64 Organizacija, V olume 55 Issue 1, February 2022 Research Papers 1 Received: 15th October 2021; revised: 29th January 2022; accepted: 6th February 2022 Employee Participation in the Decision- Making Process and Organizational Citizenship Behavior: The Mediating Role of Affective Commitment Emil KNEZOVIĆ, Hamza SMAJIĆ International University of Sarajevo, Bosnia and Herzegovina, eknezovic@ius.edu.ba (corresponding author), hsmajic@ius.edu.ba Purpose: The purpose of this article is to examine the relationship between employee participation in the deci- sion-making process (EPDMP) and organizational citizenship behavior (OCB) while considering the mediating role of affective commitment (AC). Methods: The article is based on primary cross-sectional data collected using questionnaires and applying a conve- nience sampling method among employees in Bosnia and Herzegovina (B&H). The sample consists of 302 employ- ees from 127 companies across multiple industries. Results: First, there is a positive relationship between EPDMP and two dimensions of OCB – organizational citi- zenship behavior directed at individuals (OCBI) and organizational citizenship behavior directed at the organization (OCBO). Second, the findings suggest that AC mediates the relationship between EPDMP and OCBI and OCBO. Furthermore, OCBI is found to mediate the relationship between AC and OCBO. Conclusion: This article extends the literature by introducing the mediating role of AC in the relationship between EPDM and two dimensions of OCB and the mediating role of OCBI in the relationship between AC and OCBO. Keywords: Employee participation in the decision-making process, Affective commitment, Organizational citizenship behavior, Bosnia and Herzegovina DOI: 10.2478/orga-2022-0005 1 Introduction The nature of the business has drastically changed over the last few decades, where we have witnessed the emer- gence of a new management approach concentrated on human resources, empowerment, involvement, delegation, and teamwork (Ghani & Memon, 2020). For countries in transition, a shift to capitalism, among other changes in the business environment, brought many threats and opportu- nities to organizations adjusting their structures to make the best out of the changes. This led to a dilemma between a centralized structure characterized by the strict hierarchy that aims for efficiency and decentralization, which brings flexibility that allows for adaptation and learning. Since decentralization enables lower organizational levels to exercise more autonomy, responsibility, and con- trol over resources (Daft, 2009), it is expected that employ- ee participation in the decision-making process (EPDMP) follows it. In that case, employees generate better knowl- edge and contribute to organizational growth and sustain- ability (Christie et al., 2003). Further, the importance and contribution of EPDMP to overall organizational perfor- mance is indisputable, but the relationship is not straight- forward. The effect of EPDMP initially happens at lower and later translates to higher organizational levels. In line with this, employee participation relates to employee mo- rale (Steel & Mento, 1987), organizational commitment (OC) (Park, 2015), and organizational citizenship behavior 65 Organizacija, V olume 55 Issue 1, February 2022 Research Papers (OCB), which further benefits the company’s performance (Tsui-Hsu Tsai & Jing Lin, 2014). Since decentralization enables lower organizational levels to exercise more au- tonomy, responsibility, and control over resources (Daft, 2009), it is expected that employee participation in the de- cision-making process (EPDMP) follows it. In that case, employees generate better knowledge and contribute to organizational growth and sustainability (Christie et al., 2003). Further, the importance and contribution of EPD- MP to overall organizational performance is indisputable, but the relationship is not straightforward. The effect of EPDMP initially happens at lower and later translates to higher organizational levels. In line with this, employee participation relates to employee morale (Steel & Mento, 1987), organizational commitment (OC) (Park, 2015), and organizational citizenship behavior (OCB), which further benefits the company’s performance (Tsui-Hsu Tsai & Jing Lin, 2014). A vast amount of research on EPDMP has been fo- cused on developed countries and Western samples (Par- nell et al., 2012). Furthermore, Parnell et al. (2012) argue that the degree of participation is contingent on the stage of economic development. Therefore, the current state of knowledge can rely on previously mentioned samples and has to be extended with more studies from emerging, de- veloping, and transitional economies. As such, Bosnia and Herzegovina (B&H) provides an interesting context as a country that is still in the transition process from social- ism to capitalism (Knezović & Greda, 2021). Furthermore, the country is characterized by labor-intensive industries and a high number of employed people in the government and public sector, which does not create a “fertile environ- ment” for higher employee participation. When it comes to the private sector, employees are relatively underpaid, and their opportunities within the companies are limited. In particular, even small companies, by a larger degree, em- phasize a strong top to bottom approach in terms of author- ity and decision making. Therefore, the role of EPDMP in different employee-related outcomes is worth studying. The relationship between EPDMP and OCB is espe- cially interesting as OCB can be exhibited on both indi- vidual and organizational levels (Williams & Anderson, 1991). In particular, at the individual level, organization- al citizenship behavior toward individuals (OCBI) refers to behaviors that contribute directly to individuals and indirectly to the organization, such as having a good re- lationship with colleagues and helping them (Williams & Anderson, 1991). OCBI is also known under the term altruism (Smith et al., 1983). As it concerns the organiza- tional level, organizational citizenship behavior toward the organization (OCBO) refers to the individuals’ actions that directly contribute to the organization (Williams & Ander- son, 1991). These actions involve punctuality, attending to the work above the norm (Smith et al., 1983), efficient and effective use of resources, and working time (Organ, 1997). However, the current literature is limited in several ways. First, although its presence in the literature is rel- atively high, employee participation in the decision-mak- ing process has been observed mainly as a part of a set of high-involvement work practices or other human resource management practices (Boselie, 2010; Knezović et al., 2020). Besides, regarding the relationship between EPD- MP and two-dimensional OCB, the existing research on this topic is scarce, with a few works suggesting that the relationship is positive (Boselie, 2010). Therefore, by ob- serving EPDMP independently, the first objective of this study is to investigate the relationship between EPDMP and two dimensions of OCB. Second, the research has neglected the mechanisms through which EPDMP contributes to the employee and organizational outcomes. When it comes to both OCB di- mensions, it is evident that the relationship is rather com- plex, as some studies reported indirect relationships (Bo- gler & Somech, 2005; Muhammad, 2004; Park, 2016). As OCB refers to positive voluntary actions toward the organ- ization, it takes more than simple empowerment to trigger such behavior. In fact, employee participation is related to both organizational commitment (OC) and OCB, while they are also interconnected (Cohen & Liu, 2011; Hasani et al., 2013). EPDMP replenishes the emotional bond be- tween employees and the organization as employees tend to feel more involved within the company’s processes and future direction. Therefore, employees’ commitment can be observed as an underlying factor in the relationship be- tween EPDMP and OCB. As commitment is also a multidi- mensional construct, not all commitment forms are equal- ly important. In particular, Mercurio (2015) demonstrates that affective commitment (AC) predicts work behaviors, including OCB, better than other forms of commitment. It is expected that employees with strong AC actually want to stay within the organization, identify with it, are involved in it, and enjoy being a member of the organization (Allen & Meyer, 1990). Thus, in search of possible mechanisms, we investigate the mediating role of AC in the relationship between EPDMP and OCB dimensions. Third, although existing literature offers valuable in- sights into the EPDMP-OCB relationship (Boselie, 2010), there are not enough substantial studies that encompass its unquestionable complexity. The research lacks a closer, in- depth approach to provide new information by focusing on factors mediating this relationship. As OCBI is a more direct result of employee-related practice, there is a ques- tion of whether OCBI is a valid mediator in the relation- ship between OCBO and its antecedents. Therefore, this study’s third objective is to demonstrate a more precise understanding of the relationship between EPDMP, AC, and the two dimensions of OCB. 66 Organizacija, V olume 55 Issue 1, February 2022 Research Papers 2 Literature review and hypotheses 2.1 Employee participation in the decision-making process (EPDMP) Employee participation is related to empowering lower-level employees to engage and take responsibili- ty for making organizational decisions. The idea behind the establishment of participative decision-making is that the satisfaction of employees’ higher needs will improve their job performance and benefit the whole organization (Noah, 2008). Further, employee involvement or direct participation can be defined as employees’ ability to influ- ence decisions related to their job (Duncan & Zhou, 2013). Employee participation is a process that involves interac- tion, communication to and from management, influence on management, and decisions by employees (Dickson, 1983). This enables employees to align their and organi- zational interests, which is the main goal of employee par- ticipation. The influence of EPDMP is multidimensional as it is positively associated with perceived organizational sup- port (Park, 2015), which leads to organizational commit- ment (Aube et al., 2007), employee engagement, and sat- isfaction (Ahmed & Nawaz, 2015). Zhu et al. (2014), who studied the participation of new generation employees, found that it is positively related to their job satisfaction. Similarly, Guinot et al. (2021) argue that participative de- cisions are positively related to job satisfaction, which is consistent with Firth et al. (2004), who reported that job dissatisfaction and insufficient organizational commitment significantly influence the intention to quit. If accompa- nied by the perception of fairness and/or learning needs satisfaction, employee participation in decision-making reduces turnover intention (Kumar & Jauhari, 2016). Al- though EPDMP has been investigated in different studies, its relationship with OCB is yet to be examined. 2.2 Organizational Citizenship Behavior (OCB) OCB is described as a voluntary behavior of an indi- vidual that is not identified formally by the organizational reward system but contributes to overall organizational effectiveness (Dominic et al., 2021). OCB is of immense importance for organizations as it is positively related to several outcomes across the organizations (Tsui-Hsu Tsai & Jing Lin, 2014). Williams and Anderson (1991) differentiate between three types of organizational behavior: OCB-Organization (OCBO), OCB-Individual (OCBI), and In-Role Behavior (IRB). While the three-dimensional construct was opera- tionalized earlier, most of the research is related to two dimensions: OCBI and OCBO. Therefore, OCBI involves helping new colleagues who have heavy workloads or were absent; listening to, taking an interest in, and sharing information with other employees; assisting supervisors when not asked (Williams & Anderson, 1991); and mak- ing innovative suggestions (Smith et al., 1983). OCBO involves attending the work above the norm, giving ad- vanced notice when unable to come, not taking undeserved breaks, not spending much time on personal phone conver- sations, not complaining about insignificant things, con- serving and protecting organizational property, respecting informal rules (Williams & Anderson, 1991), being punc- tual, not taking unnecessary time off work, not spending time in idle conversations (Smith et al., 1983), and con- serving organizational resources (Organ, 1997). It is pos- sible to conclude that OCBI is generally concerned with helping and having good relationships with colleagues. At the same time, OCBO refers to contributions to efficiency, productivity, effectiveness, and order by performing vol- untary actions. Although OCB’s role within the organization is un- disputable, the factors that enhance such behavior are still being researched (Al-Madadha et al., 2021). One recent study suggests that a psychological identification with the job could be a major force behind OCB (Dartey-Baah & Addo, 2019). In particular, companies have to consider practices such as job autonomy and participation in the de- cision-making process (Boselie, 2010). A systemic review of the literature on employee participation and OCB shows a positive relationship between the two concepts (Kase- kende et al., 2016). Additionally, Ma et al. (2021) assert that certain aspects of empowerment have positive indirect relationships with OCB dimensions. Further, the authors indicate that job satisfaction has a mediating-moderating effect on the relationship between structural empowerment and OCB (Narzari & Palo, 2020). However, studies that observe EPDMP independently and relationship with two dimensions of OCB are non-existent. In particular, when employees participate in the deci- sion-making process, they are better informed about the companies’ objectives and novelties, which lead to more positive actions. Therefore, we propose the following hy- potheses: H1a: There is a positive relationship between employ- ee participation in the decision-making process (EPDMP) and organizational citizenship behavior toward individu- als (OCBI). H1b: There is a positive relationship between employ- ee participation in the decision-making process (EPDMP) and organizational citizenship behavior toward the organ- ization (OCBO). 2.3 Affective commitment (AC) The AC refers to the emotional bond employees de- velop toward their organization and keeps them within it 67 Organizacija, V olume 55 Issue 1, February 2022 Research Papers (Allen & Meyer, 1990). A plethora of literature suggests that AC can result from different human resource practic- es such as perceived organizational support (El Akremi et al., 2014), career development (Knezović & Greda, 2021), and empowerment practices (Raineri, 2017). Em- powerment practices have been observed from different perspectives. As such, Rogiest et al. (2015) suggest that an involvement-oriented organizational climate increases employees’ AC. The social-exchange theory supports this since employees are willing to tie themselves to the or- ganization if they perceive certain benefits for themselves. In this case, employee involvement allows employees to exhibit psychological ownership, which increases overall effectiveness. Further, it improves partnership and team- work that creates favorable culture. Additionally, learning culture, accompanied by dialogue and structures facilitat- ing knowledge sharing, is significantly related to the AC to change (Malik & Garg, 2017). Existing literature indicates that EPDMP positively impacts AC. This relationship is either direct or mediat- ed by factors such as perceived organizational support, job satisfaction, organizational culture, etc. Similarly, as in the EPDMP-OCB relationship, previous research has some shortcomings. Again, employee participation is ap- proached partially (e.g., direct participation quality or em- ployee voice) or as part of decentralization, involvement, empowerment, or other HRM practices (Rogiest et al., 2015; Raineri, 2017). However, the argument behind EPD- MP lies in the fact that employees’ involvement creates a conducive environment for different employee benefits, which leads to a stronger bond with the organization. In principle, as employees are more involved in deciding the organization’s direction, they will be more attached to the organization. When it comes to the context of B&H, it is essential to emphasize that EPDMP is relatively new on the market and that many employees are facing it for the first time. As EPDMP is something more common in developed economies, it represents an excellent option for motivating people and committing them to the organizational cause as it is not something they are used to but brings different sets of benefits. Therefore, we argue that: H2: There is a positive relationship between employee participation in decision-making (EPDMP) and affective commitment (AC). 2.4 Affective commitment (AC) and organizational citizenship behavior (OCB) Regarding OCB, Bateman and Organ (1983) argued that social exchange theory—a person’s willingness to reciprocate the good done to her/him—is a major force behind it. Since then, many authors have examined the re- lationship between organizational commitment and OCB. Although the multidimensional effect of committed em- ployees was suggested repetitively, the AC is found to be the main source of commitment theories and the core el- ement of organizational commitment. According to Mer- curio (2015), AC may have a stronger impact on work behaviors than other commitment components. This is in line with the work by Cohen and Liu (2011), who suggest- ed that AC is more valid than normative and continuance commitment. In line with this, Hasani et al. (2013) report- ed a positive relationship between organizational commit- ment and OCB, with AC as the strongest OC component. They further argued that high commitment brings more sacrifice, prudence, and loyalty among the staff. Earlier, Cohen and Liu (2011) suggested that a positive relation- ship between organizational commitment and OCB exists only because of AC. Existing findings indicate that AC is positively associ- ated with OCB (Khaola & Rambe, 2021; Obedgiu et al., 2020; Khaskheli et al., 2020). Specifically, AC causes an increase in employee job satisfaction, which is positively related to both OCB dimensions. Regarding a two-dimen- sional approach to OCB, research also suggests AC is fa- vorably related to both dimensions (Huang & You, 2011). However, the role of AC in its relationship with OCBI and OCBO is rather impartial as existing research did not clear- ly emphasize the importance of AC among other compo- nents of OC and the multidimensionality of OCB. Hence, a more complex relationship between these three concepts is assumed and presents an interesting examination topic as it creates significant value for the organization. Therefore, we propose the following hypotheses: H3a: There is a positive relationship between affective commitment (AC) and organizational citizenship behavior toward individuals (OCBI). H3b: There is a positive relationship between affective commitment (AC) and organizational citizenship behavior toward the organization (OCBO). 2.5 The mediating role of affective commitment (AC) The inclusion of employees, which encompasses sig- nificant aspects of employee participation, positively im- pacts OCB (Cottrill et al., 2014). Although studies on the relationship between EPDMP and OCB exist, most of them report a distant one with several potential mediators such as autonomy, motivation, or job satisfaction. However, this “black-box” of the mechanism through which EPDMP re- sults in OCB still remains unknown, and there is a need for more thorough research. This is especially true for under- standing OCB as a two-dimensional construct. One dominant role that AC occupies in the literature is the mediating one (Renkema et al., 2021). Several works found the mediation role of AC between certain variables 68 Organizacija, V olume 55 Issue 1, February 2022 Research Papers and OCB. For example, AC mediates the relationship be- tween perceived organizational support and OCB (Liu, 2009), transformational leadership and OCB (Khaola & Rambe, 2021), and corporate social responsibility and OCB (Khaskheli et al., 2020). Keeping in mind the explan- atory value of mediators’ involvement in the relationships and theoretical background, which undoubtedly shows the mediating nature of AC, there is a justified basis for exam- ining the relationship between EPDMP and OCB with the AC as a mediator. In principle, Silverthorne (2004) argues that employee involvement creates a sense of psychologi- cal ownership. In line with this, Shukla (2019) found and positive relationship between psychological ownership and OCB. We argue that EPDMP creates an inclusive environment across the company. In that way, when em- ployees contribute to the organization by being involved in decision-making, they tend to be more emotionally tied to the organization. Such employees are more likely to ex- hibit citizenship behavior toward their colleagues and the organization. Therefore, the following hypotheses have been proposed: H4a: Affective commitment (AC) mediates a positive relationship between employee participation in the deci- sion-making process (EPDMP) and organizational citi- zenship behavior toward individuals (OCBI). H4b: Affective commitment (AC) mediates a positive relationship between employee participation in the deci- sion-making process (EPDMP) and organizational citi- zenship behavior toward the organization (OCBO). When it comes to the two-dimensional approach to OCB, we can expect that organizational practices aimed at individuals first result in OCB at the individual level and then at the organizational. For example, employees’ AC increases their OCBI (Huang & You, 2011), which is relat- ed to interpersonal relations within the organization. Em- ployees who stay longer within the organization become more familiar with the organizational rules, policies, and procedures (OCBO) and willingly contribute beyond for- mal requirements (Mohammad et al., 2010). Even though existing literature lacks a more precise and in-depth ap- proach to the topic, it indicates the possibility that even the relationship between AC and different dimensions of OCB is extremely complex. Recognizing that AC is a variable related to an individual’s emotional attachment leads to a conclusion that it initially affects the individu- al (OCBI) and then translates to an organizational level (OCBO). Considering that AC increases OCB that further benefits the organization, we can assume that this interac- tion occurs at two different levels. Similar propositions are offered in the work by Nishi et al. (2008). Therefore, we propose the following hypothesis: H5: Organizational citizenship behavior toward indi- viduals (OCBI) mediates the positive relationship between affective commitment (AC) and organizational citizenship behavior toward the organization (OCBO). All of the proposed relationships between EPDM, AC, OCBI, and OCBO are summarized in the conceptual framework in Figure 1. Figure 1: Conceptual model 3 Methods Primary cross-sectional data were collected from em- ployees working in different industries across B&H. Sur- veys were distributed using a convenience sampling meth- od, which allowed for a larger and more divergent sample. As there is no available database from which participants could be selected, the only way is to conveniently select participants. Using our own network, we directly contact- ed employees and asked them to participate in the study. This is a common approach where a lack of databases may increase the risk of possible sample bias (Vandekerkhof et al., 2019). The questionnaire contained four main constructs, and they were all adopted in original forms. EPDMP was measured by the five-item construct adopted from Steel and Mento (1987). It was based on a seven-point Likert scale (ranging from strongly disagree to strongly agree). AC was measured with six items adopted from Rhoades et al. (2001). OCBI and OCBO constructs were adopted from Saks’s (2006) versions of Lee and Allen (2002), and each involved four items. AC, OCBI, and OCBO constructs were all based on a five-point Likert scale (ranging from strongly disagree to strongly agree). All scales are present- ed in Appendix. As the constructs were originally in English, we used back-to-back translation methods by which we checked for content validity. The questionnaires were delivered in hard copies to 302 employees in different companies. To ensure participation, we developed a cover letter that explained the study’s purpose, guaranteed anonymity, and required their consent to be valid and used in the research. Hence, after the collected data were checked, the total sample was 302 employees. Responses collected were analyzed, and the results were reported credibly without intentional mis- representation. 69 Organizacija, V olume 55 Issue 1, February 2022 Research Papers In the sample, 55.8% of respondents were men com- pared and 44.2% women. Furthermore, 60.5% of respond- ents were highly educated. When it comes to work ex- perience, 44.7% of employees worked for more than ten years. The number of employees in the surveyed compa- nies ranged from 3 to 1700. However, 66.3% of them were small companies (less than 50 employees). Finally, when it comes to industries, employees came from service (53%), manufacturing (17%), trade (16%), and other (14%). Data analysis was performed using IBM SPSS Sta- tistics and IBM Amos. Hypotheses are tested utilizing structural equation modelling (SEM). SEM is a group of statistical models that can estimate and explain various interrelated and dependent relationships and show unob- served occurrences in them (Hair Jr. et al., 2014). Com- pared to regression analysis, SEM has several benefits when assessing mediation. Namely, SEM provides a better assessment of the causal relationships in the model and better observation of the simultaneous nature of direct and indirect effects and the dual role of the mediator (Gunzler, 2013). 4 Analyses and results Data analysis in this research includes preliminary analysis and testing of hypotheses. The preliminary anal- ysis encompasses the examination of reliability, validity, descriptive statistics, and correlations among variables. The results are shown in Table 1. Table 1: Descriptive statistics, reliability, validity, and correlations M SD α AVE CR 1 2 3 4 1 EPDMP 4.88 1.29 0.93 0.71 0.92 (0.84) 2 AC 3.74 0.83 0.91 0.63 0.91 0.52 ** (0.79) 3 OCBI 3.73 0.84 0.91 0.73 0.91 0.33 ** 0.44 ** (0.85) 4 OCBO 3.74 0.83 0.89 0.67 0.89 0.37 ** 0.60 ** 0.74 ** (0.82) Note(s). N=302. **p<0.001. EPDMP – Employee participation in the decision-making process; AC – Affective commitment; OCBI – Orga - nizational citizenship behavior toward individuals; OCBO – Organizational citizenship behavior toward the organization; CR – Composite Reliability; AVE – Average Variance Extracted; Square roots of AVE is in parentheses. Figure 2: Final model 70 Organizacija, V olume 55 Issue 1, February 2022 Research Papers The constructs used in the questionnaire initially need to be checked for reliability and validity. Both Cronbach’s alpha and composite reliability values suggest that the scales used are highly reliable as they are well above the common threshold of 0.70 (Bekele et al., 2014). Regarding the validity, we checked for convergent and discriminant by using Confirmatory Factor Analysis (CFA). First, all 19 items were statistically significant (t > 1.96; p < 0.001) with their factor loadings above .50. Second, we calculated the average variance extracted (A VE) for each construct, and the results showed that all values were above the com- mon threshold of 0.50 (Bagozzi & Yi, 1988). Finally, we calculated the square roots of A VE. The values calculated were higher compared to the correlation of paired coeffi- cients. Therefore, we can state that all constructs’ conver- gent and discriminant validities were reached. Finally, we performed Harman’s single-factor test to check for common method bias. The results showed that a single factor in extracting was less than 50% (41.8%). This shows that there is no evidence for common method bias. 4.1 Hypotheses Testing The hypotheses testing were done through SEM. The values of the model fit were good after two modifications (x2 = 323.73, df = 144, x2/df = 2.25, Goodness of Fit In- dex = 0.903, Tucker Lewis Index = 0.954, Comparative Fit Index = 0.961, and Root-Mean-Square Error of Approxi- mation = 0.064). The final model is presented in Figure 2. The values of the standardized estimates of initial paths in Table 2 suggest that the basic conditions for mediation were reached since EPDMP, AC, OCBI, and OCBO were positively related. Besides, these results provided support for H1a, H1b, H2, H3a, and H3b. Table 2: Standardized weights for structural model Individual pathways Std. est. SE t p Note EPDMP → OCBI 0.354 0.035 5.908 0.000 H1a EPDMP → OCBO 0.393 0.034 6.554 0.000 H1b EPDMP → AC 0.535 0.034 9.739 0.000 H2 AC → OCBI 0.469 0.056 7.916 0.000 H3a AC → OCBO 0.611 0.053 10.683 0.000 H3b OCBI → OCBO 0.737 0.056 12.693 0.000 - Full model EPDMP → AC 0.520 0.034 9.425 0.000 - EPDMP → OCBI 0.139 0.040 2.083 0.037 - EPDMP → OCBO 0.00 0.030 0.003 0.998 - AC → OCBI 0.371 0.066 5.385 0.000 - AC → OCBO 0.333 0.053 5.920 0.000 - OCBI → OCBO 0.591 0.055 10.52 0.000 - Note(s). EPDMP – Employee participation in the decision-making process; AC – Affective commitment; OCBI – Organizational citizenship behavior toward individuals; OCBO – Organizational citizenship behavior toward the organization. AC - R2 = 0.271, OCBI - R2 = 0.211, OCBO - R2 = 0.635. The full model analysis showed that the relationship between EPMDP and AC is similar to the one outside the model (γ = 0.52, p < 0.001). Furthermore, the relationship between EPDMP and OCBI remained positive and signif- icant (γ = 0.139, p < 0.05), indicating a partial mediator between these two variables. Finally, the direct relation- ship between EPDMP and OCBO did not exist at all with- in the model. This occurrence signals that another factor fully mediates the relationship between the two variables. Therefore, we performed additional analysis to check for the indirect effects of EPDMP and OCBO and OCBI through AC. The results are presented in Table 3. The results in Table 3 indicate that, EPDM has an indi- rect effect on OCBI through AC (γ = 0.100, p < 0.05) and OCBO (γ = 0.114, p < 0.01). Therefore, there is sufficient evidence to support both H4a and H4b. Furthermore, we present the full model by using both AC and OCBI as me- diators in the relationship between EPDMP and OCBO. The results show that the pathway is statistically signif- icant (γ = 0.066, p < 0.01), which provides evidence to support H5. 71 Organizacija, V olume 55 Issue 1, February 2022 Research Papers Table 3: Mediation effects Model pathways Estimate Lower Upper p Note EPDMP → AC → OCBI 0.100 0.081 0.123 0.014 H4a EPDMP → AC → OCBO 0.114 0.086 0.144 0.009 H4b EPDMP → AC → OCBI → OCBO 0.066 0.051 0.089 0.005 H5 Note(s). EPDMP – Employee participation in the decision-making process; AC – Affective commitment; OCBI – Organizational citizenship behavior toward individuals; OCBO – Organizational citizenship behavior toward the organization. 5 Discussion and conclusions Even though EPDMP and OCB are highly present concepts in the literature, their relationship complexity is fairly unobserved. Therefore, this research aimed to of- fer information that will increase its understanding with evidence-based employee perceptions. Results reached through this research provide new information on the over- all EPDMP-OCB relationship and explain a wide range of complex sub-relationships between employee participa- tion, AC, OCBI, and OCBO. In response to a growing in- terest in this particular relationship, this study made four important contributions to the literature, with a specific focus on the B&H context. First, it enriched the scarce business research in B&H and the region generally, which is now improved by ex- amining EPDMP, AC, OCB, and mutual relationships. In transitional economies, it is not just the case of organiza- tional change but also of employees’ mindset. B&H is one of the countries that are still going through the process of transition. The country’s economy is among the last in Eu- rope and the world generally. Local companies have low performance, lack institutional support, and face serious international competition (Arnaut & Jerković, 2017). The economy of B&H is highly uncompetitive, characterized by unsatisfactory labor-employer cooperation and a low willingness to delegate authority (Schwab, 2019). This contextual contribution is important due to the never-end- ing privatization process and embracement of contempo- rary management approaches. Second, we investigated the relationship between EPDMP and a two-dimensional construct of OCB. The findings show that a positive relationship exists in both cases. This means that if the organization creates an in- ductive environment where employees are encouraged to state opinions, propose ideas, and make decisions, they are more likely to exhibit OCB. These findings are in line with the results reported by Boselie (2010) and Dartey-Baah and Addo (2019), who state that employee involvement enhances practices, empowerment, and job involvement, and respectively, positively affects OCB. Third, we investigated whether AC plays a mediator in the relationship between EPDMP and OCB. Since the mediation question drags several sub-questions, sever- al objectives were developed to answer it. At first, there was a need to test the relationship between EPDMP and AC. The results suggest a positive relationship between EPDMP and affective organizational commitment. This finding is congruent with those presented by Rogiest et al. (2015) and Raineri (2017), which state that employee par- ticipation, involvement-oriented organizational climate, empowerment practices, and employee empowerment are positively related to affective organizational commitment. Second, there was a need to test the relationship between AC and OCB. Accordingly, AC is found to be positively related to both dimensions of OCB. The findings were con- sistent with Hasani et al. (2013) and Obedgiu et al. (2020). Besides, our findings support the assertion of Cohen and Liu (2009), which emphasized the relevance of AC in the OC-OCB relationship. Finally, we tested the mediation ef- fect of AC on the relationship between EPDMP and OCB, where AC was found as a valid mediator within. Finally, we tested for the role of OCBI as the mediator. In particular, we argued that citizenship behavior would be first exhibited at the individual level and subsequently at the organization. Our results suggested that there is partial mediation in the case of EPDMP and OCBI, while the full mediation is in the case of EPDMP and OCBO, which sup- ports the argument about the complexity of the relation- ship (Muhammad, 2004; Bogler & Somech, 2005). This is why we performed the additional test to check whether OCBI plays a mediator as well. The results suggested that EPDMP influences AC, which positively affects OCBO through the mediation of OCBI. There is no previous com- prehensive work that is consistent with the findings on the mediation role of OCBI between AC and OCBO. How- ever, critical analysis of the literature presented has laid the theoretical assumption of this relationship that is now supported by the evidence. Managerial Implications Based on the results discussed, we provide relevant in- sights into organizational practice for companies in B&H. The first is related to allowing employees to participate in a decision-making process. The effect of such an approach 72 Organizacija, V olume 55 Issue 1, February 2022 Research Papers is multidimensional as it increases the extent to which they identify, enjoy being a part of the organization, and even- tually stay with the company. To achieve that, managers should allow employees whose work-group or job is af- fected by the company’s decisions to participate in their making. Also, managers should clearly point out that they are interested to hear and consider employees’ opinions about company-related matters. Additionally, it is impor- tant to establish a system that allows EPDMP and makes sure that they understand, use, and know it. Implementing such an EPDMP system will show employees that their organization really cares for their wellbeing and increas- es their affection. Affectively committed employees will tend to reciprocate the amount of care received by showing high intention to stay, considering organizational problems as their own, and being proud members of the organiza- tion. Affectionately committed employees will help, care for, and dedicate a significant portion of time to their col- leagues. This behavior will further lead them to exercise citizenship behaviors that benefit the whole organization, such as performing voluntary actions that benefit the or- ganizational image or preventing possible problems. The second implication of the research is that manag- ers have to systematically understand the process of in- creasing employees’ OCB. For example, they should in- itially motivate the employees to perform small altruistic acts and show empathy toward their colleagues. Therefore, managers should strive to increase individual-level OCB, which will naturally lead to performing those actions at the organizational level, as is shown in this research. To sum- marize, to achieve all the benefits of OCB, managers need to allow employees to impact decision-making processes that involve their jobs. This will further lead to their AC and, finally, to altruism at the individual level and general compliance at the organizational level. Limitations Although this study offers valuable insights into the complexity of EPDMP-OCB relationships, it has certain limitations. First, it is based on cross-sectional data, which reduces the chance to establish completely credible evi- dence of causation between the variables as it would be possible with longitudinal research. Further, the research used convenience sampling, which does not provide all population members with an equal chance of participation. Additionally, the data was collected among companies from multiple industries, leaving the possibility that the data was affected by the extremes that characterize only the companies from a certain industry. There is the possi- bility that employees were biased while giving responses about EPDMP, AC, and, especially, OCBI and OCBO. Re- sults could be more accurate if managers’ views were con- sidered, at least in terms of OCBI and OCBO perceptions, as employees might be subjective about their altruism and general compliance. Finally, the examined relationship could involve several variables other than the AC that could play a significant role between EPDMP and OCB (e.g., POS or organizational culture). Future Research Apart from the above-mentioned limitations, we pro- pose several recommendations for future studies. Initially, to overcome some limitations faced by this work, future research should consider managers’ perceptions and exam- ine employees among companies from the same industry to make more specific recommendations to managers. Fur- ther, the use of probability sampling techniques would also increase the chances of generalizing the results. Moreover, longitudinal research would offer much more reliable data on the causation effects of EPDMP on AC and OCB. Addi- tionally, authors should explore different factors affecting EPDMP-AC and AC-OCB relationships by introducing other related variables. Furthermore, studies should in- volve potential mediators other than AC between EPDMP and OCB. However, the AC-OCBI-OCBO relationship re- quires most of the attention in future works as it has been unfairly neglected up to date. Literature Ahmed, I., & Nawaz, M. N. (2015). Antecedents and out- comes of perceived organizational support: A literature survey approach. 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The In- ternational Journal of Human Resource Management, 26(19), 2395–2411. https://doi.org/10.1080/09585192. 2014.990397 Emil Knezović, Ph.D., is the Head of the Department of Economics and Management at the International University of Sarajevo. His research interests include human resource management, leadership, and small business management. He has published several articles in refereed international and national journals. Hamza Smajić, MBA, is a Ph.D. candidate at the Faculty of Business and Administration (FBA) at the International University of Sarajevo (IUS). He works as an assistant at the Department of Economics and Management. His research areas are entrepreneurship and leadership. Sodelovanje zaposlenih v procesu odločanja in organizacijsko državljansko vedenje: posredniška vloga navezanosti na organizacijo Namen tega članka je preučiti razmerje med sodelovanjem zaposlenih v procesu odločanja (EPDMP) in organizacij- skim državljanskim vedenjem (OCB) ob upoštevanju posredniške vloge navezanosti na organizacijo (AC). Metode: Članek temelji na primarnih presečnih podatkih, zbranih z uporabo vprašalnikov in z uporabo priročne me - tode vzorčenja med zaposlenimi v Bosni in Hercegovini (BiH). Vzorec je sestavljen iz 302 zaposlenih iz 127 podjetij v več panogah. Rezultati: Prvič, obstaja pozitivna povezava med EPDMP in dvema dimenzijama OCB – organizacijsko državljan - sko vedenje, usmerjeno v posameznike (OCBI) in vedenje organizacijskega državljanstva, usmerjeno v organizacijo (OCBO). Drugič, ugotovitve kažejo, da navezanost na organizacijo posreduje v razmerju med EPDMP in OCBI in OCBO. Poleg tega je bilo ugotovljeno, da OCBI posreduje v razmerju med AC in OCBO. Zaključek: Članek širi literaturo in prispeva k znanju z uvedbo posredniške vloge AC v odnosu med EPDM in dvema dimenzijama OCB ter posredniške vloge OCBI v odnosu med AC in OCBO. Ključne besede: Sodelovanje zaposlenih v procesu odločanja, Navezanost na organizacijo, Organizacijsko drža- vljansko obnašanje, Bosna in Hercegovina 76 Organizacija, V olume 55 Issue 1, February 2022 Research Papers Appendix Employee participation in the decision-making process EPDMP1 Within my work-group the people most affected by decisions frequently participate in making the decisions. EPDMP2 In my workgroup there is a great deal of opportunity to be involved in resolving problems which affect the group. EPDMP3 I am allowed to participate in decisions regarding my job. EPDMP4 I am allowed a significant degree of influence in decisions regarding my work. EPDMP5 My supervisor usually asks for my opinions and thoughts in decisions affecting my work. Affective commitment AC1 I would be happy to work at my organization until I retire. AC2 Working at my organization has a great deal of personal meaning to me. AC3 I really feel that problems faced by my organization are also my problems. AC4 I feel personally attached to my work organization. AC5 I am proud to tell others I work at my organization. AC6 I feel a strong sense of belonging to my organization. Organizational citeznship behavior (individual) OCBI1 Willingly give your time to help others who have work-related problems. OCBI2 Adjust your work schedule to accommodate other employees’ requests for time off. OCBI3 Give up time to help others who have work or non-work problems. OCBI4 Assist others with their duties. Organizational citeznship behavior (organizational) OCBO1 Attend functions that are not required but that help the organizational image. OCBO2 Offer ideas to improve the functioning of the organization. OCBO3 Take action to protect the organization from potential problems. OCBO4 Defend the organization when other employees criticize it.