Organizational Citizenship Behavior (OCB) and Rewards

Abstract

Organizational Citizenship Behavior (OCB) has attracted the attention of academicians and practitioners due to its proven significance towards organizational effectiveness. The current study aims to estimate empirically the degree of relationship between OCB and Organizational Rewards given to employees. The study will answer the question that "Does the display of OCB have any impact on the rewards given to employees by the organization?" Five most widely acknowledged dimensions of OCB -Altruism, Courtesy, Sportsmanship, Conscientiousness, and Civic Virtue -have been considered for analysis purposes. OCB is measured through self-evaluation as well as peer evaluations to avoid any social desirability effect and common method variance errors. The organizational rewards taken in the study are Salary Increment, Promotion and Performance Appraisal Grade. The current study includes all of these together for analyzing this relationship with rigor. This is the first ever study of OCB which incorporates all five major dimensions of OCB (measured through self-reporting as well as through peer reports) and three well acknowledged types of rewards together in a single study. The study thus draws various practical implications for organizational managers on basis of the empirical findings from banking sector of Pakistan.

The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies

“…When the employees give cooperative support within company line project, such act can be seen as appreciative form towards the satisfactory work performance, individually or in groups [33]. Previous research by Alkhatani suggest that employees who demonstrate a high level of OCB leads to more promotions and higher salary increments for the employee in terms of service period in the organization [24]. To support the explanation, the following hypotheses is proposed:…”

“…Under any circumstances that companies will have to reward their employees according to their job-related performance [24] with compensation payments through pay-performance standards by size and base recommendations to generate valuable feedback on any resources invested [15].…”

Organizational Citizenship Behaviour and Employees’ Performance Assessment: The Case of Dire Dawa University

“…OCB can influence organizational performance, improves group performance because it helps people to work together. Employees who help each other do not have to ask the boss for help which allows the tops are free of duties more important [2,3]. In today's highly competitive environment, organizations are accentuating on areas that can help them achieving competitive edge and OCB is one of such areas [9].…”

“…Alkahtani [2] clearly pointed out that a single major reason why Organizational Citizenship Behavior (OCB) has attracted the attention of many academicians and practitioners is due to its proven significance towards organizational effectiveness [2]. Podsakoff [3] and his coworkers summarized that organizational citizenship behavior affects organizational performance by improving the efficiency of colleagues and managers; enhancing effective utilization of resources for more productive activities and objectives; assisting team coordination for productive work; making organizations more responsive to change in the environment; strengthening the ability in attracting and retaining talented employees and enhancing the stability of the organization [3].…”

Factors Affecting Organizational Citizenship Behavior: A Literature Review

“…Helping colleagues to complete work or provide support during work. (Veličkovska, 2017) Dimensions of OCB by Organ (1988) in (Alkahtani, 2015) include: 1. Altruism means the willingness of employees to help others with organizationally relevant tasks (eg volunteering to help less skilled or new employees).…”