ORGANIZATIONAL CITIZENSHIP BEHAVIOR

1. ORGANIZATIONAL CITIZENSHIP
BEHAVIOR
OCB-BUS5110
Presented by:Cihan Baksi

2. CONTENT
 History of OCB
 What is OCB ?
 The Benefits of OCB
 Types of OCB
 Article Analysis
 Example
 Conclusion
 References

3. History of OCB
Dennis Organ is generally considered the father of OCB
Dennis Organ expanded upon Katz’s(1964) original
work on OCB
Dennis Organ’s (1988) definition of OCB has generated
a great deal of critisim

4. What is OCB ?
Organizational citizenship behavior is the technical
psychological term for what can be simply defined as the
compilation of individual behaviors in a group setting.
It was first defined by Dennis Organ in 1988 as "an individual
behavior which is not rewarded by a formal reward system ...
but that, when combined with the same behavior in a group,
results in effectiveness."
In the business world, organizational citizenship behavior has
been linked to work productivity, employee effectiveness, and
other factors which can impact a business in the short or long

5. What is OCB ?
Common examples of business organizational citizenship
behavior occur when employees are grouped together,
which may occur on a regular basis or a part of a special
or temporary assignment.
For example, employees in the marketing department will
display organizational citizenship behavior on a regular
basis because of they are co-workers in the same
department; employees who are put together for a
temporary work assignment will also display
organizational citizenship behavior, albeit on a
temporary basis.
OCB can be divided into two categories, behavior that is
directed towards other individuals (OCBI) and behavior
that is directed towards the organization (OCBO)

6. The Benefits of OCB
OCB has been shown to have a positive impact on employee
performance and wellbeing, and this in turn has noticeable flow-
on effects on the organisation. The correlations between OCB
and job satisfaction is approximately 0.4 (Organ, 1988). There is
empirical evidence for the widely-held belief that satisfied
workers perform better, but this is correlational, not causal.
However, certain types of performance – primarily those related
to citizenship behaviour – will be affected by job satisfaction.

7. Benefits of OCB
 Why does OCB seem to have such compelling effects on
the individual and the success of an organisation? Organ
et al. (2006) has offered the following suggestions. OCB
can:

8. Benefits of OCB
Enhance productivity (helping
new co-workers; helping
colleagues meet deadlines)
Free up resources (autonomous,
cooperative employees give
managers more time to clear
their work; helpful behaviour
facilitates cohesiveness (as part
of group maintenance
behaviour))
Attract and retain good
employees (through creating
and maintaining a friendly,
supportive working
environment and a sense of
belonging)
Create social capital (better
communication and stronger
networks facilitate accurate
information transfer and
improve efficiency)

9. Types of OCB
Altruism(OCBI)
 Altruism is defined as the desire to help or otherwise assist another individual,
while not expecting a reward in compensation for that assistance.
A common example outside of a business setting would be someone who drives
a neighbor to work when their car has broken down, while not expecting gas
money or favors in compensation. In a business setting, altruistic behavior is
generally related to the work or project that the business group is working on.
Someone exhibiting altruistic behavior in a group setting might volunteer to
work on certain special projects, voluntarily helping or assisting other
employees with their work or with other tasks, and volunteering to do
additional work in order to help other employees reduce their own work load.
Altruism in the workplace leads to productivity and effectiveness because it
encourages good inter-employee relations; it can also reduce the stress load
on other employees, such as those who are overwhelmed without a little bit of
help, which will in turn increase productivity.

10. Types of OCB
Courtesy(OCBI)
Courtesy is defined as behavior which is polite and considerate towards other
people. Courtesy outside of a workplace setting includes behavior such as
asking how someone's morning has been or asking after the welfare of a
neighbor's child. In a business context, courtesy is usually exhibited through
behaviors such as inquiring about personal subjects that a coworker has
previously brought up, asking if a coworker is having any trouble with a certain
work related project, and informing coworkers about prior commitments or any
other problems that might cause them to reduce their workload or be absent
from work. Courtesy not only encourages positive social interactions between
employees, which improve the work environment, but they can reduce any
potential stress that might occur from employees who do not have the courtesy
to inform their coworkers about issues such as upcoming absences from
work—and so on.

11. Types of OCB
Sportmanship(OCBO)
Sportsmanship is defined as exhibiting no negative behavior when
something does not go as planned--or when something is being
perceived as annoying, difficult, frustrating or otherwise negative.
Outside of a business context, sportsmanship is most commonly
associated with sports and games--poor sportsmanship, for example,
might occur when a player on a soccer team swears stomps and
argues when their team loses a soccer game. In the context of
business, good sportsmanship is usually related to potential
complaints about work or workloads in addition to negativity
surrounding work-related surprises. For example: Imagine an
employee who submits their proposal to their superior may be
expecting it to be well-received and accepted—it is rejected, instead,
and the employee displays good sportsmanship by not complaining
about the situation to other coworkers or individuals who may report
their behavior to others working for the business.

12. Types of OCB
Conscientiousness(OCBO)
Conscientiousness is defined as behavior that suggests a
reasonable level of self-control and discipline, which
extends beyond the minimum requirements expected in
that situation. In the context of a business setting,
conscientiousness is observed when an employee not only
meets their employer’s requirements—such as coming into
work on time and completing assignments on time—but
exceeds them. Exceeding these requirements, and thereby
showing conscientiousness, could be observed—for
example—by an employee planning ahead to ensure that
they, and their coworkers, do not become overwhelmed in
their work.

13. Types of OCB
Civic Virtue(OCBO)
Civic virtue is defined as behavior which exhibits how well a person represents an
organization with which they are associated, and how well that person
supports their organization outside of an official capacity. For example, how
well someone represents their business and how they may support that
business are all examples of someone's civic virtue.
Examples of civic virtue in a business setting include speaking positively about
the business to friends, family and acquaintances; signing up for business
events, such as charity walking events or fundraiser parties; and generally
supporting the business by always representing the business to the best of
their ability even when they are not working. Civic virtue encourages a sense
of community within a business setting, which has been shown to be linked to
job performance and job satisfaction in employees. Employees who feel a
stronger connection with their place of employment are more likely to be
productive and effective workers, when compared to those who do not share a
sense of community.

14. Article Analysis
Topic:Sleep and Organizational Citizenship
Behavior: The Mediating Role of Job Satisfaction
We examine sleep as an important factor beyond the work domain
that is relevant to organizational citizenship behavior. In a field
study of 87 employees from a variety of organizations, an objective
measure of sleep quantity predicted organizational citizenship behavior
directed toward organizations but not organizational citizenship
behavior directed toward individuals. Additionally, job satisfaction
mediated this relationship.
In a second field study of 85 working college students, we found that
natural variation in daily sleep over the course of a work week predicted
daily variance in organizational citizenship behavior directed toward
both individuals and organizations, and that job satisfaction mediated
these relationships. Based on these findings, we discuss theoretical
and practical implications of sleep-deprived employees.

15. OCB Video
 https://www.youtube.com/watch?v=8p
BbFt9hec0

16. Article Analysis
Sleep and Organizational Citizenship Behavior in Employees:
Sleep can be defined as a state of immobility with greatly reduced responsiveness
(Siegel, 2005) and can be distinguished from a coma or anesthesia by its rapid
reversibility.
A recent survey of over 66,000 Americans indicates that 30% get less than six
hours of sleep per night (Luckhaupt et al., 2010)
OCB is defined as behavior not directly recognized by the formal reward system but
that contributes to organizational effectiveness (Organ et al., 2006). Because
organizational citizenship behavior is not a required part of task performance
and is not directly acknowledged by formal reward systems, employees have
discretion in whether or not to engage in it.
To date, the degree to which engagement in organizational citizenship behavior is
influenced by sleep has not been empirically examined. As described below, we
draw from previous research to contend that sleep influences engagement in
organizational citizenship behavior via its association with job satisfaction.

17. Article Analysis
Hypothesis
Hypothesis 1: Sleep quantity is positively associated with organizational
citizenship behavior directed toward individuals (OCB-I).
Hypothesis 2: Sleep quantity is positively associated with organizational
citizenship behavior directed toward organizations (OCB-O).
Hypothesis 3: Job satisfaction mediates the relationship between sleep
quantity and organizational citizenship behavior directed toward
individuals (OCB-I).
Hypothesis 4: Job satisfaction mediates the relationship between sleep
quantity and organizational citizenship behavior directed toward
organizations (OCB-O)

18. Article Analysis
Sample Structure:
We conducted two field studies to examine the influence of sleep quantity on
organizational citizenship behavior and job satisfaction. Study 1 measured sleep
quantity objectively in a sleep clinic setting and used self-reported ratings of
organizational citizenship behavior and job satisfaction
Participants:
Participants were 87 individuals (29 female) who voluntarily sought
treatment at a sleep clinic located in the East coast of the United States of
America. The sleep clinic collects data from individuals who seek treatment
for difficulties sleeping in the process of diagnosing the reasons for
patients’ sleep difficulties and treating their sleep disorders.
The mean age of the respondent was 47.32 years (SD 10.68 years). This
clinic routinely collects objective data on sleep, providing a unique
opportunity to both measure sleep objectively and to conduct surveys on
work behavior. A requirement of study participation was holding full-time
employment.

19. Article Analysis
Sample Structure:
Measures:
•Sleep quantity
•Job satisfaction
•Age
•Organizational citizenship behavior
•Caffeine intake

20. Article Analysis
Procedure
They collected data from two independent sources. First, laboratory data from the sleep clinic on
participants’ sleep quantities were collected by experienced sleep clinicians who were unfamiliar with
the study’s hypotheses. Second, a questionnaire assessing job satisfaction and organizational
citizenship behavior was completed by participants after their work shift following their visit to the sleep
clinic.
In the process of diagnosing sleep difficulties, the sleep clinicians collected objective data on sleep during a
laboratory study in which participants slept overnight at the clinic. Patients were instructed to arrive at
the sleep clinic on the night of the sleep clinic lab study no later than 9 p.m. After reviewing the protocol
of the clinic laboratory procedures, they were placed in a bedroom in the sleep clinic. Participants were
then observed throughout the remainder of the night and until 7:00 a.m. the following morning.
Participants were not provided any of their sleep data until a scheduled appointment that occurred after
the questionnaire.
After their night in the sleep laboratory, participants were provided with the self-report questionnaire
measuring job satisfaction and organizational citizenship behavior. Only participants who were
scheduled to work a shift the day after their night in the sleep laboratory were invited to participate.
Participants were instructed to complete the measure after the end of their work shift that same work
day, and they were provided with a stamped and addressed return envelope. As an incentive, potential
participants were informed that those who participated would be entered into a drawing for $500. Of the
400 questionnaires that were handed out, 87 were completed and returned, for a response rate of
21.8%

21. Article Analysis
Result
Table 1 shows the means, standard deviations, and correlations among the
measured variables in Study 1. Participants in this study slept an average of five and
a half hours, with a standard deviation of a little less than an hour and a half. This
mean was approximately two hours less than the population estimate, with a
standard deviation approximately 20 minutes less than the population estimate
(Bureau of Labor Statistics, 2010)—a point we return to in the discussion. As
indicated by Table 1, the zero order correlations between sleep and OCBI (.02) and
OCBO (.17) were not statistically significant.

22. Article Analysis
Result
Hypothesis 1 indicated that they expected a positive relationship between sleep quantity
and OCB-I. As shown in Table 2, the standardized regression coefficient for the relationship
between sleep quantity and OCB-I was .06 (p .05), which was in the direction hypothesized
but not significant. Thus, Hypothesis 1 was not supported, in that there was not a
significant direct effect of sleep on OCB-I

23. Article Analysis
Result
Hypothesis 2 indicated that we expected a positive relationship between sleep quantity and
OCB-O. As shown in Table 2, the standardized regression coefficient for the relationship
between sleep quantity and OCB-O was .24 (p .05), which was in the direction hypothesized
and significant. Hypothesis 2 was supported, in that there was a significant direct effect
of sleep on OCB-O. Thus, although there was not a significant zero-order correlation
between sleep and OCB-O, there was a significant relationship when controlling for age and
caffeine
Hypothesis 3 indicated that we expected job satisfaction to mediate the relationship between
sleep quantity and OCB-I. To test this hypothesis, we examined the indirect effect of sleep on
OCB with a bias-corrected bootstrap 95% confidence interval analysis of the indirect effect
(Preacher & Hayes, 2008). A bias-corrected bootstrap 95% confidence interval analysis of the
indirect effect of sleep on OCB-I indicated a significant indirect effect that excluded zero, with
a lower bound of .0004 and an upper bound of .0035. Thus, although there was not a
significant direct effect of sleep on OCB-I, Hypothesis 3 was supported in that there was a
significant indirect effect of sleep quantity on OCB-I
Hypothesis 4 indicated that we expected job satisfaction to mediate the relationship between
sleep quantity and OCB-O. A bias-corrected bootstrap 95% confidence interval analysis of the
indirect effect of sleep on OCB-O indicated a significant indirect effect that excluded zero, with
a lower bound of .0004 and an upper bound of .0038. Thus, hypothesis 4 was supported,
in that there was a significant indirect effect of sleep quantity on OCB-O. Moreover,
when controlling for job satisfaction, there was no longer a significant effect of sleep on OCB-

24. Article Analysis
Discussion
In Study 1, they found a direct effect of sleep on OCB-O but not OCB-I.
However, sleep had significant indirect effects on both OCB-I and OCB-O through
the mediator of job satisfaction.
This highlights the relationship between sleep as a nonwork based factor that is
relevant to organizational citizenship behavior, indicating a spillover effect from home
to work. One limitation of this study was the fact that having participants sleep in a
laboratory setting may have influenced their sleep patterns.
Research indicates some small differences in sleep habits when sleeping alone in
comparison to sleeping next to another person. In many cases, especially with
women, people sleep better next to their partners than they do alone (Dittami et al.,
2007). Moreover, it is possible that sleeping in an unfamiliar context while under
observation and hooked up to EEG devices may be disruptive to sleep. Indeed,
participants in this study had a restricted range in their sleep quantity, such that our
test was a conservative test of the hypotheses. Thus, our lack of support for
Hypothesis 1 may have been a Type II error.

25. Article Analysis
Discussion
A strength of this study was the objective measure of sleep. Moreover, the
participants in this sample were from a broad array of organizations and jobs.
However, participants in this study were recruited from a group of people seeking
treatment for sleep problems, as highlighted by the fact that their sleep means were
lower than population estimates. Although a restriction in range in sleep should
statistically work against our findings and make it more difficult to detect a
relationship between sleep and OCB, the fact that our sample suffered from sleep
problems may still call into question the generalizability of our results. A

26. OCB Example
Millenicom-Employee of the Year
 Millenicom HR division annualy selects a
worker in OCB criterias.They often use
alturism as OCB type
 Every division manager offers only one name
for election and than they vote offered workes,
one worker selected who gets most votes from
managers ,he/she is announced internal portal.
Employee of the year wins small electronic gift.
 My division has 3 awards in last 5 years.

27. Conclusion
Citizenship behaviours come in many distinct shapes and
forms. Traditionally thought of as the worker who ‘goes
above and beyond’ the minimum requirements, it can also
be the employee who takes the initiative and always offers
to lend a hand; the knowledgeable, helpful and cooperative
colleague; the senior staff member who is able to roll with
the punches; or the friendly, approachable manager who
shows the new employees around the office and introduces
them to other staff. All of these types of OCB should be
actively encouraged-employees support the organisation
through enhancing each other’s performance and
wellbeing, and this is reflected in reduced costs and
increased profitability at the organisational level.

28. References
 Zhang, D. ,OCB White Paper.2011, Auckland Universty
 Barnes, C, Ghumman, S, & Scott, B 2013, 'Sleep and Organizational Citizenship Behavior:
The Mediating Role of Job Satisfaction', Journal Of Occupational Health Psychology, 18, 1,
pp. 16-26, Business Source Premier, EBSCOhost, viewed 27 April 2015.
 Retrived from www:
http://www.businessnlpacademy.co.uk/blog/view/5_common_types_of_organizational_citizenship
_behavior/