The impact of human capital development on organizational citizenship behavior and organizational culture

What the paper says

Purpose Private universities in Nigeria face the problem of weak organizational culture and inconsistent citizenship behaviors among academic employees; this problem hinders institutional performance. This study aims to investigate how human capital development moderates the relationship between organizational culture and organizational citizenship behavior, providing empirical insights that strengthen employee commitment and enhance sustainable performance in private universities. Design/methodology/approach A descriptive survey research design was used. The population of the study was 6,055 academic staff of the selected private universities, and a simple random sampling technique was employed because of the respondents and nature of the study. The sample size of 361 was calculated using Krejcie and Morgan’s sample size formula. A questionnaire was used to elicit information from the participants. Finally, the study used a frequency table to analyze the profile of the participants, while partial least squares regression was used to analyze the formulated hypotheses. Findings The results showed that organizational culture is significantly influenced by organizational citizenship behavior. In addition, the results demonstrated that human capital development moderates the relationship between organizational culture and organizational citizenship behavior in the selected private universities. Originality/value This research advances theoretical discussions by using social exchange theory and resource-based view theory to explain organizational culture and organizational citizenship behavior. It also provides practical insights to enable organizations to refine their organizational culture to align with organizational citizenship behavior. By so doing, the employee will have a sense of belonging and be willing to be loyal to the organization and support fellow colleagues.