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Background <p>This study introduces a rippleeffect model that links Quality of Work Life (QWL), Psychological well-being (PWB), Organizational Role Stress (ORS), and Organizational Citizenship Behavior (OCB) within Indian universities—a context seldom examined as an integrated system. The aim is to show how QWL propagates through PWB and ORS to influence faculty citizenship behavior, thereby filling a gap in multivariate stress research.</p> Methods <p>Data were collected from 303 permanent faculty members in public and private universities in West Bengal, India. Participants completed validated scales for QWL, PWB, ORS, and OCB. Dimensional scores served as indicators. Reliability was assessed via Cronbach’s α and composite reliability (all ≥ 0.82). Harman’s singlefactor test confirmed negligible commonmethod variance. Hypotheses were tested with structuralequation modeling in AMOS; the model fit was evaluated with CFI, TLI, RMSEA, and SRMR.</p> Results <p>The final model showed a good fit (CMIN/df = 1.76; CFI = 0.92; TLI = 0.91; RMSEA = 0.05). QWL was positively associated to PWB (β = 1.00, <i>p</i> &lt;.001) and negatively associated to ORS (β = − 0.15, <i>p</i> =.021). PWB was associated to reduced ORS (β = − 0.12, <i>p</i> =.002) and increased OCB (β = 0.07, <i>p</i> =.002). ORS has a strong negative association with OCB (β = − 0.51, <i>p</i> &lt;.001). Mediation testing revealed that PWB partly mediated the QWL → ORS pathway, while ORS mediated both QWL → OCB and PWB → OCB. A sequential mediation (QWL → PWB → ORS → OCB) was also significant (β = 0.06, 95% CI = 0.023–0.108). The ripple effect model explained 63% of OCB variance.</p> Conclusions <p>This study reveals how systemic QWL improvements cascade through psychological and stress-related mechanisms to foster prosocial behaviors. It advances organizational stress theory by demonstrating these dynamics in a high-pressure academic context. Practical implications suggest prioritizing workload autonomy, and flexible policies to enhance well-being and institutional performance. The findings highlight the need for holistic, organization-level interventions over individual-focused approaches.</p>

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Organizational role stress, quality of work life, organizational citizenship behavior, and psychological well-being among university faculty members

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2025年5月21日

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  • Roshan Lal Dewangan,
  • Tamaghna Goswami

摘要

Background

This study introduces a rippleeffect model that links Quality of Work Life (QWL), Psychological well-being (PWB), Organizational Role Stress (ORS), and Organizational Citizenship Behavior (OCB) within Indian universities—a context seldom examined as an integrated system. The aim is to show how QWL propagates through PWB and ORS to influence faculty citizenship behavior, thereby filling a gap in multivariate stress research.

Methods

Data were collected from 303 permanent faculty members in public and private universities in West Bengal, India. Participants completed validated scales for QWL, PWB, ORS, and OCB. Dimensional scores served as indicators. Reliability was assessed via Cronbach’s α and composite reliability (all ≥ 0.82). Harman’s singlefactor test confirmed negligible commonmethod variance. Hypotheses were tested with structuralequation modeling in AMOS; the model fit was evaluated with CFI, TLI, RMSEA, and SRMR.

Results

The final model showed a good fit (CMIN/df = 1.76; CFI = 0.92; TLI = 0.91; RMSEA = 0.05). QWL was positively associated to PWB (β = 1.00, p <.001) and negatively associated to ORS (β = − 0.15, p =.021). PWB was associated to reduced ORS (β = − 0.12, p =.002) and increased OCB (β = 0.07, p =.002). ORS has a strong negative association with OCB (β = − 0.51, p <.001). Mediation testing revealed that PWB partly mediated the QWL → ORS pathway, while ORS mediated both QWL → OCB and PWB → OCB. A sequential mediation (QWL → PWB → ORS → OCB) was also significant (β = 0.06, 95% CI = 0.023–0.108). The ripple effect model explained 63% of OCB variance.

Conclusions

This study reveals how systemic QWL improvements cascade through psychological and stress-related mechanisms to foster prosocial behaviors. It advances organizational stress theory by demonstrating these dynamics in a high-pressure academic context. Practical implications suggest prioritizing workload autonomy, and flexible policies to enhance well-being and institutional performance. The findings highlight the need for holistic, organization-level interventions over individual-focused approaches.