What Is Organisational Citizenship Behaviour

What is Organizational Citizenship Behavior (OCB)? Going Beyond the Job Description

Organizational Citizenship Behavior (OCB) is a concept that goes beyond the typical job description. It encompasses the discretionary actions employees take to benefit their organization, going above and beyond their formal role requirements. Understanding OCB is crucial for managers and organizations aiming to foster a positive and productive work environment. This article delves into the definition, dimensions, antecedents, consequences, and measurement of OCB, providing a comprehensive understanding of this vital aspect of organizational effectiveness.

Defining Organizational Citizenship Behavior

OCB isn't about merely fulfilling contractual obligations; it's about proactively contributing to the overall success of the organization. These behaviors are voluntary, not explicitly rewarded (at least not directly), and often exceed the expectations outlined in a job description. Think of it as the extra mile employees willingly go to improve the workplace and contribute to their team's success. This extra effort significantly impacts overall organizational performance and creates a more positive and collaborative work environment.

Dimensions of Organizational Citizenship Behavior

Researchers have identified several key dimensions of OCB. While different models exist, most commonly recognized are:

Altruism: This involves helping other employees with their work-related tasks and problems. This might include assisting a colleague who's fallen behind on a project, mentoring a new team member, or offering support during a crisis. Altruism highlights the prosocial nature of OCB.
Conscientiousness: This focuses on responsible behavior and commitment to the organization's goals. Conscientious employees follow rules and procedures diligently, take initiative, and go the extra mile to ensure their work meets high standards. They are punctual, prepared, and dependable.
Civic Virtue: This dimension reflects active participation in the organization's affairs. Civic virtue involves attending meetings, offering suggestions for improvement, and staying informed about company policies and initiatives. Employees demonstrating civic virtue are engaged and invested in the organization's well-being.
Sportsmanship: This encompasses maintaining a positive attitude and tolerating inconveniences without complaining. Sportsmanship involves being a team player, accepting setbacks gracefully, and supporting colleagues even during challenging situations. It contributes to a positive and supportive work environment.
Courtesy: This refers to being considerate and respectful towards colleagues. Courtesy involves anticipating potential problems and taking proactive steps to avoid conflict, communicating effectively, and showing empathy towards others. This creates a more harmonious and collaborative workplace.

Some researchers also include other dimensions, such as:

Individual Initiative: Taking the initiative to improve work processes or solve problems without being prompted.
Organizational Loyalty: Demonstrating strong commitment and dedication to the organization, even during difficult times.
Personal Initiative: Taking initiative to develop and improve skills.

It's important to note that these dimensions are often interrelated and can overlap. For example, altruism often requires conscientiousness, and civic virtue requires courtesy.

Antecedents of Organizational Citizenship Behavior

Several factors influence whether an employee engages in OCB. These antecedents can be broadly categorized into individual, job, and organizational factors:

Individual Factors:

Personality: Employees with high levels of conscientiousness, agreeableness, and extraversion tend to exhibit higher levels of OCB. Positive affectivity, or a generally positive outlook, also strongly predicts OCB.
Values and Attitudes: Employees who value fairness, teamwork, and organizational success are more likely to engage in OCB. A strong sense of organizational commitment and job satisfaction are also significant predictors.
Personal Traits: Employees who are proactive, self-motivated, and have a strong sense of responsibility are more likely to demonstrate OCB. Emotional intelligence (the ability to understand and manage emotions) also plays a significant role.

Job Factors:

Job Satisfaction: Employees who are satisfied with their jobs are more likely to engage in OCB. This is because job satisfaction creates a positive emotional state, which fosters a willingness to go above and beyond.
Autonomy and Control: Employees who have autonomy in their work and feel a sense of control over their tasks are more likely to exhibit OCB. This is because they feel empowered and valued.
Fairness and Justice: Perceived fairness in the workplace, including equitable compensation and promotion opportunities, significantly influences OCB. Employees who believe they are treated fairly are more likely to reciprocate with positive behavior.
Role Clarity: Clear expectations and understanding of job responsibilities reduce ambiguity and uncertainty, which can enhance OCB. When employees know what is expected of them, they are more likely to exceed those expectations.

Organizational Factors:

Organizational Culture: A positive and supportive organizational culture fosters OCB. Organizations that value teamwork, collaboration, and employee well-being encourage employees to go the extra mile.
Leadership Style: Transformational leadership, characterized by inspiring and motivating employees, is strongly associated with higher levels of OCB. Leaders who provide support, recognition, and opportunities for growth encourage employee engagement.
Organizational Justice: Fair treatment, transparency, and respect for employees' rights are all crucial for fostering OCB. A just and equitable workplace promotes a sense of trust and reciprocity.
Reward Systems: While OCB isn't typically directly rewarded, organizational recognition and appreciation for extra efforts can significantly impact future OCB. Acknowledging and rewarding positive contributions reinforces desired behaviors.

Consequences of Organizational Citizenship Behavior

OCB has significant positive consequences for both individuals and the organization:

Organizational Level Consequences:

Increased Productivity and Efficiency: OCB contributes to a more efficient and productive work environment. Employees who help colleagues, anticipate problems, and take initiative contribute to smoother workflows and faster task completion.
Improved Organizational Performance: OCB is associated with higher levels of organizational performance, including profitability and market share. This is because it creates a positive and productive work environment, fostering collaboration and innovation.
Enhanced Organizational Effectiveness: OCB strengthens organizational cohesion and facilitates the achievement of organizational goals. It fosters a sense of community and shared purpose.
Reduced Turnover and Absenteeism: Organizations with high levels of OCB often experience lower turnover and absenteeism rates. Employees who feel valued and appreciated are more likely to remain committed to the organization.
Improved Customer Satisfaction: OCB can indirectly improve customer satisfaction by creating a more positive and efficient work environment. Employees who go the extra mile are more likely to provide excellent customer service.

Individual Level Consequences:

Increased Job Satisfaction: Engaging in OCB can lead to greater job satisfaction. Helping others, taking initiative, and contributing to the team's success can be personally rewarding.
Enhanced Career Advancement: Employees who consistently demonstrate OCB are often viewed favorably by supervisors, which can lead to promotions and increased career opportunities.
Stronger Peer Relationships: OCB fosters positive relationships with colleagues. Helping others and demonstrating teamwork strengthens social bonds in the workplace.
Improved Mental and Physical Health: Engaging in prosocial behaviors such as OCB can have a positive impact on mental and physical well-being. It can reduce stress and improve overall health.

Measuring Organizational Citizenship Behavior

Measuring OCB involves using various methods, primarily questionnaires and observational techniques. Commonly used questionnaires include:

The Organizational Citizenship Behavior Scale (OCBS): This widely used scale measures the five main dimensions of OCB mentioned earlier.
The Prosocial Organizational Behavior Scale: This scale focuses on the prosocial aspects of OCB, emphasizing the helping and supportive behaviors of employees.

Observational methods involve directly observing employee behavior in the workplace and recording instances of OCB. This can be time-consuming but provides richer data. However, it is susceptible to observer bias.

Frequently Asked Questions (FAQ)

Q: Is OCB always positive?

A: While OCB is generally considered positive, it's crucial to understand that some behaviors might be perceived negatively depending on the context. For example, excessive altruism could lead to neglecting one's own work, and civic virtue could involve involvement in unproductive organizational politics. Therefore, it's essential to assess OCB in a nuanced way, considering its potential downsides.

Q: How can organizations encourage OCB?

A: Organizations can encourage OCB by fostering a positive and supportive work environment, providing clear expectations, recognizing and rewarding positive contributions, promoting fairness and justice, providing opportunities for growth and development, and employing transformational leadership styles.

Q: Is OCB important for all types of jobs?

A: While OCB is beneficial across various job roles, its importance might vary depending on the nature of the work. In highly interdependent teams, OCB is crucial for team effectiveness. However, even in individual roles, some aspects of OCB, such as conscientiousness, can still contribute to organizational success.

Q: How does OCB differ from job performance?

A: Job performance refers to the tasks and responsibilities explicitly outlined in an employee’s job description. OCB, however, goes beyond these formal requirements, encompassing voluntary actions that benefit the organization. While both contribute to organizational success, they are distinct constructs.

Conclusion

Organizational Citizenship Behavior is a critical factor contributing to organizational effectiveness and success. Understanding its dimensions, antecedents, consequences, and measurement is crucial for managers and organizations aiming to foster a positive and productive work environment. By promoting a culture that values and encourages OCB, organizations can cultivate a more engaged, collaborative, and high-performing workforce. While OCB is not always directly rewarded, its positive impact on individual and organizational well-being is undeniable, making it a vital aspect of the modern workplace. Focusing on cultivating the antecedents discussed above—fairness, leadership, a positive work environment, and so on—will create an environment where OCB flourishes naturally.