Employee Competencies, Employee Empowerment, Employee Engagement, and Organizational Citizenship Behavior, A Case of Cavendish University Uganda.
Ndejje University Journal Of Interdisciplinary Studies,
Volume 1, Issue 2 [September 2025]
eISSN:3079-7683
DOI: https://doi.org/10.64080/ndujis.2025.1.2.Sptr004
J Bosco Mpozembizi
Cavendish University Uganda
mpozejb@gmail.com
Abstract
This study examined the relationship between employee competencies, employee empowerment, employee engagement, and Organizational Citizenship Behavior (OCB) at Cavendish University Uganda (CUU). It was motivated by persistent reports of low levels of discretionary staff behavior despite strategic human resource reforms aimed at improving institutional performance. A correlational research design was employed, using structured Likert-scale questionnaires to collect data from 161 Academic, Administrative, and Support staff selected through stratified random sampling, with instrument validity confirmed through expert review and reliability tested using Cronbach’s Alpha. Data were analyzed using SPSS Version 26, applying descriptive statistics, Pearson correlation, and hierarchical regression. The findings revealed that employee engagement was the strongest predictor of OCB (β = .745, p < .001), followed by empowerment (β = .197, p < .001), while competencies showed a weaker and statistically insignificant effect when engagement was introduced (β = –.026, p = .562). The study concludes that OCB at CUU is best fostered through integrated strategies that enhance emotional commitment and perceived autonomy, rather than relying solely on technical competence.


























