Organizational citizenship behavior (OCB) includes voluntary actions that enhance an organization’s functioning but are not part of formal job duties. Various theories such as social exchange, organizational support, normative model, justice theory, and leader-member exchange explain the motivations behind OCB, highlighting the importance of fair treatment, appreciation, and positive supervisor relationships. Fostering a supportive workplace can enhance employee engagement in OCB, improving overall organizational effectiveness.

1. Organizational citizenship
behavior
BY PRAKASH

2. Introduction
 Organizational Citizenship Behavior (OCB)
encompasses actions that aren’t part of an
employee’s formal job description but contribute
positively to the organization’s functioning.
 - Understanding OCB is crucial as it fosters a
supportive and collaborative workplace
environment, leading to enhanced productivity
and employee satisfaction.

3. Social Exchange theory
 According to the Social Exchange Theory,
employees engage in OCB because they
anticipate receiving something valuable in
return, such as recognition, support, or future
favors.
 - This theory suggests that individuals weigh the
potential benefits of engaging in extra-role
behaviors against the effort required.

4. Organizational support theory
 The Organizational Support Theory posits that employees
are more likely to exhibit OCB when they feel appreciated,
valued, and supported by the organization.
 - When employees perceive that their contributions are
recognized and rewarded, they are motivated to go beyond
their formal job duties to support the organization.

5. Normative Model
 The Normative Model suggests that employees
engage in OCB out of a sense of moral obligation or
duty to their organization and colleagues.
 - This model emphasizes the role of internalized
norms and values in influencing employees’
decisions to engage in extra-role behaviors.

6. Justice theory
 According to Justice Theory, employees are more
likely to engage in OCB when they perceive that they
are treated fairly and equitably in the workplace.
 - Fair treatment, including distributive, procedural,
and interactional justice, positively influences
employees’ willingness to go above and beyond
their formal job requirements.

7. Leader-Member Exchange Theory
 Leader-Member Exchange (LMX) Theory focuses on
the quality of relationships between employees and
their supervisors.
 - Employees who have positive, high-quality
relationships with their supervisors are more likely to
exhibit OCB, as they feel a greater sense of loyalty,
trust, and reciprocity.

8. Conclusion
 Understanding the various theories and models of OCB
provides valuable insights into the factors that influence
employees’ willingness to engage in extra-role behaviors.
 - By fostering a supportive and fair workplace environment
and cultivating positive relationships between employees and
supervisors, organizations can encourage and sustain OCB,
leading to improved organizational effectiveness and
employee well-being.

9. Thank You for Listening