Predicting Organizational Citizenship Behavior Through Psychological Ownership and Job Satisfaction in Four-Star Hotels

Abstract

This study examines the relationship between Psychological Ownership (PO) on Job Satisfaction (JS) and Organizational Citizenship behaviour (OCB). Using 240 front-line samples from five-star hotel workers, these studies are quantitatively planned. Empirical data were collected from employees via a questionnaire and analysedusing Partial Least Square (PLS). The results indicate that Psychological Ownership and Job Satisfaction enhance the Organizational Citizenship behaviour, but the Psychological Ownership has a stronger impact. This result also provides evidence that thereis a disparityin control between the employee's personality and their attitude toward their actions at the workplace. The findings of this article can provide insights to improve the Organizational Citizenship behaviour of employees, and that managementmust pay attention to personalities of employees, as personality traits of workers appear to influence Organizational Citizenship behaviour. This study examined the attitude effect (JS) and personality traits (PO) against OCB. Theoretically, some previous studies suggest that the predictors of OCB are JS and organizational engagement as indicators of the attitudes of the employees. Thus, this study would investigate JS, PO and OCB at well-known hotels in Bali, Indonesia.