Organizational Citizenship Behaviour Case Study

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Predictors of Organizational Citizenship Behaviour
Organizational Citizenship Behaviour (OCB) is “contributions to organizational effectiveness that are neither mandated by individual job requirements nor recognized by the formal reward system” (Organ & Moorman, 1993). Early research by Organ (1988) laid the groundwork for the dimensions of OCB: altruism, courtesy, conscientiousness, sportsmanship and civic virtue. Further research segregates OCB into two separate facets, OCBI and OCBO, which encompasses the earlier five dimensions. OCBI, comprising of altruism and courtesy, is helping behaviour which benefits individuals (e.g. helping a specific employee) while OCBO, comprising of conscientiousness, sportsmanship and civic virtue, is helping behaviour which benefits
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Employees under transformational leaders are more inclined to contribute to the organisation voluntarily as they regard the success of the organisation as their own (Avolio, Zhu, Koh, & Bhatia, 2004). Podsakoff and his colleagues (1990) found that transformational leadership does not directly influence OCB. Rather, transformational leadership affects employee trust, which in turn, affects the engagement in OCB. These findings were supported by Piccolo and Colquitt (2006) who found a significant relationship between transformational leadership and OCB which was mediated by followers’ intrinsic motivation. A direct positive correlation between transformational leadership and OCB was also found among employees and their managers from a large American organization (Purvanova, Bono, & Dzieweczynski, 2006). These findings imply that employees under transformational leaders are more motivated and have a positive job perception, leading to them wanting to go beyond their responsibilities to contribute to the betterment of the

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