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date: 21 November 2019

Abstract and Keywords

This chapter traces the development of organizational citizenship behavior (OCB) back to related constructs discussed by scholars, such as Weber, Barnard, Roethlisberger and Dickson, and Katz and Kahn, in management and organization theory from the early 20th century onward. We look at the pros and cons of the proposition that job satisfaction is a causal factor with respect to members’ contributions to organizational performance, what forms these contributions take, the rival hypotheses that could be consistent with the empirical data, the extent to which OCB has generalizability and meaning across cultures, and the issue of whether OCB at some levels and forms might have undesired effects on organizations and their members. We also take note of a closely related construct, “contextual performance,” which has emphasized the effects of personality on certain discretionary individual contributions to organizational effectiveness.

Keywords: job satisfaction, performance, organizational citizenship behavior, OCB, contextual performance

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