This document discusses organizational citizenship behavior (OCB), which refers to discretionary behaviors that exceed basic job requirements and promote organizational effectiveness. It summarizes key definitions and dimensions of OCB proposed by various researchers. Antecedents that influence OCB like job satisfaction, fairness perceptions, and leadership behaviors are outlined. Benefits of OCB for developing skills, making suggestions, and protecting the organization are highlighted. The document also notes potential pitfalls of OCB and areas for further research.

1. Organization Citizenship
Behaviour
Group 2
Ankur Kandhway (2012069)
Anu Agarwal (2012072)
Apoorva Gupta (2012073)
Balawant Singh (2012088)
Anubha Bhatnagar (2012090)
Chetan Chawhan (2012100)
Chirag Bansal (2012101)
Dhilon Dash (2012108)
Himanshu Aggarwal(2012125)

2. INTRODUCTION:
• Organizational citizenship behavior (OCB)
is referred as set of discretionary
workplace behaviors that exceed one’s
basic job requirements

3. Williams (1988) found a two dimensional
definition of OCB:
• Benefits to the organization in general, such
as volunteering to serve on committees
(OCBO), and
• Benefits directed at individuals within the
organization, such as altruism and
interpersonal helping (OCBI).

4. What is OCB?
“Individual behaviour that is discretionary, not
directly or explicitly recognized by the formal reward
system, and that in the aggregate promotes the
effective functioning of the organization“
By Organ (1988)
“Organizational citizenship behaviour is behaviour
that, although not a part of job of employee, but play
a very important role for the functioning of
organization.”
(Lee and Allen, 2002, p 132)

5. Benefits of Organization Citizenship
Behaviour
• Developing Oneself
Improve their knowledge, skills, and abilities so as to be
better able to contribute to their organizations.
• Making Constructive Suggestions
Voluntary acts of creativity and innovation in
organizations.
• Protecting the Organization
Voluntary acts organizational members engage in to
protect or save life and property.

6. • Organizational Loyalty
Keeping organization goals above individual goals.
• Organizational Obedience
Orientation toward organizational structure, job
descriptions, and personnel policies & rules and
regulations.

7. Job Satisfaction
and
Organisational
Commitment
Role
Perceptions
Leadership
Behaviours and
LMX
Fairness
Perceptions
Individual
Dispositions
Motivational
Theories
Employee Age
Antecedents of OCB

8. • Job satisfaction: It has a positive relationship
with job performance and OCB, which in turn
has a significant influence on employees’
absenteeism, turnover, and psychological
distress
• Role perceptions: Perceptions such as role
conflict and role ambiguity i.e. negatively related
to OCB whereas, role clarity and role facilitation
are positively related.

9. • Fairness perceptions: Fairness or justice
perceptions refer to whether or not employees
feel organizational decisions are made equitably
and with the necessary employee input (usually
called procedural justice)
• Leader behaviours and Leader-member
exchange: The quality of the relationship
between a subordinate and a leader is called
leader-member exchange (LMX). Leadership
appears to have a strong influence on an
employee's willingness to engage in OCB.

10. • Individual dispositions: Personality variables
including positive affectivity negative affectivity,
conscientiousness and agreeableness
predispose people to orientations that make
them more likely to engage in OCB.
• Motivation theories: Motivation measure an
individual's disposition has renewed interest in
examining that an individual's motives may
relate to his or her organizational citizenship
behaviours.

11. • Employees age: Younger employees
coordinates their needs with organizational
needs more flexibly whereas older
employees tend to be more rigid in
adjusting their needs with the organization.

12. Conceptualization and evaluating OCB
Organizational citizenship behavior was
first described by Organ and his
colleagues (Smith, Organ, & Near) in 1983
as having two basic dimensions—
• Altruism, and
• Generalized compliance.

13. 5 Factor Model
• Altruism: being helpful
• Courtesy: being polite and courteous; prevent
conflict
• Conscientiousness: doing more than just the
minimum; attention to detail (prevent/ minimize
error)
• Civic Virtue: showing interest and involvement
(e.g. keeping up to date) with the organization;
defend organizational policies and practices
• Sportsmanship: tolerating less-than-ideal
conditions; accepting of changes and performs
requests without complaints

14. Further Research
• Williams two-dimensional definition of OCB:
1) Benefits to the organization in general, such as
volunteering to serve on committees (OCBO), and
2) Benefits directed at individuals within the organization,
such as altruism and interpersonal helping (OCBI).
• Later in 2001 DiPaola and Tschannen-Moran found that
there are not five separate dimensions of the construct,
or even two for that matter, but rather that one dimension
captures all aspects of OCB.

15. Potential Pitfalls
• Discrimination
• Organizational Justice
• habituation

16. Research in OCB
• OCB may vary across cultural boundaries.
• Helping behaviour enhance performance but also appeared to
have a negative impact on performance in some cases.
• Openness to experience, extraversion, conscientiousness,
and agreeableness were positively related to group
interpersonal citizenship behaviour.
• OCB may improve team processes in task which involve
interdependency among group members.
• OCB may also detract from team performance in task
contexts where workers are more independent.

17. OCB in Practice: Encouraging OCB in
the workplace
Supervisor awareness
Office social environment
Hiring practices