Organizational Citizenship Behavior

Course Description & Overview:

The Organizational Citizenship Behavior (OCB) Online course provides students with an overview of why organizations need OCB, how it is defined/measured, the impact on organizations including benefits to individual employees, how it relates to other attitudes (e.g., job satisfaction), and how it can be used in research. Finally, the course covers possible solutions for problems that may arise due to OCB.

What is Organizational Citizenship Behavior (OCB)?

Organizational citizenship behavior (OCB) is a term used to describe the extra-role behaviors that employees display in organizations. These behaviors are discretionary and not directly linked to their role or job requirements. To put it another way, employees who display OCB are going above and beyond what is expected of them in order to help the organization function better.

Why Do Organizations Need OCB?

There are a number of reasons why organizations need OCB. First, as mentioned earlier, OCB is discretionary and not directly linked to an employee’s role or job requirements. This means that employees have a lot of freedom to decide whether or not they want to display these behaviors. Thus, organizations can rely on OCB to help them overcome problems that may arise due to a lack of resources or because of the nature of the work itself.

Second, OCB has a positive impact on individual employees. When employees display OCB, they tend to be happier and more satisfied with their jobs. They may also feel more committed to the organization, which can lead to better performance. Finally, OCB is beneficial for organizations as a whole. It can lead to increased productivity and creativity, and it can also help reduce staff turnover.

How is OCB Defined/Measured?

There are a number of different ways to define and measure OCB. One popular definition is the five Cs model, which was developed by Organ (1990). According to this model, OCB consists of five dimensions: care (e.g., helping others), commitment (e.g., being willing to go the extra mile), compliance (e.g., following rules and regulations), courtesy (e.g., being polite and respectful), and creativity (e.g., coming up with new ideas).

Course Objectives:

• Understand what OCB is and why organizations need this behavior;
• Be familiar with different definitions/models of OCB;
• Recognize factors that increase or decrease OCB;
• Appreciate the relationship between different attitudes (e.g., emotional exhaustion, job satisfaction, organizational commitment) and OCB;
• Understand how to measure OCB;
• Know how to use research on OCB to improve organizational functioning.