This study examined the effect of railway traffic controllers’ negative perception of organizational culture on their job demand and job satisfaction in relation to the moderating effect of self-efficacy. Results showed that the aggressive/defensive culture based on power and competition, had a positive (+) effect on job demand and job satisfaction. On the other hand, in the conditional process model in which self-efficacy affects the relationship between organizational culture, job demand, and job satisfaction, self-efficacy played a significant role in lowering the level of job demand, and it contributed to the increase of job satisfaction through a mediating effect. This results suggest the needs for lowering the level of job demand by changing the present aggressive/defensive organizational culture into the constructive one. And also, much consideration for maintaining the level of their self-efficacy should be spent.

This is a cross-culture study looking into how organization’s customer orientation and empowerment influence hotel employees’ three types of OCBs (OCB-O, OCB-I and OCB-C). Using data collected from US and Australia employees, the study found that customer orientation was a significant predictor of employees’ three types of OCBs, while empowerment was only a significant predictor for employees’ OCB-C. Culture was found to moderate the proposed relationships, with stronger relationships observed in US than in Australia.