Psychological empowerment, work engagement, and organizational citizenship behavior among Indian service‐sector employees

Abstract

To ensure the success of their operations and maintain a competitive edge, the leaders of service firms increasingly expect employees to demonstrate organizational citizenship behavior (OCB)—that is, to show initiative, be dedicated to their work, adhere to high‐quality performance standards, and take responsibility for their own professional development. A study of 120 service‐sector employees in India explored the degree to which psychological empowerment and work engagement affect OCB. Its findings suggest the importance of clearly articulating job expectations, providing adequate resources, and setting strategies to foster a sense of meaningfulness, competence, impact on organizational outcomes, and decision‐making authority among those charged with delivering customer service.

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