Organisational Citizenship Behaviour (OCB): The Key to Thriving Workplaces

Understanding Organisational Citizenship Behaviour (OCB) is becoming increasingly important for maintaining an organisation’s social systems and defining worker roles within them. As workplaces adapt to ever-changing circumstances, organisations rely more on employees who go beyond their formal job requirements to support successful change and achieve organisational goals. 

OCB refers to voluntary, positive contributions employees make beyond their defined work roles. It differs from task performance because it is not explicitly tied to job descriptions or rewards. However, employees who engage in OCB may still benefit from it, as supervisors often recognize and reward these behaviours with promotions, pay increases, or other career advantages. 

OCB consists of several dimensions, each contributing to organisational sustainability: 

• Altruism – Helping coworkers with tasks or challenges. 

• Conscientiousness – Demonstrating responsibility and compliance beyond the basic job requirements. 

• Courtesy – Taking proactive steps to prevent workplace conflicts. 

• Sportsmanship – Maintaining a positive attitude despite minor inconveniences. 

• Civic Virtue – Actively engaging in organisational governance and decision-making. 

Examples of OCB include giving a coworker a ride home, suggesting ways to improve efficiency, restocking office supplies, or working unpaid overtime to help meet a deadline. These actions are discretionary, driven by personal motivation rather than obligation. 

OCB benefits organisations in several ways: 

✔ Improves Workplace Morale – Employees feel a stronger sense of belonging and teamwork.  ✔ Reduces the Need for Supervision – Managers can trust employees to take initiative.  ✔ Enhances Adaptability – Organisations better handle change and uncertainty.  ✔ Leads to Cost-Saving Innovations – Employees often make valuable efficiency suggestions. 

However, expecting OCB as a formal requirement can lead to job creep (where responsibilities increase without additional compensation) or work-life imbalance. On the other hand, failing to recognise OCB can reduce motivation. Employees often engage in behaviours they believe will benefit their future roles, so organisations must create an environment where OCB is acknowledged and encouraged. 

One of the most effective ways to promote OCB is through procedural fairness. Leaders who make fair and transparent decisions encourage employees to reciprocate with cooperative behaviours, creating a positive cycle that enhances organisational performance. 

Finally, it’s important to recognize that the link between leadership and OCB goes beyond simple encouragement—fair procedures help employees feel valued, reinforcing their sense of belonging and status within the organisation. When employees feel respected, they are more likely to engage in OCB, benefiting both the organisation and themselves. 

References 

Campbell Pickford, H., & Joy, G. (2016). Organisational citizenship behaviours: Definitions and dimensions. Saïd Business School WP, 31. 

Kumari, K., Abbas, J., Hwang, J., & Cioca, L. I. (2022). Does servant leadership promote emotional intelligence and organizational citizenship behavior among employees? A structural analysis. Sustainability, 14(9), 5231.1-18 

Organ, D. W. (2018). Organizational citizenship behavior: Recent trends and developments. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 295-306. 

Podsakoff, P. M., & MacKenzie, S. B. (2014). Impact of organizational citizenship behavior on organizational performance: A review and suggestions for future research. Organizational Citizenship Behavior and Contextual Performance, 133-151. 

Tsai, Y., & Wu, S. W. (2010). The relationships between organisational citizenship behaviour, job satisfaction and turnover intention. Journal of clinical nursing, 19(23‐24), 3564-3574. 

van Dijke, M., De Cremer, D., Mayer, D. M., & Van Quaquebeke, N. (2012). When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models. Organizational Behavior and Human Decision Processes, 117(2), 235-248. 

Xerri, M. J., & Brunetto, Y. (2013). Fostering innovative behaviour: The importance of employee commitment and organisational citizenship behaviour. The International Journal of Human Resource Management, 24(16), 3163-3177.