Article Preview
TopIntroduction
Every organization requires competent human resources. To accomplish their vision, purpose, and objectives, institutions, particularly public ones, must pay close attention to their human resource and organizational citizenship behavior. These actions are the main components that contribute to the overall productivity of employees within an organization. Organizational citizenship behavior (OCB) refers to employee behavior that is not part of a job description or a contract but is advantageous to the organization's success (Cek & Eyupoglu, 2020; Organ, 2015; Ocampo et al., 2018; Atatsi et al., 2021). Employees engage in them to help their colleagues and the institutions where they work (Yaakobi & Weisberg, 2020; Vázquez-Rodríguez et al., 2021).
OCB is classified by frequency and intensity (Ocampo et al., 2018; Organ, 2015). The frequency dimension is related to both the number of employees who exhibit certain behaviors and their frequency (Sypniewska, 2020; Organ, 2015). The intensity measures the employee's involvement in OCB and the nature of these behaviors (Glavas & Kelly, 2014). While it is true that workers do not exhibit organizational citizenship behaviors to be rewarded by their employers, some variables have been identified as being important in the manifestation of OCB among employees (Romaiha et al., 2019; Lavy, 2019). Some of the motivating factors of employee OCB are employee development and training, healthcare policy, organizational justice and fairness, and work-life balance (El-Garaihy et al., 2014; Lavy, 2019; Yaakobi & Weisberg, 2020; Romaiha et al., 2019; Mallick et al., 2014; Ocampo et al., 2018; Rose et al., 2016; Somech & Ohayon, 2020; Sarasu et al., 2021).
Internal corporate social responsibility which aims to serve the needs of employees (Sacconi & Degli, 2009; Loor-Zambrano et al., 2022; George et al., 2020), may have a significant role to play in the OCB of employees. Internal CSR is found to improve employee motivation and happiness by knowing that employers care about their well-being. It is also found to encourage employees to exhibit behaviors critical to the organization's overall success (Sun & Yu, 2015; Chan et al., 2020; Kim et al., 2016; Almatrooshi et al., 2015).
Higher education institutions (HEIs) are vital to the socio-economic development of society and the well-being of citizens (Ahmed, 2021; Adu-Gyamfi et al., 2021; Atatsi et al., 2021). As a commercial concern, a higher learning institution creates strategic policies, structures, and processes to guarantee long-term success (Kromydas, 2017; Galvis, 2018). Employees, students, communities, governments, institutions, and partners are all stakeholders of HEIs. Higher education institutions have several corporate obligations (Jongbloed et al., 2008; Galvis, 2018; Valk & Kratovitš, 2021), however, the most important ones are the employees (Adu-Gyamfi et al., 2021). Thus, higher education's corporate social responsibility must benefit its workers more than any of the other stakeholders (Adu-Gyamfi et al., 2021; Atatsi et al., 2021; Cek & Eyupoglu, 2020).