Building Superior Performance through Employee Agility and Engagement: The Mediating Role of Organizational Citizenship Behavior

Abstract

Aims: This study examines the influence of employee agility and employee engagement on employee performance, with organizational citizenship behavior (OCB) as a mediating variable. Addressing the inconsistent findings in prior studies, this research integrates three complementary perspectives—Job Demands–Resources (JD-R) Theory, Dynamic Capability View (DCV), and Social Exchange Theory (SET)—to develop a multidimensional model of employee behavior and performance. Study Design: This is a quantitative study using a random sample. Primary data was obtained through questionnaires. Place and Duration of Study: The population was employees in the private sector in Surabaya. The sample size was 216 respondents. The survey was conducted between January and May 2025. Methodology: The research method used a quantitative approach. Sampling was conducted using non-probability sampling and purposive sampling techniques. Data analysis was performed using SEM-PLS. Results: Results reveal that employee agility and engagement significantly and positively affect performance, both directly and indirectly through OCB. The mediation of OCB demonstrates that agile and engaged employees tend to reciprocate organizational support through extra-role behaviors, thereby improving overall performance. Practical Implications: These insights provide meaningful implications for both scholars and practitioners seeking to strengthen employee adaptability, engagement, and sustainable performance in the digital era. Conclusion: This study enriches the theoretical discourse by integrating JD-R, DCV, and SET into a single explanatory model. The results confirm that OCB acts not only as a behavioral outcome but also as a strategic mechanism linking employee capabilities and organizational performance.