Hotels are under constant pressure from the need to compete, not just the need to respond to rapid changes in the market. Hotels, moreover, must inspire their employees to perform their best and encour- age employees to fulfill their responsibilities as citizens. Academia and industry recognize the importance of organizational citizenship behavior. This study assessed how hotel employees perceive organizational support, psychological empowerment, organizational citizenship behavior, and job performance; and examined the causal relationships among these variables. A total of 513 employees of Taiwan hotels participated in the study. Data was analyzed through descriptive statistics, confirmatory factor analysis, and the structural equation modeling. Results indicated that perceived organizational support and psychological empowerment both posi- tively affected organizational citizenship behavior. Perceived organizational support did not positively influence job performance. Psychological empowerment and organizational citizenship behavior posi- tively influenced job performance. Organizational behavior acted as a partial mediator between perceived organizational support and job performance, as well as between psychological empowerment and job performance. A number of suggestions on theory and managerial implementation were proposed.