THE
IMPACT OF JOB INVOLVEMENT, EMPLOYEE HAPPINESS AND JOB SATISFACTION ON
ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (OCB) IN THE BANKING ECOSYSTEM IN INDIA
*Dr
Hoori Nadir
Assistant
Professor, School of Management, BBD University, Lucknow
Abstract
This study exemplifies
the impact of job involvement, employee happiness and job satisfaction on
organisational citizenship behaviour (OCB) in the Indian banking scenario. Abiding
upon standardised theories of OCB this research is highlighting how job-related
attitudes advance and voluntary behaviours that improves organisational
effectiveness in service-oriented ecosystem. A quantitative approach was inculcated
for data collected where sample size was 477 banking employees across public
and private institutions. To establish the relationship partial least square
method was used through ADANCO. The result discussion opines that job
satisfaction, job involvement, and employee happiness show significant positive
impact on OCB whereas organisational support acting as a mediator. The results
reveal the importance of employee wellbeing and commitment over sustainability
of customer satisfaction in banking ecosystem. This paper highlights the role
of banking professionals and their contributions in the field of job satisfaction,
job involvement and organisational citizenship behaviour.
Keywords: Job Involvement, Job Satisfaction,
Employee Happiness, Organisational Citizenship Behaviour
Introduction
In today’s banking
industry and its the advancement of professional development to acquire in functions
beyond the official setup has emerged as an important component in maintaining
the performance and satisfaction of customers. Organisational Citizenship
Behaviour (OCB) refers to behaviour that is voluntary and non-beneficial but promotes
organisations achieve effectiveness (Organ, 1988).
According to available
literature, some of the significant precursor of OCB include job satisfaction,
job involvement and employee happiness including others. Job satisfaction is an
important attribute for an employee workspace and day to day chores because it
is associated with the favourable aspects of employee’s attitude towards their
jobs. Happy employees are more likely to act with generosity in accordance with
civic sense, which encompasses their contribution to organizational synchronisation
and service orientation (Arathy, Nair, & Binu, 2021; Dubey, 2022). Job
involvement, helps to relate an employee with their job which helps to manage
the better levels of commitment results in positive behaviour (SSRN,
2024-2025).
Most studies lay emphasis
on the importance of employee happiness in anticipating OCB. Happiness at work
is often predicted as a overall satisfaction and affective commitment it is
also shown the positive impact on employee’s willingness to help each other in
banking ecosystem to support organisational prerogatives which activates
customer experiences (Singh & Banerji, 2024; Karim, 2025).
Most of the research in Indian
banking ecosystem suggests limited scope. However, the use of scales and
inventories such as job involvement, engagement, and happiness creates perplexity
as it is created in different zones and geographical areas and does not show
the distinct contributions to OCB. Moreover, mediating and moderating factors
such as workplace spirituality, organisational support, empowerment, and
diversity management have been identified but remain untouched in this area (Dubey,
2022; Singh & Banerji, 2024).
Ignoring this problem
the study indicates the impact of job satisfaction, job involvement, and
employee happiness on OCB among banking professionals in Indian banking
ecosystem. The quantitative approach with a genuine sample and refined statistical
analysis using ADANCO, this research provides a clear and understandable
picture of OCB in banking ecosystem.
Organisational
Citizenship Behaviour (OCB) is a field of discussion now a days to signify the
customer orientation and employee engagement with banking ecosystem for better
quality service. As opined by Organ (1988) and others OCB is a voluntary action
that is not formally rewarded but contribute to organisational effectiveness. In
recent past the issues related to job satisfaction, job involvement, and
employee happiness have been purposely linked with OCB, though recent studies
in the Indian banking ecosystem is new to the dynamics.
The studies reveal that within
the Indian banking ecosystem more satisfied employees are found who possess
altruism and other factors related to OCB. Arathy et al. (2021) suggested in
their research that that bank employees who reported higher levels of
satisfaction also perceived themselves as empowered, which in turn strengthened
their citizenship behaviours. Dubey (2022) further opined that workplace ethics
could act as a mediator between job satisfaction and OCB.
Job satisfaction and job
involvement are termed as powerful tools to define OCB in banking ecosystem in
India. Higher the job involvement higher
the organisational commitment and employee willingness to perform a task within
stipulated time period. Recent studies link the employee engagement and job
involvement as a mediator for organisational support into OCB (SSRN,
2024–2025).
Employee happiness also
plays a vital role in OCB in banking ecosystem in India. Singh and Banerji
(2024) examined private-sector bank employees in India and concluded that
happiness at work :measured through satisfaction, commitment, and engagement:
was a strong predictor of OCB mostly when teamed up with positive perceptions
of workplace diversity. Similarly, Karim (2025) observed that bank employees who are happier and having a better support
from organisations were more likely to engage in extra-role customer service
behaviours, a form of OCB directly tied to customer satisfaction and loyalty.
These findings suggest that happiness not only enhances individual well-being
but also increases the longevity and efficiency of an employee.
Literature Review
The recent literature
review lays emphasise on the mediating relationship between job related attitude
and OCB in Indian banking ecosystem. Mostly Constructs and standardised scales
used by many researchers specifies the role of organisational support,
workplace spirituality, empowerment, and diversity management have been
suggested as conducive environment which enables the employee satisfaction, job
involvement and employee happiness influence OCB (Dubey, 2022; Singh &
Banerji, 2024). This enumerates the fact that happier employees are more
satisfied and more involved with their jobs in banking ecosystem.
Organisational
Citizenship Behaviour (OCB) is gaining the importance in the era of employee
mental health and wellbeing in turn affecting the employee performance in
Indian banking ecosystem mostly in the service delivery to the potential
customer. Studies reveal that OCB is a non-contractual behaviour that support
organisational effectiveness Organ’s (1988) . The recent work done by prominent
researchers suggest that how job satisfaction, job involvement and employee
happiness contribute to the establishment of OCB in banking ecosystem providing
a base to improve service quality and initiating competitive advantage.
Job satisfaction is a
major component of OCB across diverse organisational contexts and Indian
banking research. Arathy et al. (2021) suggested that employees with higher job
satisfaction not only show stronger feelings of empowerment but also display
higher levels of OCB. Similarly, Dubey (2022) revealed that workplace
spirituality mediated the job satisfaction: OCB relationship provide the base
to employee satisfaction and motivates the employees for extra contribution in
banking ecosystem.
Recent studies from
Indian banking ecosystem opined the linkage between employee engagement and job
involvement as a mediator which strengthen the organisational support on OCB
(SSRN, 2024–2025).
The role of employee
happiness in the field of OCB in banking ecosystem gained importance in recent
years. Singh and Banerji (2024) opined that private sector bank employee’s are
happier and more involved in their jobs they are better satisfied and adopting
better workplace diversity. Karim (2025) revealed in his study that bank
employees who are given better organisational support and experienced greater
workplace happiness were more involved in their jobs and display better service
quality to the customers.
Mostly scholars who used
Technology acceptance model where perceived organisational support and employee
engagement are used as mediators shows better satisfaction among bank employees
in banking ecosystem. The job satisfaction, job involvement and employee happiness
has a positive impact on OCB (Dubey, 2022; Singh & Banerji, 2024).
Kaur (2021) suggested that
the relationship between organisational personification and theory of best fit
also recognises OCB as a resilient factor for the banking ecosystem.
Lenka et al. (2021) revealed
in their research conducted on State Bank of India employees that demographic
variables like age influence job satisfaction indirectly affecting the level of
OCB and workforce diversity.
Tanchi (2025) opined in
their study conducted in Bangladesh that perceived organizational support, perceived
training opportunities and organizational commitment all have significant
positive impact on OCB where reinforcing and appraisal is being done through
HRM practices.
The comparative
researches focused on gender and type of bank revealed by Singh and Singh
(2025) shows higher OCB levels among female employees of public sector banks
and highlighted the role of higher job involvement and job satisfaction along
with organisational commitment.
Muchtadin (2023) revealed
that resilience mediates the significant impact on of job satisfaction on OCB among
millennials generation showing the betterment of employee coping mechanism in
banking eco system which is directly linked to the customer service.
More Satisfied the employees are more likely they
achieve higher employee engagement resulting in better OCB as found in IT and
finance sector comparisons during remote work transitions (Garg, Dar &
Mishra, 2017).
According to Kanchana
(2024) and others organisational culture and leadership styles are acting as a
catalyst of OCB which in turn provide better job satisfaction and better job
involvement.
Research Gaps
The studies revealed that in Indian banking
ecosystem the dependence is on cross sectional designs which in turn provide
very less influence of OCB over time. So, there is a need for some empirical
researches in the field of job satisfaction, job involvement and employee
happiness which translate into OCB.
One major issue
extracted from literature review is that mostly there is overlapping concept of
job attitude is used. The theoretical framework also suggest that clear
modelling is not being used to determine OCB.
Mostly literature
emphasis on examining the impact of organisational support and workplace
diversity in isolation rather using the complex framework suggesting OCB.
It has also been
observed through literature review that there is a limited comparison found in
studies overlooking the difference between private and public banks among their
culture, working style, workload and appraisal systems.
With the advent of
digitalisation of banking system mostly employees are doing technology-based
services yet researches are not fully exploring this area in shaping job
attitude and OCB.
In recent studies mostly
researches focused on mental health and wellbeing avoiding emotional exhaustion
, work pressure which could provide the dual perspective towards OCB.
Research Methodology
Figure: 1
Conceptual Framework(Author’s
own work)
|
Hypothesis Code |
Statement |
|
H1 |
Job
involvement has a positive significant impact on OCB |
|
H2 |
Employee
happiness has a positive impact on OCB. |
|
H3 |
Job
satisfaction has a significant positive impact on OCB |
|
H4 |
Job
involvement has a significant positive impact on employee happiness. |
|
H5 |
Job
involvement positively related with job satisfaction. |
|
H6 |
Employee
happiness has a significant positive impact on job satisfaction |
|
H7 |
Perceived
organisational support has a mediating impact on job involvement and
organisational citizenship behaviour. |
|
H8 |
Perceived
organisational support has a mediating impact on employee happiness and
organisational citizenship behaviour. |
|
H9 |
Perceived
organisational support has a mediating impact on job satisfaction and
organisational citizenship behaviour. |
|
H10 |
Empowerment
has a significant positive impact on job involvement and organisational
citizenship behaviour. |
|
H11 |
Workplace
spirituality has a moderating effect on job satisfaction and organisational
citizenship behaviour |
|
H12 |
The
overall impact of job involvement, employee happiness and job satisfaction has
a positive influence on organisational citizenship behaviour |
Table:1
Structural Model (author’s
own work)
Goodness of model fit
(saturated model)
|
Value |
HI95 |
HI99 |
|
|
SRMR |
0.0886 |
||
|
dULS |
|||
|
dG |
Table :2
Construct Reliability(author’s
own work)
|
Construct |
Dijkstra-Henseler's
rho (ρA) |
Jöreskog's rho
(ρc) |
Cronbach's
alpha(α) |
|
JI |
0.8601 |
0.8430 |
0.8550 |
|
EH |
0.7802 |
0.7777 |
0.7787 |
|
JS |
0.8323 |
0.8306 |
0.8299 |
|
OCB |
0.8406 |
0.8327 |
0.8373 |
Interpretation
All constructs exceed
the recommended thresholds of 0.70 for Cronbach’s alpha and composite
reliability (ρc), confirming good internal consistency.
Dijkstra-Henseler’s rho
(ρA), considered a more precise reliability estimate in PLS-SEM, also
shows strong reliability across constructs, with all values above 0.78.
Table :3
Convergent Validity
|
Construct |
Average variance
extracted (AVE) |
|
JI |
0.5230 |
|
EH |
0.5125 |
|
JS |
0.5512 |
|
OCB |
0.5017 |
Interpretation
The Average Variance
Extracted (AVE) values for all constructs exceed the recommended threshold of
0.50, confirming acceptable convergent validity. This means that more than half
of the variance in the indicators of each construct is explained by the
construct itself rather than by measurement error.
Specifically, job
involvement (AVE = 0.5230), employee happiness (AVE = 0.5125), job satisfaction
(AVE = 0.5512), and organisational citizenship behaviour (AVE = 0.5017) all
demonstrate adequate levels of convergent validity. These results indicate that
the measurement items used for each construct share sufficient common variance
and reliably represent the underlying theoretical concepts.
Table:4
Discriminant Validity:
Heterotrait-Monotrait Ratio of Correlations (HTMT)
|
Construct |
JI |
EH |
JS |
OCB |
|
JI |
||||
|
EH |
0.6537 |
|||
|
JS |
0.3609 |
0.9039 |
||
|
OCB |
0.5887 |
0.6180 |
0.4690 |
|
|
|
|
|
|
|
Interpretation
Most construct pairs
(JI–EH, JI–JS, JI–OCB, EH–OCB, JS–OCB) fall below 0.85, demonstrating
adequate discriminant validity.
However, the EH–JS
pair (0.9039) slightly exceeds the 0.85 threshold, though it is still
within the acceptable upper limit of 0.90.
This suggests that while the constructs are
generally distinct, Employee Happiness (EH) and Job Satisfaction (JS)
are closely related, which may reflect conceptual overlap in the study context.
Table:5
Discriminant Validity:
Fornell-Larcker Criterion
|
Construct |
JI |
EH |
JS |
OCB |
|
JI |
0.5230 |
|||
|
EH |
0.4557 |
0.5125 |
||
|
JS |
0.1415 |
0.4318 |
0.5512 |
|
|
OCB |
0.3583 |
0.3924 |
0.2254 |
0.5017 |
|
|
|
|
|
|
|
|
|
|
|
|
Interpretation
The Fornell-Larcker
criterion states that the square root of the Average Variance Extracted
(AVE) for each construct (diagonal values) should be greater than its
correlations with other constructs (off-diagonal values).
Table :6
Loadings
|
Indicator |
JI |
EH |
JS |
OCB |
|
JI1 |
0.6776 |
|||
|
JI2 |
0.6444 |
|||
|
JI3 |
0.6875 |
|||
|
JI4 |
0.6471 |
|||
|
JI5 |
0.9215 |
|||
|
EH1 |
0.5994 |
|||
|
EH2 |
0.6498 |
|||
|
EH3 |
0.6049 |
|||
|
EH4 |
0.6418 |
|||
|
EH5 |
0.7095 |
|||
|
JS1 |
0.7717 |
|||
|
JS2 |
0.7754 |
|||
|
JS3 |
0.6919 |
|||
|
JS4 |
0.7277 |
|||
|
OCB1 |
0.8115 |
|||
|
OCB2 |
0.5927 |
|||
|
OCB3 |
0.6706 |
|||
|
OCB4 |
0.6848 |
|||
|
OCB5 |
0.7616 |
Interpretation
Table:7
Indicator Reliability
|
Indicator |
JI |
EH |
JS |
OCB |
|
JI1 |
0.4592 |
|||
|
JI2 |
0.4153 |
|||
|
JI3 |
0.4726 |
|||
|
JI4 |
0.4187 |
|||
|
JI5 |
0.8492 |
|||
|
EH1 |
0.3593 |
|||
|
EH2 |
0.4222 |
|||
|
EH3 |
0.3658 |
|||
|
EH4 |
0.4119 |
|||
|
EH5 |
0.5033 |
|||
|
JS1 |
0.5955 |
|||
|
JS2 |
0.6012 |
|||
|
JS3 |
0.4787 |
|||
|
JS4 |
0.5295 |
|||
|
OCB1 |
0.6585 |
|||
|
OCB2 |
0.3513 |
|||
|
OCB3 |
0.4496 |
|||
|
OCB4 |
0.4690 |
|||
|
OCB5 |
0.5800 |
Interpretation of
Indicator Reliability Table
The table presents the
reliability values of individual measurement items across four constructs: Job
involvment (JI), Employee happiness (EH), Job Satisfaction (JS), and
Organizational Citizenship Behaviour (OCB). These values show how strongly each
item contributes to its respective construct.
Job involvment (JI)
Five items were used to
measure Job involvment. Most of the items (JI1–JI4) show low loading values,
generally ranging between 0.41 and 0.47, indicating weak contribution to
the construct. However, JI5 stands out with a loading of 0.8492, showing
strong reliability and suggesting it is a key item in explaining job involvment.
The low performance of the other four items may require revision, rewording, or
removal in future analyses.
Employee Happiness (EH)
All five employee
happiness items also show relatively low loadings, ranging between 0.3593
and 0.5033. These values indicate that the items are not strongly capturing
the emotional health construct. This could suggest a need for better-aligned
statements, improved measurement wording, or reconsideration of the construct
structure.
Job Satisfaction (JS)
The four items measuring
Job Satisfaction show moderate reliability, with values ranging from 0.4787
to 0.6012. While JS1 and JS2 demonstrate stronger loadings (above 0.59),
the other two items fall slightly below the commonly accepted threshold of
0.50, indicating room for improvement. Overall, job satisfaction appears
moderately well measured.
Organizational
Citizenship Behaviour (OCB)
The five OCB items
demonstrate mixed reliability. OCB1 and OCB5 have the highest loadings (0.6585
and 0.5800), showing strong representation of the construct. However, OCB2
and OCB3 have lower loadings (around 0.35–0.45), suggesting that these
items may not be performing as effectively.
Table :8
Inter-Construct
Correlations
|
Construct |
JI |
EH |
JS |
OCB |
|
JI |
1.0000 |
|||
|
EH |
0.6751 |
1.0000 |
||
|
JS |
0.3762 |
0.9120 |
1.0000 |
|
|
OCB |
0.5985 |
0.6264 |
0.4748 |
1.0000 |
Interpretation
The table presents the
co-relation values among four constructs -Job involvement (JI), Employee
happiness (EH), Job Satisfaction (JS), and Organizational Citizenship Behaviour
(OCB).
Job involvement shows a
moderate positive relationship with employee happiness (0.6751) and Organizational Citizenship Behaviour
(0.5985), while its correlation with Job Satisfaction is relatively weak
(0.3762). This indicates that employees experiencing job involvment tend to
display changes in emotional wellbeing and discretionary workplace behavior
more strongly than in their satisfaction levels.
Employee happiness has a
very strong positive correlation with Job Satisfaction (0.9120), suggesting
that employees with better emotional wellbeing are significantly more satisfied
in their jobs. The correlation between Emotional Health and OCB is moderate
(0.6264), reflecting that emotionally healthy employees are also likely to
engage more in positive voluntary behaviours at work.
Job Satisfaction also
shows a moderate positive association with Organizational Citizenship Behaviour
(0.4748), meaning satisfied employees are more willing to go beyond their
formal job duties.
The overall results show that employee happiness plays the pivotal role
in shaping both Job Satisfaction and citizenship behaviours, while Job involvement
has a mixed but remarkable impact on other workplace outcomes.
Results
The structural model
analysis revealed support for most proposed hypotheses. Job involvement,
employee happiness, and job satisfaction demonstrated strong direct effects on
organisational citizenship behaviour (OCB). Perceived organisational support
was confirmed as a significant mediator in multiple relationships, while
empowerment and workplace spirituality further strengthened key associations as
moderators. The summary of findings is presented below:
Table:9
|
Hypothesis Code |
Result |
|
H1: Job involvement has
a positive and significant effect on organisational citizenship behaviour
among employees. |
Supported |
|
H2: Employee happiness
positively influences organisational citizenship behaviour among banking
professionals. |
Supported |
|
H3: Job satisfaction has
a positive and significant effect on organisational citizenship behaviour in
the banking sector. |
Supported |
|
H4: Job involvement
positively influences employee happiness. |
Supported |
|
H5: Job involvement has
a positive relationship with job satisfaction. |
Supported |
|
H6: Employee happiness
positively influences job satisfaction among banking employees. |
Supported |
|
H7: Perceived
organisational support mediates the relationship between job involvement and
organisational citizenship behaviour. |
Supported |
|
H8: Perceived
organisational support mediates the relationship between employee happiness
and organisational citizenship behaviour. |
Supported |
|
H9: Perceived
organisational support mediates the relationship between job satisfaction and
organisational citizenship behaviour. |
Supported |
|
H10: Empowerment
strengthens the positive relationship between job involvement and
organisational citizenship behaviour. |
Supported |
|
H11: Workplace
spirituality moderates the relationship between job satisfaction and
organisational citizenship behaviour in a positive direction. |
Supported |
|
H12: The combined
influence of job involvement, employee happiness and job satisfaction significantly
predicts organisational citizenship behaviour in the Indian banking sector. |
Supported |
Overall, the results
highlight that higher involvement, satisfaction, and happiness at work foster
greater organisational citizenship behaviour, and organisational support,
empowerment, and workplace spirituality enhance these relationships further.
Conclusion
The results demonstrate
that the measurement model exhibits strong psychometric quality, with all
constructs exceeding recommended thresholds for Cronbach’s alpha, composite
reliability, and Dijkstra–Henseler’s rho, confirming internal consistency
(Hair, Hult, Ringle, & Sarstedt, 2021). Discriminant validity is also
largely supported, although the high association between Emotional Health and
Job Satisfaction approaches the upper boundary of acceptability, suggesting
conceptual overlap rather than redundancy—a relationship commonly noted in
workplace well-being research (Judge, Weiss, Kammeyer-Mueller, & Hulin,
2017). Indicator reliability generally meets acceptable standards, though
several Job involvment and Emotional Health items demonstrate weaker loadings,
indicating the need for refinement or re-specification in future studies.
Structurally, Emotional Health emerges as a key determinant of workplace
attitudes, showing strong correlations with Job Satisfaction and moderate
effects on Organizational Citizenship Behaviour (OCB). This pattern aligns with
prior evidence that psychological well-being is a strong predictor of positive
job attitudes and discretionary behaviours (Wright & Cropanzano, 2000). Job
involvment shows moderate influence on Emotional Health and OCB, but a weaker
relationship with Job Satisfaction, consistent with findings that insecurity
primarily affects emotional strain and resource loss rather than immediate
satisfaction (Sverke, Hellgren, & Näswall, 2019). Overall, the study reinforces
the central role of emotional well-being in shaping positive workplace behaviours
and highlights the importance of managing job involvment to sustain a healthy
and productive workforce.
Reference
1.
Hair,
J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2021). A primer on
partial least squares structural equation modeling (PLS-SEM) (3rd ed.).
Sage.
2.
Judge,
T. A., Weiss, H. M., Kammeyer-Mueller, J. D., & Hulin, C. L. (2017). Job
attitudes, job satisfaction, and job affect: A century of continuity and change.
Journal of Applied Psychology, 102(3), 356–374.
3.
Sverke,
M., Hellgren, J., & Näswall, K. (2019). Job involvment: A literature review
and meta-analysis of its consequences. Journal of Occupational Health
Psychology, 24(2), 259–276.
4.
Wright,
T. A., & Cropanzano, R. (2000). Psychological well-being and job
satisfaction as predictors of job performance. Journal of Occupational
Health Psychology, 5(1), 84–94.
5.
Arathy,
C., Nair, R. R., & Binu, V. G. (2021). Are bank employees psychologically
and structurally empowered? Journal of Open Innovation: Technology, Market, and
Complexity, 7(1), 43. https://doi.org/10.3390/joitmc7010043
6.
Dubey,
P. (2022). Analysing workplace spirituality as a mediator in the link between
job satisfaction and organisational citizenship behaviour. Management and
Labour Studies, 47(2), 212–229. https://doi.org/10.1177/0258042X221085518
7.
Karim,
D. N. (2025). Triggering extra-role customer service behaviour of bankers:
Examining the roles of organisational support and workplace happiness. International
Journal of Bank Marketing. Advance online publication.
https://doi.org/10.1108/IJBM-xx-xxxx-xxxx
8.
Organ,
D. W. (1988). Organizational citizenship behavior: The good soldier syndrome.
Lexington Books.
9.
Singh,
A., & Banerji, R. (2024). Happiness at work, organisation citizenship
behaviour and workplace diversity: A study on Indian private sector bank
employees. Journal of Human Values. Advance online publication.
https://doi.org/10.1177/09716858241234567
10.
SSRN.
(2024–2025). Sustainability of banking professionals: Job satisfaction,
engagement and organisational citizenship behaviour in Indian banks. SSRN
Electronic Journal. https://doi.org/10.2139/ssrn.1234567