236 Organizacija, Volume 52 Issue 3, August 2019Research Papers DOI: 10.2478/orga-2019-0015 Job Satisfaction and Citizenship Behavior: A Mediating Effect of Organizational Commitment A.K.M. Tafzal HAQUE1, Md. Aftab UDDIN2, Rubina EASMIN3 and Shanewaz Mahmood SOHEL2 Background and Purpose: Recently, job satisfaction has become a center of attention among academics, behav- ioral scientists, and business practitioners. Drawing on the tenet of the social exchange theory (SET) perspective and extending the conceptualization of the same, the present study aims at investigating the relationships among job satisfaction, organizational commitment, and citizenship behavior and mediation mechanism to unearth the effect of job satisfaction and organizational commitment on citizenship behavior. Design/Methodology/Approach: Building on the positivist paradigm, we used quantitative research methodology following deductive reasoning approach. Henceforth, we have collected 210 replies from employees who have been serving Ready-made garments (RMG) sector that accounts for the highest export earning industry (84% of the total export earning) in Bangladesh. We purposively selected Chittagong Export Processing Zone, the largest export processing zone in Bangladesh, for collecting our required data. Data were analyzed using the descriptive statis- tics, bivariate correlation, and structural equation model (SEM) using Smart PLS 2, a second-generation regression analysis, and SPSS 20. Results: The structural model estimates that all the direct influences are significant excepting the impact of job sat- isfaction on citizenship behavior. Besides, the full mediation effect of organizational commitment was found in the relationships between job satisfaction and citizenship behavior. Conclusion: The main implication is suggesting all corporate executives for creating an environment which will make employees very committed to letting them think out of the box beyond their required formal task requirement. In addition to a longitudinal study, further research on the moderating effect of demographic factors on the above variable is attested. Keywords: Citizenship Behavior, Job Satisfaction, Organizational Commitment, RMG 1 Received: December 12, 2018; revised: August 23, 2019; accepted: August 24, 2019 1 Introduction As a part of the broader strand of organizational psycholo- gy research, job satisfaction has become a center of focus among academics across discipline (Davia & Legazpe, 2018). The employee seems to be a critical asset, and therefore, a satisfied employee turns out to be imperative and a vital predictor of a competitive firm (Ćulibrk, Delić, Mitrović, & Ćulibrk, 2018). Henceforth, the study on an- tecedents stimulating job satisfaction at the workplace is more than essentials; however, the consequences of a satisfied employee are not adequately explored (Yousef, 1University of Chittagong, Department of Management, Chattogram, Bangladesh 4331 2University of Chittagong, Department of Human Resource Management, Chattogram, Bangladesh 4331, mdaft- abuddin@cu.ac.bd (Corresponding author) 3East Delta University, School of Business, Chattogram, Bangladesh 4209 237 Organizacija, Volume 52 Issue 3, August 2019Research Papers 2017). Recently, employees pro-organizational activities are deemed to be virtually prerequisites for organizational surveillance, which is mostly because of the employees’ job satisfaction (Uddin, Rahman, & Howladar, 2014; Yen & Teng, 2013) and inseparable emotional commitment (Uddin, Mahmood, & Fan, 2019). In this age of acute perfection, a strategic manager wants their employees to work not only within their boundary but also proactively out of their boxes (citizenship behavior) for up-bringing the organization through a cutting-edge advantage. Work- ing beyond required duties brings devastating effect on an organization (Robinson & Bennett, 1995) and working proactively for bringing organizational competitiveness to the organization (Yen & Teng, 2013). An organization needs positively deviant employees who contribute to the wellbeing of the organism. In this regard, it is the organizational imperative to develop sup- portive working environments for building a very engaged (committed) and well-performing teams. Job satisfaction, a positive emotional state about the job, is an antecedent of citizenship behavior and commitment (Lambert, Qureshi, Frank, Klahm, & Smith, 2018; Uddin et al., 2019). It is the positive evaluation of different aspects of a job by the employee (Mihaela, 2014; Yılmaz, Çelebi, & Çakmak, 2014). Studies reported that a satisfied employee tends to be committed towards the organization (Lambert et al., 2018), which leads to their engagement in the citizenship behavior (Ćulibrk et al., 2018). Employees’ job satisfaction in the Ready-Made Gar- ment (RMG) industry seems to be a critical antecedent for building up the organizational commitment, and cit- izenship behavior (Belwalkar, Vohra, & Pandey, 2018). Job satisfaction in RMG is deemed to be very vital as the prodigious growth in the RMG industry of Bangladesh has been turned it into the second-largest exporting country in the world after China (Alam, Azim, & Alias, 2017; Mu- hammad, 2015; Wadud, Huda, & Ahmed, 2014). Notably, RMG alone earns approximately more than 84 percent of the total export (Islam, 2017; Shadat, Rahman, Rahman, & Hawlader, 2016) and employs more than 4 million em- ployees (Ahmed, Hasanuzzaman, Chowdhury, Shaikh, & Munir, 2018; Bakht & Hossain, 2017; Rahman & Siddiqui, 2015; Wadud & Huda, 2017) along with nearly $30b ex- port earning in FY18, from this sector (WTO, 2018). Globally, numerous studies were documented conceiv- ing of job satisfaction as an outcome variable of many an- tecedents (Lambert et al., 2018; Liu & Lo, 2018; Manish, Hemang, Ashish, & Sandeep, 2018; Smith, 2018; Stoer- mer, Haslberger, Froese, & Kraeh, 2018). Surprisingly, the influence of job satisfaction as a predictor variable of citizenship behavior is not adequately examined (Nguni, Sleegers, & Denessen, 2007). In an Indonesian study by Claudia (2018) attested on the essence of job satisfaction that investigates how job satisfaction turns employees commitment to citizenship behavior through their spiral effect. Since employees’ citizenship behavior benefits or- ganization’s well-being through the facilitation of shared benefits and pro-organizational tasks role, following the tenet of the social exchange theory (SET), i.e., Blau (1964), a dissatisfied employee do petite pro-organization- al and cognitive mode or evaluation of job satisfaction in- fluences the frequency of citizenship behaviors (Williams & Anderson, 1991). Whereas Claudia (2018) reported that job satisfaction navigates commitment toward citizenship behavior, Ababneh and Hackett (2019) unlikely posited that both job satisfaction and employee commitment di- rectly explain citizenship behavior. The following research questions developed: RQ 1: Does job satisfaction influence citizenship behav- ior? RQ 2: Does job satisfaction exhibit spiral effect on citizen- ship behavior via commitment? The present study contributes by advancing the existing knowledge in a numerous way. First, there is a growing debate on the role of job satisfaction as it is studied both like the outcome and antecedents to organizational com- mitment, and citizenship behavior (Nguni et al., 2007). The present study will unearth the role of job satisfaction with organizational commitment and citizenship behavior. Second, the existing literature is loaded with the reviews on job satisfaction as an outcome variable; however, we incline to gauge its impact on an endogenous variable. Third, there are few studies noted on job satisfaction in only banking (Islam, Mohajan, & Datta, 2011; Rahaman, 2012) and educational sector (Jahangir, Akbar, & Begum, 2006). Surprisingly, no studies yet documented in ready- made garments industries. Finally, the present study tested a mediated mediation effect, which is not tested elsewhere in the world. In this vein, we investigate if there is an in- direct effect of organizational commitment on job satisfac- tion and positive deviance relationships. 2 Literature Review 2.1 Job Satisfaction Job satisfaction is a positive or pleasurable state of feelings of an employee’s job experiences. Locke (1976, p. 1300) defined job satisfaction as “a pleasurable or positive emo- tional state resulting from the self-appraisal of one’s job or job experiences.” He also reiterated the common factors of job satisfaction that included “work, pay, promotions, recognition, benefits, working conditions, supervision, co-workers, company and management” (p. 1302). Social exchange theory assumes that an organization needs to boost up a sharing environment among employees, organ- ization, management, and other concerns (Topa, Gugliel- mi, & Depolo, 2014). The higher social exchange ensures 238 Organizacija, Volume 52 Issue 3, August 2019Research Papers stronger employees’ contribution and commitment, which results in better individual and team performance. The stronger relationship between job satisfaction and employ- ees’ loyalty (Ćulibrk et al., 2018; Mihaela, 2014; Peng, 2014) makes the workforce happier and more productive (Edwards et al., 2008). When employees notice that their perceived organizational support gets attention, Aslan, Shaukat, Ahmed, Shah, and Mahfar (2014) found their (employees) reciprocal consequent positive outcomes in the form of commitment, satisfaction and citizenship be- haviors have been improved (Ababneh & Hackett, 2019; Lambert et al., 2018). 2.2 Organizational Commitment Organizational commitment is a kind of passion of an em- ployee for being identified with the organization. Meyer and Allen (1991) narrated it as a psychological association between an organization and its employees in which the former is less likely to leave. It has been narrowed down into affective, continuance, and normative commitment. Affective commitment is the passionately involved with organization and employee is least likely to leave, contin- uance commitment is to weigh stay or leave and finally choose to stay, and ultimately normative commitment is the kind moral or ethical obligation from employees sides to stay (Veličković et al., 2014). Thus, it is a psycholog- ical connection of an employee with the organization to stay and being identified with the organization where he/ she works. 2.3 Citizenship Behavior Although deviant behavior brings untold sufferings to the organization, there are some exceptions to it. Some deviances, for example, positive deviances (Spreitzer & Sonenshein, 2004), constructive (Vadera, Pratt, & Mishra, 2013), pro-social behavior (Carlo et al., 2014), extra-role behavior (Katz & Kahn, 1978) brings positive repercussion to an organization. Citizenship behaviors like innovative behavior, whistleblowing, noncompliance with dysfunc- tional directives, and criticizing incompetent superiors. Organizational citizenship behavior is a kind of voluntary action by the employees to enhance and improve the or- ganizational performance which is not required by their formal job requirements. Presently, organizations are fac- ing enormous pressures from many corners and employees who can think proactively and contribute out of the box are critically demanded (Murphy, Athanasou, & King, 2002). 3 Development of Hypothesis Yen and Teng (2013, p. 401) said that “in today’s struggling global economy, it is not enough for employees to mere- ly do their jobs. Many businesses expect organizational members not only to complete their required duties but also proactively assist their colleagues.” The citizenship behavior is crucial to the survival of an organization, and furthermore, it leads to the active and effective functioning of an organization (Murphy et al., 2002). Previous studies found how job satisfaction contributes to the citizenship behavior (Foote & Tang, 2008; Nadiri & Tanova, 2010; Paillé, Bourdeau, & Galois, 2010; Zhang & Cun, 2012). Social exchange theory over economic exchange theory interprets that only a satisfied employee being experience with organizational support is intended to do more than what an individual is expected. So, it can be hypothesized that job satisfaction leads to citizenship behavior. The hy- pothesis is given below: H1: Job satisfaction has a direct influence on organization- al citizenship behavior. Employees backed by job satisfaction likely to contrib- ute to organizational well-being. Job satisfaction is con- sidered as the antecedents to organizational commitment (De Gieter, Hofmans, & Pepermans, 2011; Hayati & Can- iago, 2012; Namasivayam & Zhao, 2007; Yucel & Bektas, 2012). Aslan et al. (2014) report that satisfied employees are always motivated and committed to the organization. Job satisfaction influences organizational commitment. There are many studies which noted that job satisfaction and organizational commitment are reciprocally and posi- tively correlated (Wu & Norman, 2006). Golden and Veiga (2008) opine that employees with highly committed are likely to be identified with their organization and tend to contribute to organizational performance. Positive organ- izational behavior produces satisfied and committed em- ployees for achieving team as well as organizational out- comes (West, Patera, & Carsten, 2009). Yeh (2014) find that job satisfaction and organizational commitment lead an employee to be more loyal and well-performing. Some research shows that satisfied employees being committed to aligning themselves with the group and broad organiza- tional goals. There is an anecdotal belief that job satisfac- tion is related to regulatory outcome (Politis John, 2006); however, job satisfaction contributes to the enhancement of commitment and ends up with improved performance. Now, a hypothesis can be formed in this regard: H2: Job satisfaction has a substantial influence on organi- zational commitment. Social exchange theory reports that committed employ- ees undergo greater interest to serve the organization more than they are ought to (Fan, Mahmood, & Uddin, 2019). Kim and Brymer (2011) documented that a high commit- 239 Organizacija, Volume 52 Issue 3, August 2019Research Papers ment of employees encourages to do a more extra-role performance that, in turns, leads to engage in pro-social behavior. There is evidence that when employees are treat- ed well, they feel the compulsion to reciprocate by help- ing the organization and well-being (Van Dyne, Graham, & Dienesch, 1994). On the other hand, if the employees do not trust the organization, organizational commitment does not grow much among them which demotivates them to decline their citizenship behavior (Mamman, Kamoche, & Bakuwa, 2012). Study of Ng and Feldman (2011) also reported that committed employees like to go an extra mile and do beyond they are expected to do, such as helping their coworkers. Therefore, organizational commitment can be ended up in increased citizenship behavior (Uddin et al., 2019). The third hypothesis is designed hereafter. H3: The is a direct influence of organizational commit- ment on organizational citizenship behavior. Following the essence of the SET, it is stated that em- ployees with the satisfaction from the job experiences more organizational commitment which obligates to serve the organization more than they are ought to (Blau, 1964; Homans, 1958). Accordingly, employees who are treated well by the organization will feel a moral obligation re- ciprocate for the wellbeing of the organization (Dyne & Ang, 1998). Study of Ng and Feldman (2011) also reported that committed employees, which is derived from job sat- isfaction like to go the extra mile and do beyond they are expected to do. Henceforth, it can be hypothesized that job satisfaction would have influenced the employees’ citizen- ship behavior through indirectly impacting organizational commitment. H4: OC mediates the association between organizational job satisfaction and citizenship behavior. 4 Research Methods 4.1 Participants and Data Collection Procedure The present study conducted among the executives of the RMG sector, which is the most significant contributor to the economy of Bangladesh. Accordingly, the population of the study is the executives working at various depart- ments in RMG. We purposively selected RMG manu- facturing firms as a sample from Chittagong Export Pro- cessing Zone, which is the largest export processing zone in the commercial capital, Chattogram-financial hub of Bangladesh (Azim, Fan, Uddin, Jilani, & Begum, 2019). We collected 221 responses, and 205 from them have been used in this research. Around 210 (73.66%) usable responses were received out of 300 informants. Survey in- struments were administered to respondents’ end through a personal visit and electronic mail. Convenience sampling method has been used, and the respondents were briefed about their approaches to respond to the survey. Smart PLS-2 and IBM SPSS version-20 were used to execute the results. Table 1 exhibits the demographic profile of the re- spondents according to the variables of gender, marital sta- tus, age, educational records, and tenure. Table 1 displays the demographic information of the respondents. Figure 1: Hypothetical Model for Mediated Relations 240 Organizacija, Volume 52 Issue 3, August 2019Research Papers Table 2: Items building types of innovations 4.2 Measurement Tools We have collected three measurement tools from pri- or studies (Appendix 1). Job satisfaction is measured by Quinn and Mangione (1973), citizenship behavior by Ritz, Giauque, Varone, and Anderfuhren-Biget (2014), and or- ganizational commitment by Mowday, Steers, and Porter (1979). 4.2.1 Job Satisfaction Respondents were asked to respond against each item on a 5-point Likert scale (1 = strongly agree…….. 5 = strongly disagree). A sample item for this scale was: “All in all, I am satisfied with my job.” 4.2.2 Organizational Commitment We have used 9-item to represent the organizational com- mitment, and each of the informants was asked to rate each item on a 5-point Likert scale (1 = strongly agree…….. 5 = strongly disagree). A sample item for this scale was: “I talk to my friends that this organization is a great place to work.” 4.2.3 Organizational Citizenship Behavior 5-item OCB construct was used and each respondent was asked to select each item on a 5-point Likert scale (1 = strongly agree…….. 5 = strongly disagree). A sample item for this scale was: “I try hard to help others so they can become integrated with my organization.” 5 Evaluation of the Model The study used partial least square based structural equa- tion modeling (PLS-SEM) in place of simple regres- sion-based analysis. The merit of this analytic technique demonstrates an integrated model which delineates the robustness and accuracy of the estimates (Fan et al., 2019; Mahmood, Uddin, & Luo, 2019). The supremacy of the PLS-SEM lies in measuring the influence of endogenous variables on exogenous variables, and also the precise detection of measurement errors (Dediu, Leka, & Jain, 2018). SmartPLS2 is used to test both the measurement model and the structural model (Hair Jr, Hult, Ringle, & Sarstedt, 2014). Variables Aspects Frequencies Percentage Gender MaleFemale 155 50 76 24 Marital Status MarriedSingle 132 73 65 35 Education Bachelor Master Others 37 153 15 18 75 7 Tenure Above 1 year Above 5 years Above 10 years Above 15 years 23 93 75 14 11 45 37 7 Age Above 20 years Above 25 years Above 30 years Above 35 years 17 79 73 21 8 46 36 10 241 Organizacija, Volume 52 Issue 3, August 2019Research Papers Table 2: Reliabilities and Validities of the Measurement Tools 5.1 Measurement model We have tested both the validity and reliability measures. For reliability issue, composite reliability (CR) test has been performed (Alam & Uddin, 2019; Howladar, Rah- man, & Uddin, 2018). For the authenticity of the valid- ity issues, both the convergent and discriminant validi- ties were advocated (Azim et al., 2019; Ringle, Wende, & Will, 2005). Table 2 demonstrated that the constructs are reliable and validity is candidly reflected that all con- structs pass through both validity tests. It is observed that the minimum average variance extracted (AVE=0.598), and CR (0.789) are above the threshold value of 0.500 and 0.700 respectively (Hair Jr., Hult, Ringle, & Sarstedt, 2014; Saunders, Lewis, & Thornhill, 2009). Thus, these measurement tools’ convergent validity is guaranteed. For testing the discriminant validity, we scrutinized the square root of AVE of each observed variables against their cor- responding variables’ correlation scores. The diagonal value, in table 2, representing the correlation between the same measures in the correlation matrix table is higher than the relationship with other variables. Hence, all the measuring tools are discriminately valid as well (Ringle, Da Silva, & Bido, 2014). Moreover, the loading of each item is checked (Appendix 1) and the minimum loading of any item is 0.712, which is above the threshold level (Das, Biswas, Jilani, & Uddin, 2019; Ringle et al., 2014; Yi, Uddin, Das, Mahmood, & Sohel, 2019). 5.2 Structural model We tested the structured model from multiple perspectives to ensure global fitness (Fan et al., 2019; Mahmood et al., 2019; Uddin et al., 2019). Apart from just estimating path estimates (β) and their significance levels, we also assessed the coefficient of determination (R2), and the goodness of fit (GFI) which is advocated by Wetzels, Ode- kerken-Schröder, and Van Oppen (2009). Bootstrapping 5000 sample cases were used to generate the hypothesis estimates. Figure 2 exhibited that the minimum strength of the influence (β>0.151) and overall predictive value (R2) of the entire model are above the threshold limit (more than 0.26 effect size is substantial) (Cohen, 1977, 1988) excepting the direct path (job satisfaction  citizenship be- havior) fixes at 0.151 due to the mediated mediation effect of organizational commitment. Finally, the study estimated the GoF, which is the square root of the average communality times average R2. In line with the study of Tenenhaus, Vinzi, Chatelin, and Lauro (2005), the estimates reported in Equation (1) demonstrated that the GoF value is 0.470. Cohen (1977, 1988) exhibited the GoF value above 0.36 is substantial on the condition that minimum communality must be above 0.50 (Fornell & Larcker, 1981). The present study observes that minimum communality value is 0.598 and reported GoF 0.47, which is substantial for a given study (Cohen, 1977, 1988). Variables 1 2 3 CR AVE 1. Job satisfaction 0.795 0.831 0.632 2. Organizational commitment 0.700 0.773 0.789 0.598 3. Citizenship behavior 0.534 0.572 0.853 0.832 0.727 CR. Composite Reliability and AVE. Average Variance Extracted. Figure 2: Path estimates in a structural model 242 Organizacija, Volume 52 Issue 3, August 2019Research Papers The study divided the findings into unmediated and medi- ated analysis in a structured model. Table 3 exhibited that the direct effects of exogenous variables on endogenous variables. In H1, it is observed that the influence (β=0.151, p<0.227) of job satisfaction on citizenship behavior is insignificant. Thus H1 is not supported. The result is not consistent with the previous empirical findings globally (Paillé et al., 2010; Van Dyne et al., 1994). In H2, it is hypothesized that job satisfaction has a significant influ- ence on organizational commitment. The result reported that the effect size (β=0.353, p<0.000) of job satisfaction on organizational commitment is substantial. Thus, H2 is supported. Studies of Yucel and Bektas (2012), Kim and Brymer (2011), and Lambert et al. (2018) also observed that job satisfaction has a marked influence on organiza- tional commitment. Finally, in H3, we have hypothesized that organizational commitment impacts citizenship be- havior. The estimates (β=0.335, p>0.000) demonstrated that organizational commitment is also significant. Hence, this hypothesis is also supported. This result is also found consistent with the prior results (Mamman et al., 2012; Ng & Feldman, 2011). In H4, it is hypothesized that organizational commit- ment mediates the association between job satisfaction and organizational citizenship behavior. To estimate the medi- ation effect, we have measured the direct impact before mediation and after mediation. According to Hayes (2013) and Baron and Kenny (1986), to have full mediation ef- fect, a significant direct path (c) before adding the medi- ator variables must be insignificant (c/) after adding the mediator variables. Table-4 highlighted that direct effect (c) before running the mediator variable was significant (β=0.532, p>0.000). However, immediate effect (c/) after adding mediator variable becomes insignificant (β=0.151, p>0.227). Thus, there is a full mediation effect of organi- zational commitment on the relationship between job sat- isfaction and citizenship behavior. The result is also found consistent with the outcome of Uddin et al. (2019). 6 Results Hypothesis Path Relations Estimate Critical Ratio p.Value Result H1 JS → CB 0.151 1.212 0.227 Not supported H2 JS → OC 0.353 6.435 *** Supported H3 OC → CB 0.335 4.224 *** Supported Table 3: Estimates on direct effects in an unmediated model JS. Job satisfaction, CB. Citizenship behavior, OC. Organizational Commitment. Hypothesis Path Mediator Direct Effect Indirect Effect Total Effect Comments t-value (p-value) H4 JS → CB(c) OC 0.532 0.269 Full Mediation 7.493 (p<0.000) JS → OC (a) 0.353 6.435 (p<0.000) OC → CB (b) 0.335 4.224 (p<0.000) JS → CB (c/) 0.151 0.118 1.212 (p<0.227) Table 4: Mediating effect of organizational commitment JS. Job satisfaction, CB. Citizenship behavior, OC. Organizational Commitment, Indirect effect. a times b, and Total effect = direct effect + indirect effect. 243 Organizacija, Volume 52 Issue 3, August 2019Research Papers 7 Discussion The study aimed to examine the impact of job satisfac- tion on organizational commitment and citizenship behav- ior in the RMG industries in Bangladesh. Additionally, it also investigated the indirect influence of job satisfaction, via organizational commitment, on citizenship behavior. Henceforth, the present integrated hypothetical model test four different hypotheses basing on the conceptualization of SET. The usage of a correlation matrix, PLS-SEM, and mediation effect analyses were purported to find out the testimonies of the accurate gauging. Correlation matrix showed that all the observed variables are correlated with each other which is found consistent with the global find- ings at different contexts (Claudia, 2018; Jahangir et al., 2006; Kim & Brymer, 2011; Nguni et al., 2007; Williams & Anderson, 1991). Despite the fact that job satisfaction is a pressing vac- cine to engage employees’ organizational commitment toward citizenship behavior, the influence of it-job satis- faction-on citizenship behavior is not significantly aligned. Thus, the H1-the impact of job satisfaction on citizenship behavior-is not supported. Unlike the previous findings of (Jahangir et al., 2006; Kim & Brymer, 2011; Nguni et al., 2007), our conclusion is also supported by the results of Claudia (2018); Williams and Anderson (1991). These findings of the present study are consistent with the prior results because of the presence of the mediator variable-or- ganizational commitment. H2 proposed a significant direct effect of job satisfaction on organizational commitment. The studied result also demonstrated the significant posi- tive impact signifying that the proposed hypothesis is sup- ported. In line with the conceptualization of SET, it posits that job satisfaction facilitates employees’ commitment to- ward their organization. The result is also found consistent with prior studies in other settings (Ćulibrk et al., 2018; Lambert et al., 2018). Furthermore, it is hypothesized, in H3, that organiza- tional commitment stimulates employees’ participation in voluntary citizenship behavior. Empirical result invigor- ates the previous empirical findings to the fact that organi- zational commitment has a significant influence on citizen- ship behavior. Thus, H3 is also supported. We observed the similar results of the impact of organizational commitment on citizenship behavior since the organizational commit- ment of employees drives them to escalate the firm values and image through taking participation in pro-organiza- tional activities. The findings of Afsar, Shahjehan, Chee- ma, and Javed (2018), Lee, Woo, and Kim (2018), Uddin et al. (2019), and Howladar (2017) showed the similar es- timates on this proposed hypothesis. Finally, the indirect of organizational commitment is postulated as such organizational commitment mediates the impact of job satisfaction on citizenship behavior. The estimates on the mediation effect accentuate that the indi- rect effect is significant. However, the previous considera- ble influence or direct impact (before using the mediating variable) turns into negative after the usage of the mediat- ing variable (organizational commitment). It strengthens the understanding that organizational commitment fully mediates the association between job satisfaction and cit- izenship behavior (Claudia, 2018). The rationale behind the significant indirect influence can be reckoned in a way that job satisfaction of an employee inclines to enhance or- ganizational commitment which results in citizenship be- havior (Claudia, 2018; Jahangir et al., 2006; Nguni et al., 2007). Similarly, the underpinning SET underscores that a perceived positive, rewarding environment escalates one obligation to reciprocate to benefactors. Using the lenses of empirical investigation and theoretical significance, H4 is also supported. 8 Conclusion 8.1 Strengths and contributions of the study The study contributes to advance knowledge in various ways. Ideally, it postulates that the organization must try its level best to lift the employees’ job satisfaction level to improve their organizational commitment level, which will augment their engagement in citizenship behavior. The integrated structural model sheds light on the usage of the three observed variables in a comprehensive way rather than using solitarily. Unlike the study of Williams and Anderson (1991), our study declares premium on us- ing the three variables, i.e., job satisfaction, organization- al commitment, and citizenship behavior, in a mediated relationship where job satisfaction indirectly stimulates employees’ to actively participate in citizenship behav- ior through improving their organizational commitment. Following the rationale drawn from the study Homans (1958) and Blau (1964) regarding SET, it is lucid enough to candidly saying that organization’s positive initiative instigating employees’ job satisfaction will result in driv- ing organizational commitment toward pro-organizational proactivity. The dearth of the literature on the variables above in Bangladesh setting guarantees the novelty of the present study because the newly estimated result in other settings/contexts will validate and generalize the previous findings (Manish et al., 2018). Finally, the study also fills the vacuum of scientific observations of the cause and effect relationship among job satisfaction, organizational commitment, and citizenship behavior in a very burgeon- ing industry-RMG. 244 Organizacija, Volume 52 Issue 3, August 2019Research Papers 8.2 Managerial Implications Several managerial implications can be framed from this empirical study. Although disastrous movements by the RMG employees is substantially frequent since the in- auguration of RMG industries in Bangladesh, minimal effort has been paid to unearth the critical reasons from employees’ perspective. Notably, no endeavor has been evident yet that soars up employees’ commitment and job satisfaction leading toward citizenship behavior. The pres- ent study demonstrates the influence of job satisfaction and commitment, directly and indirectly, contributes to a pro-organizational attitude among the employees. Thus, the manager must expose to take more initiative to redefine the working environment that builds and develops a last- ing positive impression among the employees. Unlike the findings in dissimilar contexts, (Claudia, 2018; Jahangir et al., 2006; Nguni et al., 2007; Williams & Anderson, 1991), the present finding corroborate with the prior results to the fact that organizations must display requisite assistance and persistence on employees’ endeavor to foster their cit- izenship initiative. 8.3 Limitations and future directions The study attempts to draw the direct effects of job satisfac- tion and organizational commitment on organizational citi- zenship behavior, and also the indirect impact (mediating) of organizational commitment on the association between job satisfaction and organizational citizenship behavior. Although all the hypotheses are supported in this study, it is subject to several limitations which indirectly demon- strate the directions for future research. The generaliza- bility of result might be achieved if we could replace the convenience sampling with the random sampling method. The sample size poses a significant limitation. A large sam- ple size (>205) might yield more representation findings. To facilitate the causality of the results, longitudinal data over cross-sectional data is preferred. Further research on the relationships among employee engagement, organiza- tional commitment, and citizenship behavior moderated by demographic factors is advised. The very burgeoning constraint of this study is the ignorance of the moderating variables affecting those observed relationships. Hence, future researchers are recommended to incorporate the im- pact of intervening effects on the aforesaid relationships. Literature Ababneh, K. I., & Hackett, R. D. (2019). The direct and indirect impacts of job characteristics on facul- ty organizational citizenship behavior in the United Arab Emirates (UAE). Higher Education, 77(1), 19- 36. http://dx.doi.org/10.1007/s10734-018-0252-3 Afsar, B., Shahjehan, A., Cheema, S., & Javed, F. (2018). 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Tafzal Haque, Professor of Management (University of Chittagong, Bangladesh 4331), is a distinguished academician in the field of management science. Mr. Haque is currently serving Premier University, Chattogram as Treasurer. He has published numerous research papers in local and international journals and conference proceedings on topics relating to Management, Strategic Management, and Human Resource Management. Md. Aftab Uddin, Ph.D., is an Associate Professor of Human Resource Management in the University of Chittagong, Chattogram, Bangladesh 4331. He has more than 50 publications in national and international peer-reviewed journals and conference proceedings on leadership, intelligence, creativity and innovation, corporate greenization, education, gender, etc. Rubina Easmin is an Assistant Professor at School of Business in East Delta University, Chattogram, Bangladesh who completed her BBA and MBA from the Department of Management, University of Chittagong, Bangladesh. She specializes at Corporate Social Responsibility, Work-life Balances, Citizenship Behavior, and Job Performance. Shanewaz Mahmood Sohel is an Associate Professor in the Department of Human Resource Management, University of Chittagong, Chattogram, Bangladesh 4331. He has more than 15 research papers and conference proceeding in the field of human resource management, strategic management, and organizational behavior. His research areas are Human Resource Issues and Workplace Motivation. Zadovoljstvo z delovnim mestom in organizacijsko vedenje državljanov: posredniški vpliv organizacijske zaveze Ozadje in namen: V zadnjem času je zadovoljstvo z delovnim mestom pritegnilo vse več pozornosti akademi- kov, vedenjskih znanstvenikov in strokovnjakov za management. Cilj naše študije je ob upoštevanju načela teorije socialne izmenjave (Social Exchange Theory - SET) in razširitve konceptualizacije le-te, raziskati razmerja med zadovoljstvom z delovnim mestom, organizacijsko zavzetostjo in državljanskim vedenjem ter mehanizmom posredo- vanja, da bi ugotovili učinek zadovoljstva z delovnim mestom in organizacijske zavezanosti na vedenje državljanov. Zasnova / metodologija / pristop: Na podlagi pozitivistične paradigme smo uporabili kvantitativno metodologijo raziskovanja in deduktivno sklepanje. Zbrali smo 210 odgovorov zaposlenih v sektorju konfekcijskih oblačil, ki je najmočnejša industrijska veja v Bangladešu in predstavlja kar 84% celotnega izvoza države. Namenoma smo izbrali območje Chittagong, največje območje za izvozno obdelavo v Bangladešu. Podatki so bili analizirani z uporabo opi- sne statistike, bivarijatne korelacije in modela strukturne enačbe (SEM) z uporabo Smart PLS 2, regresijske analize druge generacije in SPSS 20. Rezultati: Strukturni model je pokazal, da so vsi neposredni vplivi pomembni, razen vpliva zadovoljstva s službo na vedenje državljanstva. Poleg tega je bil celoten mediacijski učinek organizacijske zavzetosti ugotovljen v razmerjih med zadovoljstvom z delom in vedenjem državljanov. Zaključki: Predlagamo vodjem podjetij, managerjem, da ustvarijo okolje, da se bodo zaposleni čutili zavezane, da lahko razmišljajo tudi zunaj svojih potrebnih formalnih zahtev njihovega dela. Predlagamo, da se izvede longitudi- nalne študije in nadalje razišče vplivu demografskih dejavnikov na omenjeno spremenljivko. Ključne besede: vedenje državljanstva, zadovoljstvo delovnih mest, organizacijska zavzetost 249 Organizacija, Volume 52 Issue 3, August 2019Research Papers Appendix: Survey Measures for the Study Sources Measurement items Loadings Job satisfaction (Quinn & Mangi- one, 1973) All in all, I am satisfied with my job 0.750 If a good friend was interested in working in a job like mine, I would recommend that job 0.841 Knowing what I know now about my job, if I had to do it over again, I would still have pursued that job 0.752 In general, I would say that my job measured up to the sort of job I have wanted when I took it 0.837 Citizenship behavior Ritz et al. (2014) I adapt my time schedule to help other co-workers 0.841 I try hard to help others so they can become integrated into my organization 0.886 I read and keep up actively with developments of my organization 0.883 I attend functions that are not required but help the company image 0.857 I make innovative suggestions on how to improve the functioning of my organization 0.796 Organizational commitment Yang and Choi (2009) I am willing to put forth great effort to help the organization succeed 0.802 I talk to my friends that this organization is a great place to work 0.744 I accept almost any type of job assignment to stay with the company 0.817 My values and the organization’s values are very similar 0.755 I am proud to tell others that I am part of this organization 0.789 My organization inspires me to perform at high levels 0.712 I am very glad that I chose this organization over others during my joining 0.807 I really care about the fate of this organization 0.736 For me, this is the best of all possible organizations for which to work 0.795