The Moderating Role of Organizational Tenure on the Relationship between Organizational Culture and OCB: Empirical Evidence from the Ghanaian Banking Industry

Abstract

The engagement in organizational citizenship behaviour is precipitated by several important antecedents in organizations. In this study, the predictive relationship between organizational culture and OCB, and the extent to which the relationship is moderated by the organizational tenure of employees was investigated. Cross-sectional and correlational research designs were utilized to investigate the problem. Data were collected from 277 participants via reliable questionnaires. Pearson correlation, standard regression and hierarchical regression tests were used to test the hypotheses the hypotheses in the study. The result showed that, organizational culture significantly and positively predicted OCB. Also, organizational tenure significantly moderated the relationship between organizational culture and OCB such that long tenured employees were more likely to demonstrate high engagement in OCB than short tenured employees. The findings are consistent with the Attraction-Selection-Attrition and Human Capital theories. The implications for practice and research are discussed.

Keywords: Organizational Culture, OCB, Organizational Tenure, Banking Industry, Ghana