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The purpose of this paper is to examine the relationship of immediate workspace satisfaction (IWS) and environmental workplace quality (EWQ) on perceived organizational support (POS), engagement and organizational citizenship behaviors (OCBs). In this paper, we draw on social exchange theory and environmental psychology to propose IWS and EWQ as drivers of employee OCBs.

A survey was conducted with 1,206 full-time employees. The EWQ measure was assessed with a randomly selected calibration sample (n = 603). Structural equation modeling was used to analyze the hypothesized model (n = 603).

IWS and EWQ both are positively related to employees’ OCBs. For IWS, the effect was fully mediated by POS while POS and engagement partially mediated the EWQ–OCB relationship.

The survey was conducted at one point in time and may introduce common method variance.

High-quality, satisfying workspace and workplace environments motivate employee OCBs through POS and work engagement.

This study introduces a scale for measuring EWQ. Empirical evidence provided to support the effects of two contextual perceptions—IWS and EWQ—on employee discretionary behaviors.

Acknowledging the importance of work–family practices that extend beyond what is legally mandated and that cover the needs of a diverse workforce, this paper offers a conceptual model that explores the factors that can influence the provision and inclusiveness of work–family policies in organizations.

The conceptual model is based on a thorough literature review of relevant articles in the fields of management and political science.

In line with the upper echelons perspective, chief executive officers’ (CEOs') political ideology is a multidimensional concept, comprising two main dimensions (financial and social) that can influence the provision and inclusiveness of work–family practices. Moreover, the proposed conceptual model considers other important factors, such as the centrality of the CEO's political ideology, as potential moderating factors, as well as the conditional role of institutional pressures. Finally, the proposed model takes into account the important role of line managers/supervisors in the implementation of work–family policies and shows the importance of the provision and inclusiveness of work–family practices for critical organizational outcomes (organizational attraction and turnover).

The proposed conceptual model offers a more in-depth understanding of the factors that influence the provision and inclusiveness of work–family policies.