What is organisational citizenship behaviour? Discuss different approaches to OCB.

Q. What is organisational citizenship behaviour? Discuss different approaches to OCB.

Organizational Citizenship Behavior (OCB)

Organizational Citizenship Behavior (OCB) refers to voluntary, discretionary actions performed by employees that are not directly part of their job description but contribute positively to the overall functioning of an organization. OCB is considered to be a key determinant of organizational effectiveness and is often associated with improved performance, enhanced teamwork, and a stronger organizational culture. It encompasses behaviors that go beyond the formal expectations of an employee’s role, yet they help create an environment that fosters cooperation, morale, and organizational commitment.

OCB has been the subject of extensive research because it contributes significantly to the social and psychological environment of an organization. While it is not explicitly required or rewarded in the same way that formal job tasks are, it plays a vital role in supporting both individual and collective performance. Dennis Organ, a key scholar in the field, originally conceptualized OCB in the 1980s as behaviors that enhance the psychological environment of the workplace but do not fall within the job description of employees.

Different Approaches to OCB

Understanding OCB requires a multi-faceted approach because it involves different types of behaviors that can manifest in various forms. Researchers have developed different typologies and frameworks to better conceptualize and categorize these behaviors. Below are several key approaches to OCB, each offering unique insights into how these behaviors contribute to organizational success.

1. The Five Dimensions of OCB (Dennis Organ’s Model)

One of the most widely accepted and influential models of OCB is that proposed by Dennis Organ. He identified five distinct dimensions of organizational citizenship behavior that help in categorizing different types of behaviors that employees engage in to support the organization.

· Altruism: This dimension involves helping other employees with their work or providing assistance in times of need. Altruistic behaviors go beyond what is expected and are directed at the welfare of other colleagues. For instance, an employee might offer to help a colleague meet a tight deadline or assist someone with a challenging task. Altruism is often seen as a way of fostering a cooperative and supportive workplace.

· Conscientiousness: This refers to going beyond the minimal requirements of one’s role in terms of work effort, punctuality, and adherence to organizational norms and standards. An employee demonstrating conscientiousness may put in extra effort to ensure tasks are completed with high quality or may follow company rules diligently, even when not explicitly monitored.

· Sportsmanship: Sportsmanship is about maintaining a positive attitude even when faced with challenges or inconveniences at work. Employees who exhibit sportsmanship do not complain excessively about minor setbacks, and they are tolerant of organizational inconveniences, such as delays or changes in plans. Sportsmanship is crucial for maintaining a positive organizational climate and enhancing team cohesion.

· Courtesy: Courtesy involves being respectful and considerate toward others in the workplace. Employees who practice courtesy are mindful of the well-being of their coworkers and avoid behaviors that could create tension or conflict. For example, an employee might ensure they communicate effectively and respectfully, avoiding gossip or negative remarks.

· Civic Virtue: This refers to active participation in the broader organizational environment, such as attending meetings, staying informed about company developments, or showing interest in the organization’s success. Civic virtue behaviors indicate a sense of responsibility toward the organization and demonstrate an employee’s commitment to its long-term well-being.

These five dimensions provide a comprehensive framework for understanding OCB and its impact on organizational dynamics.

2. The Two-Dimensional Model of OCB (Podsakoff et al.)

An alternative approach to understanding OCB is the two-dimensional model proposed by Podsakoff, MacKenzie, Paine, and Bachrach. This model divides OCB into two main categories:

· OCB-I (Individual-directed behaviors): These are behaviors that directly benefit individual coworkers. These actions typically focus on interpersonal relationships and the well-being of colleagues. They align closely with altruism and courtesy from Organ's model. For example, helping a colleague with a heavy workload or offering guidance to a new employee are behaviors that fall under OCB-I.

· OCB-O (Organization-directed behaviors): These behaviors benefit the organization as a whole and are geared toward improving organizational processes, performance, and culture. OCB-O includes actions like demonstrating conscientiousness, attending organizational meetings, or voluntarily participating in corporate social responsibility activities. These behaviors contribute to organizational effectiveness and may not always directly involve interpersonal interactions but still serve to enhance the overall functioning of the organization.

By distinguishing between these two categories, the model helps to clarify how different types of OCB contribute to individual relationships and organizational outcomes in distinct ways.

3. OCB as a Result of Psychological Empowerment (Job Resources Model)

The Job Resources Model (JRM) offers another perspective on OCB, which links these behaviors to the concept of psychological empowerment and the availability of job resources. According to this model, employees are more likely to engage in OCB when they perceive that they have sufficient resources to do their jobs effectively and feel empowered to contribute beyond their prescribed tasks.

The job resources model suggests that when employees have access to supportive leadership, a positive work culture, autonomy, skill development opportunities, and social support from colleagues, they are more likely to engage in OCB. In contrast, employees who feel under-resourced, disengaged, or unsupported are less likely to exhibit OCB, as they may focus solely on their basic responsibilities or become disengaged from the organization.

For example, an employee who has access to a mentor and opportunities for professional development might feel motivated to engage in OCB by helping others with their tasks (OCB-I) or by offering suggestions for improving team processes (OCB-O).

4. OCB and Organizational Justice

Organizational Justice Theory provides a lens through which OCB can be understood in relation to fairness perceptions within an organization. According to this theory, employees who perceive fairness in terms of decision-making processes, interpersonal treatment, and distributive outcomes are more likely to exhibit OCB.

There are three types of organizational justice:

Distributive Justice: This refers to employees’ perceptions about the fairness of outcomes or rewards (e.g., salary, promotions, recognition).
Procedural Justice: This concerns the perceived fairness of the processes used to make decisions and allocate rewards.
Interactional Justice: This is related to the quality of interpersonal treatment employees receive during decision-making processes, particularly in terms of respect, fairness, and transparency.

Employees who perceive high levels of organizational justice are more likely to engage in OCB because they feel valued and supported by the organization. Conversely, employees who perceive injustice may exhibit counterproductive behaviors, such as withdrawal or sabotage, rather than OCB.

For instance, an employee who feels they have been treated unfairly in the distribution of rewards may become disengaged and less likely to help others or contribute to the organization’s success. However, if employees feel that the decision-making process is transparent and that they are treated with respect (high procedural and interactional justice), they may demonstrate behaviors such as sportsmanship, courtesy, or civic virtue.

5. OCB as a Social Exchange Process

The Social Exchange Theory posits that OCB is rooted in the reciprocal nature of relationships between employees and their organizations. According to this theory, employees who perceive that their organization treats them well—providing them with opportunities for growth, recognition, and respect—are more likely to engage in OCB as a form of reciprocity. In other words, employees see their contributions as a way to "pay back" the organization for the support they receive.

Social exchange theory emphasizes the importance of mutual trust and respect in fostering OCB. If employees believe their contributions are recognized and valued, they are more likely to go above and beyond their job descriptions to contribute to the organization's success. However, if the organization does not reciprocate by providing adequate support, employees may withhold OCB and focus solely on their job responsibilities.

For example, if an organization provides development opportunities, rewards hard work, and fosters a supportive environment, employees may be more inclined to engage in behaviors that benefit the organization, such as showing commitment, offering constructive feedback, or volunteering for extra duties.

6. The Role of Leadership in Promoting OCB

Effective leadership plays a crucial role in encouraging OCB within an organization. Transformational leaders, in particular, are often associated with promoting high levels of OCB because they inspire and motivate employees to exceed their job expectations and invest in the success of the organization.

Transformational leadership involves creating a compelling vision, demonstrating enthusiasm and commitment, and fostering an organizational culture that values collaboration, creativity, and mutual respect. Leaders who model OCB through their own behaviors (e.g., showing concern for employees, encouraging teamwork) are likely to inspire similar behaviors in their followers. By providing resources, recognition, and support, transformational leaders cultivate an environment where OCB can thrive.

On the other hand, transactional leadership—which focuses more on exchanges and performance-based rewards—may not be as effective in fostering OCB because it lacks the emphasis on intrinsic motivation and long-term commitment that is characteristic of transformational leadership.

Conclusion

Organizational Citizenship Behavior (OCB) encompasses a wide range of voluntary, pro-social behaviors that contribute to the success and well-being of an organization. These behaviors, though not part of an employee’s formal role, are vital for fostering a positive organizational culture, improving team dynamics, and enhancing overall organizational performance.

Various models and frameworks, such as Dennis Organ’s five dimensions, the two-dimensional model, and the job resources model, provide valuable insights into how OCB manifests in different organizational contexts. Additionally, the role of organizational justice, social exchange processes, and leadership in promoting OCB highlights the complex interplay of individual, interpersonal, and organizational factors that contribute to the development of OCB.

Understanding OCB is essential for managers and leaders seeking to foster a workplace environment that encourages cooperation, morale, and long-term success. By recognizing the various factors that influence OCB, organizations can create a culture that values and nurtures these behaviors, ultimately leading to improved outcomes for both employees and the organization as a whole.