Moderating Effect of Organizational Culture in The Relationship Between Psychological Contracts and Organizational Citizenship Behavior Among University Staffs in Indonesian and Malaysian Universities

Abstract

Human resources are important assets in the success of an organization. To achieve the expected performance of the organization, employees are required to behave as expected by the organization. Many behaviors such as helping colleagues solve problems, seriously attending company meetings, not complaining much and working a lot, and so on are not formally described. The objectives of this study are: 1) to determine the relationship between psychological contracts and organizational citizenship behavior, 2) to determine the relationship between organizational culture and organizational citizenship behavior, and 3) to determine whether or not organizational culture moderates the relationship between psychological contracts and organizational citizenship behavior. Data collection was carried out using a scale of psychological contract, a scale of organizational culture, and a scale of organizational citizenship behavior. Data were gathered from 313 respondents from academicians and administration staffs in Indonesian and Malaysian universities. Descriptive statistics were reportedandfollowed by factor analysis and reliability analysis and hypotheses were tested by PLS-Structural Equation Modeling. The results showed that there was a significant relationship between the psychological contract and organizational citizenship behavior. Organizational culture also has a significant relationship with organizational citizenship behavior. However, organizational culture did not significantly moderate the relationship between psychological contracts and organizational citizenship behavior. This paper contributes to the enrichment of the existing literature on psychological contract and organizational culture as predictors of organizational citizenship behavior.