Impact of Organizational Citizenship Behaviour on Employee Wellbeing and Turnover Intention

Abstract

Organizational Citizenship Behavior (OCB) plays a crucial role in shaping workplace dynamics, influencing both employee well-being and turnover intention. This study examines the impact of OCB on employee well-being and turnover intention using quantitative data collected through a Google Form questionnaire from 126 employees. The 10-item Short Version of the Organizational Citizenship Behavior Checklist was used to measure OCB, while well-being and turnover intention were assessed using standardized scales. The descriptive statistics revealed that employees exhibited a moderate level of OCB, well-being, and turnover intention. Regression analysis demonstrated a significant positive impact of OCB on employee well-being (R² = 0.126, p < 0.001), confirming that employees who engage in voluntary, prosocial workplace behaviors experience higher levels of well-being. Additionally, OCB had a significant but weak negative impact on turnover intention (R² = 0.039, p = 0.026), suggesting that employees with higher OCB may have lower turnover intentions, although other factors also play a role. Pearson correlation analysis further indicated a positive relationship between OCB and well-being, while the correlation between OCB and turnover intention was weak. These findings align with existing literature, including Jauhari (2016), which highlights the connection between OCB, psychological well-being, and burnout reduction. However, limitations such as self-reported data, cross-sectional design, and limited generalizability should be considered. The study recommends organizations foster a culture that encourages OCB through leadership support, employee engagement initiatives, and well-being programs to enhance workplace satisfaction and retention.