| Summary: | Studies in the past have consistently focused on the essential role of organizational citizenship behavior and its relationship with other variables. However, most previous studies paid less attention to organizational citizenship behavior, particularly in public higher education institutions in relation to organizational justice, perceived organizational support, gender and age. Therefore, this study aims at investigating the relationship between organizational justice (procedural, distributive, and interactional justice) with organizational citizenship behavior and the mediating role of perceived organizational support on this relationship. In addition, the moderating role of gender and age on the relationship between perceived organizational support and organizational citizenship behavior are also studied. A total of 520 non-academic employees were selected as respondents of this study using convenience sampling. Data of the study were analyzed using Smart PLS-SEM (structural equation modelling) version 3.0. The structural model results proved that all organizational justice have significant influence on organizational citizenship behavior. The result also shows that perceived organizational support has partial mediating effect on the relationships between procedural justice and organizational citizenship behavior, distributive justice and organizational citizenship behavior and between interactional justice and organizational citizenship behavior. However, the hypotheses that gender and age moderate the relationship between perceived organizational support and organizational citizenship behavior were not supported. Current study contributes to the present literature by recognizing perceived organizational support as mediator of organizational justice (procedural, distributive, interactional justice) and organizational citizenship behavior and adding the moderation role of gender and age in one framework of study. Organizations must incorporate and encourage the practice of organizational support into their human resource practices in order to promote organizational citizenship behavior. In addition, the institutions leaders may help cultivating subordinates' favourable perception of perceived organizational support by passing on clear messages to subordinates that organization cares about and accounted to them.
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