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Organizational Citizenship Behavior and Turnover Intentions: Do Organizational Culture and Justice Moderate Their Relationship?

  1. Gil Sharoni1,
  2. Aharon Tziner1,*,
  3. Erich C. Fein2,
  4. Tamar Shultz1,
  5. Keren Shaul3,
  6. Lian Zilberman3

Article first published online: 1 NOV 2012

DOI: 10.1111/j.1559-1816.2012.01015.x

Issue

Journal of Applied Social Psychology

Journal of Applied Social Psychology

Special Issue: THEME: Organisational Psychology

Volume 42, Issue Supplement S1, pages E267–E294, December 2012

Additional Information

How to Cite

Sharoni, G., Tziner, A., Fein, E. C., Shultz, T., Shaul, K. and Zilberman, L. (2012), Organizational Citizenship Behavior and Turnover Intentions: Do Organizational Culture and Justice Moderate Their Relationship?. Journal of Applied Social Psychology, 42: E267–E294. doi: 10.1111/j.1559-1816.2012.01015.x

Author Information

  1. 1

    Schools of Behavioral Studies and Business Administration, Netanya Academic College, Netanya, Israel

  2. 2

    School of Management, Division of Business, University of South Australia, Adelaide, Australia

  3. 3

    School of Business Administration, Netanya Academic College, Netanya, Israel

*Correspondence concerning this article should be addressed to Aharon Tziner, Schools of Behavioral Sciences and Business Administration, Netanya Academic College(NAC), Netanya, Israel. E-mail: atziner@netanya.ac.il

Publication History

  1. Issue published online: 26 DEC 2012
  2. Article first published online: 1 NOV 2012

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The hypothesized moderating effects of the dimensions of organizational justice and organizational culture on the relationship of organizational citizenship behavior (OCB) and turnover intentions were examined. Results from a sample of 102 employees revealed support for the interactive effects of the dimensions of organizational justice and organizational culture and OCB in relation to turnover intentions. Moreover—and contrary to expectations—in addition to their interactive (moderating) effects, organizational justice as well as 2 of the organizational culture dimensions emerged as independent variables linked to turnover intentions. The theoretical implications of the results and directions for future research are discussed.

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