Organizational citizenship behavior

Table of Content

1 Introduction 1

2 Organizational citizenship behaviors and job-related outcomes2

3 Organizational citizenship and organizational performance5

4 Conclusion 7

Reference 8

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1Introduction

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

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2Conclusion

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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Reference

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