Organizational citizenship behavior (OCB) has gone through delicate amendment of
definition since this definition was first created in 1980s (Smith et al., 1983). The reference of
OCB is to whatever chosen by staffs, unexpectedly and of their own agreement, which usually
does not go along with their given rule as per their contract. That is to say, it is optional to do so.
There may not usually a direct and formal recognition or reward from the company for OCB, for
example via salary increases or promotions, even though as a matter of fact, there may be the
reflection of OCB via rating from favorite supervision and colleagues, or nicer via appraisals of
performance. By doing so, there can be the facilitation of an indirect upcoming prize
achievement. Ultimately, and the most importantly, there must be the promotion of the efficient
operation of the corporation via OCB (Organ, 1988). This study aims to provide the general view
of OCB as well as its effects on job-related outcomes and organizational performance.
Figure 1 Types of organizational citizenship behaviour
This study has introduced the general view of organizational citizenship behaviour (OCB).
Moreover, it has presented the effects of three main types of OCB, altruist, conscientious, and
civic virtue on job-related performance. The relationship between OCB and organizational
performance have been provided through theoretical and empirical review.
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