Enhancing Extra-Role Performance in Non-Profit Organizations: The Impact of High-Performance Work Practices on Employee Organizational Citizenship Behaviour (OCB)

Abstract

Purpose: This research explores how extra-role behavior is encouraged at Non-Profit Organizations (NPOs) in Karachi. It focuses on how High Performance Work Practices (HPWP) and Supportive Leadership shape employee Organizational Citizenship Behavior (OCB) through the mediation of Affective Organizational Commitment and the moderation of Mission Valence.

Design/methodology/approach: Combining structure of Social Exchange Theory (SET) and Job Demands-Resource (JD-R) Model, this study utilized a quantitative, cross-sectional research design. 312 employees of registered NPOs in Karachi participated in the study by completing a survey through a non-probability, purposive sampling technique. The conceptual model used was tested with Partial Least Squares Structural Equation Modelling (PLS-SEM) – Smart PLS 4.0.

Findings: The findings suggest that HPWP and Supportive Leadership positively and significantly affect both Affective Organizational Commitment and OCB. In these relationships, Affective Organizational Commitment is a significant mediator. More importantly, Mission Valence significantly and positively moderates the relationship between Affective Organizational Commitment and OCB. This shows that when employees view the organization’s mission as very compelling, their emotional commitment results in greater discretionary work-related behaviors.

Practical implications: The findings indicate for NPO managers and HR practitioners the reason for installing resilient HPWP systems and supportive leadership to create emotional commitment. NPOs must express their mission and internalize the values that support their mission. Strong mission valence encourages employees to act with an increased level of organizational citizenship behavior.

Originality/value: The purpose of this research is to enrich the nonprofit management literature by integrating Social Exchange Theory and the Job Demand-Resources Theory in Karachi’s NGO context which is still largely unstudied. Karachi’s NGOs have shown a great need for this integrative approach and for the application of this unique theory. This research also introduces Mission Valence as a boundary condition in an untapped area of the nonprofit research. We are primarily concerned with understanding the ideological alignment of employees and how it influences the degree to which people express a psychological commitment to a cause and engage in behaviors that exceed the basic expectations of their role.

Keywords: High-Performance Work Practices, Supportive Leadership, Affective Organizational Commitment, Mission Valence, Organizational Citizenship Behaviour, Non-Profit Organizations, Karachi.