Organizational Citizenship Behavior (OCB) refers to discretionary behaviors by employees that are not required as part of their job but benefit the organization. These behaviors include altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. Research found OCB to be positively related across manufacturing, banking, and IT organizations and that strengthening organizational culture can foster OCB. Perceptions of job insecurity may encourage behaviors intended to appear beneficial to the organization but that could be unethical. HR managers should be aware of this risk for employees feeling insecure.

2. Organizational Citizenship Behavior is any discretionary work-related behavior that goes beyond
routine duties and which supports one’s social or psychological environment. It comprises
discretionary behaviors, which are not part of the job description, and are performed by the
employee as a result of personal choice. It can also be stated as the behavior within an organization
that is aimed at improving the welfare of an individual, a group or an organization. Organizational
citizenship behavior deals with the actions and behaviors that are not required by workers as their
basic requirements for their jobs. They are not critical to the job, but benefit the team and
encourage even greater organizational functioning and efficiency. Moreover, these behaviors are
perceived as positive by managers and business leaders, and the importance and impact of these
behaviors should be noted.
Instances of Organizational Citizenship Behavior
There are certain principles and ways according to which the Organizational Citizenship Behavior
can be observed and practiced.
They are as follows:
 Altruism: Literally, altruism refers to the belief that the well-being of others is equally, if
not more, important than the well-being or survival of the self. This type of Organizational
Citizenship Behavior is when a person decides to help someone else without expecting
anything in return and the actions reflect that someone is equally concerned about the
wellbeing of others also. For example, this behavior could appear if an employee is helping
his co-employee finish his task irrespective of whether the next person has helped him
earlier or not.
 Courtesy: Literally it refers to politeness in behavior. In the context of Organizational
Citizenship Behavior, it is when the employees behave in a polite and well-mannered way
with one another. This may reflect when the employees of a certain organization show
politeness in their attitude and behavior towards others in the workplace.
 Sportsmanship: This trait refers to the non-complaining behavior. In this context, if
something goes wrong or unexpected for someone in the workplace, he/she should remain
calm and not complain or show frustration. This can be illustrated in the case when an
employee gets lesser rewards than expected and still doesn’t complain, rather focuses on
how he could make the upcoming projects betters.
 Conscientiousness: This is one of the most important traits which must be exhibited by
the employees and it has been one of the primary focus for the employers since ages. It
refers to remain aware and sound about the things happening, which happened and which
will be happening and responding accordingly. It can be exemplified by a worker having a
vivid knowledge of all the events which happened in his project and planning strategies for
the things to come up.
 Civic Virtue: This trait basically deals with the inter-personal ties and relations between
the co-workers. It can be somewhat estimated as the agglomeration of the altruism and
courtesy or the end result of their combination.

3. Give certain examples of organizations where it is practiced and throw light on its
importance and how valuable it has become for survival in the corporate sector (Minimum
2 Organizations).
The basic supposition that this conduct enhances the viability of work gatherings or association.
What supervisors for the most part do: chiefs regularly experience issues in perceiving a portion
of these fine refinements and tend to knot benevolence, kindness, cheerleading, and peacekeeping
into a solitary "helping" conduct dimension. Conceptually, helping conduct is a second-arrange
inactive develop, comprising of: -
 Organ's benevolence
 Courtesy
 Peacekeeping
 A few parts of his cheerleading measurements.
The initial three of these measurements obviously include helping other people with or keeping
the event of, business-related issues.
The impact of Organizational Citizenship Behavior across three dominant Organizations
representing three sectors of the economy namely, Manufacturing, and Information Technology &
Banking.
Organization Citizenship Behavior is those discretionary individual behaviors that employee’s
display which is above and beyond formal role requirements of the workplace and is entirely
individual’s discretion.
Organizational culture provides a framework for using conceptual work and scholarship to
improve an organization’s effectiveness. It is found that it is difficult to find a highly successful
company that does not have a distinctive, readily identifiable organizational culture because of its
powerful effect on performance and long-term effectiveness.
In fact, Organization Citizenship Behavior is those discretionary individual behaviors that
employee’s display which is above and beyond formal role requirements of the workplace and is
entirely individual’s discretion.
Researchers have argued that improving, maintaining or changing organization culture assists in
making organizations more competitive and in helping revitalize declining organizations. Still,
despite this potential importance, organizational culture is still a very controversial area of study
among organizational researchers. Organizations that employ individuals who exhibit
Organizational Citizenship Behaviors are more likely to have effective work groups within the

4. organization. Organizations facing increasing competition and uncertain environments are moving
from bureaucratic structures to new organizational forms characterized as flat.
Organizations have accordingly been relying increasingly on their employees’ willingness to
contribute beyond formal job descriptions and on their leaders to inspire an empowered workforce.
Organizational citizenship behavior, originally conceptualized as extra-role behavior were valued
by the organization but not explicitly recognized by formal reward systems, and leader-member
exchange, have much to offer for the effective functioning of these new forms of organizations.
Considerable empirical evidence has converged on the finding that Organizational Citizenship
Behaviors have a significant impact on managerial performance appraisals and other managerial
decisions. In some cases, these findings indicate that citizenship behaviors have a substantially
greater influence on performance appraisals than objective performance information.
It was found that a high positive relation between Organizational Citizenship Behavior across all
the Organizations. The results also demonstrated a significant level of relation and Organizational
Citizenship Behavior in the individual Organizations as well. For the banking Organization the
relation was significant, similarly, for the IT organization, the relation was also significant again,
for the manufacturing sector, the relation was found to be higher than the average of all the sectors
and highest among the three Organizations under study.
It may be concluded that there are certain factors which relate to the Culture practiced in a
Workplace and which have got a lot to do with inculcating the Organizational Citizenship Behavior
amongst the employees. It indicates a similar result for the Organization, which reiterates the
assumption that culture if nurtured, can inculcate citizenship behaviors in employees within the
Organization. It can be hence speculated that strengthening the cultural roots of an Organization
can lead to observance of Citizenship Behavior across all sectors in a given Organization.
0.47
0.46
0.43
0.32
0.43
0.53
0.37
0.48
0.4
0.47
0.23
0.36
0.52
0.4
0.52
0.51
0.4
0.26
0.46
0.62
0.36
0.57
0.48
0.52
0.27
0.5
0.58
0.39
0.48
0.38
0.43
0.26
0.41
0.58
0.29
RELATION OF OCB VARIABLES ACROSS
ALL ORGANIZATIONS
Altruism Sportsmanship Civic Virtue Conscientiousness Courtesy

5. It was observed that all dimensions of Organizational Culture were found significantly related to
the Organizational Citizenship Behaviors. This further strengthens the assumption that all factors
of Organizational Culture will impact the Citizenship Behaviors. Hence, these results provide
support for the notion that Organizational Culture within the certain framework can potentially
shape the Citizenship Behaviors of the employees in an Organization. Therefore, the results
presented in the current analysis suggest that the most significant determinant of employee
citizenship is the Cultural Phenomena and its capacity to influence people and their behaviors.
The managers’ environmental values are positively related to OCB. This finding is consistent with
the literature on the role of values and ethical concerns to explain the environmental commitment
of, on the positive relationship between environmental management practices and environmental
performance, are confirmed by the findings. The results of the study also demonstrate that
environmental management practices can play a mediating role between OCBEs and
environmental performance.
Although this was not initially said, this relationship can be explained by the managers’ belief in
the efficacy of their own behaviors to improve corporate greening. Therefore, the more managers
perceive that they are capable of performing OCBEs (PBC), the more they also consider the
environmental performance of their organization to be high.
The study revealed that some major dimensions of OCB like altruism, civic virtue and
conscientiousness are imperceptible in the institution under the study. The study also indicated that
organization justice problems in the institution and employees intention to leave the institution are
the major reasons for imperceptibility of OCB in the institution. Furthermore, the finding of the
study showed that altruism, conscientious and civic virtue dimensions of OCB are positively and
significantly correlated with employee’s performance. However, the correlational relationship
between the predictor variables and the dependent variable is found to be strong only between
employee’s performance and altruism. Moreover, the study indicated that fairness perception;
B AN K I N G I T O R G AN I Z ATIO N MAN U F AC TUR ING
51
89
202
0.626
0.635
0.764
RELATION BETWEEN OCB VARIABLES
Series1 Series2

6. individual disposition and leadership styles are major predictors of OCB under the context of the
institution.
Results suggested that although the perception was that employee satisfaction and organizational
citizenship were low, both quantitative and descriptive data indicated these were not and scored
between medium to high. Although employees do not seem very satisfied they are not dissatisfied.
Observation also found this to be valid. This suggests that these might not be the variables that
management should concentrate on improving. Although some literature suggests that there might
be a correlation between employee satisfaction and organizational citizenship, research suggests
there is also a correlation between job dissatisfaction and organizational citizenship if
dissatisfaction is expressed in an active matter. Finally, some literature suggests that if a lack of
fairness is perceived, there is no correlation between job satisfaction and OCB since trust must be
present to influence organizational citizenship. Moreover, the hypotheses were not conclusively
supported quantitatively. High trust was not obtained. Moreover, it was not observed that a strong
correlation existed statistically.
The findings suggest that HR practitioners should be aware that perception of job insecurity
may encourage an employee to depict any type of behavior even if such behaviors are
detrimental to his/her self, in order to be seen as beneficial to the organization. In fact, the
findings contend that such behavior could be unethical in nature. With the increase in
incidences of unethical behavior by the employees, HR managers should be particularly
concerned about the employees who have high job insecurity as such employees may quickly
adopt unethical behaviors which could help them in making their jobs secure.