Abstract

This study investigates the impact of job satisfaction on customer-oriented behaviour, with employee engagement serving as a mediator and organizational culture acting as a moderator, among employees of the Afghanistan Oil and Gas Corporation (AOGC). Job Demands–Resources (JD-R) Theory, the study examines how employee attitudes and organizational factors jointly influence customer-focused behaviour. Data were collected from 265 employees using a structured questionnaire and analysed through regression analysis and Hayes’ PROCESS Macro. The results indicate that job satisfaction has a significant positive effect on customer-oriented behaviour (β = 0.430) and employee engagement (β = 0.579). Employee engagement was also found to positively influence customer-oriented behaviour (β = 0.756). Mediation analysis revealed that employee engagement fully mediates the relationship between job satisfaction and customer-oriented behaviour, with a significant indirect effect (β = 0.438, 95%). Furthermore, organizational culture positively affects customer-oriented behaviour (β = 0.873) and significantly moderates the relationship between job satisfaction and customer-oriented behaviour (β = −0.148). The study contributes to the organizational behaviour literature by integrating direct, mediating, and moderating mechanisms within a single framework and providing evidence from Afghanistan. The findings highlight the importance of enhancing employee satisfaction, strengthening engagement, and fostering a supportive organizational culture to improve customer-oriented behaviour and organizational effectiveness.

Keywords

Customer-Oriented Behaviour; Employee Engagement; Organizational Culture