This presentation provides an overview of organizational citizenship behavior (OCB). It discusses the history and definition of OCB, elements and types of OCB including altruism, courtesy, sportsmanship, conscientiousness and civic virtue. It also covers independent variables that influence OCB at the individual, group and organizational level. The presentation concludes that OCB is critical for organizational functioning but more work is needed to understand how it facilitates performance, and that OCB contributes to learning between individuals which can enhance the organization.

1. ORGANIZATION BEHAVIOUR
PRESENTATION
ON
ORGANIZATIONAL CITIZENSHIP
BEHAVIOUR
Presented by:
Deepankar Khare – 24/006
Nikhil Nagpal – 24/019
Rahul Tanwar – 24/025

2. CONTENTS
 History of OCB
 What is OCB ?
 Elements of OCB
 Independent Variables
 Conclusion

3. HISTORY
 Dennis organ is generally considered the father of
OCB
 Dennis organ expanded upon Katz's (1964) original
work on OCB
 Dennis organ's (1988) definition of OCB has
generated a great deal of criticism

4. WHAT IS OCB ?
 Individual behaviour that is discretionary, not
directly or explicitly recognized by the formal reward
system, and promotes the effective functioning
of the organization
 Behaviour in which the employee goes beyond
the call of duty
 Behaviour in which the employee goes beyond
the boundaries of their formal job description.

5. ORGANIZATIONAL CITIZENSHIP BEHAVIOUR
(OCB)
 Work behaviour can be seen in terms of in-role and
extra-role behaviour
 willingness to engage in extra-role behaviour id
indicative of high OCB
 OCB is willingness to go the extra mile
 OCB is product of high level of motivation and
commitment

6. CONTD...
 high OCB related to high performance level and
less need for hierarchical control
 individuals become self driven
 also reflective of willingness to be resourceful
beyond immediate role requirement.

7. ORGANIZATION CITIZENSHIP
 Discretionary behaviour
 not part of an employee's formal job requirements
 promotes the effective functioning of organization

8. FIVE TYPES OF OCB
 Altruism
 Courtesy
 Sportsmanship
 Conscientiousness
 Civic Virtue

9. ALTRUISM
 Altruism is defined as the desire to help or otherwise
assist another individual, while not expecting a
reward in compensation for that assistance
 A movement that combines both the heart and
the head

10. COURTESY
 Courtesy is defined as behaviour which is polite
and considerate towards other people
 Courtesy costs nothing, but buys everything

11. SPORTSMANSHIP
 Sportsmanship is defined as exhibiting no
behaviour when something does not go as planned
or when something is being perceived as annoying,
difficult, frustrating or otherwise negative.
 Sportsmanship, Everybody wins !

12. CONSCIENTIOUSNESS
 Conscientiousness is defined a behaviour that
suggests a reasonable level of self-control and
discipline, which extends beyond the minimum
requirements expected in that situation.

13. CIVIC VIRTUE
 Civic Virtue is defined as behaviour which exhibits
how well a person represents an organization with
which they are associated, and how well that person
supports their organization outside of the official
capacity.
 Putting the common good before personal
interest

14. INDEPENDENT VARIABLES
Individual variables
 age, gender, personality, emotion, values, attitude,
ability
 perception, individual decision making, learning,
and motivation
Group Variables
 Norm, communication, leadership, power, politics
Organization system variables
 organizational culture, HR practices

15. CASE STUDY
 Many Japanese corporation have adopted OCB
since 1990’s
 Performance based system
 Org. Culture + leadership + Org. Justice = Org.
Commitment  OCB
 What promotes OCB ?
 Factors that hinder manifestation of OCB
 What can be done to promote OCB ?

16. CONCLUSION
 OCB has a critical relation with organizational
functioning. But little work recovers the internal
mechanism by which OCB facilitate organizational
performance and effectiveness.
 We propose that OCB, especially, the social,
advocacy, functional participation are focuses on
tasks contribute to internal, explorative,
emergent, and exploitation learning between
individual, and consequently enhance
organizational functioning and performance.

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