Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences examines the vast amount of work that has been done on organizational citizenship behavior (OCB) in recent years as it has increasingly evoked interest among researchers in organizational psychology. No doubt some of this interest can be attributed to the long-held intuitive sense that job satisfaction matters. Authors Dennis W. Organ, Philip M. Podsakoff, and Scott B. MacKenzie offer conceptual insight as they build upon the various works that have been done on the subject and seek to update the record about OCB.
The Effects of OCB on Organizational Performance and Success
The empirical evidence reviewed in Chapter 6 indicates that OCBs influence managerial evaluations and decisions for several reasons, including the fact that managers believe that OCBs enhance organizational effectiveness. Indeed, a key tenet of Organ's (1988) original definition of OCB is that when aggregated over time and people, such behavior enhances organizational effectiveness. However, for many years, this assumption went untested, and its acceptance was based more on its conceptual plausibility than on direct empirical evidence (cf. Borman & Motowidlo, 1993; Organ & Konovsky, 1989; Podsakoff & MacKenzie, 1994). Some scholars have argued (cf. Borman & Motowidlo, 1993; Organ, 1988; Smith, Organ, & Near, 1983) that OCBs may ...