2000 Volume 4 Issue 1 Pages 5-30
This study tested a model of the relationship between job satisfaction, organizational commitment, stress, mentoring and organizational citizenship behavior. Most research on the nature of relationships between job performance has not yielded convincing evidence that such a relationship exists to the degree most managers believe. One reason for this might lie in the way in which job performance is measured. Numerous studies have reported that using organizational citizenship behavior to supplant more traditional measures of job performance may result in more robust relationship between job satisfaction and job performance. In this study 843 employees who provided self-report answers designed to examine the relationship between job satisfaction, organizational commitment, stress, mentoring, and organizational citizenship behavior. Results from Study supported the hypothesized model but also suggested that alternative models fit the data well.
