Building Organizational Citizenship Behavior through Employee Competence, Organizational Commitment and Perceived Organizational Support Evidence from Employees of the Currency Management Department, a Central Bank

Abstract

This study examines the effect of employee competence and organizational commitment on organizational citizenship behavior (OCB), both directly and through the mediating role of perceived organizational support (POS), among employees of the Currency Management Department (CMD) of a central bank. A causal-associative quantitative design was applied to 154 of 220 permanent CMD employees selected through purposive sampling. Data were collected via a five-point Likert-scale questionnaire and analyzed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with a two-stage higher-order construct approach in SmartPLS 4. Employee competence and organizational commitment positively and significantly affect both OCB and POS, with POS emerging as the strongest direct predictor of OCB, exceeding the direct effects of both exogenous variables. POS also significantly mediates the effect of competence (VAF = 45.50%) and commitment (VAF = 40.60%) on OCB, confirming a partial mediation mechanism for both paths. Notably, competence proved to be the single strongest predictor in the entire model when directed toward POS, even surpassing commitment's effect on POS. The model explains 49.4% of the variance in OCB and 52.6% of the variance in POS, with a good model fit (SRMR = 0.036; NFI = 0.901). These findings confirm three key insights. First, competence, commitment, and POS each significantly and directly shape OCB, with POS as the dominant driver. Second, POS significantly channels part of competence's and commitment's influence on OCB, confirming it as an active mediating mechanism rather than a parallel construct. Third, and most practically, because this mediation is only partial, strengthening competence and commitment is most effective for OCB when these efforts are paired with visible organizational support, so that gains in X also elevate perceived support (Z), thereby amplifying the ultimate effect on OCB (Y). These findings confirm the relevance of Social Exchange Theory and Organizational Support Theory in explaining extra-role behavior in a public financial institution, particularly in support of sustainable currency-management initiatives such as Green PUR.