1. OrganiZational Citizenship Behaviour - OCB
Achala Dahal,NASC
Pratibha Dhungana, NASC

2. Session outline OCB Concepts Measures of OCB Dimensions of OCB
Factors that promote OCB
Potential pitfall
Findings
Conclusion

3. You came to know that one of your colleague has birthday today, what would you do?
One of your colleague has the deadline for submitting certain assignments tomorrow morning at 10am and he couldn’t finish it till 5pm today. What would be your reaction to the situation?
Your supervisor provides you feedback on your work and it includes certain improvements to be done. How do you take those feedbacks?

4. History: Organization Citizenship Behavior
Original Work: Katz
Motivational basis of OB
Year 1964
Father of OCB: Dennis Organ
Year: 1988

5. Definition Organizational Citizenship Behaviors are a
special type of work behavior that are defined as individual behaviors that are
beneficial to the organization and its member
are discretionary(optional),
not directly or explicitly recognized by the formal reward system (Organ).

6. What is OCB ?
Organisational citizenship behaviour (OCB) is a person's voluntary commitment within an organization or company that is not part of his or her contractual tasks;
 It has been studied since the late 1970s;
It is a term that encompasses anything positive and constructive that employees do, of their own volition, which supports co-workers and benefits the company.

7. What is OCB??
“Organizational citizenship behavior (OCB), is defined… as behavior that
(a) goes beyond the basic requirements of the job,
(b) is to a large extent discretionary, and
(c) is of benefit to the organization”
(d) can be a key assets and
(e)one that is difficult for competitors to imitate.

8. A Mythological View

9. An interesting parallel can be drawn between OCB and the concept of karma as explained in THE BHAGVAD GITA.
As lord Krishna says ‘one should do his karma without expecting any fruits in return’ one should act without being attached to the ‘results’.

10. Why it is name OCB??
The whole organization is viewed as a little city and employees as a citizen.
As every citizens want their city to be clean, followed by rules and regulation to build it as a role model. Likely employees show behavior as a citizen of an organization to take the organization to extra miles.

11. Three types of Employees

12. Three types of Employees

13. Measures of OCB
Helps other employees with their work when they have been absent.
Exhibits punctuality in arriving at work on time in the morning and after lunch and other breaks.
Takes the initiatives to orient new employees to the department eventhough it is not part of their job description.

14. Exhibits attendance at work beyond the norm.
Helps others when their work load increases.
Makes innovative suggestions to improve the overall quality of the department.

15. Willingly attends functions not required by the organization but that helps its overall image.
Does not spend a great deal of time in idle conversation.

16. Working with checklist

17. Five dimension of OCB Altruism (निस्वार्थ)
It is the discretionary behaviors that have the effect of helping a specific work colleague with an organizationally relevant task or problem.
e.g. orienting new people, assisting someone with heavy workload

18. Conscientiousness (स्वबिबेक)
It consists of behaviors where employees accept and adhere to the rules, regulations, and procedures of the organization and have reasonable level of self-control and discipline.
Does not take extra breaks. Obey company rules and regulations even when no one is watching.
Example ; an employee not only meets their employer’s requirements—such as coming into work on time and completing assignments on time—but exceeds them.

19. Civic virtue
It is characterized by behaviors that indicate the employee’s deep concerns and active interest in the life of the organization.
Interest in or commitment to the organization as a whole.
(e.g., attend meetings, engage in policy debates, express one’s opinion about what strategy the organization ought to follow, speaking positively about the job to friends, family; signing up for business events, such as charity walking events.

20. Courtesy
It has been defined as discretionary behaviors that aim at preventing work-related conflicts with others.
Take steps to try to prevent problems with other workers. Does not abuse the rights of others.
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. 

21. Sportsmanship
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.
It has been defined as a willingness on the part of the employee that signifies the employee’s tolerance of less-than-ideal organizational circumstances without complaining and blowing problems out of proportion.

22. OCB Type
Description
Outcome for Organization
Altruism
Helping coworkers
Reduced need for supervision, training and crisis management costs
Concientiousness
Work for the organization even if no one is watching
Courtesy
Gestures preventing problems for work associates
Sportsmanship
Willingness to forbear minor inconveniences without appeal or protest
Fewer minor complaints – allows managers to focus on important job functions
Civic virtue
Constructive involvement in issues of governance
Employees provide constructive suggestions that may save costs

23. Factors that promote employee citizenship
Job satisfaction: Happy workers are good organizational citizens.
Interesting work and job involvement: when employees are given interesting work assignments and jobs in which they can really immerse themselves, they are more likely to go beyond the call of duty.

24. 3. Organizational support: Employees who feels that their organizations really care about them are more likely to support the organization with higher level of citizenship. 4. Trust, organizational justice, and psychological contract fulfillment: citizenship is likely to occur when employers are trustworthy, fair and live up to the commitments they have made to their employees.

25. 5. Transformational and supportive leadership: Employees are willing to go the extra mile when they work for inspirational and supportive managers. 6. Employee characteristics: Employees who are conscientious, optimistic, extroverted, empathetic, and team-oriented may be more willing to engage in certain types of citizenship behavior.

26. OCB: Potential Pitfalls
Habituation: - If OCB is rewarded regularly, you may find that OCB levels will rise across the organization over time. citizenship pressure- may impact negatively on employee stress levels.
Difficult to measure

27. Findings and research
Status of Organization Citizenship Behavior in Civil Service Nepal
200 employees of Government of Nepal were surveyed using questionnaire
Class I, II and III officers were taken as the sample
Findings: Among all the dimensions of OCB, conscientiousness is high among the officials of GON, whereas Altruism is the least of all the dimensions. So, GON needs to work out to increase this dimensions.

28. Findings and research
One Plank at a Time: Building the Bridge from OCBs to Performance (2011)
Topic: Job Performance, Citizenship Behavior Publication: Journal of Applied Psychology Article: A Moderated Mediation Model of the Relationship Between Organizational Citizenship Behaviors and Job Performance
OCB – TEAM MEMBER EXCHANGE- PERFORMANCE

29. “A Comparative Study in Indian Perspective”
Organizational Citizenship Behavior in Public and Private sector and Its Impact on Job Satisfaction:
“A Comparative Study in Indian Perspective”

30. Help the Organization and…Help Yourself!!!
Topic: Citizenship Behavior, Interviewing, Selection Publication: Journal of Applied Psychology Article: Effects of organizational citizenship behaviors on selection decisions in employment interviews. (March 2011)

31. Conclusion
OCBs are relevant in virtually any job, regardless of the particular nature of its tasks as they promote effectiveness of work units and organizations
Employees who feel organizational citizenship will “go the extra mile” out of personal motivation – identifying these motivations can lead to increased performance and job satisfaction
Positive OCBs reduce the need for supervision, improve workplace morale and result in cost-saving suggestions — all of which free up managerial time

32. Thank you