Unveiling the Secret to Organizational Citizenship Behaviour: The Power of Perceived Organizational Support,Workplace Happiness and Organizational Trust

Abstract

The purpose of this study is to investigate the relationship between perceived organizational support (POS) and organizational citizenship behaviour (OCB). By employing a mediation method, the study also demonstrates the mediating role of organizational trust and happiness at work. Using a cross-sectional quantitative technique, the study administered standardized questionnaires to 365 employees in the Indian service sector. SEM was used to analyse the data. The study’s conclusions showed that POS forecasts OCB. Additionally, it was found that the association between POS and OCB was mediated by organizational trust and happiness at work. All things considered, the study shows that organizational support helps OCB even more. Our study makes a unique contribution by highlighting the importance of happiness and trust in the relationship between POS and employees’ civic behaviour. This will encourage practitioners to develop strategies that encourage employees to voluntarily go above and beyond the call of duty.

Keywords

Perceived organizational support organizational citizenship behaviour workplace happiness organizational trust

Introduction

Businesses cannot gain a competitive edge by merely offering services or products; their human resources are undoubtedly essential (Sharma & Agrawal, 2015). For firms to obtain a competitive edge through employee efficacy and efficiency, workers are typically expected to be cooperative and dedicated to high standards of performance (Salas-Vallina et al., 2017). Because of this, a lot of organizational scholars are now focusing on how employees behave as citizens towards their organizations (extra-role behaviour). According to the attitudinal theory, positive attitudinal conceptions lead to better and more positive behavioural constructs (Ziegler et al., 2012). It is imperative that all organizations’ employees demonstrate extra-role behaviour in the current dynamic and competitive climate (Grego-Planer, 2019). Organ first used the phrase ‘extra-role behaviour’, also known as ‘organizational citizenship behaviour’ (OCB), in the 1980s. Extra-role behaviour is defined as conduct that is essential to the effective operation of an organization but does not come under a specific job duty. Employees willingly take on additional responsibilities with the sole goal of supporting their co-workers and the business, without expecting payment or recognition (Smith et al., 1983). Employees’ selfless efforts for an organization’s improvement have a significant impact on its success. When employees behave well and go above and beyond their contractual or mandated duties, an organization’s competitive advantage is created (Ranjhan & Mallick, 2018). As a result, organizations need to determine which factors might affect OCB. To motivate staff members to act above their roles, organizations should be aware of the OCB drivers beforehand and work to improve them. In the workplace, OCB is typically driven by perceived organizational support (POS). POS encourages extracurricular activities that benefit the entire firm, such as promoting a company’s products and services and offering wise recommendations for any issues or initiatives that eventually enhance business operations (Kaufman et al., 2001). According to earlier research, POS has a favourable correlation with OCB, employee engagement, job performance, affective commitment and job satisfaction (Alshaabani et al., 2021). Additionally, the social exchange theory (SET) emphasizes that POS activates the reciprocity principle since rewarded employees enhance a company’s reputation and actively help achieve organizational objectives by willingly engaging in extra-role actions. For businesses to make the most of their human resources, increasing happiness at work (HAW) is essential (Van De Voorde et al., 2012). Contented workers appear to be more outgoing and friendly. Businesses with satisfied employees are expected to see an increase in positive organizational outcomes, and it is also thought that contented workers will be less likely to take up activities that jeopardize the success of the company. Employees who are happy with their work are often less prone to engage in unproductive work practices (Singh & Banerji, 2022; Thompson & Bruk-Lee, 2021). Because a high attrition rate can result in decreased production, high replacement costs and dysfunctional organizational cultures, keeping happy employees may be very helpful in lowering the attrition rate (Staw, 1980). Researchers argued that trust has a major impact on POS (Gilbert & Tang, 1998). However, other research studies found that POS had an impact on trust inside an organization (Duffy & Lilly, 2013; Fatima et al., 2015; Tabak & Hendy, 2016). The following are some of the ways that our research adds to the literature by exploring whether and how POS, organizational trust (OT) and workplace happiness (WH) affect OCB. First, by examining the impact of POS and OT on OCBC among service sector employees, the current study adds to its unique context in India. In addition to being the largest contributor to India’s GDP, the service sector has attracted significant foreign direct investment, increased exports and created a considerable number of jobs. Of the overall gross value added in FY21, 54% came from the service sector (Indian Brand Equity Foundation (IBEF), 2021). By 2024, it plans to skill and up skill roughly 100,000 people under the auspices of the Skill India program in order to fulfil the demand for incremental human resources (IBEF, 2021). The goal of the current study is to broaden the scope of Western-centric literature to include Asian contexts.

Second, little research has been done utilizing the social exchange theory to examine the relationship between POS and OCB through WH and OT in the Indian context. The objective of this study is to empirically examine POS as a WH, OT and OCB predictor in order to bridge this gap. Figure 1 shows the proposed conceptual model of our study.

Figure 1.

Proposed Conceptual Model.

Literature Review and Hypothesis Development

Perceived Organizational Support

According to Eisenberger et al. (1986), POS is employees’ ‘global beliefs about the extent to which the organization cares about their well-being and values their contributions’. Supervisor support, workplace justice, positive working environment and organizational rewards are all components of POS, which ultimately impact how successfully employees perform their assigned responsibilities (Rhoades & Eisenberger, 2002). Employees will feel more a part of the company if they have a positive attitude towards these elements. Additionally, POS promotes favourable outcomes such as greater commitment, trust and optimism (Yu & Frenkel, 2013). Because of POS, employees could feel pushed to help the business achieve its objectives. A social exchange relationship between the firm and its employees would arise from employees’ favourable opinions of management support, which would motivate them to act in ways that align with the organization’s objectives (Yu & Frenkel, 2013).

Workplace Happiness

Happiness is a concept that has changed over time in both psychology and philosophy. According to Diener et al. (1999), happiness is defined as the total assessment of one’s life, fulfilment and the existence of positive emotions combined with low levels of negative influence. Fisher (2009) defined HAW as ‘contented sentiments towards the work itself, contented sentiments towards the job attributes, and contented sentiments towards the organization overall’. Therefore, the concept of HAW is captured by three broad dimensions: engagement, which is a unique source of vigour and drive linked with the potential for engagement and passion at work; job satisfaction (a contended way to express opinions and emotions related to conditions at work, including compensation, opportunities in career or peer relationships); and affective organizational commitment (AOC), which is an expression of attachment to the organization and a sense of belonging. Businesses that wish to contribute to their employees’ happiness by cultivating positive emotions that yield positive outcomes are also interested in this topic (Smith, 2012). It is linked to beneficial thoughts such as pleasure, contentment, well-being and happiness and highlights the positive rather than the bad aspects of human existence (Rastogi, 2019).

Organizational Citizenship Behaviour

Research on OCB has increased over the last few decades (Organ et al., 2011). Numerous studies have also shown that OCB may predict a wide range of outcomes of individuals (Podsakoff et al., 2009), taking into account organizational rewards (Jawahar & Ferris, 2011) as well as the evaluation of overall efficiency (Whiting et al., 2008). Despite these divergent perspectives, the most widely accepted OCB conception is that presented by Organ (1988), who defines OCBs as patterns of discretionary behaviour that improve an organization’s overall effectiveness but are not explicitly acknowledged by a formal reward system. The five-dimensional OCB framework, made popular by Organ (1988), is currently the most frequently accepted concept.

Organizational Trust

‘Assured reliance on the character, ability, strength, or truth of someone or something … one in which confidence is placed’ is how Merriam-Webster (2012, p. 1) defines trust. Regardless of a trustee’s ability to supervise or limit the trustee, eagerness is centred on the expectation that the trustee will do a specific action that is significant to the trustor (Mayer et al., 1995). According to Baumeister and Leary (1995), trust relationships improve the quality of work life for members of an organization by offering the desired support, enjoyment, meaning and objective. According to Brockner et al. (1997), trust is regarded as being extremely important in today’s businesses since the degree of employee commitment to authorities and the foundations they represent increases when trust is relatively high. Furthermore, it is believed that trust is essential to the functioning of an organization (Handy, 1995).

Perceived Organizational Support and Organizational Citizenship Behaviour

The social exchange theory (SET) states that when employees perceive that their contributions are valued by the organization, they tend to respond with favourable behaviours such as employee engagement, commitment, and organizational citizenship behaviour (Wayne et al., 2002). By developing psychological capital, this theory also claimed that workers who feel strongly supported by their companies generate larger levels of OCB. According to Bartkowiak et al. (2020), employees who believe that their organizations and superiors are helpful tend to have higher OCB, subjective well-being and job stability. Extra-role behaviour or OCB is strongly encouraged by POS (Karim & Hossain, 2025). Findings demonstrate the strong positive correlation between OCBs and POS. Operators from call centre companies in and around India’s capital serve as the samples for this study. Employees may feel indebted as a result of POS, which encourages them to participate in extra-role OCB activities (Jain et al., 2013). The connection between POS and OCB was also shown to be significantly positive in earlier studies (Piercy et al., 2006). Therefore, the following hypothesis is put forth:

H₁: POS is positively associated with OCB.

Perceived Organizational Support and Organizational Trust

Despite being thought of as theoretically different, POS and trust in organizations are connected concepts (Chen et al., 2004), and the literature does not clearly define their causal relationship. According to certain research studies, POS has a big impact on organizational trust (Chen et al., 2004; Stinglhamber et al., 2006). Arguably, workers who have received positive reinforcement from the company over time, as determined by POS, will likely foster trust within the company. But according to other research studies, trust also serves as an organization’s antecedent for POS. Furthermore, there is most likely a reciprocal relationship between POS and OT. Additionally, a strong correlation between OT and POS was found. According to LISREL’s findings, POS significantly increases OT (Tabak & Hendy, 2016; Wong et al., 2011). Connection between OT and POS has been previously studied. The following hypothesis aims to define the relationship between POS and OT and to examine the association between OT (Mayer et al., 1995) and POS (Eisenberger et al., 1986):

H₂: POS is positively associated with organizational trust.

Perceived Organizational Support and Workplace Happiness

Previous research has highlighted the advantages of having employees who feel supported by their organizations (Caesens et al., 2017). In particular, it was shown that POS was negatively correlated with unfavourable work behaviours, such as the urge to quit, and positively correlated with other desired employment outcomes, such as workplace engagement, dedication and employees’ feelings of happiness (Eisenberger & Stinglhamber, 2011). By satisfying a range of socio-emotional demands, including the need for regard, emotional support and connection, POS is believed to enhance employees’ well-being (Kurtessis et al., 2015). Employee happiness is crucial for encouraging optimal performance, lowering absenteeism and improving physical and mental health (Panaccio & Vandenberghe, 2009). Furthermore, POS has been linked to less psychological stress in employees, greater job satisfaction and happiness, and positive sentiments towards their company (Caesens & Stinglhamber, 2014).

H₃: POS is positively associated with WH.

Organizational Trust and Organizational Citizenship Behaviour

Western nations (Paillé et al., 2010) have acknowledged the link between OCB and trust in organizations. High trust levels among employees increase their motivation to participate in more OCB, whereas those who have low levels of trust are more inclined to refrain from doing so (Dirks & Ferrin, 2001). OT and OCB are found to be significantly and favourably correlated (Dolan et al., 2005). Additionally, Podsakoff et al. (1990) discovered that employees’ OCBs were impacted by their trust in the supervisor. There were correlations between the teachers’ OCBs and their trust in their institutions; teachers’ voluntary actions increased in tandem with their increased trust in their supervisors, co-workers, students and students’ parents, and OT had a significant impact on teachers’ OCB expression (Polat & Celep 2008). Research on OT has examined the connections between cooperation, OCBs, performance, organizational commitment, job satisfaction and the intention to leave. Positive results have been obtained for organizations. According to these studies, higher OCBs were positively impacted by OT (Singh & Srivastava, 2016; Yoon et al., 2016).

H₄: Organizational trust is positively associated with OCB.

Workplace Happiness and Organizational Citizenship Behaviour

Ziegler et al. (2012) found that extra-role behaviour (OCB), job happiness and sentiments of emotional commitment to the company were all positively correlated. Dalal et al. (2009) linked OCB to positive impacts. Moorman (1993) used OCB to illustrate the connections between various work-related mindsets. Spence et al. (2013) looked into the link between OCB and thankfulness. Additionally, studies have shown that OCB is impacted by emotional attachment to the workplace (AOC) (Imer et al., 2014). According to Joo and Lee (2017), people who are financially secure and physically fit and have a stable employment may be functioning better and displaying OCB. Even though research has shown that employee performance is correlated with WH (Warr, 2011) and that employee work satisfaction is correlated with organizational commitment level (Harrison et al., 2006), more research on workplace contentment and its causes is still needed (Fisher, 2009), especially considering that the majority of research has been carried out in organizational contexts in the West (Chin, 2014). OCB is more prevalent as job satisfaction rises. The data were gathered from private sector banks in India. Employers who prioritize contented workers encourage their employees to exhibit OCB by fostering a sense of community and purpose at work (Belwalkar et al., 2018). The underpinnings of the relationship between HAW and OCB include SET, attitude theory and job demand–resources (JD-R) theory. According to the JD-R theory, having resources at work promotes positive attitudes such as commitment and enthusiasm, which eventually result in extra-role behaviour (Goel & Singh, 2023). There is a favourable and statistically significant correlation between HAW and OCB. HAW has considerable effects on OCB (Deswal & Sheokand, 2025). Thus, it is evident from these theories that HAW and OCB have a favourable relationship.

H₅: Workplace happiness is positively associated with OCB.

Workplace Happiness as a Mediator

Employee productivity, job satisfaction and quality of life are all significantly and profoundly impacted by WH (Bhattacharjee & Bhattcharjee, 2010; Marescaux et al., 2019). George (1991) asserts that workers who experience affective well-being at work act more pro-socially. Contented workers are more likely to think well of their employers and colleagues, which encourages further job involvement (Williams & Shiaw, 1999). The happiness of workers has been found to be predicted by POS. By enhancing their impressions that the business values their work and results, POS increases employees’ feelings of fulfilment (Rhoades & Eisenberger, 2002). POS guarantees that the employer will offer support when required to effectively complete tasks and manage difficult situations, which enhances workers’ mental health. The mediating function of employee happiness in the relationship between POS and OCB can also be understood using SET. According to SET, workers who believe that their company supports them have better feelings and moods, which raise their satisfaction levels and may encourage OCB. Consequently, the following hypothesis is put forth:

H₆: Workplace happiness mediates the relationship between POS and OCB.

Organizational Trust as a Mediator

In small-and medium-sized manufacturing ventures, supervisor and OT must be appreciated in order to increase OCB, which is essential for productivity and efficacy (Yoon et al., 2013). The urge for power and achievement moderates the relationship between OCB and POS, albeit in an unexpected way (Duffy & Lilly, 2013). According to McClelland (1961), comprehending the source of motivation in human conduct requires an awareness of each person’s demands for achievement, authority and association. We think that these needs, which are innate behavioural stimuli, may influence a person’s propensity to engage in OCB. They may also strengthen established links between OCB and OT (Dirks & Ferrin, 2001) and between POS and OCB (Eisenberger et al., 2001). Furthermore, OCB has been linked to employee trust in managers as a mediator between OCB and justice awareness (Ertürk, 2014). These findings are consistent with SET and the idea that workers who have faith in their company and appreciate the support and value it provides will be more likely to respond by raising their OCB.

H₇: Organizational trust mediates the relationships between POS and OCB.

Methods

Sample and Procedure

The relationships between POS, WH, OT and OCB are examined in the current study. It is exploratory in nature. In this case, a cross-sectional strategy and quantitative approaches have been used. The current data were gathered from a number of service providers in India’s Delhi NCR area. The study’s cross-sectional sample included workers from educational institutions, retail establishments and IT/ITeS (information technology/information technology–enabled services) companies. One of the most important industries in India is the services industry, which generates the most foreign investment, generates the largest number of jobs and contributes the most to the GDP of the nation. It covers a broad range of commercial endeavours, including those in the hotel and restaurant industry, transportation, retail, banking, financial services, insurance, IT and ITeS, and education, among others. Data were gathered using the snowball sampling technique and a standardized questionnaire. The survey was administered online using Google Forms. Additionally, participants were made aware that the survey was optional and that the information they provided would be used only for study. Of the 380 data that were originally gathered, 365 were deemed appropriate for additional processing in the current study.

Measures

Among other demographic details, data were obtained regarding the sample’s age, gender, and sector and work experience (Table 1). The survey contained four standard measures: POS, WH, OT and OCB; the following standardized instruments were employed in the study: perceived psychological support was assessed using an 8-item scale that was adapted from Eisenberger et al. (1986). The WH variable was measured using a 9-item scale that was adapted from Salas-Vallina and Alegre’s conceptual work in 2021. Tan and Lim’s (2008) 5-item scale was used to assess OT. Lastly, the researcher used the 16-item Likert scale created by Lee and Allen (2002) to measure OCB. A 5-point Likert scale, with 1 denoting strongly disagree, 2 disagree, 3 uncertain, 4 agree and 5 strongly agree, was used to rate the items of all four scales. Cronbach’s α values were higher than 0.70 for every construct. As a result, it exceeded the reliability assessment of 0.70 for internal consistency.

Table 1.

Demographic Profile of the Respondents.

Variables	Indicator	Frequency	%
Gender	Male	210	57.5
	Female	155	42.4
	Total	365	100
Age	Less than 25 years	110	30.13
	26–30 years	101	27.67
	31–35 years	69	18.90
	36–40 years	55	15.06
	41 years and above	30	8.21
	Total	365	100
Experience	Less than 3 years	80	21.91
	3–7 years	135	36.98
	8–11 years	78	21.36
	12–15 years	42	11.50
	16 years and above	30	8.2
	Total	365	100

Results

The mean, standard deviation and Pearson’s correlation values are shown in Table 2. Given that the correlations between the variables were greater than 0.70, a multicollinearity test was performed. Multicollinearity is not an issue when the variance inflation factor is less than 10 (Hair et al., 2010). Additionally, skewness and kurtosis scores were employed to assess the data’s normalcy. Given that the skewness and kurtosis scores were below ±2 and ±3, the results indicated that the data were most likely dispersed (Hair et al., 2010).

Table 2.

Correlation Analysis.

Variables	Mean	SD	1	2	3	4
Perceived organizational support	3.32	0.77	(0.78)**
Workplace happiness	2.60	0.82	0.42**	(0.82)**	–
Organizational trust	3.57	0.99	0.31**	0.38**		(0.71)**
Organizational citizenship behaviour 3.18	1.12	0.38**	0.44**	0.39	(0.85)**

Note: **Correlation is significant at the 0.01 level.

Common Method Bias

When data are gathered from a single source, common technique bias may become an issue. The Harman single-factor test was used to determine whether a common technique bias existed in the present study. When all variables are concentrated under one factor or when the initial component accounts for a significant amount of the overall variation, a common variance problem may occur (Podsakoff et al., 2003). More specifically, the one-factor and four-factor models are compared in Table 3. The one-factor model’s findings show how poorly the data and the model matched. According to the findings, common method variance (CMV) is not a problem in this study.

Table 3.

Model’s Fit Indices.

Model	ϰ²	df	Dϰ²	Ddf	CFI	RMSEA	SRMR
Hypothesized four-factor model	360**	216	–	–	0.91	0.05	0.04
Three-factor model: combines
WH with OT	412**	222	232.42**	3	0.90	0.08	0.06
Two-factor model: combines
WH and OT, POS and OCB	627**	224	385.21**	5	0.85		0.09	0.08
One-factor model	905**	225	512.92**	6	0.81	0.12	0.09

Note: **indicates statistical significance at the 0.01 level (p < 0.01).

Testing of the Hypotheses

Structural equation modelling with 5,000 bootstrap resamples in AMOS was used to evaluate the hypotheses. Figure 2 illustrates the significant and positive relationship between POS and happiness (β = 0.50, p < .01), OT (β = 0.43, p <.01) and OCB (β = 0.30, p < .01). Thus, H₁ through H₃ were supported. Additionally, we showed that OT (β = 0.39, p < .01) and WH (β = 0.36, p < .01) had a positive and significant impact on OCB, confirming H₄ and H₅. Furthermore, as illustrated in Figure 2, there was a positive and substantial indirect relationship between POS and OCB through WH (β = 0.150, 95% CI = 0.040; 0.310) and OT (β = 0.138, 95% CI = 0.080; 0.218). H₆ and H₇ were therefore validated. Due to the strong direct correlation between POS and OCB, the mediation was only partially effective.

Figure 2.

The Results of the Structural Model Estimates.

Measurement Model

Using AMOS 22, a confirmatory factor analysis was conducted to assess the data’s fitness and the research variables’ uniqueness. Table 4 displays items and their loadings. According to Table 3, the suggested four-factor model—which includes POS, WH, OT and OCB—performed better than the fit of the other three competing models and produced a good fit to the data (χ² (215) = 360, CFI = 0.91, RMSEA = 0.05 and SRMR = 0.04). Composite reliability (CR) and average variance extracted (AVE) were estimated as shown in Table 4. The following were the study variables’ CR values: WH (0.90), POS (0.91), OT (0.95) and OCB (0.92). The following were the AVE values: workplace satisfaction (0.90), OT (0.85), POS (0.84) and OCB (0.88). These results imply that the requirements of reliability and convergent validity are satisfied because the values of CR and AVE for every research variable were greater than 0.70 and 0.50, respectively (Fornell & Larcker, 1981). The average shared variance (ASV) was used to evaluate the discriminant validity.

Table 4.

Results for Construct Validity, Factor Loadings and Items.

Items	Standardized Loadings	AVE	CR	ASV
Perceived organizational support
(POS)	0.77	0.84	0.91
POS1	0.82
POS2	0.90
POS3	0.90
POS4	0.91
POS5	0.82
POS6	0.90
POS7	0.80
POS8	0.81
Workplace happiness (WH)	0.85	0.90	0.90
WH1	0.79
WH2	0.82
WH3	0.82
WH4	0.85
WH5	0.85
WH6	0.91
WH7	0.89
WH8	0.90
WH9	0.92
Organizational trust (OT)	0.76	0.85	0.95
OT1	0.90
OT2	0.92
OT3	0.89
OT4	0.87
OT5	0.82
Organizational citizenship behaviour (OCB)	0.92	0.88	0.92
OCB1	0.86
OCB2	0.92
OCB3	0.94
OCB4	0.90
OCB5	0.89
OCB6	0.84
OCB7	0.91
OCB8	0.92
OCB9	0.82
OCB10	0.85
OCB11	0.88
OCB12	0.91
OCB13	0.93
OCB14	0.89
OCB15	0.87
OCB16	0.81

Note: N = 365.

Conclusion and Discussion

Finding out how POS affected extra-role performances was the goal of this study. Our study also sought to determine how happiness and trust affected this interaction. According to the study’s findings, POS positively affects OCB, which is in line with SET and validates prior studies (Alshaabani et al., 2021). Individuals feel obliged to go above and beyond the call of duty to repay the company for its favours when they see high POS levels. This result, however, runs counter to previous studies that failed to uncover an important connection between POS and OCB (Jehanzeb, 2020). Based on SET, employees are expected to adhere to the reciprocity norms, meaning that they will be encouraged to display good behaviours if they believe their company is treating them well (Cropanzano & Mitchell 2005). Therefore, the findings of this study indicate that POS fosters a favourable interaction between workers and organizations, increasing OCB, which is consistent with SET (Chiaburu et al., 2015). When workers feel that the organization cares about their well-being, they are more likely to take voluntary actions that advance the company’s objectives. By fostering a favourable work atmosphere, reaffirming trust and encouraging consistent positive behaviours, this interaction eventually facilitates OCB and adds to a collaborative work culture and increased productivity. Additionally, the results showed that POS had a significant impact on WH. It is said that POS meets a variety of workers’ socio-emotional requirements, improving their well-being at work. This finding is consistent with earlier research by Caesens et al. (2017) and Akgunduz et al. (2023), which found that workers’ subjective well-being improved when they felt their employer was more supportive and concerned. Findings also showed a significant positive link between OCB and WH. It suggests that contented workers are more prone to display OCB. The current study’s findings are in line with past studies showing a clear connection between OCB and employee satisfaction (Williams & Shiaw, 1999). Contented workers have a stronger emotional bond with their company and are more willing to give freely in the organization’s best interests. Happiness increases the inclination to be more amiable, considerate and understanding as well as to help other co-workers. Furthermore, findings show that WH partially mediates the link between POS and OCB. It indicates that POS influences OCB both directly and indirectly through happiness; the rationale behind this link is examined using SET. The current study’s findings further emphasize the crucial role that POS plays in OCB, with OT acting as a mediating factor. According to our research, POS and OT are positively correlated. As a result, people’s faith in the company grows as they perceive it to be supportive. The findings of Wong et al. (2011), Ristig (2009), Eisenberger et al. (1986) and Mayer et al. (1995) were consistent with these findings. They discovered a favourable correlation between POS and OT. Similarly, the data show that POS and OCB have a positive and substantial association. Consequently, people’s OCB rises as they perceive the organization’s support. These findings concurred with those of studies conducted by Farh et al. (2007) and Wong et al. (2011). They discovered a positive correlation between OCB and POS. The aforementioned findings can be explained by stating that the higher the POS of the employees, the stronger the OCB will be and the more likely the employees are to engage in these actions. This study showed a strong connection between OCB and OT. The results of the current research are supported by the following studies: Paillé et al. (2010) and Altuntas and Baykal (2010). In addition, the results demonstrate that OT mediates the relationship between the OCB and POS. According to the explanation of the aforementioned findings, OCB and OT shield organizations from harmful and undesirable behaviours and boost staff members’ propensity to cooperate, share information and cultivate a sense of responsibility (Cetin, 2004). According to the study’s findings, POS employees play a significant part in OCB’s development. As a result, it suggested the most suitable supportive measures required to boost employee motivation and morale.

Theoretical Contribution

This study first looked into how employees’ extra-role behaviour was affected by their perceptions of organizational support. The findings demonstrated that POS has a direct effect on employees’ OCB. These findings imply that employees’ extra-role behaviour towards their jobs and the company as a whole is triggered by their perception of organizational support. Furthermore, by providing additional evidence of the mediating role of happiness in the POS–OCB link, our study advanced SET. Interestingly, contented employees are more likely to act out of character by aiding other staff members without expecting anything in return. Additionally, this study sheds light on how crucial happiness is for the occurrence or demise of extra-role behaviour. Last but not least, this study is among the few empirical studies that provide evidence for the possible mediation of the relationship between POS and OCB by OT. This field of study is essential for educating organizations about the best ways to promote employees’ extracurricular activities and the value of giving organizational support the top priority.

Managerial Implications

To enhance OCB, organizations must adopt a strategic approach that focuses on building POS, fostering happiness and cultivating trust among employees. Managers play a critical role in driving these changes.

First, organizations should prioritize POS by ensuring employees feel valued and appreciated. Recognizing and rewarding employee contributions, both formally and informally, can significantly boost their morale. For example, timely recognition through appreciation e-mails, team meetings or awards can make employees feel their efforts are acknowledged. Furthermore, supportive workplace policies such as flexible work hours, health benefits and career development opportunities send a clear message that the organization genuinely cares about its people. In parallel, fostering employee happiness is essential for creating a thriving workplace. The happiness of workers can be greatly increased in a supportive workplace that values inclusion, teamwork and open communication. Managers should provide flexible scheduling, wellness initiatives and mental wellness tools to help staff members maintain a positive work–life balance. Engaging employees in team-building exercises, recreational activities and regular celebrations can further enhance WH. These efforts not only boost morale but also encourage employees to contribute beyond their formal job roles. Building OT is equally vital. Managers must ensure transparency in all organizational processes and communicate decisions clearly and consistently. Ethical leadership, where managers act with fairness, empathy and integrity, is critical for building credibility and trust among employees. Additionally, organizations should establish fair and impartial mechanisms for resolving conflicts and addressing employee grievances. This approach fosters a sense of security and reliability, enabling employees to trust their leaders and colleagues. To promote OCB, managers should encourage proactive behaviours by providing opportunities for employees to go beyond their job descriptions. Employees might be motivated to positively contribute to the objectives of the company through initiatives like cross-functional projects or mentorship programmes. Creating a sense of belonging is equally important. Celebrating team successes and emphasizing shared goals can foster a collaborative spirit. Providing regular and constructive feedback further motivates employees to align their efforts with the organization’s vision. The role of happiness and trust as mediators cannot be overlooked. Leadership training programmes should focus on equipping managers with the skills to empower employees and build trust. Regular feedback mechanisms can help organizations assess the levels of happiness and trust among employees, enabling timely interventions. Moreover, implementing happiness-focused initiatives such as mindfulness programmes, gratitude practices and coaching sessions can significantly enhance workplace satisfaction and trust. Employers may foster a positive, trustworthy work atmosphere where staff members feel appreciated and content by incorporating these techniques. This not only strengthens OCB but also enhances overall performance and organizational success.

Limitations and Future Research

While there are advantages to the current research, it also has some drawbacks that should be recognized and addressed in subsequent studies. First, in order to improve the generalizability of the study’s findings, researchers should collect data from various businesses and geographical areas. This would help us determine whether the associations found in the study hold true in various settings. Researchers can also look into how demographic factors such as age, gender and experience may affect the connection between OCB and POS. Researchers could learn more about how various employee groups view and react to POS and how this influences their desire to participate in OCB by examining these characteristics. Lastly, additional elements outside happiness and OT that can influence the connection between POS and OCB, such as psychological capital and organizational commitment, could be investigated in future studies. Researchers can better understand what motivates OCB and find more strategies to promote OCB in the workplace by taking a closer look at these characteristics. Lastly, only 25% of the respondents belonged to Generation X, while the remaining respondents represented other generations. Due to this uneven generational distribution, the study was unable to conduct a detailed comparative analysis across different generations.

Footnotes

Declaration of Conflicting Interests

The authors declared no potential conflicts of interest with respect to the research, authorship and/or publication of this article.

Funding

The authors received no financial support for the research, authorship and/or publication of this article.

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