Organizational Citizenship Behaviour (OCB) significantly contributes to positive outcomes in higher education, yet remains under-researched. This paper explores OCB as a predictor of Perceived Organizational Support (POS), Work Engagement (WE), and Job Performance (JP) among women faculty. Using theories like Social Exchange Theory, Organizational Support Theory, and Job Demands–Resources Theory, it proposes a framework where women faculty's discretionary behaviours foster support perceptions, boost engagement, and enhance performance. Often performing invisible, emotionally demanding roles, recognizing these behaviours improves perceptions of support, leading to greater engagement in terms of vigor, dedication, and absorption which in turn heightens teaching, research, and institutional contributions. Contextualized in Indian, specifically Karnataka, higher education, the study addresses gaps in gender and context overlooked in Western or corporate research. By positioning OCB as a direct predictor rather than just an outcome, it advances theory. Practically, the framework suggests gender-sensitive policies, inclusive evaluations, and supportive cultures to enhance well-being and performance. This provides a foundation for future research and guidance to improve faculty effectiveness and sustainability...
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