The Two Primary Organizational Citizenship Behaviors

Oct 13, 2025 by miodeya.com 147 views

Organizational citizenship behaviors (OCBs) are a crucial aspect of an organization's success. These behaviors are exhibited by employees who go above and beyond their job requirements to contribute to the well-being and success of their organization. In this article, we will explore the two primary behaviors that are considered organizational citizenship behaviors.

What are Organizational Citizenship Behaviors?

Organizational citizenship behaviors refer to the voluntary actions taken by employees that benefit their organization, but are not directly related to their job requirements. These behaviors are often referred to as "going the extra mile" or "exceeding expectations." OCBs are essential for creating a positive work environment, improving employee morale, and enhancing overall organizational performance.

The Two Primary Organizational Citizenship Behaviors

There are two primary behaviors that are considered organizational citizenship behaviors:

1. Helping Behavior

Helping behavior is one of the most common forms of OCB. It involves going out of one's way to assist a coworker, colleague, or even a supervisor. This behavior can take many forms, such as:

Offering to help a colleague with a task or project
Providing guidance or training to a new employee
Volunteering to take on additional responsibilities
Being available to answer questions or provide support to others

Helping behavior is essential for creating a positive and supportive work environment. When employees feel that their colleagues are willing to help them, they are more likely to feel valued, respected, and motivated.

2. Sportsmanship Behavior

Sportsmanship behavior is another critical form of OCB. It involves demonstrating a positive attitude and behavior, even in difficult or challenging situations. This behavior can take many forms, such as:

Being respectful and courteous to others, even in the face of adversity
Avoiding gossip or negative talk about colleagues or the organization
Being willing to compromise and find solutions that benefit everyone
Demonstrating a positive and optimistic attitude, even in difficult situations

Sportsmanship behavior is essential for creating a positive and respectful work environment. When employees demonstrate good sportsmanship, they are more likely to build strong relationships with their colleagues and contribute to a positive and productive work environment.

Other Forms of Organizational Citizenship Behaviors

While helping behavior and sportsmanship behavior are the two primary forms of OCB, there are other behaviors that can also be considered OCBs. These include:

Conscientiousness: Demonstrating a high level of responsibility, reliability, and attention to detail
Altruism: Volunteering to help others, even if it requires personal sacrifice
Courtesy: Being respectful and courteous to others, even in difficult situations
Teamwork: Working collaboratively with others to achieve a common goal

Why are Organizational Citizenship Behaviors Important?

Organizational citizenship behaviors are essential for creating a positive and productive work environment. When employees exhibit OCBs, they are more likely to:

Improve employee morale and job satisfaction
Enhance overall organizational performance
Build strong relationships with colleagues and supervisors
Contribute to a positive and respectful work environment

Conclusion

Organizational citizenship behaviors are a crucial aspect of an organization's success. By understanding and exhibiting OCBs, employees can contribute to a positive and productive work environment, improve employee morale and job satisfaction, and enhance overall organizational performance. By recognizing and rewarding OCBs, organizations can create a culture of excellence and achievement that benefits everyone.

Recommendations for Managers and Leaders

To encourage and recognize OCBs in your organization, consider the following recommendations:

Lead by example: Demonstrate OCBs yourself, and encourage others to do the same.
Recognize and reward OCBs: Publicly recognize and reward employees who exhibit OCBs.
Create a positive work environment: Foster a positive and respectful work environment that encourages OCBs.
Provide opportunities for growth and development: Provide opportunities for employees to grow and develop their skills, which can lead to increased OCBs.

Organizational citizenship behaviors (OCBs) are a crucial aspect of an organization's success. However, many employees and managers may have questions about what OCBs are, how to exhibit them, and how to recognize and reward them. In this article, we will answer some of the most frequently asked questions about OCBs.

Q: What is the difference between organizational citizenship behaviors and job requirements?

A: Organizational citizenship behaviors (OCBs) are voluntary actions taken by employees that benefit their organization, but are not directly related to their job requirements. Job requirements, on the other hand, are the specific tasks and responsibilities that an employee is expected to perform as part of their job.

Q: What are some examples of organizational citizenship behaviors?

A: Some examples of OCBs include:

Helping a coworker with a task or project
Volunteering to take on additional responsibilities
Being available to answer questions or provide support to others
Demonstrating a positive and optimistic attitude, even in difficult situations
Being respectful and courteous to others, even in the face of adversity

Q: Why are organizational citizenship behaviors important?

A: OCBs are essential for creating a positive and productive work environment. When employees exhibit OCBs, they are more likely to:

Improve employee morale and job satisfaction
Enhance overall organizational performance
Build strong relationships with colleagues and supervisors
Contribute to a positive and respectful work environment

Q: How can I encourage organizational citizenship behaviors in my employees?

A: To encourage OCBs in your employees, consider the following:

Lead by example: Demonstrate OCBs yourself, and encourage others to do the same.
Recognize and reward OCBs: Publicly recognize and reward employees who exhibit OCBs.
Create a positive work environment: Foster a positive and respectful work environment that encourages OCBs.
Provide opportunities for growth and development: Provide opportunities for employees to grow and develop their skills, which can lead to increased OCBs.

Q: How can I recognize and reward organizational citizenship behaviors?

A: To recognize and reward OCBs, consider the following:

Publicly recognize employees who exhibit OCBs
Provide bonuses or other forms of compensation for employees who exhibit OCBs
Offer additional benefits or perks for employees who exhibit OCBs
Create a recognition program that rewards employees for exhibiting OCBs

Q: Can organizational citizenship behaviors be measured?

A: Yes, OCBs can be measured. Some common metrics used to measure OCBs include:

Employee surveys: Surveys can be used to measure employee attitudes and behaviors related to OCBs.
Performance evaluations: Performance evaluations can be used to measure an employee's level of OCBs.
Behavioral observations: Behavioral observations can be used to measure an employee's level of OCBs.

Q: What are some common challenges associated with organizational citizenship behaviors?

A: Some common challenges associated with OCBs include:

Difficulty in measuring OCBs
Difficulty in recognizing and rewarding OCBs
Difficulty in creating a positive work environment that encourages OCBs
Difficulty in providing opportunities for growth and development

Q: How can I overcome these challenges?

A: To overcome these challenges, consider the following:

Develop a clear understanding of what OCBs are and how they can be measured
Develop a recognition and reward program that is fair and consistent
Create a positive work environment that encourages OCBs
Provide opportunities for growth and development that are relevant to the organization's goals and objectives.