Unearthing the impact of organizational citizenship behaviour on employee engagement: a study of IT sector in Bangalore

Purpose This study aims to explore the impact of organizational citizenship behaviour (OCB) on employee engagement (EE) in the IT sector in Bangalore, addressing the research gap in understanding the issue of Quiet Quitting and layoffs. Design/methodology/approach The study explores the relationship between organizational citizenship behaviour and EE, using the Podsakoff et al., scale and Gallop’s questionnaire (Gallup’s Q12 employee engagement survey) and employs, confirmatory factor analysis and covariance based SEM modelling. Findings The findings show that OCB and its two components–conscientiousness and altruism–have a positive impact on EE. Findings revealed a statistically significant, positive correlation, suggesting a tendency for individuals with higher OCB to experience higher EE with OCB Conscientiousness and OCB Altruism showing a stronger positive influence on EE. Research limitations/implications The results of this study are subject to certain limitations, which can be addressed in future studies. In this study, three dimensions of OCB are considered, i.e. altruism, conscientiousness. The pertinence of this study is applicable only to the IT sectors of Bangalore. Practical implications The findings of this study are anticipated to serve as a benchmark for enhancing OCB within the IT industry. Social implications Employee performance and engagement are paramount in the IT industry, where retention remains a significant challenge. To address this, organizations must prioritize the improvement of OCB among their employees. The empirical findings of this study will empower managers to implement strategies that foster OCB, ultimately leading to enhanced employee performance and retention. Originality/value OCB and its two components–conscientiousness and altruism–have a positive impact on EE, which has been extensively studied in the IT capital of India.