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Abstract
Organizational citizenship behavior (OCB) is a phrase that encompasses anything buoyant and productive that employees do, of their own preference, which ropes co-workers and benefits the company. Typically, employees who regularly connect with OCB may not always be the top performers, but they are the ones who are known to 'go the second mile' or 'go more than and beyond' the minimum efforts required to do a merely acceptable job. The main objective of this paper is to acclimatize to an existing methodological structure for conducting a comprehensive literature review on empirical phenomenon of Organizational citizenship behavior. For this purpose abstracts of various peer-reviewed journal publications have been analyzed on research topic and methodologies used.
1. Introduction
" Organizations want and need employees who will do those things that aren't in any job description. Evidence indicates that those organizations that have such employees outperform those that don't "(Podsakoff, N. P, Blume, B. D., Whiting, S. W, & Podsakoff, P. M. (2009). As a result, some human subject studies are concerned with organizational citizenship behavior as a dependent variable. 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.
More than four decades ago Katz (1964) proposed that employees should have three kinds of behavior for effective functioning in an organization. First, people must be induced to enter and remain in the organization. Second, people must perform their specific job requirements. Finally, there must be innovative and spontaneous activity in achieving organizational goals which go beyond their job descriptions. The last category of behaviors is defined as organizational OCB Organ (1988).
Katz (1964) identified two dimensions of individual performance: in-role and extra-role. According to Katz, in-role performance behaviors are a set of limited number of assigned roles defined by organizational protocols. Such kind of behaviors is role specific and written in an individual's job description. Extra-role behaviors, on the other hand, are behaviors that are not prescribed by job descriptions and may be similar across jobs, and serve the accomplishment of organizational goals. Although defining...