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International Journal of Academic Research in Business and Social Sciences

Open Access Journal

ISSN: 2222-6990

Organizational Sustainability Practices, Employee Engagement and Organizational Citizenship Behavior: An Employees’ Perspective on their Working Firm

Kavigtha Mohan Kumar, Kirubahshini Krshunan

http://dx.doi.org/10.6007/IJARBSS/v14-i11/23467

Open access

Organisational citizenship behaviour refers to an employee's civic engagement at work that goes beyond the scope of their role. Purpose of this study is to investigate the perspective of an employee on the organizational sustainability practices in fostering Organisational citizenship behaviour in the context of medical device industry. This study also aimed to examine the mediating role of employee engagement in enhancing Organisational citizenship behaviour among employees. The sample of this study are employees working in medical device manufacturers in Malaysia. Purposive sampling was used, and data was collected using a quantitative approach through a self-administered questionnaire. A total 140 employees have participated, and data was processed with the use of the SmartPLS. The results revealed that gender equality, job security and perceived organizational support towards environment are mediated by employee engagement in influencing organizational citizenship behavior. The research findings also shows that human resources practices, green manufacturing and safety practices as it did not have significant effect on employee engagement and to organizational citizenship behavior. This research emphasizes that employee engagement is the key to assisting in improving organizational citizenship behavior because the values of employee engagement are inherent and have a strong relationship in influencing organizational citizenship among employees.

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Kumar, K. M., & Krshunan, K. (2024). Organizational Sustainability Practices, Employee Engagement and Organizational Citizenship Behavior: An Employees’ Perspective on their Working Firm. International Journal of Academic Research in Business and Social Sciences, 14(11), 186–209.