THE EFFECT OF PSYCHOLOGICAL

CONTRACT FULFILLMENT ON WORKER

PERFORMANCE AT SAUDI ARABIA

UNIVERSITIES AND THE MEDIATING

EFFECT OF ORGANIZATIONAL CITIZENSHIP

BEHAVIOR

Mesud EssaTayeb

• College of Business Administration, Northern Border University, Arar, Arabia

Saudia.

•mesud.tahtouh@nbu.edu.sa

Jamel Ali Arous

• College of Business Administration, Northern Border University, Arar, Arabia

Saudia.

•jamel.benarous@nbu.edu.sa

Bilal Louail*

• College of Business Administration, Northern Border University, Arar, Arabia

Saudia.

•bilal.louail@nbu.edu.sa

Hamood Alenezi

• College of Business Administration, Northern Border University, Arar, Arabia

Saudia

•hamood.alenezi@nbu.edu.sa

Reception: 12 February 2024 | Acceptance: 11 March 2024 | Publication: 11 April 2024

Suggested citation:

Essa Tayeb, M., Ali Arous, J., Louail, B. and Alenezi, H. (2024). The Effect of

Psychological Contract Fulﬁllment on Worker Performance at Saudi

Arabia Universities and the Mediating Effect of Organizational

Citizenship Behavior. 3C Empresa. Investigación y pensamiento crítico, 13(1),

56-79. https://doi.org/10.17993/3cemp.2024.130153.56-79

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ABSTRACT

This study investigates the role of psychological contract fulfillment as a mediator

between worker performance and organizational citizenship behavior. The

psychological contract encompasses the reciprocal anticipations and responsibilities

that exist between employees and the company. Worker performance encompasses

the manner in which employees carry out their job duties and accomplish performance

objectives. Organizational citizenship behavior, being an optional habit, can

significantly enhance employee performance beyond the formal job expectations. The

study will be conducted within a specific organizational context, and data will be

collected through a survey given to the academic and administrative staff at seven

universities in Saudi Arabia. The hypotheses will be tested and the mediating role of

organizational citizenship behavior will be explored through statistical studies,

including mediation analysis. The results will contribute to a more comprehensive

comprehension of the impact of psychological contract fulfillment on worker

performance through corporate citizenship behavior, offering valuable insights for

firms aiming to improve employee performance.

KEYWORDS

Psychological Contract Fulfillment; Worker Performance; Organizational Citizenship

Behavior; Mediation Analysis.

J.E.L. CLASSIFICATION

M12, J24, I23, C30, D23

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INDEX

ABSTRACT .....................................................................................................................2

KEYWORDS ...................................................................................................................2

J.E.L. CLASSIFICATION ................................................................................................2

1. INTRODUCTION .......................................................................................................4

2. LITERATURE REVIEW AND HYPOTHESIS ............................................................6

2.1. Psychological contract fulfillment and worker performance ...............................6

2.2. Psychological contract fulfillment and organizational citizenship behavior ........7

2.3. Organizational citizenship behavior and worker performance ...........................8

2.4. The mediating effect of OCB-I between psychological contract and worker

performance ............................................................................................................9

3. MATERIALS AND METHODS ................................................................................10

3.1. Data ..................................................................................................................10

3.1.1. Sample Selection ......................................................................................10

3.1.2. Sources of Data .........................................................................................10

3.1.3. Study Model ..............................................................................................10

3.2. Measures ..........................................................................................................11

3.3. Validity and Reliability .......................................................................................11

3.3.1. Tools ..........................................................................................................11

3.3.2. Descriptive Analysis ..................................................................................12

3.4. The Confirmatory factor analysis: ....................................................................13

4. RESULTS AND DISCUSSION ................................................................................15

4.1. The direct effect analysis .................................................................................16

4.2. The indirect effect analysis ...............................................................................17

4.3. The mediating effect analysis ...........................................................................18

5. CONCLUSION ........................................................................................................19

RECOMMENDATION ....................................................................................................20

ACKNOWLEDGEMENTS .............................................................................................20

REFERENCES ..............................................................................................................21

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1. INTRODUCTION

In today's highly competitive business environment, organizations face constant

challenges and opportunities that require agile and high-performing employees. The

dynamic change in the environment refers to the continuous and rapid shifts and

transformations that organizations face in various aspects, such as technology,

market conditions, customer preferences, and competition. This dynamic nature of the

environment requires organizations and their employees to adapt and perform

effectively to remain competitive and succeed. Universities and companies need

dynamic performance to grow in today's rapidly changing environment. The field of

education is constantly evolving with advancements in technology and shifting societal

needs. Universities must continually update their programs and curricula to stay

relevant and provide students with the knowledge and skills needed to succeed in the

job market. Universities play a crucial role in advancing knowledge through research

and innovation.

In this context, worker performance refers to the ability of individuals to respond

and develop in a dynamic environment [29][30]. It involves being flexible, innovative,

and proactive in identifying and capitalizing on opportunities and effectively managing

and navigating through challenges and uncertainties. The need for worker

performance arises from recognizing that static and rigid approaches are no longer

sufficient to sustain success in a constantly changing environment. Organizations

must embrace agility, adaptability, and continuous Learning to stay ahead of the curve

and seize emerging opportunities. Organizations recognize that high-performing

employees are a valuable asset [5].

Numerous studies explore various aspects of worker performance, including its

determinants, measurement, and enhancement strategies. Worker or employee

performance can be defined as individual behavior in the workplace and how well the

worker executes the job duties and responsibilities [34]. It encompasses various

dimensions, including the task performance, the contextual performance, and the

counterproductive behavior [37].

By continuously seeking ways to enhance worker’s performances, organizations

can ensure they have the capabilities and agility to respond effectively to changing

market conditions and technological advancements. The skills possessed by workers

directly impact the overall organization's performance. Performance requires a culture

of continuous Learning and skill development [26]. Workers must stay current with

industry trends, acquire new knowledge, and develop new skills to remain effective in

a changing environment. By investing in their skills, workers can contribute to their

organization's performance and adapt to emerging opportunities.

The standard contracts are often rigid and fixed, specifying tasks and duties without

flexibility for change and may not include specific provisions for acquiring new skills

beyond the specified tasks [28]. Those contracts often face criticism for their inability

to accommodate transformations and changes in the external environment. Some of

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the criticisms include a lack of flexibility, Learning and development constraints, and a

Lack of wage and reward flexibility [45].

Social exchange theory emphasizes the reciprocal nature of social relationships

within organizations and how perceptions of exchange influence employees' decisions

to engage in dynamic performance [14][7]. By recognizing and promoting a positive

social exchange, organizations can encourage and reinforce worker performance,

ultimately fostering a positive work environment and enhancing organizational

performance. Social exchange theory focuses on social relationships as exchanges of

resources, where individuals engage in reciprocal interactions with the expectation of

receiving benefits in return [11].

The psychological contract can provide a framework for understanding the

reciprocal nature of the employer-employee relationship. The psychological contract

refers to the unwritten set of expectations, beliefs, and obligations between

employees and their organizations in the context of the employment relationship. It

represents the mutual understanding of what each party expects from the other and

what they perceive as their obligations and entitlements [12][36]. The psychological

contract is not formal or legally binding but an implicit agreement that evolves through

interactions, communication, and experiences between employees and the

organization [15]. In the psychological contract, employees must develop new skills

valued by the employer, successfully perform new tasks in return for opportunities and

resources for career advancement, and take on increased responsibilities within the

firm, enhancing long-time employability and promoting continuous Learning.

Thus, how does psychological contract fulfillment affect worker performance at

Saudi Arabian universities?

Studies have demonstrated that meeting the expectations and obligations of the

psychological contract can result in the development and strengthening of

organizational citizenship behavior [24][10][36]. Employees are more likely to feel

supported by the organization when they sense that their contributions are valued and

their personal and professional growth is fostered. Therefore, does organizational

citizenship conduct also serve as a mediator in the connection between psychological

contract fulfillment and workers' performance at Saudi Arabian universities?

Hence, the objective of this study is to investigate the intermediary impact of

organizational citizenship behavior and get a deeper understanding of how

psychological contract fulfillment affects employee performance, as well as the role

played by organizational citizenship behavior in this mechanism within Saudi Arabian

universities. More precisely, the study seeks to examine the conduct a study on the

structure of psychological agreements among employees at Saudi universities.

Evaluate the extent to which employees demonstrate organizational citizenship

behavior. Analyze the correlation between the fulfillment of psychological contracts

and the performance of workers. Examine the influence of meeting the expectations

outlined in the psychological contract on the performance of employees, both in terms

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of their direct work output and their indirect contributions to the business through

behaviors that go beyond their formal job requirements. Enhance the current

understanding of the correlation between the fulfillment of psychological contracts,

organizational citizenship behavior, and worker performance, with consequences for

the management of organizations and human resource practices.

This article was divided into five important parts: the introduction, the second part

covering literature review and hypothesis, the third part focusing on materials and

methods, the fourth part presenting the results and discussion, and finally the

conclusion, which includes recommendations and future research prospects.

2. LITERATURE REVIEW AND HYPOTHESIS

2.1. PSYCHOLOGICAL CONTRACT FULFILLMENT AND

WORKER PERFORMANCE

The concept of the psychological contract was introduced by Argyris [4] and further

developed by Santos et al., [41]. Define the psychological contract as an "implicit

agreement" resulting from mutual expectations between the organization and its

employees [15]. The parties involved in the contract are not necessarily aware of

these obligations [45]. Rousseau [38] made significant contributions to the

understanding of psychological contracts. And defines the psychological contract as

an employee's belief regarding mutual obligations, which creates the impression of

obligation based on "promises rather than expectations" (such as fair pay, job

security) and obligations towards the organization like loyalty, discipline, sacrifices

[38]. The contract is a binding commitment to an exchange agreement between two or

more parties [39], where the employee is aware of the obligations in the psychological

contract without the explicit declaration of the organization [43][38]. The employees'

perceptions of promises in the psychological contract depend on their understanding

of the organization's practices and future intentions [8].

The psychological contract within employee-employee relationships can be

classified into four broad forms. These forms can differ based on the nature of the

expectations, obligations, and exchanges between employees and organizations [38]

[22]. The relational psychological contract is based on loyalty and stability; the

employee is required to support the organization and commit to its needs and

interests in exchange for the organization's commitment to support the employee's

well-being and interests. The employee is obligated to stay with the organization and

fulfill their tasks, while the organization is committed to providing long-term

employment and compensation.

The transactional psychological contract is based on a transactional relationship;

the contract is usually short-term and limited; the employee is obligated to perform a

limited and specific set of tasks, while the organization commits to limited participation

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in decision-making and limited contribution to training and self-development [43][38]

[22][42].

In the Balanced Psychological Contract (Bpc), the organization commits to

delegating responsibilities, granting access to information, providing tools for goal

achievement, and offering opportunities for self-development. In return, the employee

accepts the organization's goals, commits to demonstrating adaptability to achieve

expected performance, and seeks to acquire necessary competencies, expand skills,

or develop areas of work. This commitment is embodied through external

employability development, internal advancement, and engaging in dynamic

performance [42].

The Transitional contract is when the employee accepts a temporary position that

meets immediate needs but is unsuitable for the long term. These contracts are often

associated with organizations undergoing restructuring or change, where no

expectations can be confirmed due to unclear directions or a future vision [43][38][42].

This contract presents no commitment from either party, so they do not constitute an

accurate psychological contract [23].

Based on the above, the hypotheses would be as follows:

H1: Relational psychological contract fulfillment affects worker performance at

Saudi Arabian universities.

H2: The transactional psychological contract fulfillment affects worker performance

at Saudi Arabian universities.

H3: Balanced psychological contract fulfillment affects worker performance at Saudi

Arabian universities.

2.2. PSYCHOLOGICAL CONTRACT FULFILLMENT AND

ORGANIZATIONAL CITIZENSHIP BEHAVIOR

Organizational Citizenship Behavior refers to the discretionary actions and

behaviors of individuals within an organization that are not explicitly part of their formal

job description but contribute to the overall functioning and effectiveness of the

organization. OCB-i includes helping colleagues, volunteering for additional tasks,

showing courtesy, and offering suggestions for improvement [50]. These behaviors

are not explicitly rewarded or mandated by the organization but contribute to the

overall effectiveness, productivity, and well-being of the workplace [31][35].

When employees perceive that the organization values their contributions and

supports their personal and professional development, they are more likely to feel

supported by the organization. The employees engage in O.C.B. only when they

perceive that their employment relationships are based on social exchange [35][31]

and to reward their organizations for fair treatment. The fulfillment of the psychological

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contract can lead to the emergence and reinforcement of organizational citizenship

behavior [24][10][36][2].

Multiple researches have identified a detrimental correlation between the violation

of the psychological contract and the display of organizational citizenship behaviors

[13][49][36]. Employees' motivation to engage in corporate citizenship activities may

decrease if they perceive a breach of the contract, such as unmet promises or unfair

treatment [13][36]. The findings highlight the significant impact of corporate

commitments and promises in driving employees' behaviors and attitudes, based on

the principle of reciprocity.

H4: The relational psychological contract fulfillment affects the organizational

citizenship behavior at Saudi Arabian universities.

H5: The transactional psychological contract fulfillment affects the organizational

citizenship behavior at Saudi Arabian universities.

H6: The balanced psychological contract fulfillment affects the organizational

citizenship behavior at Saudi Arabian universities.

2.3. ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND

WORKER PERFORMANCE

The relationship between organizational citizenship behavior and worker

performance has been a topic of interest in organizational psychology and

management research. Research has generally found a positive association between

OCB-i and worker performance. Worker performance encompasses various

dimensions, including task performance, contextual performance, and

counterproductive behavior [33].

Task performance refers to the extent to which employees fulfill their formal job

requirements and achieve the objectives of their assigned tasks. OCB-i can have a

positive impact on task performance through various mechanisms. Employees who

engage in OCB-i may be more committed to their organization and have higher levels

of job satisfaction, which can enhance their motivation and effort in performing their

tasks. Additionally, employees who engage in OCB-i may also develop more robust

social networks and positive relationships with colleagues, which can facilitate

information sharing and collaboration, ultimately leading to improved task

performance [1][37][29][30].

Contextual performance, also known as extra-role performance or organizational

citizenship behavior, refers to behaviors that are not directly related to an employee's

formal job requirements but contribute to the organization's overall functioning.

Motowildo et al., [30] suggest that contextual performance can contribute to a more

harmonious work environment. While these behaviors may not consistently be

formally recognized through the reward system, Smith et al., [46] acknowledge that

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they can positively influence supervisory ratings over time. The contextual

performance is often seen as a form of OCB-i. Research has consistently shown a

positive relationship between OCB-i and contextual performance. Employees who

engage in OCB-i are more likely to go beyond their formal job requirements and

engage in behaviors that benefit their colleagues and the organization. This behavior

can improve team dynamics, increase cooperation, and enhance organizational

performance.

Counterproductive behavior refers to actions that can harm the organization or its

members. These actions include behaviors such as theft, sabotage, absenteeism, and

workplace aggression [40]. Research such as Sypniewska [48] and Spector & Fox

[47] have found a negative relationship between OCB-i and counterproductive

behavior. Employees who engage in OCB-i are less likely to engage in

counterproductive behaviors because they exhibit higher commitment, loyalty, and

positive work attitudes. They are also more likely to be invested in the success and

well-being of the organization, which can act as a deterrent to engaging in harmful

actions.

H7: The organizational citizenship behavior affects the organizational citizenship

behavior at Saudi Arabian universities.

2.4. THE MEDIATING EFFECT OF OCB-I BETWEEN

PSYCHOLOGICAL CONTRACT AND WORKER

PERFORMANCE

The mediating effect of OCB-i between psychological contract fulfillment and

worker performance suggests that the relationship between psychological contract

fulfillment and worker performance is partially explained by the extent to which

employees engage in OCB-i. In other words, when employees perceive that their

psychological contract is being fulfilled, they are more likely to engage in OCB-i, which

enhances their overall worker performance.

Studies have provided evidence for this intermediate influence, indicating that when

employees feel greater levels of psychological contract satisfaction, they are more

inclined to exhibit organizational citizenship behavior directed towards individuals,

resulting in enhanced worker performance.

H8: The mediating effect of OCB-i between Rcp and W.P. at Saudi Arabian

universities.

H9: The mediating effect of OCB-i between TrCP and W.P. at Saudi Arabian

universities.

H10: The mediating effect of OCB-i between Bcp and W.P. at Saudi Arabian

universities.

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3. MATERIALS AND METHODS

3.1. DATA

3.1.1. SAMPLE SELECTION

The academic and administrative personnel representing seven (07) Saudi

universities are Northern Border University, King Saud University, King Faisal

University, King Khaled University, Qassim University, University of Hail, and

University of Tabuk. The questionnaires were randomly distributed using the

employees’ emails in the selected universities.

3.1.2. SOURCES OF DATA

Four hundred twenty-three employees answered the questionnaire prepared to test

the hypotheses of this study.

3.1.3. STUDY MODEL

The study is grounded in a theoretical framework that establishes a connection

between the fulfillment of psychological contracts and worker performance. This

connection is mediated by the role of organizational citizenship behavior, as depicted

in Figure 1.

Figure 1. Model of OCB-i as a mediator between psychological contract fulfillment and worker

performance.

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3.2. MEASURES

In order to examine the assumptions, original data was gathered from a sample

comprising academic and administrative personnel from seven (07) Saudi universities.

A questionnaire consisting of questions was designed to measure the study variables.

A Likert scale ranging from "5= I agree strongly Agree" to "1= I strongly Disagree"

assessed all construction aspects. The Rousseau [39] model was used to measure

the psychological contract fulfillment, with four items for each: relational psychological

contract (Rpc), transactional psychological contract (Trpc), and balanced

psychological contract (Bcp). For the worker performance variable, Koopmans al.

(2014) model was used, which utilizes three dimensions: task performance (Tskpr) (5

items), contextual performance (Ctxtpr) (8 items), and counterproductive behavior

(CBve) (5 items). As for the mediator variable "organizational citizenship behavior, the

model used was the Organizational Citizenship Behavior (OCBi) of Spector & Fox [47]

and it consists of 10 items.

3.3. VALIDITY AND RELIABILITY

The Cronbach's alpha coefficient was computed to assess the reliability and

internal consistency of the research instrument. Fornell and Larcker [18] state that a

Cronbach's alpha value greater than 0.6 is deemed dependable, irrespective of the

scale's item count. Table 4 displays the alpha Cronbach value for all variables tested,

ranging from 0.69 to 0.92. Hence, this scale is dependable.

Table 1. Reliability Questionnaire Test

Source: Data analyzed using SPSS

3.3.1. TOOLS

For testing the hypotheses of this study, a set of statistical methods were

employed:

NCronbach's Alpha value

OCBi 10 923

Tskpr 5 0.70

Ctxtpr 8 787

CBve 5 908

Bpc 4 847

Rpc 4 783

Trpc 4 755

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•

Cronbach's alpha reliability analysis assesses the internal consistency of a scale or

measure.

•

Confirmatory Factor Analysis (C.F.A.) examines the underlying structure of a set of

observed variables and confirms the measurement model.

•

Path analysis is used to identify the direct and indirect effects of variables by

examining the relationships between them.

3.3.2. DESCRIPTIVE ANALYSIS

The questionnaire was distributed to academic and administrative staff at 07 Saudi

universities. The responses were collected from 423 employees, and it was found that

From the table, we can observe that the sample used in the study consists of 67.4%

males and 32.6% females. Approximately 44% of the sample individuals have 5-10

years of experience, and 22.2% have work experience exceeding ten years.

Moreover, the percentage of individuals belonging to each university in the sample is

similar, ranging from 7.3% to 18.9%, and this avoids bias in the respondents' answers.

Table 2 presents the displayed results.

Table 2. Personal statistics for the study

Source: Respondents' answers.

NP (%)

Gender :

Male 285 67.4%

Female 138 32.6%

Experience:

1 -5 years 140 33.1%

5-10 years 189 44.7%

> 10 years 94 22.2%

University of employment

Northern border university 74 17.5%

King Saud University 31 7.3%

King Faisal university 54 12.7%

King Khaled university 42 10.00%

Qassim university 63 14.9%

university of Hail

university of Tabuk

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3.4. THE CONFIRMATORY FACTOR ANALYSIS:

Construct validity refers to the extent to which the dimensions of a model align with

the data collected from the study sample and eliminate any measurement errors. This

is assessed using confirmatory factor analysis (C.F.A.), and the results are as follows:

Figure 2. Confirmatory factor analysis (C.F.A.) for the organizational citizenship behavior

Figure 3. C.F.A. for balanced

psychological contract

Figure 4. C.F.A. for Relational

psychological contract

Figure 5. C.F.A. for

Transactional psychological

contract

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Figure 6. C.F.A. for the Worker performance

The four th item in the organizational citizenship behavior dimension was deleted

because the standardized coefficient for the confirmatory factor analysis was less than

0.5 [20]. The confirmatory factor analysis was conducted after that, and the results

shown in Figures 2, 3, 4, 5, and 6 indicate that all standardized coefficients for the

confirmatory factor analysis are higher than 0.5. Therefore, it is valid for statistical

analysis. A set of fit indices were used to ensure the model fit, as illustrated in Table 3.

Table 3. Model Fit Summary

Source: Output SPSS.

Table 3 displays the outcomes of model fit analysis. The CMIN/df ratio for each

index reflects the degree to which the observed data align with the stated model, with

an acceptable range serving as a benchmark. A lower CMIN/df ratio indicates a more

optimal fit; in this investigation, the values were deemed satisfactory as they were

below the threshold of 0.05 [20]. The Standardized Root Mean Square Residual

Fit index Acceptable fit Bcp Rpc Trpc OCBi WP

CMIN/df < 5 2.766 2.112 2.689 3.551 3.654

RMR ≤ 0.08 26 23 25 72 76

CFI ≥0.9 930 951 943 913 901

RMSEA <0.04 0.0033 0.0021 0.0031 37 38

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(R.M.R.), Comparative Fit Index (CFI), and Root Mean Square Error of Approximation

(RMSEA) all obtained acceptable values, suggesting a strong correspondence

between the observed data and the stated model.

4. RESULTS AND DISCUSSION

In this study, we want to examine if the forms of psychological contracts indirectly

affect worker performance through organizational citizenship behavior. A path analysis

model was employed to investigate the direct and indirect effects of a group of

observed variables. The Rcp, Trpc, and Bpc are the independent variables; Wpr is the

dependent variable, and the OCBi is the mediator variable. The research by Baron

and Kenny [6] was one of the fundamental frameworks for how to test mediation. We

proceed with the analysis as illustrated in Figure 7.

Figure 7. The standardized values for the impact of psychological contract forms on

employees' performance through organizational citizenship behavior. Source: Output Amos

The relationships in Figure 7 can be translated through Table 4, which illustrates

the direct and indirect effects of psychological contract fulfillment forms on employees'

performance.

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Table 4. Regression Weights: (Group number 1 - Default model)

Source: Output Amos

4.1. THE DIRECT EFFECT ANALYSIS

The direct effect represents the direct relationship between the independent and

dependent variables. In this study, the effects of Rpc, Trpc, and Bpc on worker

performance are all significant; Table 4 demonstrates that the

-value is smaller than

the significance level of 5%. Therefore, the regression analysis result indicated that

Rpc, TRpc, and Bpc have a positive effect on W.P., where the regression coefficients

were = 0.14, = 0.09, and = 0.23. The interpretation of these results can

be attributed to the nature of each psychological contract. Based on these

conclusions, it can be inferred that the H1, H2, and H3 are confirmed.

A long-term employment arrangement between employees and employers

characterizes relational psychological contracts. These contracts are primarily

established through trust, loyalty, and stability. La Porta et al. [25] explore the

argument that a high level of trust enhances the employee performance of large

organizations in 40 countries. Studies have found that loyal employees are motivated

to perform at their best, contributing to higher productivity and overall performance [3]

[32][16].

The transactional psychological contract defines employment arrangements as

short-term or limited duration. This relationship is primarily focused on exchanging

economic contracts, specified, limited, and narrow job involvement by the employee.

According to Hassan [21] when employees have transactional psychological

contracts, they only perform what they are expected to perform in the contract and, in

return, receive the benefits accordingly.

A balanced psychological contract refers to the mutual agreement between an

employer and an employee, wherein the employee expects career growth and

advancement in return for their high performance on work assignments [17].

Estimate S.E. C.R. P Label

OCBi <--- Rpc 0,852 0,022 37,960 *** par_1

OCBi <--- Bpc 0,475 0,035 13,425 *** par_6

OCBi <--- Trpc -0,020 0,019 -1,032 0,302 par_7

WP <--- OCBi 0,578 0,025 22,681 *** par_2

WP <--- Bpc 0,088 0,022 3,970 *** par_3

W. P. <--- Trpc 0,228 0,010 22,909 *** par_4

WP <--- Rpc 0,142 0,025 5,746 *** par_5

βRpc

βBpc

βTrpc

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4.2. THE INDIRECT EFFECT ANALYSIS

According to Table 4, the Rpc positively affects OCBi, as indicated by a regression

equation, with -value <0.05 and regression coefficient

= 0.852. The results of

this study align with many other studies that have demonstrated a strong impact of

fulfilling the relational psychological contract on organizational citizenship behavior

[44][51][9]. When employee perceives a firm relational psychological contract

characterized by trust, mutual obligations, and support from their organization, they

are more likely to engage in OCBi; this is because a favorable relational psychological

contract fosters a sense of commitment, loyalty, and reciprocity between employees

and the organization, leading employees to go beyond their formal job requirements

and contribute voluntarily to the betterment of the organization. They engage in

discretionary behaviors such as helping colleagues, offering suggestions for

improvement, and participating in activities that enhance the organizational climate.

Overall, a favorable relational psychological contract encourages and motivates

employees to exhibit higher levels of OCBi. Based on these conclusions, it can be

inferred that the hypothesis H4 is confirmed.

The effect of Bcp on OCBi is positive and significant, with

-value <0.05 and

regression coefficient

= 0.475. This result is consistent with many previous

studies, such as Santos et al. (2024). In balanced psychological contact, the

employee has the responsibility to develop his skills, while the employer has a

responsibility to improve employees' long-term employability within or outside the

organization; the employer provides training and advancement opportunities. Studies

like Shih and Chen [44] have confirmed this relationship by explaining that the

balanced psychological contract ensures that employees have a sense of job security,

an emotional connection to the organization, and a defined reward system.

Consequently, employees with a balanced psychological contract are more likely to

engage in organizational citizenship behavior (OCBi) as they strive to maintain a

mutually beneficial employment relationship characterized by fair rewards and

obligations. The hypothesis H6 is confirmed.

Regarding the relationship between the transactional psychological contract and

organizational citizenship behavior, table 4 shows that the

-value =0.302, which is

higher than the significance level of 0.05, and the impact is not statistically significant.

The transactional psychological contract may not significantly affect organizational

citizenship behavior for several reasons. Firstly, the psychological contract is primarily

based on a transactional exchange between employees and employers, where

employees fulfill their job responsibilities in exchange for tangible rewards such as

salary, benefits, and promotions. This type of contract focuses more on the formal

obligations and specific tasks outlined in the employment agreement rather than

fostering a sense of discretionary behavior or going above and beyond what is

required. Secondly, the transactional psychological contract is often characterized by

a limited scope of obligations and expectations, primarily centered on fulfilling

contractual duties. This narrow focus may encourage employees to refrain from

βRpc

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engaging in OCBi, which involves voluntary and extra-role behaviors that contribute to

the organization's overall well-being. From this conclusion, the hypothesis H5 is

rejected.

This study demonstrates further results; the effect of OCBi on W.P. is significant

and positive, with -value <0.05 and regression coefficient = 0.578; this is similar

to other studies [31][27][19]. The increase in employee initiative behavior can increase

W.P. This result can be explained by improved productivity among colleagues and the

optimization of resources to align them with production objectives. Based on this

result, the hypothesis H7 is confirmed.

4.3. THE MEDIATING EFFECT ANALYSIS

In order to test whether organizational citizenship behavior plays a mediating role

between the fulfillment of the psychological contract and employee performance, this

relationship will be tested using the bootstrapping method. This method does not

require the data distribution to be expected, and it is suitable for both small and large

samples. Unlike the Sobel test, this method can be applied to various sample sizes.

According to Table 5, the indirect effect of Rpc and Bpc on W.P. by the mediating

effect of OCBi is significant (

-value <0.05) with the regressions coefficients 0.493

and 0.275. It should be noted that the effect of Rpc and Bpc increased from 0.14 and

0.09 to 0.49 and 0.27. Similarly, this result showed that organizational citizenship

behavior partially mediated the relationship between relational and balanced

psychological contracts on worker performance. Based on these results, the

hypotheses H8 and H10 are confirmed.

On the other hand, the mediating effect between organizational citizenship behavior

and employee performance through transactional psychological contracts is not

significant. The -value for this relationship is greater than 0.05, indicating a non-

significant relationship between transactional psychological contracts and employee

performance, and that means that hypothesis H9 is confirmed.

Table 5. Indirect Effects (Group number 1 - Default model)

Source: Output Amos

βRpc

WP OCBi

Sig

Lower Bound Upper Bound

Trpc -0.011 0.000 -0.035 0.190 0.417

Bpc 0.275 0.000 0.210 0.364 0.000

Rpc 0.493 0.000 0.404 0.606 0.000

OCBi 0.000 0.000 0.000 0.000 0.000

-value

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5. CONCLUSION

This study investigated the role of mediation in the relationship between the

fulfillment of psychological contract forms and worker performance. The study's

findings provide insight into the intricate connection between these two concepts and

highlight the significance of taking into account mediating elements while

comprehending their relationship.

The analysis demonstrated that the satisfaction of relational and balanced

psychological contracts has a substantial and favorable influence on worker

performance. This suggests that employees are more inclined to achieve higher levels

of performance when they perceive that the organization is meeting their

psychological contracts. Nevertheless, a more thorough analysis of the mediating

impact revealed that O.C.B. plays a crucial role in this association. The mediating

effect analysis revealed that Organizational Citizenship Behavior (O.C.B.) functions as

a mediator between the fulfillment of relational and balanced psychological contracts

and worker performance. When employees feel that their psychological agreements

are being met, they are more inclined to participate in discretionary activities that go

beyond their official job obligations. Engaging in behaviors such as assisting

colleagues, willingly taking on extra responsibilities, and demonstrating commitment to

the organization all contribute to enhanced employee performance.

These findings have significant ramifications for both research and practice.

Gaining insight into the mediating influence of Organizational Citizenship Behavior

(O.C.B.) can provide organizations with valuable knowledge regarding the significance

of cultivating a favorable psychological contract environment. Organizations can boost

worker performance by ensuring that employees view their psychological contracts as

met, hence promoting higher levels of O.C.B.

Conversely, the analysis showed that meeting transactional psychological contracts

has a substantial beneficial effect on employee performance. This suggests that when

workers believe that their organization is fulfilling their transactional psychological

contracts, they are more inclined to perform at a superior level. Nevertheless, the

study of mediating effects failed to reveal a substantial involvement of O.C.B. in

mediating this specific association. Although O.C.B. is commonly acknowledged as a

crucial element in employee performance, the results of this analysis indicate that it

does not operate as a mediator in the connection between the fulfillment of

transactional psychological contracts and worker performance. Unexplored mediating

processes or factors may be influencing this association.

The results highlight the significance of meeting the expectations outlined in the

psychological contract to improve worker performance by encouraging corporate

citizenship behavior. Organizations should aim to create and sustain positive

psychological agreements with their employees, cultivating an atmosphere of trust,

equity, and reciprocal responsibilities. By implementing this approach, organizations

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can enhance employees' involvement in organizational citizenship behaviors, which in

turn can result in enhanced worker performance and overall organizational outcomes.

RECOMMENDATION

Based on the findings of this study, we may offer the following set of

recommendations:

•

Enhance awareness and understanding of psychological contracts: Saudi

universities should educate managers and employees about the concept and

importance of psychological contracts. This will help create a shared understanding

of the expectations and obligations between the organization and its employees.

•Foster a supportive work environment: Saudi universities should strive to create a

work environment that fosters trust, fairness, and open communication. This will

contribute to a favorable psychological contract and increase the likelihood of

fulfillment, improving worker performance.

•Strengthen employee engagement initiatives: Saudi universities should implement

strategies to engage employees actively in their work and the organizational

mission. This can be achieved through regular feedback, recognition programs, and

employee involvement and participation opportunities.

•

Encourage and reward organizational citizenship behaviors: Saudi universities

should recognize and reward employees who engage in organizational citizenship

behaviors. This can be done through performance evaluations, promotions, and

incentives. By highlighting and appreciating such behaviors, organizations can

reinforce their importance and encourage their continuation.

•Regularly assess and monitor psychological contract fulfillment: It is essential for

organizations to periodically assess and monitor the level of psychological contract

fulfillment among employees. This can be done through surveys, focus groups, or

individual discussions. By staying attuned to the fulfillment levels, organizations can

identify areas of improvement and take corrective actions if necessary.

•Conduct further research: While this study has provided valuable insights into the

relationship between psychological contract forms fulfillment, worker performance,

and organizational citizenship behavior, further research is needed. Future studies

can explore the impact of different contextual factors, such as organizational culture

and industry-specific dynamics, on this relationship.

ACKNOWLEDGEMENTS

The authors gratefully acknowledge the approval and the support of this research

study by the grant no. BSAA-2022-11-1824 from the Deanship of Scientific Research

at Northern Border University, Arar, K.S.A.

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