Organizational citizenship behavior (OCB) can be defined as discretionary behaviors that an employee

exhibits to benefit the organization, beyond the scope of job requirements. It is not mandated by the job
description, but it is done voluntarily by employees to help the organization achieve its goals (Organ,
Podsakoff, & MacKenzie, 2006). OCB has been found to be positively related to employee performance,
job satisfaction, and organizational commitment (Podsakoff, MacKenzie, Paine, & Bachrach, 2000).
Therefore, promoting OCB among employees is beneficial for both the organization and the employees.
This paper will discuss how organizations can increase OCB among its employees with practical examples
from Zambia.

There are several ways that organizations can increase OCB among its employees. These include
leadership, organizational culture, job design, and employee well-being. These factors will be discussed
in detail below with practical examples from Zambia.

Leadership:

Leadership plays a crucial role in promoting OCB among employees. Leaders who exhibit
transformational leadership behaviors such as inspiration, motivation, and intellectual stimulation are
more likely to inspire employees to engage in OCB (Bass & Riggio, 2006). Transformational leaders also
create a vision of the future and communicate it clearly to their employees, which helps employees to
see the bigger picture and understand how their efforts contribute to the organization's success (Bass,
1998). This sense of purpose and meaning can motivate employees to go the extra mile and engage in
OCB.

Practical example: One of the companies in Zambia that has successfully implemented transformational
leadership behaviors to promote OCB is Zambian Breweries. The company's Managing Director, Jose
Moran, is known for his inspirational leadership style. He motivates his employees by creating a sense of
purpose and vision for the organization. For instance, when the company launched its sustainability
strategy in 2017, Moran communicated the vision and goals of the strategy to all employees. This
strategy aimed to promote responsible drinking, reduce carbon footprint, and promote local sourcing.
Employees were inspired by the vision and saw how their efforts could contribute to the sustainability
goals. As a result, employees engaged in OCB by volunteering in community projects, recycling, and
conserving water and energy.

Organizational culture:
Organizational culture refers to the shared values, beliefs, and behaviors that shape how work is done in
an organization (Schein, 2004). An organizational culture that promotes teamwork, respect, and trust
can create an environment that fosters OCB (Organ et al., 2006). Employees who feel valued and
respected are more likely to engage in OCB to reciprocate the positive treatment. Moreover, an
organizational culture that rewards and recognizes OCB can reinforce positive behaviors and encourage
employees to continue engaging in them (Podsakoff et al., 2000).

Practical example: The Zambia Revenue Authority (ZRA) is an organization that has a strong culture of
teamwork, trust, and respect. The organization has a performance management system that recognizes
and rewards employees who exhibit OCB. For instance, the ZRA has a peer recognition program called
the "Yellow Badge" award. This award is given to employees who go beyond their call of duty to assist
their colleagues, customers or the organization. The award is highly valued in the organization and has
become a source of pride for employees. As a result, many employees engage in OCB to be recognized
and appreciated by their peers and management.

Job design:

Job design refers to the way jobs are structured and organized in an organization (Hackman & Oldham,
1976). Jobs that provide autonomy, skill variety, and feedback can promote employee engagement and
creativity (Amabile, 1997). Moreover, jobs that provide a sense of challenge and meaningfulness can
motivate employees to engage in extra-role behaviors (Grant & Ashford, 2008). Employees who feel that
their jobs are meaningful and challenging are more likely to engage in OCB to make a positive impact on
the organization.

Practical example: The National Pension Scheme Authority (NAPSA) is an organization in Zambia that has
adopted a job design that promotes OCB. The organization has a customer service unit that allows
employees to interact with customers and solve their problems. The customer service unit has a
dashboard that shows the number of complaints and compliments received from customers. Employees
who receive compliments are recognized and rewarded by management. As a result, employees are
motivated to engage in OCB to provide excellent customer service and receive positive feedback from
customers and management.

Employee well-being:
Employee well-being refers to the physical, emotional, and social health of employees (Wright &
Bonnett, 1997). Employees who feel physically and emotionally well are more likely to engage in OCB
(Bolino & Turnley, 2003). Moreover, employees who have strong social support networks are more likely
to engage in OCB as they feel connected to their colleagues and the organization (Podsakoff et al.,
2000).

Practical example: Airtel Zambia is a telecommunications company that has implemented several
employee well-being initiatives to promote OCB. The company has a wellness program that provides
free health check-ups, gym membership, and counseling services to employees. The company also has a
social club that organizes social events and activities for employees. These initiatives promote employee
well-being and foster a sense of community among employees. As a result, employees engage in OCB by
participating in social projects, supporting colleagues in need, and volunteering for charity events.

In conclusion, promoting OCB among employees is beneficial for both the organization and the
employees. Organizations can increase OCB among its employees by adopting transformational
leadership behaviors, promoting a positive organizational culture, designing jobs that provide a sense of
challenge and meaningfulness, and investing in employee well-being. The practical examples from
Zambia demonstrate the effectiveness of these strategies in promoting OCB. Moreover, organizations
that promote OCB are more likely to achieve their goals and build a culture of cooperation, trust, and
empowerment.