IMPACT OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR ON EMPLOYEE ENGAGEMENT AND RETENTION IN AN ORGANIZATION
Abstract
ABSTRACT
This study investigates the impact of Organizational Citizenship Behavior (OCB) on employee engagement and retention at Federal Polytechnic Bauchi, Nigeria, focusing on its individual, collective, and leadership-driven dimensions. Utilizing a cross-sectional survey design, data were collected from 104 academic and non-academic staff members through a structured questionnaire, achieving a 91% response rate. Descriptive statistics revealed high agreement levels (mean scores ranging from 4.15 to 4.31) across all OCB dimensions, indicating their perceived positive influence on workplace dynamics. Multiple regression analysis demonstrated a strong positive relationship (R = 0.954, R² = 0.910, p < 0.001) between the combined OCB dimensions and employee engagement and retention, with leadership-driven OCB showing the strongest influence (mean = 4.31). The findings align with Social Exchange Theory, suggesting that discretionary behaviors foster trust, cohesion, and commitment, enhancing organizational outcomes. However, the study’s reliance on self-reported data and its cross-sectional nature limit its ability to capture longitudinal trends or external influences. The results underscore the strategic importance of fostering OCB through leadership modeling, recognition programs, and team-building initiatives to improve employee engagement and retention in educational institutions. Recommendations include implementing leadership training and career development programs to sustain these behaviors, with suggestions for future research to explore OCB’s impact across diverse institutional and cultural contexts.
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