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"Sun Microsystems' CEO challenged his Global EmployeeCommunications team to build communities within thecompany with social networking technology. Wikis, blogs,Facebook fan pages, and six islands on Second Life are justa few of Sun's new social media tools that employees useto learn, boost innovation, connect with executives andeach other - and spread the good word about Sun. Toachieve this quickly, the communications teamcollaborated across organizational boundaries, tapped

grassroots social media efforts in other parts of thecompany, focused on a manageable number of short-termprojects, and showed a willingness to experiment."

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Individuals behavior which isdiscretionary, not directly or explicitly

recognized by the formal rewardsystem, that is in the aggregatepromotes the effective functioning of

the organizationBy Organ(1988)

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Model

An abstraction of reality

A simplified representation of

some real-world phenomenon

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Borman and Motwidlo Coined it as Contextual Performnce and Task in 1993

Job

Performance

Task

PerformanceOCB

Contextual performance

Counterproductive

Behavior

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Key OCB features:

OCB are voluntary, intentional, consciousand spontaneous acts on the part of the

employee

OCB are intended to be positively valued bythe employee and the organization

OCB primarily benefit the organization as

well as the employees themselves

OCB is not the same as high jobperformance.

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Altruismhelping others at work

Compliancesurpassing enforceable workstandards

Sportsmanshiphaving a high tolerance forannoyances on the job

Courtesyhaving consideration for howdecisions will affect others

Civic virtuebeing actively involved incompany-sponsored events and keeping up

with organization activities

The Nature and Dimensionality of Organizational Citizenship Behavior:A Critical Review

and MetaAnalysis by Jeffrey A. LePine and Amir Erez (Journal of Applied Psychology-2002)

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OCB redefined by Van Dyne

Organizational obedience

Organizational loyalty Organizational participation

Social participation

Advocacy participation

Functional participation

Covenantal relationships

Relationships that exist between employees andemployers when there is a state of mutualcommitment and trust, and shared values

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Attitudinal Factors

Job satisfaction

Fairness

Commitment

Leadersupportiveness

DispositionalFactors

Conscientiousne

s Agreeableness

Positive andnegative

affectivity

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Job AnalysisInclusion of its dimension in job

summaries

Recruitment AndSelection

Identifying the dimension atthe time of Selection

Training AndDevelopment

Activating these Dimensionthrough training and further

Grooming Also

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RewardManagement

Incentives Could be based onthe OCB

PerformanceAppraisal

Help in mapping competenciesand peer Feedback could be

used

OrganisationalCulture andStructure

Make workplace Harmonious forboth domestic and expatriate

managers

Implication of OCB and Conceptual Performance for HRM-Human

resource management review in 2002 by Jhon M Warnor

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Thank u