Fostering Organizational Citizenship Behaviour among Employees in Higher Education Institutions

This study delves into the intricate relationships between participative leadership, organizational support, organizational commitment, organizational culture, and organizational citizenship behavior, with quality work life acting as a mediator within higher education institutions. Employing a quantitative research approach, primary data was gathered through a survey questionnaire, with 455 surveys distributed and 366 collected, yielding a response rate of 80.4%, deemed suitable for structural equation modeling (SEM) analysis. Of these, 327 surveys were deemed appropriate for analysis. Utilizing Smartpls4 software known for SEM techniques, the study tested thirteen hypotheses, with only two being rejected. Findings underscore the pivotal role of quality work life as a mediator in shaping organizational citizenship behavior among employees in higher education settings. Specifically, the study emphasizes how factors such as participative leadership, organizational support, commitment, and culture function as essential job resources within the Job Demands-Resources model, ultimately enhancing well-being in this context. The study's implications extend beyond its findings, offering crucial insights for higher education institutions aiming to bolster both organizational effectiveness and employee well-being. Recommendations include fostering organizational citizenship behavior and quality work life through initiatives such as participative leadership, support programs, and cultivating a supportive culture. Furthermore, practical strategies are outlined, emphasizing the importance of promoting participative leadership, providing organizational support, nurturing employee commitment, and fostering a positive organizational culture. By implementing these recommendations, higher education institutions can create environments conducive to enhanced employee satisfaction, productivity, and organizational citizenship behavior.