Organizational Citizenship Behavior: A Holistic Review

Organizational Citizenship Behavior and Emotional Intelligence of EFL Teachers in Saudi Arabia: Implications to Teaching Performance and Institutional Effectiveness

“…Findings also indicate that respondents may yield more teaching quality and innovation (Yaakobi &Weisberg, 2020), knowledge sharing, job satisfaction, mental health, physical health, job retention, and learner-centered behaviors (De Geus, et al, 2020;Hazzi, 2018). The respondents' level of OCBs further implies that the organization (school) where they work at may have organizational efficiency and effectiveness (De Geus, et al, 2020;Hazzi, 2018;Organ, 2018) and higher productivity and better quality of service (Somech & Oplatka, 2015).…”

“…It facilitates knowledge sharing and promotes job satisfaction, mental health, physical health, job retention, and service-oriented behaviors among employees (De Geus, Ingrams, Tummers, & Pandey, 2020). Display of OCBs also fosters organizational efficiency as it can reduce the need for supervision, training and crisis management costs, allow managers to focus on important job functions, and encourage employees to get involved in giving constructive suggestions that may help improve the organization (Hazzi, 2018). In general, OCBs are found to be important in promoting higher level of organizational productivity, quality, and effectiveness (Organ, 2018;Somech & Oplatka, 2015…”

“…In order to develop a culture of willingness and commitment in an educational organization, it is important to identify and promote the characteristics and actions that lead to Organizational Citizenship Behaviors (OCBs). OCBs are discretionary extra-role behaviors beneficial to employees and organization as a whole (Hazzi, 2018;Organ, 2018;Somech & Oplatka, 2015). Examples of teacher organizational citizenship behaviors include providing additional help to slow learners outside class hours and organizing extra-curricular activities without extra pay.…”

The effects of performance feedback on organizational citizenship behaviour: a systematic review and meta-analysis

“…Katz (1964) and colleagues (Katz & Kahn, 1966) distinguished between formal in-role behaviour and extra-role organizational behaviour, further informing the refinement of OCB through the identification of "appreciable" behaviours for organizational well-functioning (Turnispeed, 2003). As in the case of OCB, prosocial organizational behaviour contributes towards the maintenance and sustainability of the organization (Hazzi, 2018). They belong to the same behavioural class, together with extra-role organizational behaviour, which represents a broader descriptive category that intends non-required, but appreciated organizational behaviours that facilitate the organization's functioning as a social system (Bateman & Organ, 1983).…”

“…Fourth, employee characteristics (e.g., organizational commitment and job satisfaction) and dispositional factors (e.g., agreeableness and conscientiousness) are frequently cited predictors, of OCB (Hazzi, 2018). However, these antecedents seem too broad in scope and not readily applicable to inform managerial practices targeting OCB.…”