Employee motivation and job performance: The mediating role of organizational citizenship behavior

Abstract

The aim of this study is to examine the relationship between work motivation and employee performance in sales, consulting, and service through the mediating role of Organizational Citizenship Behavior (OCB) at auto tire service companies. Motivation, a basic psychological process with the integration of other factors of perception, personality, attitude, and learning, is a critical component of behavior (Miner, Ebrahimi, & Wachtel, 1995). OCB is explained by Robbins and Judge (2017) as voluntary conduct that is not part of workers’ formal job requirements but enhances the organization’s effectiveness. Job performance is defined as the efficacy of a person’s work as indicated through behavioral elements connected to the organization’s goals. The primary data is collected by direct surveys of 300 employees with tenure five years of experience in auto tire service companies in Ho Chi Minh City, Dong Nai, and Binh Thuan Provinces. Partial Least Square Structural Equation Modeling (PLS-SEM) was employed to examine the structural relationships of the study. The findings indicate that work motivation has a positive direct relationship with OCB and job performance through the mediating effect of OCB. The results contribute to the current understanding of organizational behavior theory and practical contribution to human resource practices of business in the industry.