Organisational justice, support and cynicism: A moderated mediation model of organisational citizenship behaviour in South African workplaces

Abstract

Orientation: Organisational success not only demands effective employee performance but also requires discretionary contributions beyond formal job responsibilities.
Research purpose: This study uncovers the interplay between perceived organisational justice (POJ), support and cynicism in shaping organisational citizenship behaviour (OCB).
Motivation for the study: Understanding what motivates employees to exceed job expectations is vital for fostering an effective workforce. This study examines the psychological factors influencing OCB in South Africa, highlighting how justice perceptions and social exchange relationships affect discretionary behaviour.
Research approach/design and method: Rooted in social exchange theory, a moderated mediation model was tested using survey data from 740 South African employees.
Main findings: The findings empirically support an indirect relationship between POJ and organisational behaviour. This relationship is mediated by organisational cynicism and moderated by perceived organisational support. Employees who saw their employers as highly supportive reacted more cynically to perceived injustice, leading to a greater decrease in OCB. In contrast, fair treatment and perceived support enhanced OCB by reducing cynicism.
Practical/managerial implications: Organisations should foster perceptions of fairness and supportive leadership to build high-quality social exchange relationships, thereby enhancing OCB and overall organisational effectiveness.
Contribution/value-add: The study advances the literature on organisational behaviour by offering vital, context-specific insights for cultivating collaborative workplaces in developing countries such as South Africa. It contributes to a deeper understanding of the intricate forces that shape employee behaviour and the achievement of organisational goals.