http://bmr.sciedupress.com Business and Management Research Vol. 8, No. 3; 2019 Published by Sciedu Press 1 ISSN 1927-6001 E-ISSN 1927-601X The Effect of Employee Engagement on Organizational Citizenship Behaviour: An Empirical Study on an Egyptian University Amira Abd-El Aziz Mohamed Riad 1 , Eglal Hafez 1 , Eahab Elsaid 2 & Nicole Taylor 2 1 Faculty of Commerce, Ain Shams University, Egypt 2 Odette School of Business, University of Windsor, Canada Correspondence: Eahab Elsaid, Odette School of Business, University of Windsor, Canada. E-mail: elsaid@uwindsor.ca Received: June 23, 2019 Accepted: August 5, 2019 Online Published: August 6, 2019 doi:10.5430/bmr.v8n3p1 URL: https://doi.org/bmr.v8n3p1 Abstract The goal of the study is to examine the effect of Employee Engagement (EE) as an independent variable on Organizational Citizenship Behaviour (OCB) as a dependent variable. The study was carried out in an Egyptian public university (Ain Shams University). The data was collected through questionnaires distributed to faculty members. The sample consisted of 318 questionnaires valid for statistical analysis. The methodology used was regression analysis, and structured equation model (path analysis). The study found a positive direct effect of EE on OCB. Keywords: Egypt, Employee Engagement, Organizational Citizenship Behaviour, Path Analysis 1. Introduction and Literature Review Organizations have been focusing on the role of management in how it relates to how committed and loyal employees are to their jobs. In this structural context, organizations have been putting great emphasis on behaviours that might influence organizational performance and effectiveness. As a result, organizations attempt to hire staff who perform their formal role requirements, in addition to going above and beyond their job duties. This paper examines two of the important behaviours that Human Resource Developers (HRD) have recently focused on due to their major role in the development and advancement of the organization. These two behaviours are EE and OCB. The concept of EE is rapidly gaining recognition as a comparison measurement in organizations (Little and Little, 2006). To say the least, EE is one of the drivers of success for any organization (Lakshmi, 2012). OCB has been the focus of attention for management researchers (Podsakoff et al., 2000; Organ and Ryan, 1995; Organ, 1997) since Organ (1988) proposed that OCB could have an effect on the performance of the individual and the organization and thus, it is desirable because it deals with major variables such as: organizational effectiveness and organizational productivity. There has been a large amount of previous research that has studied the following aspects of EE: the concept and evolution of EE (Kaliannan et al., 2015; Maslach, Schaufeli and Leiter, 2001; Schaufeli and Bakker, 2004). How to measure and create models for EE (Harter et al., 2002; Saks, 2006; Shuck et al., 2011; Soeib et al., 2013). The different dimensions of EE (Ariani, 2013; Bakker, 2005; Brown and Leigh, 1996; Cooper-Hakim and Viswesvaran, 2005; Langelann et al., 2006; Llorens et al., 2007; Mauno, Kinnunen and Ruokolainen, 2007; Schaufeli et al., 2006). The main drivers of EE (Markos and Sridevi, 2010; Shaw, 2005). The relationship between EE and the following concepts: job burnout (Babcock-Roberson and Strickland, 2010; Gonzalez-Roma, Schaufeli and Bakker, 2006), job involvement (Mauno, Kinnunen and Ruokolainen, 2007), job satisfaction (Ariani, 2013), self management (Breevaart, Bakker and Demerouti, 2014; Murphy and Ensher, 2001; Raabe, Frese and Beehr, 2007) and organizational success (Avery et al., 2007; Kaliannan and Adjovu, 2015). The different antecedents (predictors) of EE such as: job fit (Resick, Baltes and Shantz, 2007; Shuck, Reio and Rocco 2011), rewards and recognition (Sahoo and Mishra, 2012), perceived organizational/supervisory support (Bates, 2004; Rasheed, Jehanzeb, and Rasheed, 2013; Rhoades and Eisenberger, 2002), organizational justice (Colquitt, 2001), job characteristics (May, Gilson and Harter, 2004), organizational commitment (Ariani, 2013; Soieb, Othman and D’Silva, 2013) and job satisfaction (Abraham, 2012). The different consequences of EE such as: turnover intent (Harter, Schmidt and Hayes, 2002, Saks, 2006) and discretionary behaviours (Lloyd, 2008; Macey and Schneider, 2008).