Redefining the organizational citizenship behaviour

Abstract

Purpose The purpose of this paper is to highlight the influence of organizational norms and job roles defined by organizations in the performance of organizational citizenship behaviour (OCB). To do so, the research proposes a model of OCB with the following dimensions: normative OCB and rule-bounded OCB on the basis of social exchange theory and role theory, respectively. Norms, roles and responsibilities of the organization vary from organization to organization. This paper reports the operational and empirical indicators of proposed dimensions of OCB, termed as discretionary OCB, normative OCB and rule-bounded OCB. Design/methodology/approach To test the proposed dimensions, the study uses concept analysis, delphi technique, exploratory factor analysis and confirmatory factor analysis on multi-source data. It indicates criteria for Cronbach’s alpha reliability, test-retest reliability, convergent validity, discriminant validity and nomological validity for proposed dimensions. Findings The findings reveal two new dimensions of OCB. Besides an individual predisposition/voluntariness, employees exhibit OCB due to normative pressure in the organization and the overlapping of the contents of OCB with role and responsibilities. Self-driven, norms-driven and job-role-driven OCB will have different implications. The findings support the validity of the proposed OCB model and scale. Research limitations/implications The research fills a theoretical gap and will have implications for the measurement of OCB. The model facilitates the identification of the factors of OCB. An organization can use the research model in culture building and promoting functional OCB in the organization as per the organization’s need. The limitations of the study are discussed. Originality/value There is no research to date exploring the normative and rule-bounded aspects of OCB. This is the only research to empirically examine the overlap between the contents of OCB and role description of employees. This paper is also original in its contribution in measuring the display of OCB among employees due to pressure from the norms prevalent in the organizations.

Leadership Self-Efficacy, Change Oriented Behavior and Organizational Citizenship Behavior: The Moderating Effect of Experience

“…This behavior is rather a matter of personal choice, such that its omission is not generally understood as punishable but its adoption will enhance performance of the organization (Farh et.al., 2004;Podsakoff et.al., 2009;Organ, 1997). Also, this behavior relates to ethical behavior which improves the performance of employees in an organization (Agarwal, 2016;Farooqui, 2012). Organizational citizenship behavior helps in enhancing effectiveness of an organization (Organ et al, 2006)…”

Determinant of Rule-Bounded Organizational Citizenship Behavior (ROCB): The Role of Employee Engagement as a Mediating Variable (The Study on the Employees of PT Bintan Inti Industrial Estate)

“…Previous research conducted by Agarwal (2016) validated three dimensions of OCB. Data supports consideration DOCB as one dimension and two new dimensions OCB proposed.…”

“…The concept of "ROCB" is one of the parts of the previous OCB, which was developed by a researcher named Agarwal in 2016. According to Agarwal (2016), Rule-bounded organizational citizenship behavior (ROCB) is a behavior that arises because of the role given by a company where someone works. This role is taken by the employees as part of their responsibilities.…”

“…What if climate and communication within an organization influence employees to act in a certain way? This study was developedbased on a previous study conducted by Agarwal (2016). This study differs from the previous studies which focused only on one dimension of the more specific indicators.…”

“…When an urge to become the behavior is part of the role, then other employees will have anindirect responsibility to the achievement of company goals. It can be done in the way of improving organizational climate, upgradingjustice and prosperity, or enhancing the channels of communication with employees (Agarwal: 2016).…”