M75Podsakoff Article

OCB: A critical review of the Theoretical &
Empirical literature & Suggestions for

future research
(Philip M.Podsakoff, Scott b. MacKenzie,
Julie Beth Paibe, and Daniel G.Bachrach
2000)
Contents
 Literature review
 Types of citizenship behaviour

 Antecedents of citizenship behaviour
 Consequences of OCB
 Where do we go from here?
Criticism
 Criticism on previous literature:- focused more
on substantive validity than construct validity
i.e.literature focused more on understanding the
relationships between ocb and other constructs ,
rather than carefully defining the nature of OCB
itself.
 Therefore there is the need to define more the
nature of OCB, otherwise all the literature would
be in vain.
 Research about OCB has spread into other areas such as
international business, leadership, and industrial and
labour relations. However this fact makes it difficult for
one to keep up with developments in this area.
 The purpose of this paper is to summarize and review the
existant literature on OCB.
 Almost all of the existing citizenship behaviour research
was influenced by Katz (1964). Therefore the roots of
almost every form of citizenship behaviour can be traced
back to Katz’s seminal framework.
Types of citizenship behaviour (pg 516)
 The literature review demonstrated that there are almost 30 potentially
different forms of OCB that have been identified.
 This article captures them into 7 dimensions:

1. helping behaviour,
2. sportsmanship,
3. organizational loyalty,
4. organizational compliance,
5. individual initiative,
6. civic virtue and
7. self development.
Antecedents of citizenship behaviour (pg 526)
 Empirical research has focused on four major
categories of antecedents.
Individual characteristics
Task characteristics
Organizational characteristics
Leadership behaviour
Gender differences (pg 530)
 Gender differences: - There seems to be no
gender differences in OCB, despite the different
psychological make up of males and females.
Still more evidence is required before this topic
is resolved conclusively
 Rewards:- Indifference to rewards was

negatively related to behaviours of OCB. (pg
531)
Leadership (pg 531)
 Leadership : transactional or transformational types of
leaders influence OCB behaviours of OCB.
 Job attitudes, task varibales, and various types of
leaderbehaviours appear to be more stronlgy related to
OCB s than the other antecedents. Consistent to previous
literature, job stisfaction, perceptions of fairness, and
organizational commitment were positively related to
citizenship behaviours.
One very strong pattern in the findings achieved is that

leaders play a key role in influencing citizenship behaviour .
Rewards (pg 533)
 Another finding achieved is that reward contingencies
influence the frequency of OCB.
 When employees are not indifferent to the rewards made
available by the organization, when employees perceive
that ther leaders control those rewards, and when their
leaders adminsiter rewards contingent upon performance,
OCB increases.
 Despite Organ’s original definition of OCB, research shows
that managers amdinster rewards contingent upon
performance, they reward OCB’s as well as in-role aspects
of performance therefore increasing OCB.
 Employees engage in OCB as a means of obtaining
rewards, therefore employees often view OCB’s as an
expected part of their job (Morrison)
Consequences of OCB (pg 533)
 More recent research has devoted an increasing amount of
attention to the consequences of OCB’s.
 Recent research has focused on two key issues
The effects of OCB’s on

managerial evaluations The effects of OCBs on
of performance and organizational
judgements regarding performance and
pay raises, promotions success.
etc.
Managerial evaluations of Performance (pg 535)
 Findings in this article demonstrate that
1. OCB/contextual performance has a positive impact on several
important personnel decisions made by manager
2. The weight of this evidene suggest that the effect of this form
of performance is at least as great as the effect of in-role-
performance
3. There is evidence to suggest that in-role and extr-role
performance may interact when influencing managerial
judgements and decisions.
4. Common method variance has a substantial impact on
relationships between OCB/contextual performance and
managerial judgements; although this bias generally weakens
these relationships, it does not eliminate them.
OCB and organizational performance (pg 543)
 According to Organ’s original definition of OCB,
when aggregated over time and people, such
behaviour enhances organizational effectiveness.
However only five studie s have been attempted
to test whether these behaviours influence
organizational effectiveness.
 Research done by Karambayya, Podsakoff et al
and Walz & Niehoff. Empirical evidence from this
research supports Organ’s fundamental
assumption mentioned above, although the
evidence is stronger for some forms of behaviour
than for others
Future research (pg 548)
 Are citizenship behaviours distinct
from in-role behaviours?
 Do different forms of citizenship
behaviours have unique antecedents
and/or consequences?

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OCB: A critical review of the Theoretical &

Empirical literature & Suggestions for

 Types of citizenship behaviour

 This article captures them into 7 dimensions:

 Rewards:- Indifference to rewards was

One very strong pattern in the findings achieved is that

The effects of OCB’s on

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