Impacts of passion with job, perceived justice on OCB and creative behaviors
94 Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108
Impacts of passion with job, perceived justice on OCB
and creative behaviors
Tran The Nam1*, Nguyen Thi Thoa1
1University of Finance and Marketing, Vietnam
*Corresponding author: [email protected]
ARTICLE INFO
ABSTRACT
DOI:10.46223/HCMCOUJS.
econ.en.11.1.988.2021
How to support employees to have more and more
organizational citizenship behaviors (OCB) and creative
behaviors is an interesting question not only for researchers but
also for practitioners. The aim of this study is to analyze the
impacts of passion with the job and perceived justice on OCB and
creative behaviors in the context of small and medium-sized
companies in Hochiminh city. Structural equation modeling was
employed to test the proposed hypotheses by using the data of 229
employees. Results of the study indicate that proposed
antecedents have significant influences on dependent constructs.
Such findings have implications for theory and practice. In theory,
it supports the equity theory and the social exchange theory. In
practice, managers should carefully select the candidate who will
work for the organization and provide a comfortable working
environment in order to support employees to have voluntary
activities and creativity.
Received: September 22nd, 2020
Revised: January 2nd, 2021
Accepted: January 8th, 2021
Keywords:
passion with job, perceived
justice, organizational citizenship
behaviors, creative behaviors,
Smart PLS
1. Introduction
According to Garg and Rastogi (2006), the success of an organization is significantly
attributed to the engagement as well as the employees’ effort. The amount of time and energy that
employees spend on their work can largely affect the degree to which the companies can (DiPaola
& da Neves, 2009). Introducing by Smith, Organ, and Near (1983), OCB is the concept that
encompasses voluntary behaviors of employees and useful for organizations. It is of great
importance to understand that OCB is supportive of the organization’s success. There was
countless research that analyzes the antecedents of OCB. Furthermore, in the era of technological
revolution 4.0, innovation seems to take the lead in doing the company a favor when competing
with rivals. The more innovative mindset that employees have when performing a job, the better
the result will be. It is an interesting topic to find out how creative behaviors of employees can be
influenced by antecedents (Akturan & Çekmecelioğlu, 2016). Based on the equity theory and
social exchange theory, the research analyzes the influences of the passion of job, perceived justice
on OCB and creative behaviors of employees. Passion is defined as “a strong inclination or desire
towards an activity that one likes and finds important and in which one invests time and energy”
(Vallerand & Houlfort, 2003). The research of Cheasakul and Varma (2016) concluded that OCB
can be affected by passion with the job. Intrinsic motivation is essential for creative activities
(Amabile, Hill, Hennessey, & Tighe, 1994). It is likely that when people are passionate about their
job, they will often come up with methods to get their work improved. Perceived justice is a vital
element that affects employees’ behaviors and work attitudes (Cohen-Charash & Spector, 2001).
Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108 95
The result of Chan and Lai research in 2017 was favorable to the idea that as employees are
perceived as possessing more justice, they would have more OCB. Moreover, when people have
voluntary and useful behaviors for the organization they work at a will, they can attempt new ideas,
new ways to make their work better. OCB is positively affected by the creative behaviors of
employees (Akturan & Çekmecelioğlu, 2016).
2. Theoretical basis
2.1. The conceptualization of key variables
2.1.1. Passion with job
During the early twentieth-first century, the question “How people’s lives can be worth
living?” raised psychologists’ concerns (Seligman & Csikszentmihalyi, 2000). The new concept
“Passion” was introduced by Vallerand et al. (2003): it is supposed to provide energy for people
to pursue their work, cope up with challenges. A strong tendency toward an activity that is
favorable to somebody and they are willing to spend time and energy has been defined as passion
(Teng, 2019; Tran & Nguyen, 2020; Vallerand et al., 2003). A passion is something that people
reckon is part and parcel of their lives or something people like or something that the amount of
time they spend is superior to others. Passion could result from an individual (e.g., one’s idol), an
activity (such as playing football, singing), or an object (e.g., stamp) (Vallerand, 2010; Vallerand
& Houlfort, 2003).
2.1.2. Perceived justice
Aguiar-Quintana, Araujo-Cabrera, and Park (2020); Colquitt, Greenberg, and Zapata-
Phelan (2005) argued that justice is an essential concept. It has considerable impacts on employees’
attitudes as well as behaviors in an organization (Usmani & Jamal, 2013). According to Greenberg
(1990), “the degree to which the organizational decisions are considered to be fair by employees”
reflects organizational justice or perceived justice by employees in organizations. Organizational
justice is a multifaceted concept that covers three aspects. At first glance, McFarlin and Sweeney
(1992) suggested two components: distributive justice and procedural justice (formal procedures).
Distributive justice refers to how fair the outcomes that one person receives (Adams, 1965).
Thibaut and Walker (1975) supposed that procedural justice is determined by the level of fairness
of the process that results in the outcome. Later, the third component (interactional justice) was
mentioned by Bies and Moag (1986). The subordinates’ mindset about the fairness of the
interpersonal treatment they received from leaders constitutes interactional justice. In this research,
perceived justice is considered as the second-order constructs which include three first-order
constructs: formal procedures, interactional justice, and distributive justice.
2.1.3. Organizational citizenship behavior (OCB)
The term “Organizational citizenship behavior” was first shown up in the article of Smith
et al. in 1983, and lately, it drew numerous researchers’ attention. There are wide varieties of
definitions regarding OCB, however, the one introduced by Organ (1988) is considered to be the
most renowned. Not only can the organization but members can also gain benefits from OCB.
Those are individual and voluntary behaviors yet are not officially recognized by the organization.
For instance, with the assistance of OCB, the organization can be operated in a way that is more
productive and efficient, and a higher level of customer satisfaction can also be achieved.
Moreover, employees who possess OCB, have the lower ratio of intention to quit or absenteeism
(N. P. Podsakoff, Whiting, Podsakoff, & Blume, 2009). Seven types of OCB was mentioned in the
research of Organ, Podsakoff, and MacKenzie (2006): altruism, generalized compliance,
96 Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108
sportsmanship, civic virtue, courtesy, loyalty and self-development. However, other researchers
saw eye to eye on the mindset that it is not a piece of cake to tell the seven kind of behaviors apart,
therefore, they proposed only three followed behaviors: helping behavior, civic virtue, and
sportsmanship (MacKenzie, Podsakoff, & Fetter, 1991; Podsakoff & MacKenzie, 1994;
Podsakoff, MacKenzie, & Fetter, 1993).
2.1.4. Creative behaviors
According to Amabile (1983) and Perry-Smith (2006), the manner in which innovative and
useful ideas, products, services, processes, procedures, or solutions are produced is referred to as
creativity. It came as no surprise that in the knowledge-based economy, the employees’ creativity
is crucial to an organization’s existence and development (Newman, Tse, Schwarz & Nielsen,
2018; Zhou & Hoever, 2014). Furthermore, customer satisfaction and loyalty are also increased
(Gumusluoglu & Ilsev, 2009). Consequently, organizations need to come up with solutions to
boost employees’ creative behaviors (Gong, Huang, & Farh, 2009) with a view to improving
cutting-edge advantages. It is of great importance to keep in mind that innovation originates from
the interaction between a person’s thoughts and social-cultural environments, not a product of
people’s brains (Whitelock, Faulkner, & Miell, 2008).
2.2. Theoretical framework
2.2.1. Equity theory
Equity theories were introduced by Adams (1965), (Pritchard, 1969). However, among
these theories, the equity theory of Adams (1965) has gained widespread attention from
researchers. Very often, what people pay (inputs) is compared to what they receive (outcomes) in
one relationship. Outcomes and inputs form a ratio. People consciously or unconsciously compare
his/her ratio with others. When a person perceives that his/her ratio bears a strong resemblance to
others, equity occurs. In contrast, inequity shows up in response to the perception that his/ her ratio
bear little or no resemblance to others. What is more, for those who are in direct relationship such
as business partners or when both personal and other are related to a third party, for instance, two
employees being paid by one manager, inequity can happen. In business settings, the business
manager could take advantage of the implications withdrawn from the equity theory. It is advisable
for authorities that employees should be surrounded with working environment where they
perceive the fairness.
2.2.2. Social exchange theory
Since the year 1950s, social exchange theory was built as psychological theory and it
served as well explanations for human’s economic activities. At first sight, this theory was utilized
to explain human behaviors (Homans, 1958), then organizational behaviors (Blau, 1964; Emerson,
1962). In the communication process, reciprocity is supposed to be the most important rule
(Cropanzano & Mitchell, 2005). People see eye to eye on this rule and others’ behaviors are
attributed to his/her behaviors (Cropanzano & Mitchell, 2005). If one person provides a benefit,
the receiver will think that he/she needs to offer a benefit as well. The benefit may be originated
from social benefit (such as emotion, social impact) or economic benefit (money, goods,
information) (Muthusamy & White, 2005). According to this theory, if employees form the
perception that what they contribute to the organization is recognized or the organization takes
care of them, in all probability they will hold more positive feelings toward the organization, and
they will be committed to the organization for such a long time.
Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108 97
2.3. Hypotheses
According to Vallerand and Houlfort (2003), when people are passionate about the job,
they want to do the job that they are favorable to, they can spend their time and energy on the job
they are interested in and they want to contribute to the development of the organization. Though
OCB are voluntary, user behaviors, the organization does not reward these officially (Organ,
1988). It might be that as employees are more passionate about the job, it stands high chances that
they provide more OCB to the organization correspondingly. It is a matter of fact that when
individuals are fond of a job or an organization, they can perform their job or work for the
organization without hesitations or considering receiving any benefit in returns. The study of
Cheasakul and Varma (2016) has confirmed the positive influence of passion on the job on OCB.
Thus, the relationship between passion with job and OCB is hypothesized as follows:
H1: Passion with job positively relates to OCB
Once employees have creative behaviors, their daily tasks will be innovated efficiently
(Amabile, 1983). When people perform the job with passion, they often think about how to get
their work improved. In fact, it is not easy at all to invigorate the work without concentration.
Therefore, if people have a passion for a job, they will end up having more innovative behaviors.
The research of De Bernardi and Pedrini (2020) confirmed the idea that people are active, dynamic
when they have a passion for something. Thus, the relationship between passion with the job and
creative behaviors is hypothesized as follows:
H2: Passion with job positively relates to creative behaviors
In his research, Organ (1988) argued that OCB is affected by an important prefix: perceived
justice. Moorman (1991) also pointed out the fact that the equity theory and the social exchange
theory could serve as an explanation for the relationship between perceived justice and OCB.
Employees will immerse the time and energy themselves to resolve the problems if inequity arises
(Adams, 1965). Therefore, having more voluntary and useful actions for the organization is not
easy for them. According to the literature, as individuals sense the treatment is fairer, they have
more tendency to participate in OCB (e.g., Wong, Ngo, & Wong, 2006). Obviously, only when
employees perceive that their contributions are evaluated fairly by their leaders can they advocate
the organization by providing more OCBs. If inequity appears to someone, he/she will do only
what is compulsory (by the organization) and stops his/her OCB (Fassina, Jones, & Uggerslev,
2007). Numerous research has confirmed the positive impacts of perceived justice on OCB.
Cohen-Charash and Spector (2001) argued that distributive justice and procedural justice (two
dimensions of perceived justice) were significant antecedents of OCB while the study of Colquitt,
Colon, Wesson, Porter, and Ng (2001) concluded that OCB was supportive of fair interpersonal
treatment from managers. Therefore, the relationship between perceived justice and OCB is
hypothesized as follows:
H3: Perceived justice positively relates to OCB
The organization can take advantage of employees’ creative behaviors by having higher
productivity, better work quality, or customer satisfaction and loyalty (Gumusluoglu & Ilsev,
2009; Zhou & Hoever, 2014). OCB is nothing sort of user behavior for not only organizations but
also for individuals. (Podsakoff et al., 2009). Correspondingly, when employees have more OCB,
there is high certainty that they have more creative behaviors. It is argued that potential creativity
can be increased when employees want to contribute voluntarily to the success of the organization.
The research of Akturan and Çekmecelioğlu (2016) also confirmed the effects of OCB on creative
behaviors. Thus, the relationship between OCB and creative behaviors is hypothesized as follows:
98 Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108
H4: OCB positively relates to creative behaviors
Figure 1. The proposed research model
3. Research methods
With a view to evaluating the proposed relationships between variables, a quantitative
approach was utilized by using cross-sectional data. Items of Formal procedures, Interactive justice
and Distributive justice were adopted from Moorman (1991). Passion with job three items was
adopted from Carbonneau, Vallerand, Fernet, and Guay (2008), OCB five items were adopted
from Özdemir and Ergun (2015). Finally, the research of Rice (2006) provided six items for
Creative behaviors. Furthermore, a global single-item “Please assess the extent to which you
perceived the justice in your organization” was created to measure the construct “Perceived
justice”. The five-point Likert-type scale ranging 1 (strongly disagree) to 5 (strongly agree) was
used to measure items. Consequently, the authors built a survey questionnaire to gather primary
data from employees in different industries in Hochiminh city, the most important economic center
in Vietnam.
The survey is comprised of two stages. Firstly, a pilot with 57 reviewees was done to check
the reliability and validity of indicators. The authors also contacted respondents to check the
meaning of questionnaires and to revise the questionnaires (if necessary). The result of the pilot
confirmed that the questionnaires are appropriate for the official survey. Next, the authors
conducted the official survey. A total of 229 questionnaires were received for data analysis.
The convenient sampling method was utilized to conduct the survey. The authors decided
to use an online survey. The link to the survey was sent to friends from all walks of life. With the
software Smart PLS, the number of over 200 respondents is satisfied to analyze (Hair, Hult, Ringle,
& Sarstedt, 2017).
Partial least squares structural equation modeling (PLS-SEM) was used by using Smart
PLS version 3.2.8. PLS-SEM is advantageous over co-variance-based SEM, particularly once
there is a complex model to evaluate and the research framework is exploratory in nature (Hair et
al., 2017). The conceptual framework of this study was complex as shown in Figure 1. Hence,
PLS-SEM was preferred for data analysis in this study. PLS-SEM separately evaluates
measurement and structural model.
4. Research results
Most of the respondents were less than 35-year-old (92%), were having a bachelor’s degree
Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108 99
and above (96%). Half of the respondents are white-collar workers. More than half (57%) of
reviewers’ income ranged from 300 USD to 700 USD/month and 20% of respondents were having
a monthly income of 700 USD/month and above.
Perceived justice is a second-order construct. Therefore, the relationship between the
second-order construct (Perceived justice) and its first-order constructs (Formal procedures,
Interactive justice, Distributive justice) must be analyzed before assessing the influences of
exogenous constructs on endogenous latent variables.
4.1. Assessment of the relationship between the second-order construct and its first-
order constructs
It is vital to understand that “Perceived justice” is a reflective-formative higher-order
construct. Therefore, there are two steps in order to evaluate the relationship between the second-
order construct and its first-order constructs:
Step 1: Assess the indicator reliability, the internal consistency, the convergent validity
and discriminant validity of three first-order constructs (Formal procedures, Interactive justice,
and Distributive justice).
Step 2: Assess the convergent validity, the collinearity issues, the significance and
relevance of the formative indicators of the second-order construct (Perceived justice) .
4.1.1. Assess the indicator reliability, the internal consistency, the convergent validity and
discriminant validity of three first-order constructs (Formal procedures, Interactive justice, and
Distributive justice)
Table 1
Variables’ information
Outer
weight
Variables
Outer loading
CR
AVE
0.914
0.780
A. Passion with job
A1
0.911
0.849
0.888
0.404
0.367
0.360
A2
A3
0.944
0.737
B1. Formal procedures
B11
0.825
0.891
0.843
0.849
0.863
0.878
0.180
0.202
0.190
0.191
0.200
0.201
B12
B13
B14
B15
B16
0.937
0.715
B2. Interactive justice
B21
B22
B23
0.815
0.754
0.804
0.195
0.164
0.200
100 Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108
Outer
Variables
Outer loading
CR
AVE
weight
0.210
0.215
0.196
B24
0.906
0.910
0.872
B25
B26
0.930
0.728
B3. Distributive justice
B31
0.867
0.730
0.921
0.913
0.822
0.248
0.199
0.250
0.255
0.214
B32
B33
B34
B35
B4. Perceived justice
B1
0.865
0.884
0.866
0.397
0.411
0.339
B2
B3
0.897
0.635
C. Organizational citizenship behaviors
C1
0.802
0.801
0.797
0.775
0.808
0.275
0.256
0.251
0.232
0.241
C2
C3
C4
C5
0.928
0.682
D. Creative behaviors
D1
D2
D3
D4
D5
D6
0.770
0.883
0.862
0.761
0.867
0.804
0.193
0.215
0.203
0.175
0.213
0.210
Source: Smartpls 3.0 processing results of authors
Indicators with low outer loading below 0.4 should be removed from the constructs while
others higher than 0.7 should be kept from the constructs (Bagozzi, Yi, & Phillips, 1991; Hair,
Ringle, & Sarstedt, 2011). Besides that, indicators with outer loadings between 0.4 and 0.7 should
be dropped only when dropping them leads to the improvement in the composite reliability or the
average variance extracted. Based on this rule, all indicators of the three first orders are kept. With
a CR value higher than 0.7, all constructs achieve internal consistency (Hair et al., 2017). Thanks
to an AVE value higher than 0.5, it is possible to conclude that all three first-order variables have
convergent validity (Hair et al., 2017).
Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108 101
Table 2
HTMT ratio
B1. Formal
procedures
B2. Interactive A. Passion with
justice job
C. OCB
B2. Interactive justice
B3. Distributive justice
C. OCB
0.665
0.685
0.733
0.638
0.750
D. Creative behaviors
0.802
Source: Smartpls 3.0 processing results of authors
HTMT ratio was used to assess the discriminant validity. Thanks to an HTMT ratio below
0.900, all variables achieve discriminant validity (Henseler, Ringle, & Sarstedt, 2014).
4.1.2. Assess the convergent validity, the collinearity issues, the significance and relevance
of the formative indicators of the second-order construct (Perceived justice)
The redundancy analysis of Perceived justice yields an estimate of 0.928, which is above
the recommended threshold of 0.70, thus providing support for the formative construct’s
convergent validity (Hair et al., 2017).
Table 3
VIF values
B4. Perceived justice
C. OCB
D. Creative behaviors
B1. Formal procedures
B2. Interactive justice
B3. Distributive justice
B4. Perceived justice
A. Passion with job
C. OCB
1.881
2.056
2.116
1.697
1.697
1.436
1.436
Source: Smartpls 3.0 processing results of authors
Three first-order constructs have VIF values of 1.881, 2.056 and 2.116, respectively.
Hence, VIF values are uniformly below the threshold value of 5. Therefore, collinearity does not
reach critical levels in the formative constructs.
Table 4
The relationship between first-order construct and second-order constructs
Relationship
Coefficient
0.389
P Values
0%
Conclusion
Supported
Supported
Supported
B1. Formal procedures -> B4. Perceived justice
B2. Interactive justice -> B4. Perceived justice
B3. Distributive justice -> B4. Perceived justice
0.422
0%
0.335
0%
Source: Smartpls 3.0 processing results of authors
102 Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108
All p values are less than 5%, therefore, all three indicators (Formal procedures, Interactive
justice, and Distributive justice) have significance and relevance.
4.2. Assessment of the measurement model
The information provided in Table 2 and Table 3 demonstrated that all constructs (Passion
with the job, OCB and Creative behaviors) achieve the convergent and discriminant validity while
indicators have reliability and consistency.
4.3. Assessment of the structural model
It is necessary to evaluate six issues: collinearity issues, the significance and relevance of
the structural model relationships, the level of R2, the f2 effect size, the predictive relevance Q2
and the effect size q2.
From the information in Table 4, with all inner VIF values which are less than 5, it is
conclusive that collinearity issues do not exist in this model (Hair et al., 2017).
Table 5
The path coefficient and p-value
Hypothesis
Content
Coefficient P Values Conclusion
H1
H2
H3
H4
A. Passion with job -> C. OCB
A. Passion with job -> D. Creative behaviors
B4. Perceived justice -> C. OCB
C. OCB -> D. Creative behaviors
0.196
0.389
0.554
0.497
0%
0%
0%
0%
Supported
Supported
Supported
Supported
Source: Smartpls 3.0 processing results of authors
Most researchers use p values to assess significance levels. When assuming a significance
level of 5%, the p-value must be smaller than 0.05 to conclude that the relationship under
consideration is significant at a 5% level. The results in Table 6 show that Passion for the job was
having a positive and significant impact on OCB and on Creative behaviors. Therefore, H1 and
H2 were supported. Similarly, Perceived justice was found to have a positive and significant
influence on OCB. Hence, H3 was also supported. Finally, OCB was having a positive and
significant impact on Creative behaviors. Both two exogenous constructs “Passion with the job”
and “Perceived justice” have positive impacts on the endogenous latent variable “OCB” but
“Perceived justice” has greater impacts than “Passion with job” when the coefficient value is
greater (0.554 in compared with 0.196).
Table 6
R-square and Q-square values
Variables
C. OCB
D. Creative behaviors
R2
Level of predictive accuracy
Moderate
Q2
Predictive relevance
Significant
0.484
0.612
0.276
0.384
Moderate
Significant
Source: Smartpls 3.0 processing results of authors
The R2 value ranges from 0 to 1, with higher levels indicating higher levels of predictive
accuracy. R2 values of 0.75, 0.50, or 0.25 for endogenous latent variables can, as a rule of thumb,
be respectively described as substantial, moderate, or weak (Hair et al., 2011; Henseler, Ringle, &
Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108 103
Sinkovics, 2009). However, it is essential to understand that it is not easy to provide rules of thumb
for acceptable R2 values as this depends on the model complexity and the research discipline. As
can be seen in the Table 7, the R2 value is quite high. Only two exogenous constructs (“Passion
with job” and “Perceived justice”) can explain nearly 50% (48,4%) of the movement of the
endogenous latent variable “OCB”. Similarly, 61.2% of the movement of the endogenous
construct “Creative behaviors” is explained by only two exogenous construct “Passion with job”
and “OCB”. It is conclusive that the proposed research model reaches the parsimony when there
are only two exogenous constructs that can explain a half of the movement of the endogenous
constructs.
Q2 value is another criteria to assess predictive accuracy introduced by Geisser (1974) and
Stone (1974). This measure is an indicator of the model’s out-of-sample predictive power or
predictive relevance. Q2 values larger than zero for a specific reflective endogenous latent variable
indicate the path model’s predictive relevance for a particular dependent construct. The result of
the Smart PLS analysis showed that exogenous constructs have the predictive relevance with
endogenous latent variables.
Table 7
The effect size f-square and q-square
Level of
effects
Predictive
relevance
Hypothesis
Content
f2
q2
H1
H2
A. Passion with job -> C. OCB
0.044
0.272
Small
0.015
0.112
Small
Small
A. Passion with job -> D. Creative
behaviors
Medium
H3
H4
B4. Perceived justice -> C. OCB
C. OCB -> D. Creative behaviors
0.351
0.443
Large
Large
0.146 Medium
0.057 Small
Source: Smartpls 3.0 processing results of authors
In addition to evaluating the R2 values of all endogenous constructs, the change in the R2
value when a specified exogenous construct is omitted from the model can be used to evaluate
whether the omitted construct has a substantive impact on the endogenous constructs. This
measure is referred to as the f2 effect size and is increasingly encouraged by journal editors and
reviewers. Guidelines for assessing f2 are that values of 0.02, 0.15 and 0.35, respectively, represent
small, medium, and large effects (Cohen, 1988) of the exogenous latent variable. Effect size values
of less than 0.02 indicate that there is no effect. From the information in Table 8, it is conclusive
that Perceived justice is an important antecedent of OCB and OCB is a vital antecedent of Creative
behaviors.
Similar to the f2 effect size approach for assessing R2 values, the relative impact of
predictive relevance can be compared by means of the measure to the q2 effect size. As a relative
measure of predictive relevance, values of 0.02, 0.15, and 0.35 indicate that an exogenous construct
has a small, medium, or large predictive relevance, respectively, for a certain endogenous construct.
Only Perceived justice has a medium level of predictive relevance on OCB while in another
hypothesis, exogenous variables have small predictive relevance on endogenous constructs.
In conclusion, the result of the survey proved the importance of the independent variable
“Perceived justice” and “Passion with the job” with the dependent variable “OCB” and the essence
of the exogenous construct “OCB” with the endogenous “Creative behaviors”. The proposed
104 Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108
research model is quite useful when it has only a few exogenous constructs, but it explains well
the movement of endogenous latent variables.
5. Conclusions
5.1. Theoretical implications
This research is conducted to test how Passion with the job and Perceived justice affects
OCB and how creative behaviors are influenced by Passion with job and OCB. The results revealed
that Passion for the job and Perceived justice have positive and significant impacts on OCB. The
results are in accordance with the work of Cheasakul and Varma (2016) and of Cohen-Charash
and Spector (2001). On the other hand, the research also confirmed the impacts of Passion with
the job and of OCB on Creativity. The results are in with the study of De Bernardi and Pedrini
(2020) and of Akturan and Çekmecelioğlu (2016). By conducting the research, the equity theory
and the social exchange theory is supported and strengthened. Moreover, another contribution of
the research is applying a second-order construct with the concept “Perceived justice”. In fact,
there are numerous studies about perceived justice but not many studies treat this construct as a
reflective-formative higher-order construct.
5.2. Practical implications
The results show that both Passions with the job and Perceived justice have positive and
significant influences on OCB. However, perceived justice outweighs passion with the job in terms
of the degree of the impact they have (see Table 6). Therefore, to talk employees into having more
organizational citizenship behaviors, a working environment that promotes better justice must be
provided by the managers. Based on the value of outer weight (see Table 2), among three
components of Perceived justice, workers highly appreciate interactive justice. Thus, it is
conclusive that the care and the evaluation of supervisors are very important to the subordinate.
Obviously, employees do not take leaders’ caring for granted. Being a part of the organization,
employees place high hope on managers that their contributions will be recognized reasonably.
What is more, the manager’s evaluation is also crucial to their career.
Passion for the job also has significant impacts on OCB and creative behaviors. Firstly,
candidates must be selected carefully regardless of any position in the. It is down to earth that
when people enjoy their job, they would be all ears to perform their job and contribute more to the
organization. Secondly, for employees who are working in the company, authorities should put
reasonable challenges for employees. If they are passionate about their job, challenges are their
motivations rather than obstacles. It will force them to the fullest and boost their creativity.
Furthermore, in some cases, employees feel that there is a discrepancy or inconsistency between
the qualification that they have and the characteristic of the work that they undergo. Leaders should
apply the internal transfer policy to help employees to get back the passion for the job.
5.3. Limitations and further research
Although the results of this study add to the current knowledge, nonetheless, certain
limitations are also acknowledged that highlight the avenue for future research. Firstly, not only
two factors: the passion for the job and perceived justice influences OCB and creative behaviors.
Others are not included in this research which brings about chances for further research. Secondly,
the study did not analyze the influence of demographic elements on OCB and creative behaviors.
Future research may consider the longitudinal approach to further authenticate the results of this
study while this research was cross-sectional in nature. Finally, in order to gather better findings,
this study should be done in a wide range of regions and cultures.
Tran T. Nam, Nguyen T. Thoa. Ho Chi Minh City Open University Journal of Science, 11(1), 94-108 105
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