NAVIGATING ORGANIZATIONAL SPACES: CITIZENSHIP BEHAVIOR, CULTURE, AND PERFORMANCE IN TIEZA, PHILIPPINES

Abstract

This study examined the mediating role of Organizational Citizenship Behavior (OCB) in the relationship between organizational culture and employee performance within the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) in the Philippines. Using a quantitative approach, data were collected from 189 employees through a stratified pen-and-paper survey. Standardized instruments measured organizational culture (Yoo, Donthu, & Lenartowicz, 2011), OCB (Podsakoff et al., 1990), and employee performance (Pradhan & Jena, 2017). Results revealed that TIEZA employees perceive a strong and cohesive culture characterized by high collectivism, uncertainty avoidance, and long-term orientation. OCB was generally high, especially in conscientiousness, courtesy, and altruism, though sportsmanship scored low. Employee performance was rated very satisfactory, with high task and contextual performance but moderate adaptability. Path analysis using the Lavaan package in R confirmed that OCB significantly mediates the relationship between organizational culture and employee performance (β = 0.37, p < .01), indicating that a supportive culture fosters discretionary behaviors that enhance performance outcomes. Demographic analysis showed minimal differences except by gender and employment status, suggesting consistent cultural perceptions across groups. The findings highlight the importance of nurturing a positive and inclusive culture that values recognition, collaboration, and servant leadership to sustain OCB and long-term organizational effectiveness.