Organizational Citizenship Behavior - Definition and Origin of The Construct

Definition and Origin of The Construct

(Dennis Organ is generally considered the father of OCB. Organ expanded upon Katz's (1964) original work). Organ (1988) defines OCB as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization” (p. 4). Organ’s definition of OCBmnm includes three critical aspects that are central to this construct. First, OCBs are thought of as discretionary behaviors, which are not part of the job description, and are performed by the employee as a result of personal choice. Second, OCBs go above and beyond that which is an enforceable requirement of the job description. Finally, OCBs contribute positively to overall organizational effectiveness.

Organ’s (1988) definition of OCB has generated a great deal of criticism. The very nature of the construct makes it difficult to operationally define. Critics started questioning whether or not OCBs, as defined by Organ, were discretionary in nature. Organ (1997), in response to criticisms, notes that since his original definition, jobs have moved away from a clearly defined set of tasks and responsibilities and have evolved into much more ambiguous roles. Without a defined role, it quickly becomes difficult to define what is outside of that role. What might be considered an extra-role behavior to one manager or subordinate might be considered in-role to another. What behaviors are and are not extra-role also vary greatly by job. However, at some point there must be some sort of a distinction. Certainly, not every single productive thing everyone does at work is part of task performance. If every beneficial action that an employee performs at work is defined as part of the ‘job,’ then OCB ceases to exist.

Another area of substantial debate is the idea that OCBs are not formally rewarded. Organ (1997) explains that OCBs may at some point encourage some sort of reward, but that these rewards would be indirect, uncertain, and not within the contractually guarantied formal rewards system. However, Organ admits that there has been some research that proves OCBs are just as likely to lead to monetary reward than in-role performance. Thus, Organ has suggested that we eliminate this path of thinking when considering the definition of OCB. Instead, he would prefer us to consider OCB as “performance that supports the social and psychological environment in which task performance takes place” (Organ, 1997, p. 95).

Despite its conceptual weaknesses, the theory and concepts of OCB are still important and worth consideration. It is impossible for any construct to be perfectly defined. The definition of OCB is based on the transitory needs of the workplace and thus will most likely continue to evolve.