An employee demonstrating organizational citizenship behavior (OCB) by assisting a colleague, fostering trust, strengthening the team, and contributing to career growth. Illustration by the Author
Organizational citizenship behaviours (OCB) occur when employees perform activities that exceed their official job responsibilities by assisting colleagues and distributing knowledge and completing work that others tend to avoid. The organization does not officially recognize these actions yet they generate trust and foster positive relationships and maintain a positive workplace atmosphere.
The practice of OCB enables organizations to develop social capital which consists of professional networks and trust relationships that enhance teamwork and problem-solving capabilities. Employees who take on additional responsibilities to complete unattended tasks earn recognition from their peers and supervisors while demonstrating their commitment to the organization.
Managers tend to promote employees who demonstrate consistent extra effort because they recognize their potential for advancement. The accumulation of these behaviors throughout time transforms an employee into an essential asset which demonstrates how regular workplace actions can transform into significant career advancement and professional network development.
The practice of OCB extends beyond assistance because it creates stronger teams while fostering workplace relationships which bring advantages to both staff members and their organization.
Reference:
Bolino, M. C., Turnley, W. H., & Bloodgood, J. M. (2002). Citizenship behavior and the creation of social capital in organizations. Academy of Management Review, 27(4), 505–522.*
Retrieved from https://www.jstor.org/stable/4134400
Also available at https://www.researchgate.net/publication/270157020