Organizational Culture and In-role Performance: The Mediating Role of Organizational Citizenship Behaviour
Description
Abstract Human resources are instrumental in creating viable, commercial, and strategic advantages which competitors cannot easily replicate. Private and public organizations, therefore, would do well to scrutinize, reflect and act upon policies, frameworks, and approaches to ‘performance behaviours’ in the workplace. This research probed the role of Organizational Citizenship Behaviour (OCB) as a mediator between Organizational Culture (OC) and In-role Performance (IP). Data collection was achieved through online questionnaires sent to Thai employees, developed from literature reviews, and validated using the Cronbach Alpha coefficient. Some 211 responses were received, which was higher than the randomized with power from the G*Power program - data was analysed by PLS-SEM. It was found that OC positively influenced all dimensions of OCB, respectively as Civic Virtue, Conscientiousness, Courtesy, Altruism, and Sportsmanship. Courtesy and Civic Virtue positive influence on IP. OC has an indirect influence on the IP through OCB in 2 aspects: Courtesy and Civic Virtue statistically significant at 0.05. Structural equations can account for 79.1% (R2=0.791). The results suggest that organizations would benefit commercially and culturally from implementing Courtesy and Civic Virtue behaviours by creating an organizational culture that affects employee performance.