Article by Chioma Oleru
ORGANIZATIONAL CITIZENSHIP BEHAVIOUR [OCB]: WHAT IT IS AND WHY IT MATTERS IN ORGANIZATIONS.
The first time I encountered the term “Organizational Citizenship Behaviour” (OCB) was back in school and, like many people, I wondered, “Is that really a thing?”
As it turns out, it is not only a “thing” but one of the most important drivers of organizational success today.
In modern workplaces where collaboration, adaptability, and initiative are essential, OCB has grown from an academic concept into a cornerstone of effective organizational culture.
In this article, we’ll explore:
- What is OCB?
- What are the dimensions of OCB?
- What must organizations do to earn these behaviours from employees?
- How do employees actually demonstrate OCB in their daily work?
What Is Organizational Citizenship Behaviour (OCB)?
Organizational Citizenship Behaviour refers to the voluntary, discretionary actions employees take that extend beyond their formal job roles to benefit and help the organization and its members function more effectively.
OCB is all about going “above and beyond” the normal call of duty in ways that support colleagues, strengthen the organizational environment, and contribute to overall performance without expecting formal rewards.
Examples include helping a colleague meet a deadline, volunteering for tasks outside one’s role, sharing knowledge generously, and showing a positive attitude during change. In essence, OCB is the glue that holds teams together and the hidden fuel behind high-performing workplaces.
Organizational Citizenship Behaviour has several well-recognized characteristics:
a. Discretionary in nature: These behaviours are voluntary. Employees choose to do them because they want to, not because they’re required to.
b. Not formally rewarded: OCB usually isn’t tied to compensation, bonuses, or job descriptions. It comes from intrinsic motivation, not obligation.
c. Supports social and psychological work environment: OCB enhances teamwork, trust, cooperation, and mutual respect which are factors that are essential for smooth organizational functioning.
d. Promotes efficiency and effectiveness: Even though it’s unofficial, OCB significantly boosts productivity, reduces conflict, and creates a more cohesive work culture.
Dimensions of OCB
The dimensions of OCB can be divided into two categories:
- Dimensions directed toward the individuals: helping coworkers, being considerate, offering mentorship.
a. Altruism
b. Courtesy
c. Sportsmanship - Dimensions directed towards the organization: staying loyal, advocating for the company, protecting company resources.
a. Conscientiousness
b. Civic virtue
What Do Organizations Need to Do to Earn OCB From Employees?
OCB is not something employers can demand, it is something they must inspire. For employees to willingly go above and beyond, organizations must create a positive atmosphere and work environment.
a. Effective leadership and management style: Employees are more willing to demonstrate OCB when leaders are supportive, fair, and model the behaviours they expect.
b. Build trust and fairness: People are more likely to demonstrate OCB when they feel they are treated fairly through transparent communication, equitable policies, and consistent leadership.
c. Positive organizational culture: Leaders need to model OCB themselves. Employees take cues from what leaders do, not just what they say.
d. Providing opportunities for growth and development: People invest more in organizations that invest in them. Training, mentorship, and career pathways all contribute to a climate where OCB is likely to flourish.
How Do Employees Demonstrate OCB?
Employees show OCB in many simple yet impactful ways:
a. Altruism: Assisting colleagues with tasks, supporting newcomers, or offering to help before being asked.
b. Courtesy: Preventing problems by keeping others informed, being considerate of workloads, and coordinating to avoid conflict.
