Title: The mediating influence of organisational citizenship behaviour on employee job performance and staff incentive's relationship

Authors: Mohammed Rawabdeh; Sahem Nawafleh; Hiba Alsari; Marwa Bani Melhem

Addresses: Public Administration Department, Yarmouk University – Irbid, (ZIP Code 21163), Jordan ' Public Administration Department, Yarmouk University – Irbid, (ZIP Code 21163), Jordan ' Faculty of Economics and Administrative Sciences, Yarmouk University – Irbid, (ZIP Code 21163), Jordan ' Faculty of Economics and Administrative Sciences, Yarmouk University – Irbid, (ZIP Code 21163), Jordan

Abstract: The perceived pertinence of the association between employee job performance (EJP) and incentives is increasingly acknowledged. The case of Jordan's public-sector is focused on in this study, in order to explore how organisational citizenship behaviour (OCB) has both direct and indirect influences on the relationship between EJP and incentive, drawing on expectancy theory. 317 employees within the public-sector of Jordan comprised the sample participants for the questionnaire, with partial least square and SEM applied, it was found that only non-monetary intangible incentives made direct significant role in achieving EJP directly, whereas non-monetary both tangible and intangible incentives achieved valuable and significant role in improving OCB, accordingly, OCB was notably seen as partial and full mediator between incentives and EJP. Therefore, the improvement of EJP and thus organisational performance requires significant development and delivery of an ample incentive's infrastructure. Specifically, the identification and rectification of the current incentive's structure in this context are focused on in this paper. Furthermore, proposals associated with incentives are offered, as well as recommendations for further studies.

Keywords: employee incentive's; employee job performance; EJP; organisational citizenship behaviour; OCB; mediator; expectancy theory; public-sector; Jordan.

DOI: 10.1504/IJMP.2019.098655

International Journal of Management Practice, 2019 Vol.12 No.2, pp.200 - 227

Received: 02 May 2018
Accepted: 20 Jun 2018
Published online: 29 Mar 2019 *

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