Organizational citizenship behavior - Revision history

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	=== Theories of Motivation ===		=== Theories of Motivation ===
	Several prominent theories in psychology and organizational behavior provide insights on the motivations behind OCB. One such theory is Abraham [[Maslow's hierarchy of needs]].<ref>{{Cite journal \|last=Maslow \|first=A. \|date=1943 \|title=A theory of human motivation. \|url=https://doi.org/10.1037/h0054346 \|journal=Psychological Review \|volume=50 \|issue=4 \|pages=370–396 \|doi=10.1037/h0054346 \|s2cid=53326433 \|via=}}</ref> According to Maslow, individuals have a hierarchy of needs ranging from physiological needs to self-actualization. Once basic needs are met, individuals are motivated by higher-level needs, such as belongingness and esteem. In the context of OCB, employees who feel a sense of belonging and recognition are more likely to engage in discretionary behaviors that benefit the organization.<ref>{{Cite journal \|last1=Osman \|first1=A. \|last2=Haji-Othman \|first2=Y. \|last3=Sohel \|first3=R. \|last4=Solaiman \|first4=M. \|last5=& Lal \|first5=B. \|date=2015 \|title=The Influence of Job Satisfaction, Job Motivation & Perceived Organizational Support towards Organizational Citizenship Behavior (OCB): A Perspective of American-Based Organization in Kulim, Malaysia. \|journal=Asian Social Science \|volume=11 \|issue=21 \|pages=174–182\|doi=10.5539/ass.v11n21p174 \|doi-access=free }}</ref>		Several prominent theories in psychology and organizational behavior provide insights on the motivations behind OCB. One such theory is Abraham [[Maslow's hierarchy of needs]].<ref>{{Cite journal \|last=Maslow \|first=A. \|date=1943 \|title=A theory of human motivation. \|url=https://doi.org/10.1037/h0054346 \|journal=Psychological Review \|volume=50 \|issue=4 \|pages=370–396 \|doi=10.1037/h0054346 \|s2cid=53326433 \|via=\|url-access=subscription }}</ref> According to Maslow, individuals have a hierarchy of needs ranging from physiological needs to self-actualization. Once basic needs are met, individuals are motivated by higher-level needs, such as belongingness and esteem. In the context of OCB, employees who feel a sense of belonging and recognition are more likely to engage in discretionary behaviors that benefit the organization.<ref>{{Cite journal \|last1=Osman \|first1=A. \|last2=Haji-Othman \|first2=Y. \|last3=Sohel \|first3=R. \|last4=Solaiman \|first4=M. \|last5=& Lal \|first5=B. \|date=2015 \|title=The Influence of Job Satisfaction, Job Motivation & Perceived Organizational Support towards Organizational Citizenship Behavior (OCB): A Perspective of American-Based Organization in Kulim, Malaysia. \|journal=Asian Social Science \|volume=11 \|issue=21 \|pages=174–182\|doi=10.5539/ass.v11n21p174 \|doi-access=free }}</ref>

	Another relevant theory is Frederick Herzberg's [[Two-factor theory\|Two-Factor Theory.]]<ref>{{Cite journal \|last=Herzberg \|first=F. \|date=1968 \|title=One More Time: How Do You Motivate Employees \|url= \|journal=Harvard Business Review \|volume=46 \|pages=53–62}}</ref> Herzberg distinguished between hygiene factors, which include extrinsic factors like salary and working conditions, and motivators, which comprise factors such as recognition and achievement.<ref>{{Cite journal \|last=Hur \|first=Y. \|date=2018 \|title=Testing Herzberg's Two-Factor Theory of Motivation in the Public Sector: Is it Applicable to Public Managers? \|journal=Public Organization Review \|volume=18 \|issue=3 \|pages=329–343\|doi=10.1007/s11115-017-0379-1 \|s2cid=254943528 }}</ref> An illustrative example of this theory in action is when an organization provides a conducive work environment (hygiene factor) along with regular employee recognition programs (motivator). This combination can significantly contribute to a motivated workforce, more inclined towards engaging in OCB.<ref>{{Cite journal \|last1=Widarko \|first1=A. \|last2=& Anwarodin \|first2=M.K. \|date=2022 \|title=Work Motivation and Organizational Culture on Work Performance: Organizational Citizenship Behavior (OCB) as Mediating Variable \|journal=Golden Ratio of Human Resource Management \|volume=2 \|issue=2 \|pages=123–138\|doi=10.52970/grhrm.v2i2.207 \|s2cid=252267202 \|doi-access=free }}</ref>		Another relevant theory is Frederick Herzberg's [[Two-factor theory\|Two-Factor Theory.]]<ref>{{Cite journal \|last=Herzberg \|first=F. \|date=1968 \|title=One More Time: How Do You Motivate Employees \|url= \|journal=Harvard Business Review \|volume=46 \|pages=53–62}}</ref> Herzberg distinguished between hygiene factors, which include extrinsic factors like salary and working conditions, and motivators, which comprise factors such as recognition and achievement.<ref>{{Cite journal \|last=Hur \|first=Y. \|date=2018 \|title=Testing Herzberg's Two-Factor Theory of Motivation in the Public Sector: Is it Applicable to Public Managers? \|journal=Public Organization Review \|volume=18 \|issue=3 \|pages=329–343\|doi=10.1007/s11115-017-0379-1 \|s2cid=254943528 }}</ref> An illustrative example of this theory in action is when an organization provides a conducive work environment (hygiene factor) along with regular employee recognition programs (motivator). This combination can significantly contribute to a motivated workforce, more inclined towards engaging in OCB.<ref>{{Cite journal \|last1=Widarko \|first1=A. \|last2=& Anwarodin \|first2=M.K. \|date=2022 \|title=Work Motivation and Organizational Culture on Work Performance: Organizational Citizenship Behavior (OCB) as Mediating Variable \|journal=Golden Ratio of Human Resource Management \|volume=2 \|issue=2 \|pages=123–138\|doi=10.52970/grhrm.v2i2.207 \|s2cid=252267202 \|doi-access=free }}</ref>

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← Previous revision		Revision as of 20:09, 31 December 2025
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	{{Use American English\|date=July 2020}}		{{Use American English\|date=July 2020}}
	{{Use dmy dates\|date=July 2020}}		{{Use dmy dates\|date=July 2020}}
			{{AI-generated\|date=December 2025\|reason=[[Special:Diff/1177551781\|This]] large 2023 addition; note [[WP:AISIGNS]] in superficial analyses, AI vocabulary distribution, promotional/editorializing tone, etc.}}
	{{more footnotes needed\|date=April 2014}}		{{more footnotes needed\|date=April 2014}}

	In [[industrial and organizational psychology]], '''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.		In [[industrial and organizational psychology]], '''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.<ref>{{cite journal \|last1=Bolino \|first1=Mark C. \|last2=Klotz \|first2=Anthony C. \|last3=Whitney \|first3=Jacob M. \|title=The Origin, Evolution, and Future of Organizational Citizenship Behavior \|journal=Academy of Management Collections \|date=August 2024 \|volume=3 \|issue=3 \|pages=35–56 \|doi=10.5465/amc.2023.0002}}</ref> 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.		Organizational behavior has been linked to overall [[organizational effectiveness]], thus these types of employee behaviors have important consequences in the workplace.

	Organ expanded upon Katz's (1964) original work.<ref>{{cite journal\|author= Katz, D.\|year= 1964\|title= The motivational basis of organizational behavior\|journal= Behavioral Science\|volume= 9\|issue= 2\|pages= 131–133\|doi= 10.1002/bs.3830090206\|pmid= 5888769}}</ref>		Organ expanded upon Katz's (1964) original work.<ref>{{cite journal\|author= Katz, D.\|year= 1964\|title= The motivational basis of organizational behavior\|journal= Behavioral Science\|volume= 9\|issue= 2\|pages= 131–133\|doi= 10.1002/bs.3830090206\|pmid= 5888769}}</ref>
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	=== Prosocial organizational behavior ===		=== Prosocial organizational behavior ===
	OCB has also been compared to prosocial organizational behavior (POB). POB is defined as behavior within an organization that is aimed at improving the welfare of an individual, a group or an organization.<ref>Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of Management Review, 11, 710-725.</ref> The important distinction here is that this type of behavior, unlike OCB, can be unrelated to the organization. Thus, someone exhibiting prosocial behavior could be helping a coworker with personal matter.		OCB has also been compared to prosocial organizational behavior (POB). POB is defined as behavior within an organization that is aimed at improving the welfare of an individual, a group or an organization.<ref>Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of Management Review, 11, 710-725.</ref> The important distinction here is that this type of behavior, unlike OCB, can be unrelated to the organization. Thus, someone exhibiting [[prosocial behavior]] could be helping a coworker with personal matter.

	=== Extra-role behavior ===		=== Extra-role behavior ===
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	==Altruism and general compliance==		==Altruism and general compliance==
	Smith, Organ, and Near (1983) first proposed that OCB is composed of altruism and general compliance. These two dimensions serve to improve organizational effectiveness in different ways. Altruism in the workplace consists essentially of helping behaviors. These behaviors can both be directed within or outside of the organization. There is no direct link, or one-to-one relationship, between every instance of helping behavior and a specific gain for the organization. The idea is that over time, the compilation of employees helping behavior will eventually be advantageous for the organization (Organ et al., 2006).		Smith, Organ, and Near (1983) first proposed that OCB is composed of altruism and general compliance. These two dimensions serve to improve organizational effectiveness in different ways. Altruism in the workplace consists essentially of helping behaviors. These behaviors can both be directed within or outside of the organization. There is no direct link, or one-to-one relationship, between every instance of [[helping behavior]] and a specific gain for the organization. The idea is that over time, the compilation of employees helping behavior will eventually be advantageous for the organization (Organ et al., 2006).

	General compliance behavior serves to benefit the organization in several ways. Low rates of [[absenteeism]] and rule following help to keep the organization running efficiently. A compliant employee does not engage in behaviors such as taking excessive breaks or using work time for personal matters. When these types of behaviors are minimized the workforce is naturally more productive.		General compliance behavior serves to benefit the organization in several ways. Low rates of [[absenteeism]] and rule following help to keep the organization running efficiently. A compliant employee does not engage in behaviors such as taking excessive breaks or using work time for personal matters. When these types of behaviors are minimized the workforce is naturally more productive.