1. 1 ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (OCB) Work behaviour can be seen in terms of in-role and extra-role behaviour. Willingness to engage in extra-role behaviour is indicative of high OCB OCB is willingness to go the extra mile OCB is product of high level of motivation and commitment High OCB related to high performance level and less need for hierarchical control Individuals become self driven Also reflective of willingness to be resourceful beyond immediate role requirement.

2. 2 DIMENSIONS OF OCB Altruism: voluntary actions motivated by the belief in doing good to others Conscientiousness: A pattern of going well beyond minimally required role and task requirement in order to serve the interest of the organization Courtesy: The discretionary enactment of thoughtful and considerate behavior that prevents work related problem for others Civic virtue: Willingness to participate in non-work related activities for the sake of the organization Sportsmanship: Willingness to tolerate the inevitable inconveniences and imposition that result in an orgn w/out complaining, and doing so with positive attitude

3. 3 JUSTICE AND OCB One aspect addressed in equity theory is perception of fairness and justice. Justice affects trust  High trust acts as social glue  People more likely to be helpful and make extra effort under condition of trust  Reduces need for monitoring Theories of justice identify three forms of justice as affecting OCB:  Distributive justice.  Procedural justice.  Interactional justice.

4. 4 IMPACT OF LACK OF JUSTICE Leads to perceived psychological contract violation  Breach of expectation Reneging Inability  Emotional response. Reduces OCB. Can lead to withdrawal and employee turnover. Undermine trust and work group cohesiveness In extreme situations can lead to counter productive work behaviour (CWB)

5. 5 MANAGING OCB AND JUSTICE Distributive justice  Fair reward  Understand and clarify obligation Procedural justice  Fair application of procedure  Transparency in practice Interactional justice  Management’s interpersonal skill  Develop emotional intelligence  Medium and mode of communication  Sensitive to others’ perspective

6. 6 ESSENCE OF JUSTICE IN ORGANIZATION Level of justice can affect motivation and satisfaction For leaders, it affects their credibility and influence over subordinates Most profound impact is in generating resourcefulness  Subordinates experiencing injustice more likely to withold creative contribution and less committed to organization  Will also undermine work group effectiveness o Remember that justice is product of policies, processes and leader behaviour