Organizational Citizenship Behaviour for the Environment: Measurement and Validation

Purpose:The aim of the study is to assess the mediating role of employee engagement and organisational citizenship behaviour on the relationship between employee empowerment (structural, psychological) and organisational performance in non-commercial banks in Ghana.Design/Methodology/ approach: SEM (EQS) was used to test the proposed hypothesis based on 304 employees selected from eight non-commercial banks in the Bono Region, Ghana.Findings: Organisational citizenship behaviour was a significant mediator on the relationship between employee empowerment (structural and psychological) and organisational performance. However, employee engagement showed no positive effect on the relationship between employee empowerment (structural, psychological) and organisational performance.Research limitations/Implications: This study assists managers and leaders to understand how employee empowerment influences organisational performance in the current business environment. The study was conducted in a particular area; Ghana, making it difficult to generalise the results across other countries. Practical implication: The study provides practical knowledge to managers and leaders on the role of organisational citizenship behaviour and employee engagement on the relationship between employee empowerment (structural, psychological) and organisational performance that facilitates the decision-making process.Originality and value: The originality of the present study relays on the interaction among structural and psychological empowerment, organisational citizenship behaviour, employee engagement and organisational performance in a developing economy where this research has not been done before.

This study aims to investigate the role of organizational citizenship behavior (OCB) on employee performance through perception of justice and job satisfaction of employees. Sample for the present study consisted of 309 employees working in Baitul Maal Wat Tamwil (BMT) of Central Java. Result of regression analysis indicated that perception of justice was positively and significantly related to job satisfaction and organizational citizenship behavior (OCB), whereas job satisfaction was found to be related positively and significantly with organizational citizenship behavior (OCB). Then, also perception of justice, job satisfaction, and organizational citizenship behavior (OCB) were found to be related positively and significantly with employee performance. Based on these results, it can be interpreted that perception of justice, job satisfaction, and organizational citizenship behavior (OCB) are valuable components of an organization. These components can become important factors to improve employee and organizational performance. Theoretical and practical implications of the result are discussed.

This study aimed to determine Organizational Citizenship behavior (OCB) role to mediate effect of transformational leadership and job satisfaction on employee performance. This Study is conducted at Bank Syariah Mandiri in Malang. Populations are 155 full time employees of Bank Syariah Mandiri in Malang. The research samples are 61 employees, selected by proportional random sampling. Data are collected directly from respondents with questionnaire. It is an explanatory research. Data analysis technique used is Generalized Structured Component Analysis (GSCA). Results prove transformational leadership does not affect on OCB, OCB affects directly on employee performance, transformational leadership affects directly on employee performance, job satisfaction affects directly on employee performance, OCB does not mediate the effect of transformational leadership on employee performance, OCB mediates effect of job satisfaction on employee performance. Based on these results, it can be interpreted that transformational leadership, job satisfaction and OCB is valuable component of an organization. This component can become a core competency to improve organizational performance. It is a source of organizational competitive advantage to face rapid business environment change.

Previous studies rarely examined the relationships among work-life balance, organizational citizenship behavior (OCB) and organizational performance. Moreover, most studies neglect the mediating effect of OCB in the relationship between work-life balance and organizational performance. Hence, this paper aims to examine the relationships among work-life balance, OCB and organizational performance and the mediating effect of OCB in the relationship between work-life balance and organizational performance. In order to achieve the study objectives, primary data were collected from 166 employees in selected private banks which are operating in Batticaloa district of Sri Lanka. The simple mediation analysis was used to test the research model. Findings of the study revealed that, there are positive and significant relationships exist among the study variables. Moreover, empirical finding of the study indicated that OCB mediates the relationship between work-life balance and organizational performance. The empirical findings of the study support the theoretical argument of the study. The current study is considered to be vital in understanding the empirical knowledge regarding the relationships among work-life balance, organizational citizenship behavior (OCB) and organizational performance.

Organizational citizenship behavior and task performance is an integral part of job performance. This study aims to examine the relationship between job satisfaction, organizational commitment, organizational citizenship behavior and task performance. In addition, this study aims to examine the role of organizational citizenship behavior as a mediator linking job satisfaction and organizational commitment to task performance among academicians in a higher learning instutution. A total of 211 respondents participated in this study. Four instruments were used, namely job satisfaction questionnaire, organizational commitment questionnaire, organizational citizenship behavior scale and task performance scale developed by the researchers. Results showed that there was a significant correlation between job satisfaction, organizational commitment and organizational citizenship behavior with task performance. Results of multiple regression showed that organizational citizenship behavior significantly mediated the relationship between organisational commitment and task performance. The study also found that organizational citizenship behavior did not mediate the link between job satisfaction and task performance among academic staff. Implication of the study indicate the important of job satisfaction, organizational commitment and organizational citizenship behavior in influencing organization effectiveness dan performance.

Researchers have noted the role of Organizational Citizenship Behavior (OCB) on both quality and environmental management programs (Bell & Menguc, 2002; Borial & Paille, 2011; Daily, Bishop & Govindarajulu, 2009). In addition, Daily, Govindarajulu, Bishop, and Palacios (2013) theorized a specific framework regarding the role of support and citizenship on environmental and quality outcomes. Their framework built on previous literature suggesting that perceptions of support from various organizational entities influence levels of OCBs, quality and environmental performance (Daily & Bishop, 2003; Daily, et al., 2009, Daily et al., 2013, Ramus, 2002). However, to date, a comprehensive empirical model testing these relationships has not been reported. Results suggest that OCB and Organizational Citizenship Behavior towards the Environment (OCBE) both mediate the effects of support on environmental and quality performance. Implications for managers are suggested.

Drawing insights from the need to fully exploit human resources for competitive advantage as well as effectiveness, Workplace spirituality has been brought into the Workplace settings for enhanced and better performance. This study has empirically explored the relationship between workplace Spirituality and Job Performance with a focus on mediating role of Organizational Citizenship Behavior. The framework of the study further incorporated and tests the moderating role of Organizational Commitment between Organizational Citizenship Behavior and Job Performance. This quantitative-hypothesis-driven research employs a self-administered questionnaire to collect data from 250 employees of the public sector organizations through the convenience sampling technique. The data gathered has been analyzed using statistical tools through regression analysis to test the hypotheses of the study. The results reflect that workplace Spirituality has a positive impact on Job Performance and Organization Citizenship Behavior positively mediates the relationship between workplace Spirituality and Job Performance. This study further proves the moderating role of Organizational Commitment between Organization Citizenship Behavior and Job Performance. Being an extension of previous researches, this study highlights the significance of workplace Spirituality in enhancing Job Performance. Furthermore, human resource management practitioners need to understand, recognize the influence and role of workplace Spirituality, Organization Citizenship Behavior, and Organizational Commitment ineffective functioning of their organizations. As these are the missing links that are expected to exploit and improve the competence and effectiveness and ultimately the performance of the employees and the organization as well.

Aim/Purpose: ************************************************************************ After its investigation, the Research Ethics, Integrity, and Governance team at RMIT University found that the primary author of this paper breached the Australian Code and/or RMIT Policy and requested that the article be retracted. ************************************************************************** This paper aimed to examine the influence of ethical and transformational leadership on employee creativity in Malaysia’s private higher education institutions (PHEIs) and the mediating role of organizational citizenship behavior. Background: To ensure their survival and success in today’s market, organizations need people who are creative and driven. Previous studies have demonstrated the importance of ethical leadership in fostering employee innovation and good corporate responsibility. Research on ethical leadership and transformational leadership, in particular, has played a significant role in elucidating the role of leadership in relation to organizational citizenship behavior (OCB). In this study, we have focused on ethical and transformational leadership as an antecedent for enhancing employee creativity. Despite an increase in leadership research, little is known about the underlying mechanisms that link ethical leadership and transformational leadership to OCB. Because it sheds light on factors other than ethical leadership and transformational leadership that influence employees’ extra-role activity, this research is relevant theoretically. OCB may have a mediating function between ethical leadership and transformational leadership style and employee creativity because it is associated with the greatest outcomes, but empirical research has yet to prove this. So, one of the study’s goals is to add to the hypotheses about how ethical leadership style and transformational leadership affect employee creativity by using an important mediating variable – OCB. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. A convenient sampling approach was used to gauge 275 employees from Malaysia’s PHEIs. To test the hypotheses and obtain a conclusion, the acquired data was analyzed using the partial least square technique (PLS-SEM). Contribution: The study contributes to leadership literature by advancing OCB as a mediating factor that accounts for the link between ethical and transformational leadership and employee creativity in the higher education sector. Findings: According to the research, OCB has a substantial influence on the creativity of employees. Furthermore, ethical leadership boosted OCB and boosted employee creativity, according to the research. OCB and employee creativity have both been demonstrated to benefit greatly from transformational leadership. Further research revealed that OCB is a mediating factor in the link between leadership styles and creative thinking among employees. Recommendations for Practitioners: Higher education institutions should focus on developing leaders who value transparency and self-awareness in their interactions with followers and who demonstrate an inner moral perspective in addition to balanced information processing to ensure positive outcomes at the individual and organizational levels. Higher education institutions should place a priority on hiring leaders that exhibit ethical and transformational traits to raise awareness of these leadership styles among employees. Recommendation for Researchers: The new study also adds significantly to the body of knowledge by examining the relationship between ethical and transformational leadership and the creativity of the workforce. It aimed to identify the relationship between transformational leadership style and individual creativity in higher education by examining the mediating influence of OCB. Impact on Society: Higher education institutions should devise strategies for developing ethical and transformative leaders who will assist boost OCB and creativity within their workforce. Students and faculty in higher education can benefit from these leadership methods by learning to think in more diverse ways and by developing thought processes that lead to a larger pool of innovative ideas and solutions. As a consequence, employees who show creative behavior may be effectively managed by leaders who utilize ethical and transformational leadership styles and motivate them to show OCB that allow them to solve creative problems creatively. Future Research: A mixed-methods approach should be used in future research, and this should be done in public institutions in developing and developed nations to put the findings to use and generalize them even further. Future research will be able to examine other mediators to learn more about how and why ethical and transformational leadership styles affect PHEI employees’ creativity.

Purpose The benefits of circular economy (CE) practices to firms cannot be overemphasised in business environments and have thus attracted research attention lately. Nevertheless, there exist considerable unexplored gaps regarding how green human resource management (GHRM) and organisational citizenship behaviour (OCB) partially or jointly influence the relationship between CE practices and firm performance (FP) in developing economies. Design/methodology/approach Using planned behaviour and natural resource-based view (NRBV) theories, this study explores the roles of GHRM and OCB in the relationship between CE practices and FP [i.e. environmental performance (EP) and financial performance (FnP)]. The study employed a quantitative (survey) approach and specifically using partial least squares-structural equation modelling (PLS-SEM) technique to analyse data randomly collected from 196 manufacturing firms in Ghana. Findings The study found that GHRM moderates the relationships between CE practices and OCB. Additionally, OCB mediates the relationship between CE practices and EP but does not mediate the relationship between CE practices and FnP. Originality/value The study provides empirical evidence and highlights the significance of GRHM and OCB in driving successful CE initiatives in organisations, leading to better FP. The findings of this study provide useful insights to support green operations in firms and policy development, particularly in developing economy environments.

Purpose The present manuscript examines the relationships among emotional intelligence (EI), spiritual intelligence (SI) and intrinsic motivation (IM) as antecedent constructs. It tests the role of organisational citizenship behaviour (OCB) as a possible mediating variable in the transformation of these psychological intelligences into efficacious academic leadership. The research has also examined the effects of these variables on the effectiveness of leadership at the faculty and academic leadership levels in north Indian higher education institutions (HEIs). Grounded in the frameworks of social exchange theory (SET) and self-determination theory (SDT), the authors intend to determine whether OCB is a behavioural conduit that enables the expression of various forms of psychological intelligence to translate into effective academic leadership. Design/methodology/approach To test the proposed hypotheses, an explanatory sequential mixed-methods design is employed. Phase 1 uses a structured survey administered to 493 faculty and academic leaders across 12 institutions in Haryana. The instrument contains five validated scales: WLEIS (EI), SISRI-24 (SI), WEIMS (IM), an adapted OCB scale and an adapted leadership practices inventory (LPI). Partial least squares structural equation modelling (PLS-SEM) based on SmartPLS 4.0 is used to quantify the data, with mediation analysed via bootstrapping (10,000 resamples). Phase 2 is semi-structured and consists of phenomenological interviews with 17 selected academic leaders, selected based on experience and position. NVivo14 enables the reflexive thematic analysis process, following the approach of Braun and Clarke (2021). Integration of qualitative and quantitative findings is achieved through a joint display with a thread strategy. Findings All six hypotheses get empirical support. EI, SI and IM predict OCB independently and significantly (R2 = 0.587). OCB is the most prominent predictor of leadership effectiveness (β(v) = 0.562, f2 = 0.389). Bootstrapped mediation analysis results show that OCB significantly mediates the relationship between EI and leadership effectiveness (indirect effect = 0.192, 95 % confidence interval (CI)**** = [0.133, 0.255]) and IM and leadership effectiveness (indirect effect = 0.154, 95% CI**** = [0.101, 0.209]). These quantitative pathways are corroborated by qualitative themes, namely, emotional attunement as leadership currency, meaning and transcendence, intrinsic drive as behavioural fuel and OCB as leadership visibility. Participants indicated that while OCB is not required, it is an expression of academic leaders' internal intelligence, enhancing credibility and fostering colleague support over time. Practical implications The study informs the design of Emotional Intelligence Development Programs (EIDPs), the development of meaning-making platforms to foster spiritual intelligence, and the development of autonomy-supportive governance structures to maintain intrinsic motivation among academic leaders. Furthermore, accreditation bodies like the National Assessment and Accreditation Council may formalise OCB as a momentum in academic performance metrics. Finally, leadership development programmes should use mixed-methods evaluation to capture both quantifiable outcomes and experiential aspects of leadership development. Originality/value The study makes three new and novel contributions. First, it integrates EI, SI and IM into a single explanatory model of leadership effectiveness. Second, it shifts the role of OCB from a dependent variable to a mediating variable and demonstrates how psychological intelligence manifests in material organisational behaviour. Third, this theoretical framework is situated within the specific cultural and institutional context of HEIs in India, thereby contributing to decolonised, contextualised leadership theories. The inclusion of culturally embedded ideas such as (action) seva (selfless service) and dharmic purpose clarifies previously unanticipated relationships between SI and OCB.

The role of Organisational Citizenship Behaviour (OCB) as a mediator of employee performance remains inconsistent, and research in the Indonesian public sector, particularly in West Kalimantan PDAM, remains limited. This study examines the role of Organisational Citizenship Behaviour (OCB) as a mediator in the relationships among motivation, discipline, organisational culture, and employee performance at Regional Water Companies (PDAMs) in West Kalimantan, Indonesia. Using Structural Equation Modelling-Partial Least Squares (SEM-PLS) with a sample of 110 employees from PDAM Tirta Pancur Aji, one of 13 PDAMs in West Kalimantan, this research addresses the research gap regarding the mediating role of OCB in public sector organisations. Results indicate that motivation, discipline, and organisational culture significantly influence both OCB and employee performance, with organisational culture exerting the strongest effect, followed by work motivation and work discipline. Furthermore, OCB partially mediates the relationships between these HR factors and employee performance. Research findings also show that OCB has the strongest direct impact on PDAM employee performance. These findings contribute to organisational behaviour theory in the public sector and offer practical implications for PDAM management to enhance service delivery and achieve the Sustainable Development Goals, particularly SDG 6 on clean water and sanitation.

While existing research findings have highlighted the consequences of employee silence at the interpersonal and organizational levels, little is known about how employee silence influences an employee's inferences of self. Drawing on a cross-organizational sample of 142 employees, we test the impact of employee silence, in the forms of acquiescent, quiescent, prosocial, and opportunistic silence, on employees' job self-efficacy and organization-based self-esteem. In addition, we examine how organizational citizenship behavior toward the organization and toward individuals mediates the direct effects. Results indicate that quiescent silence negatively affects organization-based self-esteem, and that opportunistic silence has a negative impact on job self-efficacy. In addition, organizational citizenship behavior toward the organization and organizational citizenship behavior toward individuals fully mediate the relationship between opportunistic silence and organization-based self-esteem, whereas organizational citizenship behavior toward individuals and organizational citizenship behavior toward the organization partially mediate the relationship between opportunistic silence and job self-efficacy. Implications for theory and practice are discussed.

This study examines the mediating role of organizational citizenship behavior (OCB) in the relationship between job autonomy and organizational performance in the manufacturing industry. The study also investigates the moderating role of automation in those relationships. Although it is well known that job autonomy has an intimate relationship with employees’ attitudes at the individual level, no studies have yet elucidated the relationships of job autonomy with OCB and organizational performance at the organizational level. Moreover, no research has investigated the role of automation in an OB discipline, although automation constitutes an important contextual variable. Using a moderated mediation model, this study found that OCB mediated the relationship between job autonomy and performance, and that these relationships were stronger in less automated organizations. The findings offer implications regarding how job autonomy can improve organizational performance and which organizations benefit more from job autonomy.

This study aims to analyze whether Organizational Citizenship Behavior (OCB) can moderate the Self-Esteem, Locus of Control, And Organizational Commitment impact On Organizational Performance. It was conducted at the Aceh High Prosecutor's Office with a population of 595 people. The sample obtained using Slovin was 239 employees, and then the data was analyzed using AMOS SEM statistical equipment. The results prove that all variables in this research have run well at the Aceh High Prosecutor's Office which was tested with a one-sample test. Then, self-esteem, locus of control, and organizational commitment were proven to influence Organizational performance significantly, and the OCB was proven to moderate significantly the self-esteem and organizational commitment impact on organizational performance. These findings explain that the model for improving organizational performance at the Aceh High Prosecutor's Office is a function of increasing self-esteem, locus of control, organizational commitment, and OCB

This study aims to analyze the role of organizational citizenship behavior in explaining the influence of organizational support and work environment on employee work performance at the Grand Asia Hotel Makassar. The sampling method used is non-probability sampling that is 77 respondents. The analysis used in hypothesis testing is Structural Equation Modeling (SEM) with the help of WarpPLS Software version, 6.0. The results of this study indicate that organizational support has a positive and significant effect on organizational citizenship behavior, work environment has a positive and significant effect on organizational citizenship behavior, organizational citizenship behavior, organizational support has a positive and significant effect on employee work performance, the work environment has a positive and not significant effect on employee work performance, organizational support has a positive and significant effect on employee work performance mediated by organizational citizenship behavior, work environment has a positive and significant effect on employee work performance mediated by organizational citizenship behavior. In this study organizational citizenship behavior is proven to be a mediating variable.