Introduction

 Organizational citizenship behavior (OCB) is a person's voluntary commitment within an

organization or company that is not part of his or her contractual tasks.

Organizational citizenship behavior has been studied since the late 1970s. Over the past three
decades, interest in these behaviors has increased substantially. Organizational behavior has been
linked to overall organizational effectiveness, thus these types of employee behaviors have
important consequences in the workplace. Here are some points one should know about ocb:

 Employees who feel organizational citizenship will “go the extra mile” out of personal
motivation – identifying these motivations can lead to increased performance and job
satisfaction
 Expecting or formalising this behaviour can lead to job creep or an unhealthy work/life
balance; but letting it go unrecognised may diminish motivation
 Positive OCBs reduce the need for supervision, improve workplace morale and result
in cost- saving suggestions — all of which free up managerial time
 Individuals are forward-thinking in the behaviors they exhibit, and tend to select those
behaviors that they hope will be part of their future role
 Employees who are willing and happy to go beyond formal job requirements will help
organizations cope with change and unpredictable circumstances.

Preamble

Organizational citizenship emerged in the early 1980s to describe employee behavior within
different organizations’ social systems. Since then, it has developed into a significant field of
study because of the growing importance of autonomous and team-based work in place of
strict, traditional hierarchies (. As a result, understanding organizational citizenship behavior
(OCB) is increasingly necessary to the maintenance of organizations’ social systems and
employee roles within them. On both a macro level, in terms of the changing nature of all
organizations, and a micro level, with respect to individual organizations, the role of
employees – and their OCBs – is fundamental:

As working under changing circumstances becomes an essential feature of organizations,

organizations will necessarily become more dependent on individuals who are willing to
contribute to successful change, regardless of formal job requirements.

But, indeed, what are the personal traits and organizational conditions that encourage
individuals to contribute beyond their formal job requirements? What compels someone to
help a colleague’s fundraising efforts or bring in snacks for the office? This review delves into
the OCB literature that seeks to answer these questions, as well as the major threads and
tensions in this work. It broadly maps the dimensions of OCBs that describe how and why
workers make decisions regarding discretionary effort and the decision to go “above and
beyond.”

In relation to the work of the Mutuality in Business Programmed, a research partnership

between the Said Business School, University of Oxford, and Mars Catalyst, the Mars
Corporation’s internal think tank, organizational citizenship and its related concepts informs
the Programmer’s work on mutuality. Mutuality is the idea that sustained support and
collaboration, by which all parties gain, yields better and more lasting results than short-
termism. In particular, the Programmed is interested in how organizational types and
structures influence mutual behaviors. Scholarship on the concepts discussed in this review
provides a foundation for understanding these behaviours and their antecedents.

Subsequent research complicated the discretionary aspect of the definition. Morisson (1994)
found that OCB was not consistently perceived as “extra-role”, and in fact employees who
considered it “in-role” exhibited more of it. Since this would mean that OCB could in some
cases be expected bysupervisors and co-workers, formal recognition and reward becomes
possible. Organ consequently updated his definition to redefine OCB as the “contributions to
the maintenance and enhancement of the social and psychological context that supports task
performance” (1997: 91). In this redefinition, OCB is still considered distinct from task
performance since it is not explicitly linked to any formal job requirement or reward.
Nevertheless, employees can be aware of the opportunities from OCB, an idea that
Halbesleben and Bellairs integrate into their definition from the point of view of the
individual’s motivation, that “people are motivated to select behaviours that give them the
best opportunity to achieve their future goals with respect to work, which often manifests as
OCBs”.

Subsequent research complicated the discretionary aspect of the definition. Morisson (1994)
found that OCB was not consistently perceived as “extra-role”, and in fact employees who
considered it “in-role” exhibited more of it. Since this would mean that OCB could in some
cases be expected bysupervisors and co-workers, formal recognition and reward becomes
possible. Organ consequently updated his definition to redefine OCB as the “contributions to
the maintenance and enhancement of the social and psychological context that supports task
performance” (1997: 91). In this redefinition, OCB is still considered distinct from task
performance since it is not explicitly linked to any formal job requirement or reward.
Nevertheless, employees can be aware of the opportunities from OCB, an idea that
Halbesleben and Bellairs integrate into their definition from the point of view of the
individual’s motivation, that “people are motivated to select behaviours that give them the
best opportunity to achieve their future goals with respect to work, which often manifests as
OCBs”
Potential Negative Effects of OCB

Although OCB has largely been considered a positive behaviour that benefits the
organization, there are risks and costs associated with it.

A related concept is “compulsory citizenship behaviours,” in which managers expect and

demand workers to do more than is listed in their formal job requirements (Van Dyne and
Ellis, 2004; Vigoda-Gadot, 2006).

For employees who demonstrate OCB, lack of reward from the organization, or lack of
reciprocity from the colleague assisted, may damage motivation. Promoting excellent
employees, however, can also lead to a diminution of OCB, particularly where it was
motivated by the desire for promotion (rather than, for example, a more pleasant work
environment). Hui et al. (2000) and Kim et al. (2013) found that OCBs tended to decline after
promotion was gained, particularly where the individual believed that there was little or no
chance of further promotion.

OCBs can also take time from formal job roles to the point that the main function of the role
is compromised by additional (but unrewarded) expectations. This suggests that organizations,
while fostering OCBs, also need to ensure the cost to employees is not too great over the
longer term.

There are various ways the employees can reflect organizational citizenship behaviour

 Altruism

This type of Organizational Citizenship Behavior is when a person decides to help

someone else without expecting anything in return. In a business setting, this would
likely take the form of a worker choosing to help a co-worker finish a project or a set of
tasks even though the work does not necessarily relate to what they need to get done in
their regular workday.

 Courtesy

This is when a worker is considerate or polite to those they work with. This could look
like a worker taking care to watch their noise levels if they need to speak on the phone
with clients or checking in with co-workers about a troubling personal issue that could
impact their performance.
  Sportsmanship

This principle means an employee decides to stay in good spirits even when something
does not go their way, or when something that creates a considerable amount of
annoyance or frustration. In a regular business setting, this could be exemplified by a
worker refraining from complaining or gossiping about a rejected project proposal.

 Conscientiousness

When employees go above and beyond, the quality of conscientiousness is likely at work.
Coming into work early to finish a project, working to ensure team goals are exceeded for the
quarter, developing a new way to approach a process or procedure even when this duty is not
outlined in their job description are all ways that workers can exemplify this trait.

 Civic Virtue

This is when a worker represents the company they are associated with in a positive light.
This could occur within or outside of the business. It encourages a sense of community and
strong interpersonal ties between co-workers. Employees could engage in this type of
Organizational Citizenship Behavior by speaking favorably about the organization to those
outside of it, participating in charity projects the company participates in, and planning or
attending company-sanctioned social events.

 The Upsides to Organizational Citizenship Behavior

 A Sense of Purpose

Workers feel a more significant sense of purpose and work meaningfulness. This
means that employees feel their work is essential and useful to the company.

 Feeling in Control

Organizational Citizenship Behavior allows employees to feel they have greater

control over the work they do, and how they do it. Workers get the opportunity to
decide what they want to put more time into and how they want to accomplish it.

 A Renewed Sense of Vigor

 When employees feel they are doing good for others or think that they are engaging in
work that means something, it prevents feelings of burnout. Employees can become
re-energized and have a new sense of purpose so they can continue to do work that
furthers company goals.

 Clear Up Role Ambiguity

If a job has not been defined by superiors, leaders can use this as an opportunity to
make the employee’s position fit with work goals and add in elements that encourage
Organizational Citizenship Behavior. As time goes by, roles need to be redefined or
changed to reflect a worker’s skill set better. If leaders are savvy they can work with
employees to work in OCB elements.

 Increased Job Performance

A 2014 study revealed that Organizational Citizenship Behavior led to more

significant job performance which leads to high-quality work and increased
productivity for employers. It also came with the bonus of higher interpersonal
relationships, a reduction in conflict, and lower time costs.

 Engage Early-Career Workers

The same study also showed that workers who did not have a lot of work experience
were open to jumping into Organizational Citizenship Behavior. They were not set in
their ways and were looking for ways to become engaged in the organization.
Encouraging them to get involved in other ways that promote OCB is a good idea.

NEED FOR THE STUDY:

Organizational Citizenship Behaviour plays a great role in the organization where each
individuals
involve in helping others in the organization. They personally commit voluntarily towards the
objectives of companys. This also influences other employees in the organization.

Organization need to make aware about 0CB to each individual in the company where it will
assist
association to improve its productivity and als0 to increase profitability. By implementing OCB
in
organization organizational performance and success, efficiency, effectiveness increases. It also
reduces absenteeism and turnover.

OBJECTIVES OF THE STUDY:

The objectives of the study are as follows:
 To study the demographic profile of the respondent.
 To study about OCB amongst the employees of Joys Palace Hotels and Resorts.
 To find out the job satisfaction of the employees.
 To find out the impact of OCB and job satisfaction of employees.