ABSTRACT
Organizational citizenship behavior (OCB) is defined as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization” (Organ, Podsakoff, & MacKenzie, 2006, p. 3). Specifically, OCBs include instances in which employees go above and beyond the call of duty by helping out their colleagues and supervisors, tolerating impositions at work, defending the organization when others criticize it, and volunteering to take on special assignments. Since their introduction in 1983, OCBs have been the focus of considerable research attention. Indeed, more than 650 articles have been written about OCBs or related constructs like extrarole behavior, contextual performance, or prosocial organizational behavior (Podsakoff, Whiting, Podsakoff, & Blume, 2009).
