sobihah, 2019), which assumes that sa ti sfied employees will demonstrate extra ‐role be ‐ haviors (Chen & Chiu, 2008). There is substan ti al ev ‐ idence of a significant rela ti onship among job Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 21 sa ti sfac ti on, organiza ti onal ci ti zenship behavior, and a few of its factors in various cultures and work set ‐ ti ngs (Mushtaq et al., 2014; Mushtaq & Umar, 2015; Sri Indar ti et al., 2017; Pio & Tampi, 2018). The preceding discussion showed that the lit ‐ erature about the rela ti onship between job sa ti sfac ‐ ti on and ci ti zenship behavior is contradictory. Some researchers found a significant posi ti ve rela ti onship between job sa ti sfac ti on and ci ti zenship behavior, but others did not confirm this associa ti on. How ‐ ever, there also could be a considerable di fference in the level of rela ti onship between job sa ti sfac ti on and organiza ti onal ci ti zenship behavior (Narzary & Palo, 2020). Moreover, the associa ti on between bank ci ti zenship behavior and job sa ti sfac ti on rarely has been examined. Therefore, the following hy ‐ pothesis was formulated: H2: There is a significant posi ti ve associa ti on be ‐ tween job sa ti sfac ti on and bank ci ti zenship behavior among Pakistani bank employees. 2.4 Mo ti va ti on and Bank Ci ti zenship Behavior The third core construct of this study is mo ti va ‐ ti on. Research on mo ti va ti on started in 1930; the word “mo ti va ti on” is a deriva ti ve of the La ti n word “movere,” meaning “to move” (Mushtaq & Umar, 2015). Mo ti va ti on, along with job a tti tudes, is a cru ‐ cial factor in determining an individual’s ci ti zenship behaviors (Mushtaq et al., 2014). Researchers be ‐ lieve that mo ti vated employees work e fficiently and e ffec ti vely, and thus produce extraordinary results. Thus, intrinsically mo ti vated personnel demonstrate extra roles and work beyond regular duti es (Furn ‐ ham, Eracleous, & Chamorro ‐Premuzic, 2009). Nelson (1999, p. 26) defined mo ti va ti on as the no ti on of “why we do what we do.” Luthans (1998) described mo ti va ti on as “the process that starts with a physiological deficiency or needs that ac ti ‐ vates a behavior or a drive that aimed at a goal in ‐ cen ti ve” (Seebaluck & Seegum, 2013, p. 447). Moreover, the goal ‐oriented behaviors of employ ‐ ees ac ti vated, guided, and maintained internally also may be termed mo ti va ti on. Intrinsic and extrin ‐ sic mo ti va ti on are the two common types of mo ti ‐ va ti on (Marquis & Huston, 2009). Rabey (2001, p. 26) stated that “The ingredi ‐ ents of motivation lie within us. Circumstances and situations will determine the stimulus, which will generate a response to drive forward and to withdraw or wait for a further signal.” There are numerous theories of motivation, some of the most prominent of which are Hertzberg’s theory of motivation (Herzberg, 1968; Herzberg, Maus ‐ ner, & Synderman, 1959), Maslow’s hierarchy of needs theory (1943), motivation ‐hygiene theory, theory X and Y, and self ‐determination theory (Deci & Ryan, 1985). Motivation has gained much importance in organizations because it has posi ‐ tive influences on employee behaviors that cause organizational success. Intrinsic motivation is ex ‐ plained as performing an activity for its own sake because one finds it enjoyable and exciting. In comparison, extrinsic motivation is termed as be ‐ coming involved in an action for instrumental rea ‐ sons, such as acquiring a reward (Millette & Gagne, 2008). The literature review found that motivation has a positive influence on OCB regard ‐ less of the types of motivation studied (Osman, Ghani, & Alis, 2019). Mo ti va ti on was selected as an independent variable in this study to determine its impact on bank ci ti zenship behavior due to its significant rela ‐ ti onship with job a tti tudes (Mushtaq et al., 2014). The rela ti onship of mo ti va ti on with bank ci ti zenship behavior is li tt le studied in the Pakistani context, al ‐ though Kim (2007) found a significant rela ti onship between OCB and public service mo ti va ti on. Some researchers considered mo ti va ti onal job characteris ti cs to determine the e ffect of mo ti va ti on on bank ci ti zenship behavior (Krishnan et al., 2010). Similarly, Apridar and Adamy (2017) explored the rela ti onship between mo ti va ti on and social behav ‐ ior, i.e., bank ci ti zenship behavior in Indonesia. Dharma (2017) studied the rela ti onship of mo ti va ‐ ti on with bank ci ti zenship behavior in Syria. Mush ‐ taq et al. (2014), Mushtaq and Umar (2015), and Lazauskaite ‐Zabielske, Urbanaviciute, and Bagdziu ‐ niene (2015) also found a significant rela ti onship be ‐ tween mo ti va ti on and di fferent factors of bank ci ti zenship behavior. Shrestha and Dangol (2020) found support for mo ti vator factors and conscien ‐ ti ousness, which is an element of ci ti zenship behav ‐ ior. The present study examined the rela ti onship Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 22 Muhammad Umar, Khadija Mushtaq, Syed Ahmad Ali, Maqbool Hussain Sial: The Impact of Mo ti va ti on on Bank Ci ti zenship Behavior: Media ti ng E ffect of Job Sa ti sfac ti on between mo ti va ti on and bank ci ti zenship behavior in a novel context. Hence, the following hypothesis was formulated: H3: There is a significant posi ti ve rela ti onship be ‐ tween mo ti va ti on and bank ci ti zenship behavior among Pakistani bank workers. 2.5 Media ti ng Role of Job Sa ti sfac ti on An extensive literature review determined that in some studies, job sa ti sfac ti on acted as a mediator of the connec ti on between organiza ti onal ci ti zen ‐ ship behavior and mo ti va ti onal job characteris ti cs (Krishnan et al., 2010; Teh & Sun, 2012). However, other studies depicted the media ti ng role of OCB in the rela ti onship among job sa ti sfac ti on and other organiza ti onal constructs (Sri Indar ti et al., 2017; Singh & Singh, 2019). Likewise, job sa ti sfac ti on also moderates the rela ti onship between the two factors of OCB and job characteris ti cs (Sawalha et al., 2019). However, the media ti on role of job sa ti sfac ti on is li tt le studied, especially with intrinsic and extrinsic mo ti va ti on in conjunc ti on with bank ci ti zenship be ‐ havior. Hence, this study adds value by examining the connec ti on between bank ci ti zenship behavior, mo ti va ti on, and job sa ti sfac ti on in a li tt le ‐studied popula ti on and geographical context. Subsequently, the following hypothesis was proposed: H4: Job sa ti sfac ti on mediates significantly in the re ‐ la ti onship between mo ti va ti on and bank ci ti zenship behavior among Pakistani bank sta ff. 3 THEORETICAL APPROACH Researchers have introduced numerous theories (e.g., social exchange theory, and Herzberg’s two ‐fac ‐ tor theory) in OCB studies to inves ti gate OCB and its antecedents in diverse cultures and work se tti ngs (Al ‐ sheikh & Sobihah, 2019). However, social exchange theory undeniably is the most familiar theory in OCB studies because it drives an individual to perform extra ‐role behavior without an ti cipa ti ng any rewards (Yadav & Rangnekar, 2015). Therefore, the re ‐ searchers opted for social exchange theory to explain bank ci ti zenship behavior in the present context. 3.1 Research Methods This research followed the posi ti vist paradigm of research philosophy. Accordingly, this research is cross‐sec ti onal, quan ti ta ti ve, deduc ti ve, and explana ‐ tory (Forza, 2002; Saunders, Lewis & Thornhill, 2007). 3.1.1 Ra ti onale for the Target Popula ti on Banks are the backbone of a na ti on’s economy. Banking in Pakistan is a demanding job due to an in ‐ tricate work se tti ng. The emergence of new banks has put pressure on well ‐established financial ins ti ‐ tu ti ons to implement technology that is more e ffi ‐ cient and provide be tt er service to customers (Memon et al., 2020; Umar et al., 2021). Therefore, the development of ci ti zenship behavior within banking organiza ti ons to gain competiti ve advan ‐ tage is of vital importance (Sawalha, Kathawala, & Magableh, 2019). Figure 1: Study model Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 23 The instabili ti es in the policy rate by the State Bank of Pakistan, along with increased compe titi on in the banking sector of Pakistan (Tahir, Shah, & Afridi, 2016), have influenced banks to use their em ‐ ployees as a compe titi ve advantage for overall or ‐ ganiza ti onal success (Ocampo et al., 2018). However, the culture, nature of the job, compe ti ‐ ti on, and strategies of the bank cause stress, anxiety, dissa ti sfac ti on, and less social exchange among banking personnel (Mushtaq, Ahmed, & Warraich, 2014: Memon, Qureshi, & Jokhio, 2020). Subse ‐ quently, mo ti va ti ng, sa ti sfying, and retaining em ‐ ployees to demonstrate bank ci ti zenship behavior and work e fficiently to achieve organiza ti onal goals is challenging for 21 st ‐century bank managers (Dharma, 2017). Therefore, the target popula ti on of this study consisted of bank personnel from both public and private banks of Pakistan. 3.1.2 Sampling Method and Sample Size The researchers applied mixed ‐method proba ‐ bility sampling, using a combina ti on of stra ti fied random sampling and mul ti stage cluster sampling, to select a representa ti ve sample (Sekaran, 2003; Saunders et al., 2007; Mushtaq et al., 2014). Primar ‐ ily, the target popula ti on was divided into public and private strata; each bank within the strata was iden ‐ ti fied as a cluster . Successive mul ti stage cluster sam ‐ pling was used to select representa ti ve clusters. At first, two public sector and four private sec ‐ tor bank brands, i.e., the clusters, were picked ran ‐ domly. Among 133 recognized clusters (bank branches) opera ti ng in the Gujrat district of Punjab province in Pakistan, only 52 clusters (30 private branches and 22 public branches) were chosen ran ‐ domly via propor ti onate alloca ti on as the sampled popula ti on (Mushtaq et al., 2014). The researchers calculated the sample size using Yamani’s (1967) for ‐ mula and selected the clusters as men ti oned previ ‐ ously from each stratum based on the propor ti onal alloca ti on of the sample. Accordingly, data were col ‐ lected from sampling units, i.e., bank o fficials and o fficers within the designated clusters. 3.1.3 The Instrument The researchers used an adapted instrument for the self ‐administered survey, which is considered to be most e ffec ti ve method in business research, to collect primary data from 254 bank personnel (Mushtaq at al., 2014; Forza, 2002). The ques ti on ‐ naire contained two sec ti ons, i.e., demographic data and Likert scale items, to measure bank ci ti zenship behavior as a dependent variable with 10 adapted items from the scale of 14 items ensuring that each of the five factors of OCB were measured with at least two items (Danaeefard et al., 2010; Mushtaq et al., 2014). Mo ti va ti on and job sa ti sfac ti on were measured as independent and media ti ng variables, with eight and nine adapted items, respec ti vely (Macdonald & Maclyntyre, 1997; Mackenzie, Pod ‐ sako ff, & Paine, 1999). The reliability sta ti s ti cs and validity of the ques ti onnaire were verified by ana ‐ lyzing Cronbach’s alpha values (>0.70) and principal component analysis (>0.90), respec ti vely, for every item (Hair, Anderson, Tatham, & Black, 1998). 3.1.4 Data Analysis Technique and Tools The researchers conducted data analysis using SPSS 21 and Smart_PLS 3.3 software. Firstly, frequency and descriptive statistics illus ‐ trated the demographic information. Secondly, Figure 2: Sampling design (Umar et al., 2021) Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 24 Muhammad Umar, Khadija Mushtaq, Syed Ahmad Ali, Maqbool Hussain Sial: The Impact of Mo ti va ti on on Bank Ci ti zenship Behavior: Media ti ng E ffect of Job Sa ti sfac ti on variance ‐based structural equation modeling (SEM) was used for data analysis. Contemporary research in management advocates the use of variance based ‐SEM. The rationale to use this SEM is based on the predictive power it gives to the model, the usefulness in both reflective and formative measures, the smaller sample size, and freedom from normality assumptions of data be ‐ fore analysis. Smart_PLS supports variance ‐ based ‐SEM. The analysis using this software provides comprehensive results that allow as ‐ sessment of both measurement and structural models (Ali, Rasoolimanesh, Sarstedt, Ringle, & Ryu, 2018; Shiau, Sarstedt, and Hair, 2019; Hair, Risher, Sarstedt, & Ringle, 2019; Butt et al., 2019). 4 DATA ANALYSIS AND RESULTS 4.1 Respondent Profiles Table 2: Demographic details of respondents Among the 238 filled and returned ques ti on ‐ naires, approximately 80% of respondents were male, due to a smaller number of female workers than of male workers in banks. More than half of the respondents were under 30 years of age due to expansion in banks in recent years and extensive fresh hiring. Similarly, almost all employees had a minimum of 14 years of educa ti on, except for a neg ‐ ligible number who had 12 years of educa ti on. The researchers used mul ti ple regression anal ‐ ysis to confirm the hypotheses. The researchers tested the assump ti ons of regression analysis and found that all variables measured on a con ti nuous scale followed a normal distribu ti on. In addi ti on, the rela ti onships among the variables were linear, and no mul ti collinearity existed. 4.2 Structural Equa ti on Modeling Technique The par ti al least ‐squares structural equa ti on modeling analysis using Smart_PLS3.3 was divided into measurement model analysis and structural analysis (Jamshed & Majeed, 2019; Hair et al., 2019; Bu tt et al., 2019). 4.3 Measurement Model Analysis Measurement model analysis was conducted to analyze the rela ti onship among items and latent variables for both exogenous and endogenous con ‐ structs of the proposed model. According to Ali et al. (2018), the assessment of reflec ti ve measure ‐ ment models involves evalua ti ng the measures’ re ‐ Table 1: Scale adap ti on, reliability, and validity Construct Adapted items Developed/validated by Sample items Job Sa ti sfac ti on 9 Macdonald & MacIntyre (1997); Mushtaq & Umar (2015); Umaret al. (2021); “I am sa ti sfied with the financial benefits I receive.”“I believe that my future is secure in this job.” Mo ti va ti on 8 Mushtaq et al. (2014); Mushtaq & Umar (2015) “The work I do is important to me, personally.”“I enjoy taking on new responsibili ti es in my job.” Bank Ci ti zenship Behavior 10 MacKenzie, Podsako ff, & Fe tt er (1993); Mackenzieet al. (1999); Danaeefard et al., (2010); Mushtaq et al., (2014) “I keep up with developments in the Bank.”“I return phone calls and respond to other messages and requests for informa ti on promptly.”“I help other colleagues/clients in the bank to keep them away from problems.” Note: Cronbach’s α ≥ 0.70. Demographic indicator Sta ti s ti cs Work experience with current bank (years) ≤3 = 44%, ≤7 = 29%, ≥8 = 27% Qualifica ti on/educa ti on (years) ≤14 = 36%, ≤16 = 46%, ≤18 = 18% Monthly income ≤30,000 = 51%, ≤50,000 = 26%, ≥51,000 = 23% Age (years) ≤30 = 53%, ≤50 = 29%, ≤60 =18% Bank type 42.1% public, 57.9% private Gender 21.9% female, 80.1% male Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 25 liability (i.e., indicator reliability and internal consis ‐ tency reliability) and the validity (i.e., convergent and discriminant validity). Table 3 presents the val ‐ ues of outer loads, variance infla ti on factor, com ‐ posite reliability, and average variance extracted. The values of outer loads for all items of the con ‐ structs ideally should be greater than or equal to 0.7 but less than 0.9 (Hair et al., 2019). However, the outer load values for some items of the present model were found to be greater than or equal to 0.6 (Truong & McColl, 2011; Hair, Black, Babin, & An ‐ derson, 2010; Chin, Gopal, & Salisbury, 1997), thus fulfilling condi ti ons of convergent validity. Values of average variance extracted (AVE) were greater than or equal to 0.5, thus fulfilling condi ti ons of conver ‐ gent validity of the constructs (Hair, Sarstedt, Hop ‐ kins, & Kuppelwieser,, 2014; Hair et al., 2019). The values of composite reliability (CR) for all the con ‐ structs were greater than or equal to 0.80, indicat ‐ ing strong internal consistency and validity (Hair et al., 2014; Hair et al., 2019). Moreover, values of Cronbach’s alpha greater than or equal to 0.7 also were found to be acceptable for determining the re ‐ liability of each construct (Haier et al., 2019). Like ‐ wise, the values of variance infla ti on factor (VIF) were less than or equal to 0.5, thus signifying no mul ti collinearity among items of the constructs (Hair et al., 2019). Moreover, Fornell & Larcker’s (1981) method was used to confirm discriminant validity Table 4). Discriminant validity is referred to as the degree to which a construct di ffers from others, among all con ‐ structs verified by determining that the squared cor ‐ rela ti on between each pair of constructs is lower than the levels of average variance extracted. Fur ‐ thermore, the values of Fornell & Larcker’s criterion were higher than the corresponding values that val ‐ idate the discriminant validity (Table 4) (Anderson and Gerbin 1988; Fornell and Larcker 1981; García ‐ Sánchez, García ‐Morales, & Bolívar ‐Ramos, 2017). In addi ti on, the hetrotrait–monotrait ra ti o (HTMT) val ‐ ues are presented in Table 4. HTMT values access the discriminant validity of the constructs. The HTMT ra ti o of the constructs should be less than or equal to 0.85 thresholds, thus valida ti ng the discriminant validity of the constructs for the model (Henseler, Ringle, & Sarstedt, 2015; Hair et al., 2019). Variable Item Factor loading VIF CR AVE Cronbach’s alpha Mo ti va ti on Mot1 0.811 1.693 0.843 0.576 0.794 Mot2 0.784 2.468 Mot7 0.622 2.394 Mot9 0.802 2.220 Job sa ti sfac ti on JS3 0.742 1.607 0.880 0.594 0.830 JS4 0.770 1.605 JS5 0.796 2.034 JS6 0.775 2.177 JS7 0.770 1.764 Bank ci ti zenship behavior Alt1. 0.778 1.542 0.881 0.597 0.847 CV1 0.748 1.705 CV2 0.628 1.650 Consc1. 0.817 1.170 Court1. 0.680 1.589 SP1. 0.798 1.705 VIF = variance infla ti on factor, CR = composite reliability, and AVE = average variance extracted. Table 3: Outer loads, variance infla ti on factor, composite reliability and average variance extracted Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 26 Muhammad Umar, Khadija Mushtaq, Syed Ahmad Ali, Maqbool Hussain Sial: The Impact of Mo ti va ti on on Bank Ci ti zenship Behavior: Media ti ng E ffect of Job Sa ti sfac ti on 4.4 Structural Model Analysis The bootstrap resampling procedure was per ‐ formed using Smart_PLS to test the structural model and associated hypotheses (Hair et al., 2014). The results of the structural model analysis presented in Table 5. show the rela ti onships among constructs (direct, media ti on, and control variables), path co ‐ e fficients (direct, indirect, and total e ffect), and sig ‐ nificance values. The rela ti onship significance among the hypothesized e ffect is determined with p ‐values ≤ 0.05. The results and e ffect decomposi ‐ ti on (Table 5.0 and Figures 3, 4, and 5) reveal that all the proposed hypotheses are confirmed except the control variable e ffects. The R 2 values and path model analysis indicate that mo ti va ti on significantly a ffected job sa ti sfac ti on, with a 36.8% change in job sa ti sfac ti on (R 2 = 0.368, p ≤ 0.05) (Figure 2). Like ‐ wise, mo ti va ti on had a significant posi ti ve direct im ‐ pact on bank ci ti zenship behavior. A 71% change in bank ci ti zenship behavior (R 2 = 0.710, p ≤ 0.05) was caused by mo ti va ti on and job sa ti sfac ti on (Figure 3 and Table 5). Similarly, job sa ti sfac ti on also had a sig ‐ nificant direct impact on bank ci ti zenship behavior (Table 5 and Figure 3). The results show that both direct and indirect e ffects are significant; therefore, job sa ti sfac ti on par ti ally but posi ti vely mediates be ‐ tween mo ti va ti on and bank ci ti zenship behavior (Nitzl, Rolden & Cepeda, 2016). Figure 3 shows the basic structural model ana ‐ lyzed in this study. It depicts the items for each con ‐ struct that met the minimum criteria for inclusion in the analysis, along with the associa ti on between each construct and the path coe fficients. Only four items for mo ti va ti on met the criteria, whereas five items for job sa ti sfac ti on and six items from bank ci ti zenship behavior were included in the structural model analysis. The path coe fficient value between mo ti va ti on and job sa ti sfac ti on were 0.606, that be ‐ tween job sa ti sfac ti on and mo ti va ti on was 0.459, and that between mo ti va ti on and bank ci ti zenship behavior was 0.481 at p ≤ 0.05. The path coe fficients show the strength of the path models. Table 4: Discriminant validity Table 5: Structural model analysis: direct, indirect, and total e ffects Hetrotrait–monotrait ra ti o (HTMT) Fornell–Larckers criterion Construct BCB JS Mot BCB JS Mot BCB — 0.745 JS 0.775 0.751 0.771 Mot 0.847 0.751 — 0.759 0.606 0.773 Note: BCB = bank ci ti zenship behavior, JS = job sa ti sfac ti on, and Mot = mo ti va ti on. Rela ti onship Path coe fficient t ‐sta ti s ti cs p ‐value Result R 2 f 2 Mot → JS 0.606 13.394 0.00 Supported 0.368 0.582 JS → BCB 0.459 8.057 0.00 Supported 0.459 Mot → BCB (direct e ffect) 0.481 8.176 0.00 Supported 0.710 0.503 Mot → JS → BCB (indirect e ffect) 0.279 6.485 0.00 Supported Mot → BCB (total e ffect) 0.759 26.038 0.00 Supported Gender → BCB ‐0.009 0.250 0.803 Unsupported Residen ti al area → BCB 0.031 0.875 0.382 Unsupported Note: BCB = bank ci ti zenship behavior, JS = job sa ti sfac ti on, and Mot = mo ti va ti on Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 27 4.5 Control Variables This study included two control variables, i.e., gender and residen ti al area. The results in Table 5 and Figure 4.0 show that residen ti al area did not have a significant posi ti ve impact on bank ci ti zen ‐ ship behavior in this study. Figure 5 shows the inclu ‐ sion of gender as a control variable in this study. Gender also did not a ffect bank ci ti zenship behavior, and it had an insignificant rela ti onship with bank cit ‐ izenship behavior in this study. Hence, the introduc ‐ ti on of the control variable did not significantly a ffect the rela ti onship between mo ti va ti on, job sat ‐ isfac ti on, and bank ci ti zenship behavior. Figure 3: PLS_SEM model Figure 4: PLS_SEM model with Control variable I Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 Muhammad Umar, Khadija Mushtaq, Syed Ahmad Ali, Maqbool Hussain Sial: The Impact of Mo ti va ti on on Bank Ci ti zenship Behavior: Media ti ng E ffect of Job Sa ti sfac ti on 28 4.6 Model Fitness and Goodness of Fit The hypothesized model was tested via Smart_PLS so ft ware. The model fit was based on normed fit indices (NFIs) ≥ 0.9, SRMR ≥ 0.8, and d_ULS ≤ 99%, and goodness of fit (GOF) was deter ‐ mined. Furthermore, the significance of the value was determined using a complete bootstrapping, which gave the significance of the aforemen ti oned measures of model fit. Model fitness was GOF ≥ 0.36, which represents the fairness of model fitness. The goodness of fit indices for models may vary from the standardized values based on the model, data, and constructs for each model tested. The GOF of this model was 56%, making it a globally ac ‐ ceptable fit (Wetzels, Odekerken ‐Schröder, & Van Oppen, 2009; Jamshed & Majeed, 2019). 5 DISCUSSION AND CONCLUSION 5.1 Discussion Banking organiza ti ons are focusing on crea ti ng a sustained compe titi ve advantage through their workforce to meet the compe titi on and other busi ‐ ness challenges faced as a result of fluctua ti ons in Figure 5: PLS_SEM model with Control variable II Table 6: PLS ‐SEM model summary Measure Es ti mated Value p ‐value SRMR 0.873 0.000 d_ULS 2.123 0.000 d_G 1.472 Chi ‐squared 1271.598 NFI 0.911 GOF = 0.56 Above average Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 29 the policy rate (Tahir et al., 2016). Banking in Pakistan is a stressful job, with longer working hours caused by consistent late si tti ngs to address branch opera ‐ ti ons, irra ti onal targets, and other related workplace issues (Mushtaq et al., 2014). Extra ‐role behaviors have gained significant importance in organiza ti onal behavior (Ocampo et al., 2018). Banking organiza ‐ ti ons in Pakistan also need to promote extra ‐role be ‐ havior, e.g., ci ti zenship behavior, to improve overall organiza ti onal performance due to the link of ci ti ‐ zenship behavior with organiza ti onal performance (Rita et al., 2018). Hence, organiza ti onal strategy ex ‐ perts are focused on improving such employee be ‐ haviors in the workplace (Nuñez et al., 2020). Nevertheless, li tt le literature is available about ci ti zenship behavior within the banking sector (Mushtaq et al., 2014; Ocampo et al., 2018). This re ‐ search inves ti gated the ci ti zenship behavior among banking personnel, referring to it as “bank ci ti zen ‐ ship behavior,” which otherwise commonly is recog ‐ nized as organiza ti onal ci ti zenship behavior . Cra ft ing the term “bank ci ti zenship behavior” will mo ti vate researchers to inves ti gate bank employee’s ci ti zen ‐ ship behavior further, thus adding value to the liter ‐ ature. It also will be advantageous for banking policymakers to improve workplace se tti ngs and performance. The primary objec ti ve of this study was to ana ‐ lyze and prove the media ti ng role of job sa ti sfac ti on in the rela ti onship between mo ti va ti on and bank ci ti zenship behavior among Pakistani bank profes ‐ sionals. The results of the study allowed the re ‐ searchers to derive subsequent conclusions concerning the acceptance of the hypotheses. Firstly, Hypothesis H1 (there is a significant pos ‐ i ti ve rela ti onship between mo ti va ti on and job sa ti s ‐ fac ti on) was constructed and analyzed to achieve the objec ti ve of the study. The results indicated that mo ti va ti on has a significant posi ti ve and direc ti onal rela ti onship with job sa ti sfac ti on (Table 5). Mo ti ‐ vated employees are more sa ti sfied with their jobs, and vice versa. The researchers concluded that the Hypothesis H1 is accepted. The researcher infer that job a tti tudes and mo ti va ti on are strongly associated with each other. By enhancing mo ti va ti on among individuals, at ‐ ti tudes improve at an equal ra ti o. These results strengthen the arguments in the previous sec ti ons and are in line with prior research (Apridar & Adamy, 2018). The results also negate the findings of Stringer et al. (2011) and clarify that mo ti va ti on has a crucial role in improving job sa ti sfac ti on in the workplace. Table 7: Hypotheses tes ti ng Hypothesis H2 (there is a significant posi ti ve as ‐ socia ti on between job sa ti sfac ti on and bank ci ti zen ‐ ship behavior among Pakistani bank employees) was tested using the regression model (Table 5). Hy ‐ pothesis H2 was accepted based on inferen ti al sta ti s ti cs test. These results strengthen the theore ti ‐ cal founda ti ons laid by previous researchers regard ‐ ing the connec ti on between job sa ti sfac ti on and organiza ti onal ci ti zenship behavior (Alsheikh & So ‐ bihah, 2019; Sri Indar ti et al., 2017; Mushtaq & Umar, 2015). The present results add value to the literature in the context of banking organiza ti ons and show that job sa ti sfac ti on is equally useful for fostering ci ti zenship behavior in banks as in generic organiza ti ons. Hypothesis H3 (there is a significant posi ti ve re ‐ la ti onship between mo ti va ti on and bank ci ti zenship behavior among Pakistani bank workers) was tested using regression analysis and was found to be sig ‐ nificant (Table 5). Consequently, in light of findings derived from the inferen ti al sta ti s ti cs, Hypothesis H3 is accepted for this study. These findings further confirm the results of previous studies and strengthen the theory concerning the rela ti onship between mo ti va ti on and organiza ti onal ci ti zenship behavior (Shrestha & Dangol, 2020; Osman et al., 2019; Apridar & Adamy, 2017; Dharma, 2017; Mushtaq & Umar, 2015; Lazauskaite ‐Zabielske et al., Hypothesis (H) Descrip ti on Outcome Reference H 1 Mot → JS Accepted (Apridar & Adamy, 2018) H 2 JS → BCB Accepted (Sri Indar ti et al., 2017) H 3 Mot → BCB Accepted (Dharma, 2017) H 4 Mot → JS → BCB Accepted Novel context (Krishna et al., 2010) Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 Muhammad Umar, Khadija Mushtaq, Syed Ahmad Ali, Maqbool Hussain Sial: The Impact of Mo ti va ti on on Bank Ci ti zenship Behavior: Media ti ng E ffect of Job Sa ti sfac ti on 30 2015; Krishnan et al., 2010). This empirical evidence is a valuable addi ti on to the literature in the specific context of banking organiza ti ons and bank ci ti zen ‐ ship behavior. The central hypothesis of this study was Hy ‐ pothesis H4 (job sa ti sfac ti on mediates significantly in the rela ti onship between mo ti va ti on and bank ci ti zenship behavior among Pakistani bank sta ff). The interpreta ti on of the results a tt ained from the parti al least ‐squares structure equa ti on model (Table 5.0, and Figures 3, 4, and 5) illustrated and proved that job sa ti sfac ti on is a significant mediator between mo ti va ti on and bank ci ti zenship behavior. Subsequently, Hypothesis H4 was validated in line with theory and the literature. The results of this hy ‐ pothesis are a valuable contribu ti on to the literature by proving job sa ti sfac ti on to be a significant medi ‐ ator between mo ti va ti on and bank ci ti zenship be ‐ havior, in con ti nua ti on of the findings of Krishnan et al. (2010). They determined the media ti ng role of job sa ti sfac ti on in the rela ti on between mo ti va ti onal job characteris ti cs and organiza ti onal ci ti zenship be ‐ havior. However, the findings of the present study in the specific context of banking organiza ti ons are exclusive and infrequently examined. Lastly, the demographic constructs, i.e., gender and residen ti al area, were introduced as control variables in the structural model. Both constructs had an insignificant rela ti onship with bank ci ti zen ‐ ship behavior. Thus, the proposed structural model and the hypothesized rela ti onship were validated sta ti s ti cally. 5.2 Research Implica ti ons This research has many implica ti ons for bank policymakers and organiza ti onal behavior re ‐ searchers. Primarily, introducing the term “bank ci ti ‐ zenship behavior” will invite scholarly a tt en ti on to inves ti gate bank employees’ ci ti zenship behavior further to enrich the empirical evidence on the sub ‐ ject. This is par ti cularly important given the increas ‐ ing importance of ci ti zenship behavior within banking organiza ti ons (Mushtaq et al., 2014; Ocampo et al., 2018; Sawalha et al., 2019) due to its relevance with organiza ti onal performance (Rita et al., 2018). Furthermore, this research is a valuable contribu ti on to the literature on bank personnel in the current context and se tti ng for policy decisions together with the managerial applica ti on. It is evident that by enhancing mo ti va ti on among individuals, job a tti tudes improve at an equal ra ti o. Both mo ti va ti on and job sa ti sfac ti on are significant predictors of numerous posi ti ve behav ‐ iors and performance indicators. Markedly, man ‐ agers may focus on the factors that increase the level of job sa ti sfac ti on and mo ti va ti on of bank sta ff to increase voluntary behaviors, i.e., bank ci ti zen ‐ ship behavior . It also will be advantageous for bank ‐ ing policymakers for improving workplace se tti ngs and performance. The preceding process will foster overall bank e ffec ti veness and success. The findings of this study strengthen the exis ti ng theore ti cal founda ti ons concerning the connec ti on between job sa ti sfac ti on, mo ti va ti on, and bank employees’ ci ti zenship behavior. Lastly, contrary to exis ti ng re ‐ search, the insignificant rela ti onship of both gender and residen ti al area with the dependent variable bank ci ti zenship behavior in this study opens an av ‐ enue for future research. 5.3 Limita ti ons and Future Research Direc ti ons Bank ci ti zenship behavior varies based on geo ‐ graphic and demographic characteris ti cs, as dis ‐ cussed in the literature review (Gautam et al., 2005; Mushtaq et al., 2014). Therefore, the generaliza ti on of the research should be limited to a specific pop ‐ ula ti on only—lengthy studies with a vast popula ti on are required for be tt er generaliza ti on. Furthermore, the self ‐reported responses may have introduced bias, which can be eliminated in future studies by engaging peers to evaluate the extra ‐role behavior of colleagues. Furthermore, the research findings indicate the need to include more factors, in addi ti on to mo ti va ‐ ti on and job sa ti sfac ti on, to measure their impact on bank ci ti zenship behavior, e.g., bank jus ti ce, bank trust, organiza ti onal happiness, life sa ti sfac ti on, and work meaningfulness. Lastly, the media ti ng role of types of job sa ti sfac ti on on the rela ti onship be ‐ tween bank ci ti zenship behavior and other organi ‐ za ti onal factors may strengthen further the arguments and findings on the subject. Dynamic Rela ti onships Management Journal, Vol. 11, No. 1, May 2022 31 5.4 Conclusion This research found that the mo ti va ti on level of bank personnel fosters bank ci ti zenship behavior of the employees. Job sa ti sfac ti on has a significant ef ‐ fect on the associa ti on between mo ti va ti on and bank ci ti zenship behavior of the bank personnel in the present context. These findings are consistent with the theore ti cal lens applied, and thus reinforce the literature on the extra ‐role behavior of bank per ‐ sonnel in Pakistani and Asian se tti ngs. Moreover, the results indicate that the strength of job sa ti sfac ti on, mo ti va ti on, and bank ci ti zenship behavior, as well as their mutual rela ti onship, may vary based on context and organiza ti onal se tti ngs. The insignificant associ ‐ a ti on of gender and residen ti al area with bank ci ti ‐ zenship behavior opens a new avenue of research. REFERENCES Ali, F., Rasoolimanesh, S. M., Sarstedt, M., Ringle, C. 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Raziskovalci so uporabili kvan ti ta ti vni pristop in zasnovo prese čne raziskave za zbiranje podatkov prek vprašalnika z uporabo Likertove lestvice iz vzorca 254 pakistanskih ban čnih uslužbencev, izbranih z verjetnostnim vzor čenjem. Analiza podatkov z modeliranjem struk ‐ turne ena čbe z delnimi najmanjšimi kvadra ti z uporabo Smart_PLS 3.3 je pokazala, da zadovoljstvo pri delu zna čilno mediira mo ti vacijo in vedenjem v dobrobit banke. Zanimivo je, da so imele kontrolne spremenljivke (spol in obmo čje bivanja) nezna čilno povezavo z vedenjem ban čnega uslužbenca v do ‐ brobit banke. Ti rezulta ti bodo oblikovalcem ban čne poli ti ke pomagali izboljša ti vedenje osebja v do ‐ brobit banke. Snovan izraz “vedenje v dobrobit banke” bo pritegnil raziskovalce, da bodo dodatno raziskali vedenje ban čnega uslužbenca v dobrobit bank, z namenom oboga ti tve empiri čnih dokazov o tej temi. Ugotovitve te raziskave prisostvujejo k napredku literature. 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