193 Organizacija, V olume 54 Issue 3, August 2021 Research Papers 1 Received: 17th January 2021; revised: 23rd June 2020; accepted: 5th July 2021 Procedural Justice, Perceived Organisational Support, and Organisational Citizenship Behaviour in Business School Elizabeth DOMINIC 1 , Vijay VICTOR 2,3 , Robert Jeyakumar NATHAN 4 , Swetha LOGANATHAN 2 1 Saintgits Institute of Management, Kottukulam Hills, Pathamuttam P. O, Kerala, India, 686532, Elizabeth.dominic@saintgits.org (Corresponding Author) 2 CHRIST (Deemed to be University), Hosur Rd, Bhavani Nagar, S.G. Palya, Bengaluru, Karnataka, India, 560029, vijay.victor@christuniversity.in; swetha.l@eco.christuniversity.in 3 College of Business and Economics, University of Johannesburg, PO Box 524, Auckland Park, 2006, South Africa 4 Multimedia University, 75450 Melaka, Malaysia, robert.jeyakumar@mmu.edu.my Background/Purpose: The effectiveness of a Business School depends on the extra role behaviours or Organ- isational Citizenship Behaviour (OCB) of its committed academics. The social exchange theory postulates that employees tend to display OCB when they know how their organisation would treat them. As B-School academics’ inclination towards OCB is less understood, this study examines the interaction between Procedural Justice (PJ), Perceived Organisational Support (POS) and Organisational Citizenship Behaviour (OCB) among B-School aca- demics. Methods: A survey was carried out to collect data from B-School academics, 378 responses were collected from B-Schools from the state of Kerala, India. Data validity and reliability analyses, and direct and indirect effects of research variables were tested using Partial Least Square (PLS) path modelling. Results: The results indicate PJ positively influences POS as well as dimensions of the OCB for B-School academ- ics. Contrary to previous OCB studies, this study finds that POS do not significantly relate to Courtesy. The findings also show that POS fully mediates PJ’s relationship with Altruism, Conscientiousness and Civic Virtues of B-School academics. Conclusion: This research explains the dynamics of PJ and POS towards OCB in a B-School setting. The academic setting of this study provides more insight into the relationships and provides insights into enhancing the organi- sational citizenship behaviour of academics in enhancing educational outcomes. Further, it also adds to existing understanding of organisational behaviour theory. Keywords: Organisational citizenship behaviour, Perceived organisational support, Procedural justice, Business school; India DOI: 10.2478/orga-2021-0013 1 Introduction The progress of organisations depends on the willing- ness of its employees to go beyond their role requirements (Nazir et.al, 2019). This tendency often described as Or- ganisational Citizenship Behaviour (OCB) is defined as “individual behaviour that is discretionary, not directly or explicitly recognised by the formal reward system, and that in the aggregate promotes the effective functioning of 194 Organizacija, V olume 54 Issue 3, August 2021 Research Papers the organisation”’ (Organ, 1988, p.3). OCB is often hy- pothesised to influence organisational effectiveness pos- itively (Greenidge & Coyne, 2014). The various dimen- sions of OCB were found to be linked to organisational performance in various settings (Al-Madadha et.al, 2021; Patnaik & Shukla, 2020; Kim et.al, 2013). From a theoret- ical perspective, OCB displayed by employees cannot be explained using the motivational antecedents that explain role behaviours as these are subtle immeasurable actions that come from a sense of social responsibility and com- munity (Singh & Singh, 2013). Among the centres of excellence and departments in a university, the Business School (B-School) is often regard- ed as a prestigious unit that promotes business programs to graduate students and practitioners. The quality and brand of the B-School often reflects the success and image of a university. Most often, B-School’s performance that is de- scribed and measured as ‘prescribed by task roles’, though necessary, is not sufficient for predicting the overall ef- fectiveness of a B-School. The OCB displayed by teach- ers was found to be associated with the effectiveness of the school at large (Somech & Obayon, 2019). Similarly, Zeinabadi and Salehi (2011) showed that higher levels of OCB among teachers contributed to innovative teaching practices and increased support for students. Academics with higher OCB will be willing to spend extra time for their institute or for the students and will be voluntarily going out of their way to carry out the institute’s activities (DiPaola & Neves, 2009). In B-Schools specifically, greater emphasis is placed on academics. OCB is expected from the academics in faculty as the industry is growing more competitive now more than ever before. Several studies have shown that the increased academic stress among B-School academ- ics affects their performance (Miller et al., 2011; Baner- jee & Mehta, 2016). Teaching stress, work overload and poor interpersonal relationships are identified as the most pressing issues among B-School faculty members (Baner- jee & Mehta, 2016). Poor interpersonal relationship leads to job dissatisfaction and eventually increases the attrition rate (Kernodle & Noble, 2013; Banerjee & Mehta, 2016; Noble, 2006). Further, Somech and Obayon (2019) state that context plays an important role in determining OCB of employees. The Indian context, in particular, is unique in the sense that despite being a collectivistic culture, there is a growing sense of individualism among young people who are taking up professional courses in management and engineering that are modelled according to the standards and work culture of the West (Gupta & Singh, 2013). Ad- ditionally, the ways in which employees are treated trick- les down to the ways in which they treat their subordinates (Hon & Lu, 2010; Somech & Obayon, 2019). The OCB among B-school academics is bound to have an effect on the students who go on to work for other organisations. Therefore, OCB and its antecedents among B-school aca- demics presents a novel area for examination with various implications. Empirical literature on the social exchange predictors of OCB among educators is limited (Zeinabadi & Salehi, 2011). In the context of B-School, there is a lack of studies in the area of PJ, POS and OCB. Thus, this study inves- tigates the OCB of academics of B-Schools in India. In examining the antecedents to OCB, this study takes pro- cedural justice (PJ) and perceived organisational support (POS) as having a significant impact. PJ seems to have a significant influence on job satisfaction, job stress and the organisational commitment of the employees (Lambert et al., 2007). Meta analyses indicate that the employees ex- hibit organisational commitment behaviour when they feel that they are being treated fairly by the institution and their superiors (Pignata et al., 2016). The social exchange the- ory postulates that the norm of reciprocity is an important factor determining the display of OCB (Gupta & Singh, 2013). Several studies argue that POS helps in building reciprocity among employees as they feel they need to give back to organisations for supporting them and their growth (Jiang & Law, 2013; Paillé et.al, 2013). This also portrays that POS and PJ largely influence OCB. There- fore, this study primarily aims to examine the interaction of B-school academics’ Organisational Citizenship Behav- iour (OCB) with Procedural Justice (PJ) and Perceived Or- ganisational Support (POS). 2 Literature Review This section reviews the existing literature in the field of Organisational Citizenship Behaviour (OCB) to provide an overview of existing works relating to Procedural jus- tice (PJ) and Perceived Organisational Support (POS), and especially on the potential mediation role of POS in the OCB framework. Following this, the paper constructs the hypotheses forwarded to test both direct and the POS me- diated impact of PJ on OCB. 2.1 Organisational Citizenship Behaviour OCB is defined as “individual behaviour that is dis- cretionary, not directly or explicitly recognized by the for- mal reward system, and that in the aggregate promotes the effective functioning of the organisation” (Organ, 1988, p.3). Since OCBs are beyond the stated job requirements (Bateman & Organ, 1983), they cannot be imposed nor can their absence be officially reprimanded (Organ, 1988). Or- gan (1988, 1990) identified five dimensions to OCB and these included altruism, conscientiousness, sportsmanship, courtesy and civic virtue. Recently, Halbesleben and Bel- lairs (2016), taking an individual’s perspective, describe OCB as a set of behaviours which provide them “the best opportunity to achieve their future goals with respect to 195 Organizacija, V olume 54 Issue 3, August 2021 Research Papers work”. Podsakoff et al. (2009) pointed out that, although many researchers use different evaluative dimensions, one of the most common measurement methods were the five dimensions proposed by Organ (1988, 1990)- altru- ism, conscientiousness, sportsmanship, courtesy and civic virtue. Altruism can be explained as voluntary behaviours to improve others’ performance by helping them (Erdoğan & Bedük, 2013). Conscientiousness expresses the behav- iours that are beyond the minimum roles expected from an employee (Yıldız, 2014). Sportsmanship is defined as the avoidance of complaint even in uneasy situations and the willingness to work in a positive working environment (Tokgöz & Seymen, 2013). Courtesy could be defined as the responsible behaviours between the employees. Civic virtue is related to active participation in organisational de- cisions and taking responsibility even without being asked to (Podsakoff et.al, 1990). The body of literature on OCB has grown significant- ly over the past three decades with results in support of the role of OCB in a broad set of desirable individual and organisational outcomes, including better employee per- formance and increased quality and quantity of unit-lev- el production (Organ et.al, 2006). The demonstration of OCB has been considered indispensable for the successful functioning of an organisation in a business setting charac- terized by flattened organisational structures, rivalry from international economies, and increased employee autono- my and accountability (Podsakoff et.al, 2009). Among ed- ucators, empirical research has identified trust and self-ef- ficacy of the teacher to be important determinants of OCB (Choong et.al, 2019). 2.2 Procedural Justice Procedural justice (PJ), a component of Organisational justice (OJ), refers to employees’ perceptions regarding the fairness of the policies and procedures used to make deci- sions regarding the allocations of organisational resources (Colquitt, 2001). Gupta and Singh (2013), combined the conceptualisation given by Thibaut and Walker (1975) and Leventhal et.al (1980) to define procedural justice as com- prising two facets. The first aspect is related to the fairness in procedures that are defined in terms of “consistency, lack of bias, correctability, representation, accuracy and ethicality”. The second aspect pertains to employee per- ception of “having a voice in decision making and influ- ence of outcomes of such decisions”. According to them, this distinction becomes significant in the Indian context as the “high power distance” creates a situation where despite the procedures being fair, Indian employees may still not have a say in the decision making process. Of the various dimensions of justice, PJ has been established to be a stable and strong predictor of OCBs (Jiang & Law, 2013). Extensive research on the dimen- sionality of OJ has shown that the different dimensions of the construct have different effects on employee behaviour (Gupta & Singh, 2013; Zeinabadi & Salehi, 2011; Moor- man et.al, 1998). PJ as a component of organisational jus- tice is relational as it depends on the nature of relationship between the organisation and the employee. Employee-or- ganisational relationships in collectivist cultures such as India tend to be more personal than the West, making a relational dimension of OJ more relevant (Gupta & Singh, 2013). Therefore, PJ as a dimension is more relevant than the construct in its entirety. 2.3 Perceived Organisational Support POS is defined as “a general perception concerning the extent to which the organisation values (employees’) general contributions and cares for their well-being” (Ei- senberger et.al, 1990). It can be seen as the sensitivity and opinion of employees regarding the extent to which their involvement is valued and recognized by their organisa- tions (Krishnan & Mary, 2012). Similarly, POS would represent the socio-emotional resources that the employ- ees perceive as being offered by their organisation to as- sist them in the day-to-day work performance (Wong et.al, 2015). POS, thus, forms the foundation of reciprocity from a social exchange perspective and contributes to a belief among employees that they will be treated fairly in the future and that the organisation will contribute to their growth (Singh & Singh, 2013). A majority of empirical works related to POS have focused on its role in employee retention (Arasanmi & Krishna, 2019). POS also has an important role to play with regard to work-family enrichment that allows them to develop commitment towards their employment as it is a means to provide for and support their families (Ghislieri et al., 2017). The examination of POS’ relationship with OCB and the influence of PJ have not been extensively examined in earlier works relating to academics. However, there are theoretical justifications for the inclusion of POS in the examination of the aforementioned relationships. From a theoretical perspective, the social exchange theory applies the norm of reciprocity to explain POS (DeCon- inck, 2010). Arguing from the line of thought presented by Gupta and Singh (2013), reciprocity is one of the pathways explaining OCB. Therefore, POS is introduced as a rele- vant construct in the framework of this research in relation to understanding its impact towards the OCB dynamics at a B-School. 2.4 Procedural Justice and Perceived Organisational Support Several studies have documented a strong positive re- lationship between PJ and POS and have also established 196 Organizacija, V olume 54 Issue 3, August 2021 Research Papers that PJ predicts POS (Wong et.al, 2013; DeConinck, 2010; Rhoades and Eisenberger, 2002). The social exchange re- lationship between the management and the employees is found to be influenced by PJ (Tekleab et al., 2011). This relationship, however, is mediated by POS, indicating the existence of a relationship between PJ and POS. Eisen- berger et.al (1986) hypothesised that fair treatment deter- mines the POS of employees. This is due to the creation of a perception that the organisation is concerned about their well-being (DeConinck, 2010). Further, Nazir et.al (2019) explain that the existence of high PJ implies that employ- ees will also feel supported by the organisation, indicated by high POS, resulting in higher levels of commitment and identification with the goals and objectives of the organi- sation. Thus, based on the findings from these studies, a direct relationship between PJ and POS is hypothesized in H1; Hypothesis 1: PJ positively impacts POS of academics at B-School. 2.5 Procedural Justice and Organisational Citizenship Behaviour Dimensions Researchers hypothesise that employees’ perceptions about organisational fairness and justice plays a vital role in encouraging their OCB (Organ, 1990). PJ has a positive effect on factors such as innovative behaviour and affective commitment towards the organisation (Nazir et al., 2019). Of the organisational justice dimensions, PJ was found to be a stable and consistent predictor of OCB (Jiang & Law, 2013). The relationship between PJ and OCB dimensions has been researched extensively in various contexts. Gupta and Singh (2013) analysed the influence of PJ and the 5 dimensions of OCB in the Indian context. Zeinabadi and Salehi (2011) investigated the role of PJ in the OCB of pri- mary teachers in Tehran. Hon and Lu (2010) examined the relationship between expatriate PJ and various constructs including altruism towards expatriates. The effect of PJ on different dimensions of OCB were found to be different (Jiang & Law, 2013). The relation- ship between PJ and conscientiousness was explored in the studies of Tepper and Taylor (2003), Ehrhart (2004) and Gupta and Singh (2013). The influence of PJ on courte- sy and civic virtue has been examined by Moorman et.al (1993) and Tepper and Taylor (2003). Gupta and Singh (2013) identified a positive influence of PJ on OCB di- mensions- sportsmanship and civic virtue. Jiang and Law (2013) postulate two mechanisms through which PJ results in OBC. The first pathway involves reciprocal employee behaviour as employees try to balance the social exchange of employment for the ‘benefit’ given to them by the or- ganisation by engaging in extra-role behaviours. The sec- ond pathway is an assurance of reward where employees feel that that PJ ensures that their efforts are rewarded in the future by the organisation. Thus, the research examining the contribution of PJ to OCB provides convincing evidence that employees will be more likely to perform extra role behaviours if they feel the organisation has treated them fairly. Based on the dis- cussions above, the following hypotheses are forwarded for testing. Hypothesis 1a: PJ positively impacts Altruism of aca- demics at B-School. Hypothesis 1b: PJ positively impacts Conscientious- ness of academics at B-School. Hypothesis 1c: PJ positively impacts Sportsmanship of academics at B-School. Hypothesis 1d: PJ positively impacts Courtesy of aca- demics at B-School. Hypothesis1e: PJ positively impacts Civic Virtue of ac- ademics at B-School. 2.6 Perceived Organisational Support and Organisational Citizenship Behaviour Dimensions Organisational support theory (Eisenberger et.al, 1986) suggests that, following the norm of reciprocity, employees would display OCB in return for POS as it meets many of the socio-emotional needs of employees. Extending from the argument of Jiang and Law (2013), reciprocity is one of the channels for OBC and POS helps in building this reciprocity. The findings of the study by Paillé et.al (2013) posits that employees engage in proactive behaviours as a result of reciprocity between the actions of the organisa- tion and their own. When the employee perceives that the employer shows concern for their well-being, they would feel indebted to the organisation and respond favourably to the organisation in the form of positive behaviour such as the OCB (Pohl & Paillé, 2011). Singh and Singh (2013) argue that employees perform OCB anticipating that they will be rewarded in the future because of high POS. Fur- ther, an advantageous environment creates the pressure for employees to reciprocate (Singh & Singh, 2013). There- fore, reciprocity can be understood as a pathway for ex- plaining the POS and OCB relationship. Riggle et al. (2009) identified a moderate positive association between POS and contextual performance, interpreted as OCB. Similarly, a positive and significant relationship between POS and OCB was established by Barzoki and Rezaei (2017). An extensive examination of the relation of POS and OCB dimensions showed that there is a significant positive relationship for all five dimensions of OCB (Singh & Singh, 2013). Hence, this research for- wards the following hypotheses to test the impacts of POS towards OCB dimensions for academics at B-School. 197 Organizacija, V olume 54 Issue 3, August 2021 Research Papers Hypothesis 2a: POS positively impacts Altruism of ac- ademics at B-School. Hypothesis 2b: POS positively impacts Conscientious- ness of academics at B-School. Hypothesis 2c: POS positively impacts Sportsmanship of academics at B-School. Hypothesis 2d: POS positively impacts Courtesy of ac- ademics at B-School. Hypothesis 2e: POS positively impacts Civic Virtue of academics at B-School. 3 Research framework The theoretical model framed for this study is illus- trated in Figure 1. This study posits that PJ has a positive impact on OCB directly and indirectly through POS. The framework also seeks to test for the positive impact of PJ on POS, and positive impact of POS on OCB dimensions. Figure 1: The research model 3.1 Path Modelling and Data Analysis Partial least Squares based Structural Equation Mod- elling was used for the analysis of the model formulated. The primary reason for choosing PLS SEM as the main research tool was that the data used in the study do not sat- isfy the normality assumption which is one of the prereq- uisites for using the Covariance based Structural Equation Modelling (CB-SEM) (Astrachan et.al, 2014). The model formulated was tested for construct validity, convergent validity and discriminant validity. The signifi- cance of the paths was explored using the bootstrapping method (resampling = 5000). Bootstrapping uses a set of non-parametric evaluation criteria to estimate the signifi- cance levels and t values for the paths (Hair et al., 2016). SmartPLS software 3.0 was used to perform the path mod- elling and test the research hypotheses. 3.2 Data Collection and Sampling Data were gathered from academics from differ- ent Business Schools in the state Kerala, India in 2020. Snowball sampling was used to reach out to over 400 ac- ademics, from which 378 of them returned the completed surveys. This response rate of 94.5 percent was primarily due to the nature of sample and sampling methods applied. The sample size for the study was determined using the Inverse-square root method and the Gamma-exponential method provided by WarpPLS software. The minimum absolute significant path coefficient was set as 0.18, (min - imum significant path coefficient for this model) and the significance level and power level used were set as 0.050 and 0.800 respectively. As per the results, the inverse square root method suggests using a minimum sample size of 242 and the minimum sample to be used as per the Gamma exponential method is 228. The sample size used 198 Organizacija, V olume 54 Issue 3, August 2021 Research Papers for this study is 378, which is more than adequate based on the above results. The demographic details of the sample are described in Table 1. The survey contained measures of procedural justice, perceived organisational support and organisational citi- zenship behaviour adapted from various studies and adapt- ed to fit academics at B-School. Procedural Justice was measured using 5 items as given by Niehoff and Moorman (1993). Perceived Organisational Support was measured using 9 items as given by Eisenberger et.al (1986). Organ- isational Citizenship Behaviour was taken as comprising 5 dimensions- altruism, conscientiousness, sportsmanship, courtesy and civic virtue. These were measured using the items given by Podsakoff et.al., (1990). The items includ- ed in the survey questionnaire from the above-mentioned scales are included in the appendix. 4 Results 4.1 Demographic Profile of the Respondents The demographic profile of the respondents is present- ed in Table 1. Out of the 378 respondents, 219 (57.9 %) are male and 159 (42.1 %) are female, indicating male academics are in general more in number. Nearly half of the participants were below the ages of 35 and their proportion declined with increase in age. Nearly 75 percent of the participants were assistant professors. This was also reflected in terms of the experience where a large segment of sample had less than 9 years of experience. The similarities in these Variables Frequency Percentage Gender 1. Male 219 57.90 2. Female 159 42.10 Total 378 100 Age 1. Below 30 92 24.30 2. 31 – 35 115 30.40 3. 36 – 40 59 15.60 4. 41 – 45 49 13.00 5. 46 – 50 14 3.70 6. Above 50 49 13.00 Total 378 100 Designation 1. Assistant Professor 280 74.10 2. Associate Professor 53 14.00 3. Professor 45 11.90 Total 378 100 Total Years of Academic Experience 1. Less than or equal to 3 Years 97 25.70 2. 4 – 6 Years 89 23.50 3. 7 – 9 Years 67 17.70 4. 10 – 12 Years 37 9.80 5. Above 12 Years 88 23.30 Total 378 100 Table 1: Demographic Profile of the Respondents 199 Organizacija, V olume 54 Issue 3, August 2021 Research Papers variables are evident from the factors or age and experi- ence relationship that explains designation of B-school academics. 4.2 Assessment of the Measurement Model The assessment of the measurement model was per- formed using convergent validity, discriminant validity and internal consistency reliability as suggested by Hair et.al (2016). Average Variance Extracted (AVE), factor loadings and Cronbach’s alpha were used to evaluate con- vergent validity. The Heterotrait-Monotrait (HTMT) tech- nique was used to test the discriminant validity of the mod- el. The internal consistency reliability was checked using Cronbach’s Alpha and Jöreskog’s rho (ρc). The Average Variance Extracted (AVEs) of each la- tent variable is examined to assess the convergent validity of the model. The AVE values are required to be higher than 0.50 to confirm the convergent validity of the model (Bagozzi & Yi, 1988). The results given in Table 2 shows that the AVE values are above 0.50, hence the convergent Table 2: Outer Loadings, Cronbach’s Alpha and Average Variance Extracted Constr Items Outer Loadings Jöreskog’s rho (ρ c ) Cronbach’s alpha(α) Average Variance Extracted Procedural Justice PJ1 – PJ5 0.70 – 0.89 0.923 0.895 0.708 Perceived Organi- sational Support POS1 -POS9 0.76 – 0.87 0.948 0.939 0.672 Altruism A1 – A5 0.67 – 0.83 0.867 0.790 0.567 Conscientiousness C1 – C3 0.77 – 0.83 0.849 0.732 0.651 Sportsmanship S1 – S4 0.80 – 0.84 0.880 0.798 0.709 Courtesy CY1 – CY5 0.65 – 0.82 0.872 0.816 0.579 Civic Virtue CV1 – CV4 0.65 – 0.83 0.861 0.790 0.609 validity is confirmed. The internal consistency and relia- bility of the model are measured using Cronbach’s alpha and Composite Reliability. The Jöreskog’s rho (ρc) repre- sents composite reliability for each latent variable (Bagoz- zi & Yi, 1988). Cronbach Alpha and Composite Reliability values above 0.70 show adequate internal consistency and reliability. Table 4.1. shows that the Cronbach Alpha and Composite Reliability values are higher than 0.70 imply- ing satisfactory internal consistency and reliability. The indicator reliability was tested using outer loadings. The acceptable threshold loading value is 0.70. However, Hul- land (1999) states that factor loadings in the range between 0.40 to 0.70 is also considered acceptable in exploratory research. Having confirmed adequate convergent validity, indicator reliability and internal consistency and reliabili- ty, the model was tested for discriminant validity. The HTMT technique was used to test the discriminant validity of the model as it is considered as a better meas- ure than the other prevalent techniques (Henseler et al., 2016). HTMT values should be below 0.85 or 0.90 (Kline, 2011). The lower the HTMT value of a pair of constructs, the more distinct they are. Table 4.2 gives the Hetero- trait-Monotrait ratio of correlations. The results given in Table 3 specifies that the values are well below the threshold value of 0.85. Hence, the dis- criminant validity of the model has been met. 4.3 Assessment of the Structural Model The structural model was assessed for the presence of collinearity issues using the Variance Inflation Fac- tor (VIF). The VIF values were below the recommended threshold value of 3.0 (O’ Brien, 2007), specifying that there is no issue of collinearity in the model. Chin (1998) classified the R Squared values for endogenous latent variables as 0.67 (Substantial), 0.33 (Moderate) and 0.19 (Weak) in SEM models. The R Square value for the con- struct perceived organisational support is 0.18. For this study, only the procedural justice dimension of the con- 200 Organizacija, V olume 54 Issue 3, August 2021 Research Papers Table 3: Heterotrait-Monotrait (HTMT) ratio of correlations Construct PJ POS Alt C S CY CV Procedural Justice Perceived Organisa- tional Support 0.4570 Altruism 0.1788 0.2393 Conscientiousness 0.2416 0.3020 0.4247 Sportsmanship 0.1934 0.2061 0.2836 0.4114 Courtesy 0.1540 0.0309 0.3105 0.3413 0.0542 Civic Virtue 0.1532 0.2728 0.3739 0.5404 0.2126 0.4190 struct organisational justice and fairness is considered, hence the low R squared value. The Cohen’s f square ratio was also assessed to check how substantial each direct effect is. Cohen (1998) states that an f2 value below of 0.02 as unsubstantial, 0.02 – 0.015 as weak, 0.15 – 0.35 as moderate and above 0.35 as strong effect. The relationship between procedural justice and perceived organisational support has a moderate effect of 0.22 and the construct perceived organisational support has a weak effect on all other constructs except the con- Figure 2: Research Model with Path Coefficients and Significance Levels 201 Organizacija, V olume 54 Issue 3, August 2021 Research Papers struct courtesy for which the effect is unsubstantial. The research model with outer loadings and path coefficients along with the significance levels is given in Figure 3. Table 4 gives the standard bootstrap results with t val- ues. The proposed hypotheses were tested for significance using the bootstrapping (resample = 5000) results. The results show that there is a significant positive rela- tionship between procedural justice and perceived organi- sational support (β = 0.427, p value = 0.000). Hypothesis 1 is supported based on this result. The relationship between procedural justice and altruism is however not significant, hence hypothesis 1a is rejected. Procedural justice has a significant relationship with conscientiousness only at a 10 percent significance level, and courtesy (β = 0.153, p value = 0.011). Based on the results, hypotheses 1b and 1d are supported. Procedural justice has a significant relationship Table 4: Bootstrapping Direct Effect Results Direct Effect Original coefficient (β) Standard bootstrap results Mean value t-value p-value (2-sided) PJ -> POS 0.427 0.430 7.973 0.000 PJ -> Altruism 0.082 0.082 1.262 0.220 PJ -> Conscientiousness 0.113 0.113 1.955 0.057 PJ -> Sportsmanship 0.131 0.133 1.951 0.024 PJ -> Courtesy 0.153 0.166 2.489 0.011 PJ -> Civic Virtues 0.019 0.018 0.488 0.813 POS -> Altruism 0.192 0.200 3.236 0.001 POS-> Conscientiousness 0.204 0.208 3.423 0.001 POS -> Sportsmanship 0.121 0.144 2.335 0.040 POS -> Courtesy -0.038 -0.040 -0.564 0.553 POS -> Civic Virtues 0.248 0.257 3.562 0.000 Note: PJ: Procedural Justice; POS: Perceived Organisational Support with sportsmanship (β = 0.113, p value = 0.024) and civic virtues (β = 0.019, p value = 0.813). So, hypotheses 1c and 1e are rejected. Perceived organisational support has a significant positive relationship with altruism (β = 0.192, p value = 0.001), conscientiousness (β = 0.204, p value = 0.001), sportsmanship (β = 0.121, p value = 0.040) and civic virtues (β = 0.248, p value = 0.000). Therefore, hy- potheses 2a, 2b, 2c and 2e are supported. The relationship between perceived organisational support and courtesy is found negative and not significant, hence hypothesis 2d is rejected. The results of the mediation effect assessed using in- direct effects are given in Table 5. Based on the results, it can be construed that perceived organisational support fully mediates the relationship between PJ and altruism (β = 0.082, p value = 0.004); PJ and Conscientiousness (β = 0.087, p value = 0.003); PJ and civic virtues (β = 0.106, p value = 0.002). No mediation effect of POS was observed in the relationship between PJ and sportsmanship (β = 0.052, p value = 0.056), as well as PJ and courtesy (β = -0.0152, p value = 0.583). The goodness of model fit reported in PLS SEM is based on the bootstrapping results, which help identify any significant differences between the empirical model and the implied correlation matrix (Henseler et al., 2016). The standardized root mean squared residual (SRMR), the unweighted least squares discrepancy (dULS) and the geodesic discrepancy (dG) are used to assess the model’s goodness of fit. The results are shown in Table 6. These three measures quantify the deviation of the empirical cor- 202 Organizacija, V olume 54 Issue 3, August 2021 Research Papers Table 5: Mediation Analysis Table 6: Goodness of Fit (Estimated Model) Indirect Effect Original coeffi- cient Standard bootstrap results Mean value t-value p-value (2-sided) Mediation Effect PJ -> POS -> Altruism 0.082 0.086 2.909 0.004 Full Mediation PJ ->POS -> Conscientiousness 0.087 0.090 2.923 0.003 Full Mediation PJ -> POS -> Sportsmanship 0.052 0.055 1.912 0.056 No Mediation PJ ->POS ->Courtesy -0.016 -0.017 0.574 0.566 No Mediation PJ -> POS -> Civic Virtues 0.106 0.111 3.128 0.002 Full Mediation Note: PJ: Procedural Justice; POS: Perceived Organisational Support Value HI95 HI99 SRMR 0.0566 0.0468 0.0604 d ULS 2.0182 1.3824 2.2992 d G 0.6930 0.5845 0.6774 relation matrix from the model-implied correlation matrix. The cut off for SRMR is 0.08 (Hu & Bentler, 1999). The SRMR for the model is less than 0.08 and the values for dULS, dG, as per the results show adequate goodness of fit. 5 Discussion The bootstrapping results show that procedural justice has a significant positive relationship with POS, sports- manship and courtesy. These results are corroborated by other studies in various contexts (Nazir et al., 2019; Dan- iel, 2016; Al-Quraan & Khasawneh, 2017). The results indicate that fair treatment of employees instils sportsman- ship and courteous behaviour in employees that could ulti- mately benefit the organisation. Procedural justice did not seem to have a direct significant relationship with altruism, civic virtues and conscientiousness. However, a significant mediation effect was observed in PJs relationship with al- truism, conscientiousness and civic virtues when POS was used as a mediating variable. From the bootstrapping results, it could be seen that the perceived organisational support has a positive and sig- nificant relationship with all independent variables except courtesy. It is not surprising that relationship between POS and courtesy was found not significant, as courtesy dis- played in an organisation, need not depend on one’s per- ception regarding the support that one receives from the organisation, rather it might be the result of the presence of a personality trait or may be the result of one’s upbringing. Prosocial motivation was also found to be playing a role in eliciting courtesy (Lazauskaite-Zabielske, Urbanaviciute, & Bagdziuniene, 2015). Collectivists value social order, security and group harmony. Hence, it can be expected that they will be motivated to engage in courtesy behav- iour in order to prevent chaos or conflict from happening. Such courtesy behaviour could be encouraged more in a high-power distance culture, which is typical of India, where the study was conducted, which emphasises author- ity (Schwartz, 1999) and conformity (Wang et.al, 2013). From the mediation analysis, stronger support was 203 Organizacija, V olume 54 Issue 3, August 2021 Research Papers found for the mediating effect and influence of PJ on OCB. Except for courtesy, POS significantly mediates the rela- tionship between procedural justice and different dimen- sions of OCB. POS fully mediates PJs relationship with altruism, sportsmanship and civic virtues implying that the perceived support from the organisation in ensuring fairness in the work environment motivates the B-school teachers to display a selfless enthusiastic behaviour to- wards the institution. POS partially mediates PJ’s relation- ship with conscientiousness. These results further bolster the argument that organisational support plays a crucial role in influencing OCB for academics. 6 Conclusion and Recommendations for Future Research The objective of this study was to test a plausible explanation for why and how PJ influences OCB in a B-School environment among academics. The mediation effect of POS in the relationship between the PJ and OCB was also measured and analysed. The relationship between PJ and POS is reinforced by the results of this study. POS is found to have a positive and significant relationship with altruism, conscientiousness, sportsmanship and civic vir- tue dimensions of OCB among B-School academics. But the relationship between POS and courtesy was found not significant among academics in B-School. PJ had a sig- nificant relationship with sportsmanship and courtesy. The study concludes with a note that OCB among academics in B schools could be improved by increasing organisational support and fair treatment. 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A study on the relationship between or- ganizational culture and organizational performance and a model suggestion. International Journal of Re- search in Business and Social Science (2147-4478), 3(4), 52-67. https://doi.org/10.20525/ijrbs.v3i4.117 Zeinabadi, H., & Salehi, K. (2011). Role of Procedur- al Justice, Trust, Job Satisfaction and Organizational Commitment in Organizational Citizenship Behaviour (OCB) of Teachers: Proposing a Modified Social Ex- change Model. Procedia: Social and Behavioral Sci- ences, 29, 1472-1481. https://doi.org/10.1016/j.sb- spro.2011.11.387 Elizabeth Dominic is an Associate Professor at Saintgits Institute of Management, Kottayam, Kerala, India. Her areas of interests include leadership, personality, impression management and organizational citizenship behavior. Vijay Victor is an Assistant Professor at the Department of Economics, CHRIST (Deemed to be University), Central Campus, Bangalore, India. He is also attached to the College of Economics and Business, University of Johannesburg, as a research associate. He obtained his PhD from the Szent Istvan University, Hungary under the Stipendium Hungaricum framework, a fully-funded PhD fellowship granted by the Hungarian Government. He was also awarded the prestigious Erasmus Mundus Fellowship instituted by the European Commission in 2014. His areas of interest include behavioural economics, macroeconomic policies, and econometrics. Robert Jeyakumar Nathan is Deputy Director at the Centre for Lifelong Education and Learning Innovation (LEARN) at Multimedia University, Malaysia; and the Head of Academic Innovation and Product Intelligence. He lecturers at the business faculty and conducts design thinking and innovation training for academics and corporations. His research interests include Marketing and Information Technology; Electronic Commerce; Leadership; Sustainability, Multicultural Studies and Financial Technologies. Swetha Loganathan is a Ph.D. scholar at the Department of Economics, CHRIST (Deemed to be University), Central Campus, Bangalore, India. She has qualified for the Junior Research Fellowship of the University Grants Commission, Government of India. She has published in the areas of international trade and macroeconomics. Her areas of interest include international trade liberalisation, open economy macroeconomics and development debates on globalisation. 207 Organizacija, V olume 54 Issue 3, August 2021 Research Papers Proceduralna pravičnost, zaznana organizacijska podpora in identifikacija zaposlenih z organizacijo v po- slovnih šolah Ozadje/namen: Uspešnost poslovne šole je odvisna od pripravljenosti zaposlenih, da prevzamejo dodatne vloge v organizaciji, torej od identifikacije zaposlenih z organizacijo. Teorija socialne izmenjave predvideva, da zaposleni ponavadi izkazujejo identifikacijo z organizacijo, ko vedo, kako bi se njihova organizacija obnašala do njih. Ker je nagnjenje učiteljev v poslovnih šolah k identifikaciji z organizacijo malo raziskano, ta študija preučuje interakcijo med proceduralno pravičnostjo (PJ), zaznano organizacijsko podporo (POS) in identifikacijo zaposlenih z organizacijo (OCB) med učitelji in raziskovalci v poslovnih šolah. Metode: Z anketiranjem 378 zaposlenih v poslovnih šolah v državi Kerala v Indiji smo zbrali empirične podatke. Analize veljavnosti in zanesljivosti podatkov ter neposredni in posredni učinki raziskovalnih spremenljivk so bili pre- izkušeni z modeliranjem po metodi delnega najmanjšega kvadrata (PLS). Rezultati: Rezultati kažejo, da PJ pozitivno vpliva na POS in dimenzije OCB pri učiteljih in raziskovalcih v poslovnih šolah. V nasprotju s prejšnjimi študijami OCB ta študija ugotavlja, da POS ni bistveno povezan z vljudnostjo. Ugoto- vitve tudi kažejo, da POS v celoti posreduje odnos PJ z altruizmom, vestnostjo in državljanskimi vrlinami akademikov v poslovnih šolah. Zaključek: Raziskava pojasnjuje dinamiko PJ in POS v smeri OCB v okolju poslovnih šol. Akademsko okolje te štu- dije omogoča večji vpogled v odnose in vpogled v krepitev organizacijskega obnašanja akademikov pri izboljšanju izobraževalnih rezultatov. Poleg tega prispeva tudi k obstoječemu razumevanju teorije organizacijskega vedenja. Ključne besede: Organizacijsko državljansko vedenje, Zaznana organizacijska podpora, Proceduralna pravičnost, Poslovna šola, Indija 208 Organizacija, V olume 54 Issue 3, August 2021 Research Papers Appendix A: Items used in the questionnaire Construct Item Code Items Adapted From Procedural Justice (PJ) PJ1 PJ2 PJ3 PJ4 PJ5 My immediate supervisor makes sure that all employ- ee concerns are heard before job decisions are made. To make job decisions, my immediate supervisor col- lects accurate and complete information. My immediate supervisor clarifies decisions and pro- vides additional information when requested by em- ployees. All job decisions are applied consistently across all af- fected employees Employees are allowed to challenge or appeal job de- cisions made by the immediate supervisor Niehoff & Moorman (1993) Perceived Organisational Support (POS) POS 1 POS 2 POS 3 POS 4 POS 5 POS 6 POS 7 POS 8 POS 9 The organisation values my contribution to its well-being. The organisation strongly considers my goals and values. Help is available from the organisation when I have a problem. The organisation cares about my well-being. The organisation is willing to help me when I need a special favor. The organisation cares about my general satisfaction at work. The organisation cares about my opinions. The organisation takes pride in my accomplishments at work. The organisation tries to make my job as interesting as possible. Eisenberger, Hunting- don, Hutchinson and Sowa (1986) Altruism ALT 1 ALT 2 ALT 3 ALT 4 ALT 5 I help others who have been absent I help others who have heavy work loads. I help orient new people even though it is not re- quired of me to do that. I willingly help others who have work related prob- lems. I am always ready to lend a helping hand to those around me. Podsakoff, MacKen- zie, Moorman and Fetter (1990) 209 Organizacija, V olume 54 Issue 3, August 2021 Research Papers Conscientiousness C 1 C 2 C 3 I obey company rules and regulations even when no one is watching. I am one of the most conscientious (showing great care and attention when carrying out a task) employ- ees of this organisation. I believe in giving an honest day’s work for an honest day’s pay. Podsakoff, MacKen- zie, Moorman and Fetter (1990) Sportsmanship S 1 S 2 S 3 S 4 I always focus on what’s wrong, rather than positive side * . I tend to make ‘mountains out of molehills’ (making problems bigger than they are) * . I always find fault with what the organisation is do- ing * . I am the classic ‘squeaky wheel’ (one who complains) that always needs greasing * . Podsakoff, MacKen- zie, Moorman and Fetter (1990) Courtesy CY 1 CY 2 CY 3 CY 4 CY 5 I take steps to try to prevent problems with other workers. I am mindful of how my behaviour affects other peo- ple’s jobs. I do not abuse the rights of others. I try to avoid creating problems for coworkers. I consider the impact of my actions on coworkers. Podsakoff, MacKen- zie, Moorman and Fetter (1990) Civic Virtue CV 1 CV 2 CV 3 CV 4 I attend meetings that are not mandatory (compul- sory), but are considered important. I attend functions that are not required, but helps the organisation’s image. I keep myself up - to - date regarding the changes in the organisation. I read and keep up with organisation announce- ments, memos, circulars and so on. Podsakoff, MacKen- zie, Moorman and Fetter (1990) *Reverse Coded Items