Browsing by Author "Bontu Tariku Jinfessa"

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    Impact of Employees Support System on Employees' Extra-Role Behaviour (Organizational Citizenship Behaviour), The Mediating Role of Employee Engagement. In the Case of Selected Banks in Ethiopia.
    (AAU, 2025-05-30) Bontu Tariku Jinfessa; Lakew Alemu (PhD)
    This study explores how employee support mechanisms, including work-life balance (WLB), perceived supervisor support (PSS), and self-efficacy (SE), influence extra-role performance, also known as organizational citizenship behavior (OCB), focusing on the mediating role of employee engagement (EE) in selected Ethiopian banks. The study was conducted among 395 employees from Awash Bank, Cooperative Bank of Oromia, and Berhan Bank, utilizing a structured questionnaire to collect quantitative data. Analytical techniques such as descriptive statistics, correlation, multiple regression, and mediation analysis (via SPSS and PROCESS MACRO) were applied. The findings highlights that self-efficacy strongly predicts OCB, while PSS also shows a significant positive influence on both EE and OCB. In contrast, WLB demonstrates a weak direct relationship with EE and no significant direct effect on OCB in correlation, but its influence on OCB is realized indirectly through EE. Mediation analysis further confirms that employee engagement fully mediates the relationships between both WLB and PSS with OCB, whereas the effect of SE on OCB is solely direct, with no significant mediation observed. The regression models explain approximately 43% of the variance in both OCB and EE, indicating a moderate level of predictive power. Overall, the study emphasizes the critical role of fostering self-efficacy and supervisor support to improve employee engagement and promote extra-role behaviors (OCB) that contribute to organizational effectiveness in the Ethiopian banking sector. The results suggest that while work-life balance is valued, its influence on extra-role performance is largely indirect, emphasizing the importance of engagement as a key mechanism. These provide practical suggestions for human resource managers and policymakers seeking to develop targeted interventions that build a more engaged and high- performing workforce in the banking industry