ABSTRACT
Essentially the same theoretical reasons for believing job satisfaction to influence organizational citizenship behavior (OCB) would argue for an effect ofpersonalityonOCB.Yet, todate, theevidence in supportof aneffect of job attitudes is more consistent and robust than comparable evidence relating personality and OCB. We assume, first, that the data can be taken at face value and ask how that would lead us to revise our framework for thinking about personality and OCB. We then examine the prevailing paradigm for research onOCB and personality and offer explanations as to why that paradigmmight militate against detecting relationships between OCB and certain traits. We offer suggestions for future research that could provide a basis for stronger inferences about the role of disposition inOCB.
