In today’s fast-paced business world, fostering a high-performing, adaptable, and collaborative culture is essential to stay competitive. Organizational Citizenship Behaviors (OCBs) – voluntary, discretionary actions employees take that go beyond their formal job description – can play a pivotal role in achieving these goals. But how exactly do these behaviors influence both individual and organizational performance, and what motivates people to engage in them? In this blog, we will explore the importance of OCBs, the cognitive and neurological benefits they offer, their impact on performance and culture, and the potential downsides of too much of a good thing.

What are Organizational Citizenship Behaviors (OCBs)?

At the heart of OCBs are behaviors that are not explicitly required by an employee’s job description but that contribute to the well-being of the organization. They are those extra steps employees take to help a new colleague get settled, pitch in on a project, volunteer for an additional task, or engage in an employee resource group. OCBs are typically categorized into five dimensions: altruism (helping others), conscientiousness (going above and beyond expected performance), sportsmanship (maintaining a positive attitude), courtesy (being considerate of others), and civic virtue (engaging in behaviors that benefit the organization as a whole) (Organ, 1988).

OCBs have been linked to a variety of positive outcomes, including higher employee engagement, improved team performance, and enhanced organizational outcomes (Organ, 2018). But what’s fascinating is the underlying cognitive and neurological mechanisms that drive these behaviors.

The Cognitive Perks: How OCBs Make Us Feel Good

Ever wondered why some people seem to thrive when they help others? Neuroscience research shows that acts of giving, whether purely altruistic or strategically motivated, engage overlapping reward systems in the brain (Cutler & Campbell-Meiklejohn, 2019). Both of these forms of giving activate ‘the social brain’, including the striatal regions, subgenual anterior cingulate cortex, and the ventromedial and posterior prefrontal cortex (Cutler & Campbell-Meiklejohn, 2019). In other words, when we give without expecting anything in return, our brain lights up similarly to when we’re doing something good for ourselves. This “dual activation” means that helping others isn’t just a nice thing to do; it’s also something that boosts our feelings of satisfaction and well-being.

This finding is crucial for understanding OCBs in organizational contexts. When employees engage in citizenship behaviors, they not only benefit their colleagues and the organization but also experience cognitive rewards. Helping others builds self-efficacy or the belief that we can handle specific challenges. Employees who engage in OCBs also tend to develop stronger relationships, take on new skills, and gain more confidence in their abilities, which leads to higher performance (Yaakobi & Weisberg, 2020). So, the more we give, the more we grow.

OCBs and Individual Performance: A Win-Win

The link between OCBs and individual performance is clear. Employees who engage in OCBs tend to be more effective in their roles because these behaviors help them develop important skills, expand their networks, and build relationships across the organization (Organ, 2018). This is supported by OCBs being a strong predictor of higher performance ratings and rewards in pay and promotion (Podsakoff et al., 2009).

OCBs and Organizational Performance: Innovation, Adaptability, and Culture

Research shows that an organizational culture that values OCBs fuels creativity, problem-solving, and adaptability (Yaakobi & Weisberg, 2020). By promoting a collaborative environment where employees feel supported and encouraged to help those around them, organization-wide OCBs increase and drive organizational performance (Podsakoff et al., 2009). An analysis of the “100 Best Companies to Work For in America”, ranked based upon their “Trust Index” (employees’ ratings of credibility, respect, and fairness attributed to their employer) found these 100 best companies generated 2.3-3.8% higher stock returns than their peers (Edmans, 2012). The evidence is clear – organizations that create environments where employees want to go above and beyond, reap the benefits.

A Word of Caution: The Downside of OCBs

While OCBs are beneficial, it’s important to strike the right balance. People’s helping behaviors can change a lot from situation to situation, just as much as they differ between one person and another (Dalal et al. 2009). This has been attributed to the levels of fatigue employees experience within and outside of their work roles (Trougakos et al., 2015). If employees continue to push themselves above and beyond, they can experience citizenship fatigue, leading to stress, exhaustion, and burnout (Bolino et al., 2013). Job creep is a condition of feeling pressured to continue going above and beyond one’s job when the extra behaviors that were once appreciated are now expected in one’s actual role (Rayfield, 2023). If left unaddressed, this condition can lead to compulsory citizenship behaviors, leading to higher levels of job dissatisfaction, stress, and intentions to quit (Vigoda-Gadot, 2007). When an employee frequently volunteers to cover shifts, they may initially be praised for their helpfulness. However, if this behavior becomes expected and they feel unable to decline without facing negative consequences, it illustrates how OCBs can backfire, leading to burnout or resentment.

What’s more, research highlights the experience of OCBs for minorities is something for employers to carefully consider. When systemic discrimination and exclusion at work loom large, organizations will be seen as unjust (Mamman et al., 2012). This significantly decreases employee commitment, job satisfaction, and OCBs, particularly for those of minority status (Colquitt et al., 2013). On the other hand, we also see minorities engaging in OCBs not out of choice, but as a way to combat negative stereotypes and navigate microaggressions (Rayfield, 2023; Singh & Winkel, 2012). These above-and-beyond efforts are frequently devalued and seen as expected when performed by women and racial minorities, whereas similar behaviors by majority group members are considered exceptional and are rewarded (Allen, 2006). While OCBs can be a marker of engaged and high-performing employees, they more often tell the story of how an organization is supporting its people.

Turning Awareness Into Action: OCBs for Workplace Success

To encourage OCBs without overburdening employees, organizations must create respectful, supportive, and psychologically safe workplaces. This includes fairly recognizing OCBs in performance reviews, providing leadership, mentorship, and sponsorship opportunities, and training managers to support their people. Invest resources to improve every employee’s experience and ensure contributions are valued and rewarded equitably. For minorities, fostering respect and inclusion is especially crucial to boosting engagement and organizational commitment. By building positive relational climates and aligning systems to support employees’ well-being, organizations can drive sustainable contributions and stronger performance. With the right balance, OCBs can be a secret ingredient to a thriving, high-performing organization.

References

Allen, T. D. (2006). Rewarding good citizens: The relationship between citizenship behavior, gender, and organizational rewards.  Journal of Applied Social Psychology, 36(1), 120-143.

Bolino, M. C., Klotz, A. C., Turnley, W. H., & Harvey, J. (2013). Exploring the dark side of organizational citizenship behavior. Journal of Organizational Behavior, 34(4), 542-559.

Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P., Conlon, D. E., & Wesson, M. J. (2013). Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. Journal of Applied Psychology, 98(2), 199-236.

Cutler, J., & Campbell-Meiklejohn, D. (2019). A comparative fMRI meta-analysis of altruistic and strategic decisions to give. NeuroImage, 184, 227–241. https://doi-org.ezp.slu.edu/10.1016/j.neuroimage.2018.09.009

Dalal, R. S., Lam, H., Weiss, H. M., Welch, E. R., & Hulin, C. L. (2009). A within-person approach to work behavior and performance: Concurrent and lagged citizenship-counterproductivity associations, and dynamic relationships with affect and overall job performance. Academy of Management Journal, 52(5), 1051-1066.

Edmans, A. (2012). The link between job satisfaction and firm value, with implications for corporate social responsibility. Academy of Management Perspectives, 26(4), 1-19.

Mamman, A., Kamoche, K., & Bakuwa, R. (2012). Diversity, organizational commitment and organizational citizenship behavior: An organizing framework. Human Resource Management Review, 22(4), 285-302.

Organ, D. W. (2018). Organizational citizenship behavior: Recent trends and developments. Annual Review of Organizational Psychology and Organizational Behavior, 80, 295-306.

Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behaviors and sales unit effectiveness. Journal of Marketing Research, 34(3), 357–370.

Rayfield, N. G. (2023). The road to hell is paved with cookies: Exploring OCB in higher education. Higher Education Digest.

Singh, B., & Winkel, D. E. (2012). Racial differences in helping behaviors: The role of respect, safety, and identification. Journal of Business Ethics, 106, 467-477.

Trougakos, J. P., Beal, D. J., Cheng, B. H., Hideg, I., & Zweig, D. (2015). Too drained to help: A resource depletion perspective on daily interpersonal citizenship behaviors. Journal of Applied Psychology, 100(1), 227.

Vigoda-Gadot, E. (2007). Redrawing the boundaries of OCB? An empirical examination of compulsory extra-role behavior in the workplace. Journal of Business and Psychology, 21(3), 377-405.

Yaakobi, E., & Weisberg, J. (2020). Organizational citizenship behavior predicts quality, creativity, and efficiency performance: The roles of occupational and collective efficacies. Journal of Work and Organizational Psychology, 36(1), 45–55.