LU ppt OCB

UNINTENED EFFECTS OF ORGANISATIONAL
CITIZENSHIP BEHAVIOR
BY
KARTIK TANDON
SERIAL NO- 25
ABSTRACT
INTRODUCTION
CONTENTS PERSONAL AND PROFESSIONAL COSTS

OBJECTIVES
DARK OCB MOTIVES AND CONCEPTUAL
MODEL
FUTURE DIRECTIONS AND LIMITATIONS
CONCLUSION
ABSTRACT
 This research paper provides a comprehensive examination of Organizational Citizenship Behaviors (OCBs), typically viewed
as positive contributions by employees to their organizations. The purpose of this paper, then, is to take a more nuanced view of
OCBs while highlighting the dark side of citizenship behavior. The research also seeks to develop a deeper understanding of the
conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities
facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well.
 Keywords- Organizational citizenship behavior; positive organizational behavior; Counterproductive Behaviour, Impression
Management.
INTRODUCTION
• Positive Organizational Behavior (POB) is a framework that explores positive behaviors in organizational settings.
• ORGAN (1998), Organizational Citizenship Behaviors (OCBs) are employee actions that support the social and
psychological environment of organizations. OCBs have undeniably positive aspects, such as being associated with
positive job attitudes, encouraging leadership, and a supportive organizational climate.
• OCBs may also experience negative consequences such as role ambiguity, role overload, job stress, and work-
family conflict.
 The paper will be concluded by identifying directions for future research that seek to develop a deeper
understanding of the conditions under which OCB can be harmful. Last, addressing some of the reasons
investigating the dark side of citizenship.
PERSONAL AND PROFESSIONAL COSTS OF
CITIZENSHIP
The personal costs of OCB include The professional costs of OCB
employees feeling pressured to include employees experiencing a
perform OCBs, and job creep, which lack of recognition or reward for
can lead to job stress, negligent their efforts, which can lead to
behaviors, intentions to quit, and feelings of resentment, decreased job
other negative outcomes. satisfaction, and lower
Van Dyne and Ellis (2004)- TO DO
organizational commitment,
MORE WITH LESS
Bergeron (2007)
OBJECTIVES
Following are the major objectives of the study-
To understand the theoretical framework of Organisation Citizenship Behaviour (OCB)
To explore the unintended effects of OCB.
To develop and analyse the conceptual model of the Organisational Citizenship Behaviour.
To analyse the key drivers that contribute to the Dark OCBs in the organisations.
UNINTENTED EFFECTS OF OCB
Initial research described OCBs as analogous to prosocial behavior and linked with the notion that happy workers
should be productive workers.
1. Citizenship and impression management- Employee in these types of circumstances, image-conscious employees are
likely to perform OCBs not to benefit their organization or its members but to improve their standing in the workplace.
Integrating the “good soldier” and “good actor” perspectives, Grant, and Mayer (2009)
2. Citizenship and counterproductive work behavior- CWBs—acts that directly hurt organizational functioning, harm
organizational property, or impede the productivity of other employees (Fox, Spector, & Miles, 2001).
ORGANISATIONAL COUNTERPRODUCTIVE
POOR SUPERVISON
CITIZENSHIP BEHAVIOUR BEHAVIOUR
The above stated model explains the relationship between Organisational Citizenship Behaviour and the Counterproductive work
behaviour with Poor Supervision acting as a mediating variable. Poor Supervision means lack of attention shown towards
employees, bad leader generally has a negative impact on Employees attitude.
FUTURE DIRECTIONS AND LIMITATION
Following are the future directions for the current stated research-
Empirical investigations needed: Research is required to confirm the speculation that Organizational Citizenship
Behaviors (OCBs) driven by impression-management concerns may differ in quality from those rooted in genuine
organizational concern.
Darker motivations: Research should aim to uncover how darker motivations and attributions impact OCB
performance and outcomes, shedding light on the complex interplay between motives, attributions, and workplace
behaviors.
Complex and context-dependent relationship: Overall, the relationship between OCBs and organizational outcomes is
complex and context-dependent, emphasizing the need for a nuanced understanding.
LIMITATION-
One of the most significant constraints is the absence of empirical data to substantiate the proposed theory. While the paper can
lay out conceptual framework, it lacks the means to validate these ideas with real-world evidence, leaving a gap between theory
and practice.
CONCLUDING THOUGHTS
 Proper theory, research design, and measurement are essential when investigating the potential negative aspects of
OCB. Researchers must think carefully about how to design studies and develop theories and measures that will
allow them to find such effects.
 It is important to consider the practical implications of investigating the negative aspects of OCB, including
potential backlash from employees and organizations.

• Need for nuanced understanding of Organizational Citizenship Behaviors (OCB)
• Acknowledgment of potential negative implications of OCB in specific situations
REFERENCES
Bergeron, D. M. (2019). The potential paradox of organizational citizenship behavior: Good citizens at what cost? Academy of
Management Review, 32, 1078–1095.
Fineman, S. (2006). On being positive: Concerns and counterpoints. Academy of Management Review, 31, 270–291.
Finkelstein, M. A. (2006). Dispositional predictors of organizational citizenship behavior: Motives, motive fulfilment, and role
identity. Social Behavior and Personality, 34, 603–616.
Pan, W., Zhang, Q., Teo, T.S.H. and Lim, V.K.G. (2018), “The dark triad and knowledge hiding”, International Journal of
Information Management, Vol. 42 No. March, Elsevier, pp. 36-48.
Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as
interactive predictors of affiliative citizenship behaviors. Journal of Applied Psychology, 94, 900–912.
Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2016). Organizational citizenship behavior: Its nature, antecedents, and
consequences. Thousand Oaks, CA: Sage.
Nielsen, T. M., Bachrach, D. G., Sundstrom, E., & Halfhill, T. R. (2012). Utility of OCB: Organizational citizenship behavior
and group performance in a resource allocation framework. Journal of Management, 38, 668–694.

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UNINTENED EFFECTS OF ORGANISATIONAL

CONTENTS PERSONAL AND PROFESSIONAL COSTS

Following are the major objectives of the study-

To understand the theoretical framework of Organisation Citizenship Behaviour (OCB)

To explore the unintended effects of OCB.

potential backlash from employees and organizations.

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