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Organizational citizenship behavior (OCB) means individual behaviors that are beneficial to the organization but not directly recognized by the formal reward system. Though there are research studies that provide the domain of OCB and its effects on the organizational performance but they have varied viewpoints and are inadequate. The present paper is an effort towards this direction. The main objective of the paper is to build grounding for analyzing the impact of OCB on various organizational performance measures through various propositions based on antecedents and consequences of organizational citizenship behavior. The authors have described the antecedents of OCB from comprehensive perspective, which include role clarity, leadership, organizational commitment, organizational justice and individual traits. The impact of these antecedents is correlated with five organizational performance parameters namely reduced turnover, reduced absenteeism, employee satisfaction and loyalty, consumer satisfaction and consumer loyalty. The paper also stressed on the need to asses the influence of age, gender and experience on OCB, which have been the main lacunae in the existing literature on OCB. Moreover, the present paper proposed an endeavor to incorporate three dimensions viz: age, gender and experience to assess their influence on OCB.
INTRODUCTION
One of the most widely studied topics in organizational behaviour research in recent years is Organizational Citizenship Behavior (OCB) (Podsakoff et al. 1993; Hannam and Jimmieson, 2002; Zeuars et al. 2000; Ensher et al. 2001; Jahangir et al. 2004; Lievens and Anseel, 2004; Emmerik et al., 2005; Khalid and Ali, 2005). The concept was introduced by Bateman & Organ in 1980s and latter refined and strengthened by number of researchers such as Podsakoff and Mackenzie (1993), Jahangir et al., (2004); Khalid and Ali (2005). Organizational Citizenship Behaviours are a special type of work behaviour that are defined as individual behaviours that are beneficial to the organization and are discretionary, not directly or explicitly recognized by the formal reward system (Organ, 1995). These behaviours are primarily matter of personnel choice as omission is not considered as punishable in the organizations. Scholars hold different views with respect to the dimensionality of OCB. Smith et al., (1983) conceptualized OCB with two dimensions: altruism (behaviour targeted specifically at helping individuals) and generalized compliance (behaviour reflecting compliance with general rules, norms and expectations. Later Organ (1988)...