Organizational Sparrow 2009; Bukhari 2008; Hunt 2002;

Organizational citizenship behavior (OCB) is one of the most researched variable in the human resource management and OCB literature (Organ 1997; Paine and Organ 2000; Podsakoff et al.

2000; Purcell et al. 2009). Numerous researchers have contrasted OCB with extra-role behavior as OCB includes the workers ‘giving’ discretionary behavior which isn’t expressly required by the expected set of responsibilities or part of the job (Chou and Pearson 2011; Purcell et al. 2009).

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Purcell et al’s. (2009) seminal survey of OCB found that discretionary behavior is significantly connected with individuals’ impression of their boss, and how heartily they feel motivate to participate in OCB to respond fair or great treatment from the organization (Coyle-Shapiro et al. 2004; Purcell et al.

2009Organ et al. (2006) characterize OCB as “employee conduct that is advantageous to the corporate, is discretionary and not specifically or clearly recognized by the formal reward system; is fairly a matter of individual choice, such that its oversight isn’t punishable” (p. 3). Mostly, OCB is about ‘going apart from’ one’s work obligations. OCB is about helping coworkers, advancing the company, coming before duty timing and stay even after duty to aid the smooth running of the business; none of which is a prerequisite in the working environment (Organ et al. 2006; Podsakoff et al. 2000; Zur et al. 2012)The empirical findings show that  OCB has a significant and positive connection to organizational outcomes, for example, enhanced organizational performance (Arshad and Sparrow 2009; Bukhari 2008; Hunt 2002; Organ et al.

2006; Podsakoff et al. 2009). OCB is informal participation across individuals and time, without considering any formal reward(Cohen and Avrahami 2006).

Workers can use independent effort or withhold exertion during the execution his or her obligations. Along these lines, it is contended that OCB has a reasonable connection with the organizational performance, and proficiency (Farahbod et al. 2012; Purcell et al. 2009). Moreover, numerous researchers have analyzed workers who encounter high citizenship behaviors which help in boosting organization performance and achievement, for example,profitability, unit effectiveness, and performance evaluation decisions (Bolino et al. 2004; Budhwar et al. 2008; Chou and Pearson 2011; Koys 2001; Naimatullah and Zahir 2010; Organ et al.

2006; Podsakoff et al. 2009; Pond et al. 1997; Whiting et al. 2008).


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