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The IUP Journal of Organizational Behavior :
Exploring Organizational Citizenship Behavior as an Outcome of Job Satisfaction: A Critical Review
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The prevailing competitive scenario dictates that organizations be more focused not only on making employees work and contribute towards organizational objectives but also on seeing that they go beyond the stated work requirements. All organizations, more or less, possess a bundle of assets in the form of human resource. But the critical difference arises as to what degree the assets, in this case, the workforce, engage and involve themselves for organizational welfare and progress. This paper focuses on the characteristics of employees who are satisfied with their job and therefore display a higher inclination towards displaying citizenship behavior. Over the last three decades, a number of researches on Organizational Citizenship Behavior (OCB) have revealed its significance in various forms arising from the basic helping nature shown by employees towards their peers, thus contributing to enhancing the service delivery mechanism and organizational productivity. The present study is a modest attempt at understanding OCB right from its core to the higher intricacies, along with a focus on exploring the various dimensions influencing the citizenship behavior displayed at the workplace. The study also looks at the available theoretical and empirical evidences so as to understand if job satisfaction entails higher degree of citizenship behavior.

 
 
 

In the present-day world, employees are treated as being more than assets, a set of unique identities and knowledge base, each of which is different. Consequently, one of the biggest challenges faced by leaders across the world is handling and encouraging the employees to continuously strive towards organizational development. The influence and impact of Organizational Citizenship Behavior (OCB) is more prominent among the corporates because of the increasing global competition, shift in the consumption pattern of the customers and increased dependence on the working of cross-functional teams. It has been established that high levels of OCB also enhance satisfaction among the employee, thereby increasing the productivity over a period of time.

OCB plays a pivotal role in the overall scenario of organizational goal accomplishments and successes (Allen and Rush, 1998). Organizational performance and success are determined to a large extent by OCB (Podsakoff et al., 2000). It facilitates managerial evaluations and reward allocations in the organizations (Rotundo and Sackett, 2002). Employees experience lower turnover when there is a high degree of exhibition of OCB. Employees’ overall performance and satisfaction get enhanced when they are allowed to display OCB (Podsakoff et al., 2009). The concept of OCB was introduced by Dennis Organ in the 1980s. The idea behind OCB states that any employee going beyond the assigned role/duties without expecting any kind of monetary benefits is considered to possess the “good soldier” syndrome. OCB is discretionary in nature and goes far beyond the traditional requirements of the job (Smith et al., 1983). Employees who exhibit OCB are those that take that extra step to contribute to organizational effectiveness and success.

 
 
 

Organizational Behavior Journal, The Role of Work-Family Culture, Personality Traits in Organizational Citizenship Behavior, First-Level Managerial Personnel