The impact of human capital development on organizational citizenship behavior and organizational culture

Lecturer performance is a critical determinant of higher education quality, particularly in private universities that face increasing competition and resource limitations. This study aims to examine an integrated model of motivation, organizational culture, and work environment as antecedents of Organizational Citizenship Behavior (OCB) and their implications for lecturer performance. Using a quantitative approach, data were collected from lecturers at private universities through a structured questionnaire and analyzed using structural equation modeling (SEM). The results demonstrate that motivation, organizational culture, and work environment have significant positive effects on OCB. Furthermore, OCB exerts a significant positive influence on lecturer performance and partially mediates the relationships between the antecedent variables and performance. These findings indicate that lecturer performance is not solely driven by formal job requirements, but also by discretionary behaviors fostered through supportive organizational and psychological conditions. This study contributes to the literature by validating OCB as a key behavioral mechanism linking motivation, organizational culture, and work environment to performance in the context of private higher education. Practically, the findings provide insights for university management to enhance lecturer performance through integrated human resource strategies focusing on motivation enhancement, cultural strengthening, and work environment improvement.

Aims: The relative importance of Organizational Citizenship Behaviors (OCB) in organizations is established. Organizational culture has been proven to influence OCB. However, less have studied the interaction of the two organizational variables among local government units. This study intends to describe the city government of Digos’ organizational culture and organizational citizenship behavior and examine the relationship between them. This research also endeavors to investigate the influence of profile variables namely employees’ age, sex, position, department and years of service on the organizational citizenship behavior.
 Study Design: This study adopts the quantitative, non-experimental research design particularly the causal-correlational design. The independent variable is the organizational culture with the dimensions dominant characteristics, employee management, organizational leadership, organizational glue, strategic emphasis and criteria of success. The dependent variable on the other hand is organizational citizenship behavior with the indicators altruism, courtesy, sportsmanship, conscientiousness and civic virtue
 Place and duration of Study: This study was conducted in the City Government of Digos City, Province of Davao del Sur, Region XI, Philippines from the period January 2018 to June 2018.
 Methodology: Two questionnaires were utilized namely the Organizational Culture Assessment Instrument (OCAI) and the 25-item organizational citizenship behavior scale. These were administered to 196 employees of the City Hall of Digos. Following the correlational research design, the study made use of the mean, Pearson product moment correlation coefficient and the general linear model as statistical tools to address the objectives of the study.
 Results: For organizational citizenship behavior of the city government of Digos, results indicate that the dimensions namely altruism, courtesy and sportsmanship were found to be high while conscientiousness and civic virtue were found to be very high. Elements of organizational culture had significant correlation with particular dimensions of organizational citizenship behavior. It was found that the dominant characteristic have significant correlation to courtesy. The organizational leadership was also found to significantly correlate with conscientiousness. The employee management culture was also found to significantly correlate with. The strategic emphasis culture also significantly correlates with civic virtue. The criteria for success scenario significantly correlated with altruism. The results of the analysis using the general linear model to identify profile variables that significantly influence the different organizational citizenship behavior indicators. It was found that the employees’ sex had a significant influence of altruism. Courtesy and sportsmanship was significantly influenced by employees’ department and sex. Conscientiousness and civic virtue were affected by employees’ department.
 Conclusion: Prevailing organizational culture of the city government of Digos under the context of dominant characteristics, organizational leadership, management of employees, organizational glue, strategic emphasis and criteria of success were found. The level of organizational behavior was also described as high for the indicator’s altruism, courtesy and sportsmanship, while conscientiousness and civic virtue of the organization were described as very high. Significant relationships also existed among various organizational culture scenarios and indicators of organizational citizenship behavior. Finally, it was found that employees’ sex and department significantly influenced specific indicators of organizational citizenship behavior.

This research aims to determine and to analyze: The effect of organizational commitment and culture on organizational citizenship behavior through job satisfaction as an intervening variable in the work area of ​​the Association of Private Universities Region IXa Central Sulawesi (APTISI IXa Central Sulawesi). The research population was 1886 lecturers at private universities in the working area of ​​APTISI IXa, Central Sulawesi. Seeing the large population, this research used the Probability Sampling technique with the Slovin formula to obtain Proportional Random Sampling as many as 330 research samples. The results reveal that Organizational Commitment had a significant effect on Organizational Citizenship Behavior, with a P Value of 0.000 <0.05. Organizational Culture has no significant effect on Organizational Citizenship Behavior, with a P Value of 0.066 > 0.05. Organizational Commitment has a significant effect on Job Satisfaction, with a P Value of 0.000 <0.05. Organizational Culture has a significant effect on Job Satisfaction, with a P Value of 0.000 <0.05. Organizational Commitment to Organizational Citizenship Behavior, with a P Value of 0.000 <0.05. Organizational Commitment through Job Satisfaction has an effect on Organizational Citizenship Behavior, with a P Value of 0.00001617 <0.05. Organizational Culture through job satisfaction has no effect on organizational citizenship behavior, with a P value of 0.76895864 <0.05.
 
 Keywords: Organizational Commitment, Organizational Culture, Organizational Citizenship Behavior and Job Satisfaction

This study examines the relationship between organizational culture, human resource development (HRD), and employee performance in private universities in Southwestern Nigeria. The increasing competition within Nigeria’s higher education sector has compelled private universities to prioritize human capital development in order to achieve institutional effectiveness and academic excellence. Despite growing investments in HRD initiatives such as training, career development, and performance management, evidence suggests that these initiatives do not always translate into improved employee performance. This study therefore investigates how HRD influences employee performance while considering the mediating role of employee motivation and the contextual influence of organizational culture. A survey research design was adopted, and data were collected from academic and non-academic staff across six selected private universities in Southwestern Nigeria. Using a multi-stage sampling technique, 409 questionnaires were distributed, out of which 380 valid responses were analyzed. Hierarchical multiple regression analysis was employed to examine the relationships among the variables. The findings reveal that HRD significantly influences employee performance, while employee motivation partially mediates the relationship between HRD and performance. The results further indicate that a supportive organizational culture enhances the effectiveness of HRD initiatives by encouraging employee engagement and professional development. The study concludes that integrating HRD practices with motivational strategies and positive organizational culture is essential for improving employee performance and sustaining institutional competitiveness in Nigerian private universities.

This study explored academic staff perception of organisational climate and organizational citizenship behaviour private universities in Southeast, Nigeria. Five specific objectives, research questions and hypotheses were formulated with the decomposed variables of the study. The study was anchored on Social Exchange Theory (SET). A survey design was carried out using the sampled academic staff in the selected private universities. The study population was 4654 while the sample size was 355 arrived. Data were collected using self-administered questionnaire from the random sample of academic staff of the selected private universities in Southeast Nigeria. The data using descriptive statistics and inferential statistics were used in this study. The results revealed that there is a positive significant relationship between organizational climate and organizational citizenship behaviour. The results showed that there is a significant relationship between the organizational climate dimensions and organizational citizenship behaviour dimensions. This implied that the success of an institution is dependent upon the effective management of organisational climate, which is an important path to the success of employee’s citizenship behaviour. The study recommended that equity and fairness should be entrenched during appointments and promotions so as to reduce incidence of service sabotage among academic staff of private universities. In the spirit of harmony, management of private universities should score collaborative works more than individual outputs in order to encourage teamwork among academic staff

This study aims to examine and analyze the influence of Political Organization, Organizational Climate, and Organizational Culture on Organizational Citizenship Behavior (OCB) with Job Satisfaction as an intervening variable at Liquor Distributor. The object of this research is the employees of Liquor Distributor as many as 45 respondents. The approach used in this research is the Component or Variance Based Structural Equation Model with Smart-PLS analysis tools. The results Showed that the Political Organization had no significant effect on Job Satisfaction on the employees of Liquor Distributor. Organizational Climate has a significant positive effect on Job Satisfaction on Liquor Distributor. Organizational Culture has a significant positive effect on Job Satisfaction on Liquor Distributor. Political Organizational positive significant effect on Organizational Citizenship Behavior (OCB) on employees of Liquor Distributor Organizational Climate has a significant positive effect on Organizational Citizenship Behavior (OCB) for employees of Liquor Distributor. Significantly positive effect Organizational Culture on Organizational Citizenship Behavior (OCB) on employees of Liquor Distributor. Job Satisfaction has a significant positive effect on Organizational Citizenship Behavior (OCB) for employees of Liquor Distributor . Keywords: Political Organization, Organizational Climate, Organizational Culture, Organizational Citizenship Behavior. Job satisfaction DOI: 10.7176/EJBM/12-13-08 Publication date: May 31 st 2020

This study examined the moderating role of organizational culture on the relationship between Human Resource Management (HRM) practices and employee performance in selected private universities in South-West Nigeria. In the rapidly evolving higher education sector, effective HRM practices are essential for enhancing employee productivity and institutional competitiveness. However, the effectiveness of these practices may depend largely on the organizational culture within which they are implemented. The study therefore investigated how organizational culture influences the relationship between HRM practices and employee performance. A descriptive survey research design was adopted, and data were collected from academic and non-teaching staff of six selected private universities in South-West Nigeria. The total population of the study comprised 3,530 staff members, from which a sample size of 359 respondents was determined using Taro Yamane’s formula. A multi-stage sampling technique involving purposive, stratified, and convenience sampling methods was employed to select participants. Data were collected using structured questionnaires and analyzed using descriptive statistics, correlation analysis, and regression techniques to examine the relationships among the variables. The findings revealed that HRM practices significantly influence employee performance in private universities. Additionally, the results showed that organizational culture plays a moderating role in strengthening the relationship between HRM practices and employee performance. Universities with supportive cultures characterized by innovation, shared values, and alignment between HR policies and institutional norms were found to experience improved employee performance outcomes. However, the study also identified areas where cultural alignment with HR practices remains weak, particularly in communication systems, performance appraisal processes, and reward structures. The study concludes that organizational culture is a critical factor in determining the effectiveness of HRM practices in private universities. Consequently, university management should ensure that HR policies are carefully aligned with institutional cultural values to enhance employee engagement, motivation, and productivity. Strengthening organizational culture will not only improve staff performance but also contribute to the overall effectiveness and competitiveness of private universities in Nigeria.

PurposeThe purpose of this paper is to examine whether organizational culture moderates the relationships between organizational citizenship behaviors (OCBs) and justice perceptions.Design/methodology/approachData were collected from 618 lecturers in ten universities in Turkey. Data were collected on site. A randomly selected group of focal lecturers completed the OCB and justice scales. A separate group of randomly selected peers completed the culture scale.FindingsMultiple hierarchical regression results support the moderating role of organizational culture of the justice perceptions‐OCB link. As hypothesized, results show a stronger relationship between interactional justice and OCB for organizations that are higher in respect for people and a weaker relationship between distributive and procedural justices and OCB for organizations that are higher in team orientation.Research limitations/implicationsThe researched lecturers have job conditions inherent to the peculiarities of the public universities which may limit the ability to extrapolate the findings in the private universities. The findings provide a more understandable mechanism of the influence of organizational culture on OCB. They emphasize the significance of organizational culture as a moderator that should be taken closely into consideration to promote employees' OCB levels.Practical implicationsThe findings contribute to a better understanding of the organizational justice‐OCB link, and the ways to favor OCB through organizational culture. As a result of this research, leaders' success in organizations will depend, to a great extent, upon understanding organizational culture. They may cultivate subordinates' OCB by treating them with respect and fairness, showing consideration for individual needs, and providing a supportive work environment.Originality/valueThe use of organizational culture as a moderator on this link is unprecedented. The major strength of this study is its multilevel research design. Most research on OCB and organizational justice has been conducted within single organizations, precluding an assessment of the way in which contextual variables influence OCB or justice. Also, using a large number of samples from the Turkish higher education sector adds to the growing literature examining OCB in non‐Western settings.

Management researchers have established a connection between Organisational Citizenship Behaviour (OCB) and individual achievement in organisational environments. However, there is a limited number of studies that specifically focus on OCB among college and university students. This study aims to investigate the phenomenon of Organisational Citizenship Behaviour (OCB) among undergraduate college students. Specifically, it explores how organisational culture and lecturer's inventiveness influence students' OCB in the college setting. A total of 104 students from a private College in Luwuk Banggai were surveyed to gather data. The technique of data analysis using regression analysis and Structural Equation Modelling (SEM). The findings suggest that the organisational culture, characterised by a focus on details, and the lecturer's creativity, characterised by flexible and spontaneous thinking, have the greatest impact on students' organisational citizenship behaviour (OCB) in terms of their initiative, within the college setting. Thus, it can be inferred that when fostering students' Organisational Citizenship Behaviour (OCB), it is important to consider both the organisational culture and the creativity of the lecturers.

Several studies and articles have reported and discussed the job satisfaction and dissatisfaction of workers in organizations. However, very few empirically-supported explanations have been given to explain how job satisfaction mediates the relationship between Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior in lecturers of Private Higher Education in Central Java, Indonesia. Probes into the explanations of determining how job satisfaction mediates the relationship between Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior, the data were collected from the respondents who were the tenured faculty, both civil servant lecturers and private lecturers, and work at private universities in Central Java province. The data was collected using a questionnaire. Only 244 copies, out of the total 400 questionnaires distributed, got by the author and he got a response rate of 61%. After processing and modifying the data, only 226 respondents used as the main resources analyzed by using Structural Equation Model (SEM).Statistical analysis reveals that there exists significant relationship between Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior; likewise, Job Satisfaction mediates the relationship between Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior. Limitations and future implementations of this research are also discussed.

This study focused on the interaction between organisational culture, organisational citizenship behaviour and job engagement. Culture has an important role in affecting organisational performance. Organisational cultures also have an effect on the individual level in terms of influencing employee's job satisfaction, commitment and job engagement. This study was based on a sample of 127 employees working in Egyptian private organisations. A combined questionnaire with seven-point Likert scale was used. Results indicated positive associations between culture, and job engagement and organisational citizenship behaviour, individually. Job engagement mediated the relationship between organisational culture and organisational citizenship behaviour. Further analyses, limitations and future research recommendations are discussed.

The relevance of the study of the impact of knowledge management and human capital development at the labor market on economic growth is determined by the need to overcome imbalances in the socio-economic development of Ukraine. The article is dedicated to the identification of the main features of human capital development, to the assessment of its level in Ukraine, as well as to the factors identifying the impact of knowledge management and human capital development on economic growth. The development of human capital is considered to be the most important prerequisite for ensuring sustainable economic growth in Ukraine. The main features of the development of human capital as a resource for increasing productivity and, consequently, the growth of capitalization at the micro, meso and macro levels is the accumulated stock of production competencies and inseparable knowledge and abilities. The correlation of the quality of knowledge flow management and GDP is revealed, the density of which reflects the desire of highly developed markets to attract investment in human resources development and the formation of demand for new knowledge. The high level of human capital accumulation in Ukraine is confirmed by the analysis of the range of international rankings, including 32nd place in the Global Innovation Index 2020 with the rate of 37,7% for knowledge-intensive employment. It is noted that to ensure economic growth it is necessary to apply the knowledge gained by citizens in the labor market. It is proposed to assess the effectiveness of knowledge management in the system of human resources development in the labor market by measuring its contribution to the economic growth of the regions of Ukraine. It is recommended to choose the growth rates of production, labor productivity, and the elasticity of employment growth as targets. It was found that the growth of human capital has an impact on productivity growth and the elasticity of employment growth. As human capital grows, the elasticity of employment growth will decrease, which makes the economy of the regions less labor-intensive and leads to greater economic growth. The simulation allowed us to identify the main factors of the direct and indirect impact of human capital development on the level of economic growth. In the future, it is proposed to study the models of human capital development under crisis conditions and to develop strategic guidelines for knowledge management at the institutional level.

Research on organizational citizenship behaviour is intriguing because it is often seen as an important asset to bring new perspectives and ideas to improve organizational performance and culture. However, the factors affecting OCB still need more empirical evidence. This study aimed to determine the effect of job satisfaction and organizational culture on employee performance with OCB as a moderating variable at P.T. Magnum Attack Indonesia. This study used a quantitative approach with a questionnaire survey of 89 respondents. The data analysis method uses SEM-PLS. The results showed that job satisfaction had no significant effect on employee performance and OCB. Organizational culture does not affect employee performance but shows a significant effect on OCB. OCB did not mediate the relationship between job satisfaction and employee performance, as well as organizational culture and employee performance. The research suggests that P.T. Magnum Attack Indonesia should enhance the Organizational Citizenship Behaviour (OCB) of individual employees by fostering a culture of care for colleagues, discipline in work, mutual respect, and assistance among co-workers. Consistently practicing OCB can lead to the development of a positive organizational culture.

The formulation of the problem in this research is how the effect of emotional intelligence level, job satisfaction and organizational culture partially or simultaneously toward Organizational Citizenship Behavior (OCB) of Staff Sekretariat Dewan Perwakilan Rakyat Daerah (DPRD) Kabupaten Serdang Bedagai. This research aims to determine and analyze the effect of emotional intelligence level, job satisfaction and organizational culture on Organizational Citizenship Behavior (OCB) of Staff Sekretariat Dewan Perwakilan Rakyat Daerah (DPRD) Kabupaten Serdang Bedagai either partially or simultaneously. The method of analysis used in this research is descriptive data analysis and then analyzed by using multiple linier regression. The variables in this research are the emotional intelligence level, job satisfaction and organizational culture as independent variables and organizational citizenship behavior (OCB) as dependent variable. The sample used in this research is 30 people. The results showed partially variable emotional intelligence level have a positive and significant effect on Organizational Citizenship Behavior (OCB), variable of job satisfaction have a positive and significant effect on Organizational Citizenship Behavior (OCB) and variable of organizational culture have a positive and significant effect on Organizational Citizenship Behavior (OCB). Simultaneously variables emotional inteligence level, job satisfaction and organizational culture have an effect on on Organizational Citizenship Behavior (OCB) equel 11,176 and significance value 0,000. The value of R Square is 0,563. This shows that 56,3% organizational citizenship behavior (OCB) of Staff Sekretariat Dewan Perwakilan Rakyat Daerah (DPRD) Kabupaten Serdang Bedagai can be explained by the variables level emotional intelligence, job satisfaction and organizational culture, while the rest 43,7% not done research. Keywords : Emotional Intelligence, Job Satisfaction, Organizational Culture, OCB

The success of an organization depends on human resource management. OCB is a voluntary action in creativity and innovation designed to improve the performance of a person or organization with diligence and enthusiasm, take more responsibility and encourage others to do the same. One of the challenges that must be faced is the low OCB. Some incidents that reflect low OCB behavior include: difficulty finding a replacement when a co-worker is absent, a lack of commitment to doing work outside of routine work and a strong sense of caring. Therefore, an analysis is needed to determine the relationship between gender, tenure, job satisfaction, commitment, organizational culture and OCB at Anwar Medika Hospital, Sidoarjo.
 To determine the relationship between gender, tenure, job satisfaction, commitment, and organizational culture with Organizational Citizenship Behavior (OCB) at Anwar Medika Hospital, Sidoarjo.
 The research method used is descriptive quantitative. There are two variables in this study, namely the independent variable and the dependent variable. The independent variables include: gender (X1), tenure (X2), job satisfaction (X3), commitment (X4), organizational culture (X5). The dependent variable in this study is Organizational Citizenship Behavior (Y). There are 3 data analysis techniques in this study, namely: Pearson validity test, Cronbach alpha reliability test, and chi-square test.
 Based on the results of measuring the OCB level of the employees of Anwar Medika Hospital on January 1, 2021, it was found that 51% of employees had high OCB and 49% had low OCB. The Pearson validity test shows r count> r tabel (0.1030), and a significance value <0.05. Cronbach alpha test> 0.06. There is no relationship between gender and OCB (p = 0.07), there is a relationship between tenure and OCB (p = 0.01), there is a relationship between job satisfaction and OCB (p = 0.00)
 There is no relationship between gender and OCB. There is a relationship between tenure and OCB. There is a relationship between job satisfaction and OCB. There is a relationship between commitment and OCB. There is a relationship between organizational culture and OCB.