Thailand and The World Economy | Vol. 40, No.

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Vol. 40, No.2, May - August 2022 Page [168-186]

Organisational Citizenship Behaviour of

Employees Towards Organisation and
Individuals: An Empirical Study of Indian
Service Organisations
Ravi Kumar Gupta
Faculty of Management, Maharaja Agrasen Institute Management Studies, India
Amar Nath Gupta
Faculty of Management, University of Delhi, India
Sakshi Gupta*
Faculty of Economics, Maharaja Agrasen Institute Management Studies, India
Vishal Kumar
Faculty of Management, Maharaja Agrasen University, India
Received 10 September 2021, Received in revised form 16 February 2022,
Accepted 18 February 2022, Available online 2 May 2022
Abstract
Organisational Citizenship Behaviour is now emerging as an important aspect of
human behavior at work, which has a significant impact on teamwork and success of an
organisation. The present study was a modest attempt to expand the knowledge base relating to
the vital question of whether and how managers in service organisations go voluntarily
beyond their prescribed official duties to assist and cooperate with their colleagues and,
ultimately, contribute to achieving the organisational objectives. It was designed to investigate
the ‘perceptions of managers’, working in Indian service organisations, regarding different
dimensions of Organisational Citizenship Behaviour. The present study was descriptive
research; and was intended to identify and obtain credible information on the characteristics
of service sector employees’ perceptions. The research sample was formed by 306
employees. The data was provided by a structured questionnaire. Various statistical
techniques were applied to SPSS and MS Excel to test and analyse the hypothesised model.
The findings of the present study make credible addition to the body of knowledge existing
on the topic of Organisational Citizenship Behaviour and its two significant aspects, viz.,
Organisational Citizenship Behaviour towards Individuals and Organisational Citizenship
Behaviour towards Organisation. It was found that the managers of Indian service organisations
voluntarily assume citizenship behaviour towards Individuals and organisations in the 21st
century; and promotion of this tendency by senior business leaders may undoubtedly promote
the achievement of such organisations’objectives in the long run.
Keywords: Organisational Citizenship Behaviour, Perception of Employees, Indian Service
Organisations, Organisational Behaviour.
JEL Classifications: L2, M5
____________________________________
*
Corresponding author: Maharaja Agrasen Chowk, Sector 22, Rohini, New Delhi, Delhi 110086, India Email:
[email protected]
┼ This paper was presented in 6th International Conference on 'Drivers of Global Economic Recovery' organized by Maharaja
Agrasen Institute of Management Studies (MAIMS), Delhi (India) in partnership with the Faculty of Economics, Thammasat
University, Thailand, and Waljat College of Applied Sciences, Oman on April 23, 2021.
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 169

1. Introduction

Organisational Citizenship Behaviour (OCB) is an emerging concept considered

under organisation behaviour or human behaviour at work. During the stay of an individual
in an organization, there may be various behaviours which are expected from him or her,
and the employees are bound by the policies, procedures, rules and regulations of the
organisation. But when employees assume work voluntarily beyond the assigned duties,
such behaviour is known as Organisational Citizenship Behaviour. Various related
concepts are associated with OCB from time to time. Organisational Citizenship
Behaviour (OCB) is a behavior exhibited by employees as going beyond the formal
necessities of their jobs and which also proves advantageous to the organisation. It
enhances the positive vibe and cohesiveness among team members in the workplace,
resulting into fewer conflicts and enhanced productivity. Employees with low levels of
OCB are more likely to leave an organisation earlier than employees with high levels of
organisational citizenship behaviour.
OCB is multidimensional in nature and there are numerous factors which affect it.
Organ (1988) constructed the dimension of general compliance and then added additional
dimensions of OCB. This construction resulted in a five-factor model consisting of Add-in
Proficiency, Civic Virtue, Courtesy, Altruism and Morale Boosting. OCB towards
Organisation (OCBO) may be divided into two sub-factors, of which the first sub-factor
is Add-in Proficiency. It explains the behaviour and acts of employees that directly improve
the work performance and output of the organisation. It includes behaviours like staying
for late working hours without expecting extra compensation, working during weekends,
taking work home, etc.
Civic virtue is the cultivation of habits of personal living that may be important for
the success of a community. It is personal devotion that leads to the community’s success.
A successful society requires good citizens, who live more for each other than for their
own personal interests. Examples of civic virtue can be seen in daily affairs, such as
attending meetings and keeping up with what is going on within the organisation in general.
Courtesy is defined as a behaviour that is polite, humble and considerate towards other
individuals. Courtesy implies that others are treated with respect. When people in the
organisation treat each other with respect, they will be comfortable working as a cohesive
team. Examples of courteous behaviours are asking a co- worker if he/she would like to
have a cup of tea or coffee while you are getting one for yourself, making extra copies of
the meeting agenda for your teammates, and giving colleagues ample notice when you alter
something that may affect them.
Successful organisations have employees who work beyond their assigned job
responsibilities and freely give their time and energy to succeed at the assigned jobs. Such
altruism is neither mentioned nor required, yet it contributes to the smooth functioning of
an organisation. Altruism is defined as the desire to help or otherwise assist another
individual, while not expecting a reward in compensation for that assistance. For example,
an employee who drives his colleague to work when his car has broken down, while not
expecting money or favours in compensation.
“Morale Boosting” explains the behavior and performance of employees that help
co-workers boost their morale. OCB towards altruism helps in boosting the morale of
individuals. It includes statements like “informed manager of co-workers’ excellent
performance” and “gave written or verbal recommendation for a co-worker.” Covering
their mistakes and encouraging co-workers, employees sometimes go out of the way.
Subsequent to Organ’s well-reasoned five dimensions model (1988) explained
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 170
hereinabove, William and Anderson (1991) provided a two dimensions model of OCB viz.,
OCB-I (Organisation Citizenship Behaviour toward Individuals) and OCB-O
(Organisation Citizenship Behaviour toward Organisations). OCBO heavily depends upon
a company’s policies and internal environment, while OCBI is more dependent on
personalities, personal relationships, and interactions among employees.
The present study is intended to analyse the Organisational Citizenship Behaviour
of employees towards Organisation (OCBO) among Indian service organisations. It also
analysed the Organisational Citizenship Behaviour of employees towards Individuals
(OCBI) among Indian service organisations. For the present study, the research problem
identified was “whether managers of Indian service organisations were assuming
Organisational Citizenship Behaviours (OCBs) during 21st century?” If yes, the related
question was “whether the OCBs of such employees relate to OCBO and/or OCBI?”

2. Literature Survey
The review of literature on OCB provided interesting and useful ideas related to
the topic under investigation. About 100 studies (including books, journals, research
papers, theses, and dissertations) were sifted to ascertain the prevailing views and
findings on predictors, antecedents and dimensions of Organisation Citizenship
Behaviours of employees in India and elsewhere. Some of the studies emphasised more
than one of the dimensions of OCB; and, prima-facie, the number of studies may appear
to be more than 100. Table 1 provides a glimpse of focus of previous studies on various
aspects of OCB.

Table 1: Glimpse of Focus of Previous Studies on OCB

OCB Predictors,
Sr. Antecedents & Dimensions Number of
No. (Identified earlier) Studies

Altruism
1. 18

2. Courtesy 08
3. Sportsmanship 06

Conscientiousness 10
4.

Civic Virtue
5. 12

6. Self-training 05

7. Social Welfare Participation 02

8. Protecting Organisational Resources 03

9. Cleanliness of Workplace 02

10. Interpersonal Harmony 04

11. Job Satisfaction 17

12. Quality of Work Life (QWL) 04

 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 171
Organisational Loyalty/ Commitment
13. 13

14. Leadership Support 02

15. Perceived Organisational Support 01

16. Perceived Fairness & Equity 03

17. Motivation 04

Organisational / Procedural Justice

18.
0
Integration of Organisational Behaviour (OB) and 804
19.
Consumer Behaviour (CB)

20. Transformational Leader Behaviour

06
Source: Author’s own compilation

It is widely accepted and supported by the present study that organisations cannot
grow unless their employees are ready and willing to engage in Organisational
Citizenship Behaviour . Every organisation, profit oriented or otherwise, depends on a
pyramid of cooperation, friendliness, helpfulness, and other instances of what we call
“citizenship behaviours”. Now, it is also recognised and well accepted among
researchers and corporate managers that OCBs of employees have been facilitating
changes in the environment of a formal organisation by making it relaxed and congenial,
and promoting cooperation among employees and employers. The idea of OCB may, at
least to the extent of existence and recognition of significance of informal
organisations/groups, be related to the outcome of well-known Hawthorne Experiments
(1924-1932) conducted by Elton Mayo and Fritz Roethlisberger. These experiments
incorporated the socio-psychological aspects of human behaviour into organisations.
The literature reflects on numerous aspects of Organisational Citizenship
Behaviour in global as well as Indian organisations. Secondary data, collected from
various studies and reports, has been carefully examined with reference to their results
and suggestions. Most of the studies were conducted in foreign countries, including the
US, Malaysia, Indonesia, and China, and their findings exhibit traces of the local
organisational environment prevailing there.
The noticeable facts which emerge from the review of literature (Table 1) are that
altruism and job satisfaction (18 and 17 studies, respectively) are most significant factors
promoting OCB among employees; and that organisational loyalty/commitment (13
studies) and civic virtue (12 studies) are also prominent. Differences in the outcomes of
studies appear to be partly due to their sampling designs and cultural/geographical
contexts. For example, Silva & Ranasinghe (2017: Sample size 150) found that civic
virtue is a very influential dimension of OCB in Sri Lankan context, while Romaiha et.al.
(2019: Sample size 113) found the opposite result in the Malaysian context. It is also
noticeable that the OCB dimension of conscientiousness (10 studies) is not far behind.
Review of literature revealed certain other scattered OCB predictors, antecedents,
and dimensions, including employees’ competence or ability to perform tasks well
[Rehmawati (2017)], positive mood [George & Brief (1992)], pay satisfaction [Nwankwo
et.al. (2013), Sethi (2019)], emotional intelligence [James et.al. (2010)], and personality
[Chwalibog (1991), Organ (1994), Borman & Motowidlo (1997), Singh & Singh (2009),
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 172
Mahdiuon et.al. (2010), Gondlekar (2014), and Ilie (2014)]. Various studies found that
there is a significant positive relationship between an employee’s personality and his or
her citizenship behaviour. Zhang et.al. (2011), while identifying four sub-types of OCB,
attach considerable importance to the ‘altruistic OCB based on personality’.
George and Brief (1992) determined that a more positive mood often results in a
desire to provide more helpful behaviour to co-workers. When job satisfaction is added
into the equation, the results consistently support the model of a positive mood leading
to job satisfaction, which leads to a higher frequency of citizenship behaviours.
Some of the studies [Wayne et.al. (1997), and Dinka (2018)] revealed that
national, societal, and cultural factors also impact the citizenship behaviours of
employees. Bachrach et.al. (2006) stated that in a US individualistic (as opposed to
collectivistic) work environment, cultural norms predominate, and they suggest that
future research might focus on how ‘cultural influences might provide moderating effect
on managers’ perceptions of the impact of OCB on organisational performance.
Podsakoff et.al. (2000) emphatically argued that research was needed on the impact that
cultural context might have on OCB, and they contemplate distinct cultural effects on the
basis of ‘form’ of citizenship behaviour, ‘frequency’ of citizenship behaviour, the
‘moderating effects (antecedents and consequences), and the mechanism through which
citizenship behaviour may be generated in the cross-cultural context.
Deepa (2016) and Goolaup et.al. (2017) suggested that People Management
Practices (PMP) of an organisation also impact the OCB of employees. Florea (2015),
while concluding that OCB was not linked to gender, highlighted that a higher degree of
education positively impacts citizenship behaviour and organisational performance.
Gupta & Gupta (2019a) revealed that Organisational Citizenship Behaviour
towards Organisation helps employees and organisations to increase their output. There
is an open communication, and there is a clear understanding in every employee of their
roles in the organisation. In this study, OCB towards Organisation specifies that activities
related to OCB are helpful in increasing the work output of the employee, which
ultimately helps the organisation as well as the employees.
Gupta & Gupta (2019b) describedhow organisations could not grow unless
employees of the organisations are willing to engage in Organisational Citizenship
Behaviour. Every organization's success, whether for profit or not, is built on a pyramid
of cooperation, friendliness, helpfulness, suggestions, and other examples of what we
might call "citizenship behavior."
The overall conclusion of most of the studies, read with the outcome of the present
study, was that OCBs of employees and their perceptions of various predictors,
antecedents, and dimensions have a positive impact on the creation of a congenial work
environment and better organisational performance; and, though considered voluntary
actions by employees, the overall view was that OCBs may be actively encouraged and
recognised by corporate managements. But some of the studies [Dalal (2005), Fox et.al.
(2009), Spector et.al. (2010), etc.] cautioned that there may also be Counterproductive
Work Behaviours (CWBs) in employees at work. Dalal (2005) described CWB as
"intentional employee behaviour that is harmful to the legitimate interests of an
organisation". Spector et.al. (2010) came to the conclusion that CWB and OCB were
‘likely unrelated’ and ‘not necessarily oppositely related’ to other variables. CWBs lead
to high turnover intention rate (HTIR) in the present day, fast changing and competitive
business environment, and promotion of OCBs by corporate management may check the
negative tendencies among employees. In line with the study of Qureshi (2015), the
present study confirms that OCBs of employees may take care of CWBs and help in
reducing costs and enhancing profitability of organisations.
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 173
While planning for the promotion of OCBs, corporate management may not lose
sight of the material fact that different strategies may have to be adopted to encourage
OCBI and OCBO among employees. Initiated by Williams and Anderson (1991).
Mohammed et.al. (2011) and Bhatla (2016)] emphasised that OCBI and OCBO were
dealt with carefully, as they impact job satisfaction which has significant bearing on
performance and promotion of employees’ citizenship behaviours. Yao & Mingchuan
(2010) rightly suggested that, in the present day business environment, corporate
management has to ‘learn and master’ good use of OCB to improve organisational
performance and effectiveness.

3. Methodology

3.1 Sample
It was proposed to collect data from employees of public and private sectors
service organisations relating to health and hospital services, insurance, banking and
financial Services, hotel and hospitality, education, telecommunication, IT and software
development, and incidental response, if any, by employees of any other service
organisation was to be considered under the category of ‘Miscellaneous Industries’. For
the primary data, the researchers used a structured questionnaire to conduct survey of
managers of public and private sector organisations relating to healthcare and hospital,
insurance, banking and financial services, hotel and hospitality, education,
telecommunication, and IT and software development.
National Capital Region of Delhi (referred to as “Delhi NCR” or “NCR Delhi”)
is the population area for this study. This area includes Indian Capital and cities of
neighbouring states of Haryana and Uttar Pradesh.The unit of sample for this study was
employees of Indian service organisations, which were established in the form of public
companies under the provisions of the Indian Companies Act, or foreign companies
having a place of business in India. In consultation with experts in related fields, it was
decided to restrict the sample of employees to 320 people. Convenience-cum-Purposive
Sampling Technique (non-probability sampling method) was adopted for selecting
respondents. This method has been used in collecting primary data from respondents
working in various service organisations operating in the population area.

3.2 Hypotheses
Hypotheses were formulated to achieve the above-mentioned objectives, and, in
turn, to have a proper insight in employees’ perceptions on various dimensions of
Organisational Citizenship Behaviour and their relationships with demographic
variables, and also to compare and analyse the extent of OCBs among the employees of
service organisations.
A total of fifteen Null Hypotheses were formulated to achieve the objectives of
this study. They are mentioned below.
H01: Perception of employees regarding Add-in Proficiency does not differ
significantly on the basis of Gender.
H02: Perception of employees regarding Add-in Proficiency does not differ
significantly on the basis of Age.
H03: Perception of employees regarding Add-in Proficiency does not differ
significantly on the basis of Job Tenure.
H04: Perception of employees regarding Civic-Virtue does not differ
significantly on the basis of Gender.
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 174
H05: Perception of employees regarding Civic-Virtue does not differ
significantly on the basis of Age.
H06: Perception of employees regarding Civic-Virtue does not differ
significantly on the basis of Job Tenure.
H07: Perception of employees regarding Courtesy does not differ significantly
on the basis of Gender.
H08: Perception of employees regarding Courtesy does not differ significantly
on the basis of Age.
H09: Perception of employees regarding Courtesy does not differ significantly
on the basis of Job Tenure.
H010: Perception of employees regarding Altruism does not differ significantly
on the basis of Gender.
H011: Perception of employees regarding Altruism does not differ significantly
on the basis of Age.
H012: Perception of employees regarding Altruism does not differ significantly
on the basis of Job Tenure.
H013: Perception of employees regarding Morale Boosting does not differ
significantly on the basis of Gender.
H014: Perception of employees regarding Morale Boosting does not differ
significantly on the basis of Age.
H015: Perception of employees regarding Morale Boosting does not differ
significantly on the basis of Job Tenure.

3.3 Tools for Data Collection

This study used a questionnaire to collect primary data. Since OCB was first
defined by Organ (1988), it has been measured via Behavioural Checklists. The nature
of OCB, though understood to be ‘extra-role’ or discretionary, was invariably intertwined
with officially required work-behavior. In the present study, the researcher used the
standard questionnaire of Fox & Spector (2009). Table 2 presented the research
methodology adopted for each research objective of the present study.

Table 2: Objective-wise Research Methodology

Objective Research Methodology
To analyse the Organisational The data was collected on 41
Citizenship Behaviour of employees statements given in OCB-Check List.
towards Organisations (OCBO) among Five Factors were developed from
Indian service organisations. these 41 statements.
Mean Score for each factor was
calculated to depict the extent of OCB
among the employees of corporate
service organisations.
To analyze the Organisational Hypothesis testing was used for
Citizenship Behaviour of employees analysing relationships between
towards Individuals (OCBI) among demographic variables and OCB.
Indian service organisations Parametric tests (t test and ANOVA)
were used for testing the hypotheses.
Source: Author’s own compilation

3.4 Tools for Analysis

The following statistical tools were applied for analysis and interpretation:
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 175
i. Average, Standard Deviation, Mean score to analyse the data of the
respondents.
ii. T-test at 5% level of significance for testing the Mean differences and
statistical significance of data.
iii. The analysis was conducted with the help of SPSS and MS Excel application
software.

4. Findings

4.1 Steps of Data Analysis

Primary data was collected online and offline from 306 respondents, who were
well-educated and experienced managers working in Indian service organisations
established and/or operating in the National Capital Region of Delhi, India. Their gender
composition was male (55.6%) and female (44.4%); and most of them (93.2%) belonged
to the age group of up-to 60 years. But, due to the Indian government’s declared and now
well-recognised policy of privatisation, liberalisation and globalisation, a majority
(61.8%) of the respondents belonged to corporate private sectors, which has been
expanding at a rapid pace in the Indian economy.
The prime objective of the present study was to analyse and understand the
perceptions of employees regarding Organisation Citizenship Behaviours in the Indian
context. Their perceptions were recorded on two major components of OCB in corporate
service organisations. One is ‘Organisation Citizenship Behaviour towards
Organisations’ (OCBO) and the other is ‘Organisation Citizenship Behaviour towards
Individuals’ (OCBI). The analysis was divided into eight different steps of analysis, as
shown in Table 3. The first section provides an overview of the demographic details of
306 respondents.

Table 3: Steps involved in Data Analysis

Source: Author’s own compilation

 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 176
4.2 Profile of the Respondents
The sample survey for conducting the research was carried out in the National
Capital Region of Delhi. Table 4 gives the demographic profile of all the respondents
who participated in this study.

Table 4: Demographic Data of the Respondents

Frequency % age
No. of Respondents 306 100
Gender
1. Male 170 55.6
2. Female 136 44.4
Total 306 100
Age Groups
1. Up to 40 years 193 63.1
2. 40-60 years 92 30.1
3. More than 60 years 21 6.9
Total 306 100
Industry
1. Health/ Hospital 33 10.8
2. Insurance, Banking& 76 24.8
Financial Services
3. Hotel/ Hospitality 30 9.8
4. Education 68 22.2
5. Telecommunication, IT & 74 24.2
Software Development
6. Misc. Industries 25 8.2
Total 306 100
Job Tenure
1. 5-10 years 73 23.9
2. 10-20 years 136 44.4
3. More than 20 years 97 31.7
Total 306 100
Source: Author’s own compilation

A total of 316 respondents, all well-educated managers, were approached for the
survey. Some of the responses were incomplete or somehow unengaged on the part of
the respondents. These responses were dropped before analysis. The analysis has been
done on the basis of a total of 306 responses. All the responses were collected through a
structured questionnaire (Suzy Fox & Paul E. Spector, 2009) sent online (via Google
Docs) and/or offline. The Organisational Citizenship Behaviour Checklist (OCB-C) was
a 42-statement instrument designed to assess the frequency of organisational citizenship
behaviours of employees. The profile of the respondents was divided on the basis of their
gender, age, and job tenure to appreciate the extent of coverage for the purposes of this
study.

4.3 Organisational Citizenship Behaviour of employees towards Organisation (OCBO)

among Indian service organisations.
Organisational Citizenship Behaviour of employees towards their organisations
includes activities related to enhancing work output and resulting in better organisational
performance and effectiveness. The OCBO among sampled Indian service organisations
was analysed in pursuance of this objective. The data was collected from 306 employees
working in service organisations, i.e., Health & Hospital, Insurance, Banking & Financial
Services, Hotel/Hospitality, Education, Telecommunication, IT & Software
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 177
Development. A few organisations which did not fall in any of these categories were
classified as Miscellaneous Organisations.

Table 5: OCBO & Mean Score

Dimensions Overall Mean score
OCB towards Organisation 3.11
Source: Author’s own compilation

Table 5 shows the mean perception of respondents regarding OCB towards

Organisations (OCBO). The value of the overall mean score, i.e., ‘3.11’ (out of a
maximum of 5 on Likert scale used) indicates that the activities related to OCBO are
frequently performed by the employees in their respective organisations. A value of 3
means ‘Activities done once or twice in a month’. It was concluded that the employees
of various corporate service organisations care about the organisations’ profitability and
effectiveness, and they exhibit fairly good performance in citizenship activities towards
their respective organisations.
For a better understanding of the behaviour of employees, OCBO was divided
into two factors, i.e., “Add-in Proficiency” and “Civic-Virtue”. The analysis of these two
factors of OCBO and demographic variables is as follows:

Table 6: Add-in Proficiency & Demographic Variables

Factor Demographic t-value/ 5% level of
Variables p-value Significance
Add-in Proficiency Gender .219 Not Significant
Add-in Proficiency Age group .487 Not Significant
Add-in Proficiency Job Tenure .411 Not Significant
Source: Author’s own compilation

In Table 6, the analysis revealed that the value of the t-statistic of Add-in
Proficiency & Gender is ‘.219’, p-value of Add-in Proficiency & Age group is ‘.487’ and
p-value of Add-in Proficiency & Job Tenure is ‘.411’, which are more than 0.05, and are
not significant at 5% level of significance. The conclusion is that there is not enough
evidence to suggest that null hypotheses H01 to H03 are false at 95% confidence level.
In other words, perceptions of employees regarding Add-in-Proficiency do not differ
significantly on the basis of their gender, age, or job tenure. The present study shows an
insignificant difference in overall Add-in proficiency and the demographic variables.

Table 7: Civic- Virtue & Demographic Variables

Factor Demographic t-statistic/ 5% level of
Variables p-value Significance
Civic-Virtue Gender .581 Not Significant
Civic-Virtue Age group .811 Not Significant
Civic-Virtue Job Tenure .829 Not Significant
Source: Author’s own compilation

Table7 explains the relationship of OCBO factor ‘Civic-virtue’ and three

demographic variables, viz., Gender, Age Group and Job Tenure. The t-statistic of Civic-
Virtue & Gender is ‘.581’, p-value of Civic-Virtue & Age group is ‘.811’ and p-value of
Civic-Virtue & Job Tenure is ‘.829’, which are more than 0.05, and are not significant at
5% level of significance. The conclusion is that there is not enough evidence to suggest
that null hypotheses H04 to H06 are false at 95% confidence level. In other words, the
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 178
perceptions of male and female employees in different age groups and job tenures
regarding Civic-Virtue do not differ significantly. The present study reveals an
insignificant difference in overall Civic-Virtue and the demographic variables.
The present study strongly supports the study of Silva & Ranasinghe (2017); and
confirms the studies of MacKenzie et.al. (1991), Wayne et.al. (1997), James et.al. (2010).
The study partially supports the studies of Farh et.al. (2004), Jepson & Rodwell (2007),
and Lo & Ramayah (2009).

4.4 Organisational Citizenship Behaviour of employees towards Individuals (OCBI)

among Indian Service Organisations.
OCBI includes employees’ behaviours that are aimed at other individuals in the
workplace; and refers to activities related to helping co-workers, boosting morale etc.
OCBI among sampled Indian service organisations was analysed in this objective.

Table 8: OCBI & Mean Score

Dimensions Overall Mean score
OCB towards Individuals 3.14
Source: Author’s own compilation

Table 8 shows the mean perception of respondents regarding OCB towards

Individuals (OCBI). The value of the overall mean score of ‘3.14’ (out of a maximum
score of 5 in Likert scale used) indicates that activities related to OCB towards
Individuals are frequently performed by employees in their respective organisations. It
was mentioned in the questionnaire that the value of 3 meant ‘Activities done once or
twice in a month’. It is concluded that the employees of various corporate service
organisations exhibit fairly good performance in activities regarding OCBI. The average
frequency of occurrence of such citizenship behaviours on the part of employees is found
to be more than twice a month.
For the purposes of analysis, OCBI was further classified into three factors, i.e.,
Courtesy, Altruism and Morale Boosting. The analysis of these three factors of OCBI
and demographic variables is as follows:

Table 9: Courtesy & Demographic Variables

Factor Demographic t-statistic / 5% level of
Variables p- value Significance

Courtesy Gender -2.285 Not Significant

Courtesy Age group .014 Significant
Courtesy Job Tenure .107 Not Significant
Source: Author’s own compilation

Table 9 explains the relationship between the OCBI factor ‘Courtesy’ and three
demographic variables, viz., Gender, Age Group and Job Tenure. The t-value of
Courtesy & Gender is ‘-2.285’, and p-value of Courtesy & Job Tenure is ‘.107’, which is
more than 0.05, and not significant at 5% level of significance. The conclusion is that
there is not enough evidence to suggest that null hypotheses H07 and H09 are false at
95% confidence level, and we failed to reject the same. Accordingly, the alternative
hypotheses cannot be accepted. But p-value of Courtesy & Age group is ‘.014’; and the
present study indicates that courtesy is not similar in all the categories of the Age Groups.
In view of the above, Tukey’s HSD test has been used to check whether the
difference is significant or not, but the analysis reveals that the result remains the same.
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 179
Therefore, null hypothesis H08, viz., “Perception of employees regarding Courtesy does
not differ significantly on the basis of Age” is rejected and the alternative hypothesis,
viz., HA8 “Perception of employees regarding Courtesy differs on the basis of Age” is
accepted.

Table 10: Altruism & Demographic Variables

Demographic t-statistic/ 5% level of
Factor
Variables p-value Significance
Altruism Gender -1.019 Not Significant
Altruism Age group .770 Not Significant
Altruism Job Tenure .602 Not Significant
Source: Author’s own compilation

Table 10 explains the relationship between OCBI factor ‘Altruism’ and three
demographic variables, viz., Gender, Age Group and Job Tenure. The t-statistic of
Altruism & Gender is ‘-1.019’, p-value of Altruism & Age group is ‘.770’ and p-value
of Altruism & Job Tenure is ‘.602’, which are more than 0.05, and are not significant at
5% level of significance. The conclusion is that there is not enough evidence to suggest
that null hypotheses H010 to H012 are false at 95% confidence level, and we failed to
reject the same. Accordingly, the corresponding alternative hypotheses are not accepted.
It is concluded that perceptions of male and female employees belonging to different age
groups and job tenures regarding Altruism do not differ significantly.

Table 11: Morale Boosting & Demographic Variables

Factor Demographic t-statistic/ 5% level of
Variables p-value Significance
Morale Boosting Gender -.304 Not Significant
Morale Boosting Age group .315 Not Significant
Morale Boosting Job Tenure .069 Not Significant
Source: Author’s own compilation

Table 11 explains the relationship between OCBI factor ‘Morale Boosting’ and
three demographic variables viz., Gender, Age Group and Job Tenure. The t-statistic of
Morale Boosting & Gender is ‘-.304’, p-value of Morale Boosting & Age group is ‘.315’
and p-value of Morale Boosting & Job Tenure is ‘.069’, which are more than 0.05, and
not significant at 5% level of significance. The conclusion is that there is not enough
evidence to suggest that null hypotheses H013 to H015 are false at 95% confidence level,
and we failed to reject the same. Accordingly, we cannot accept the corresponding
alternative hypotheses. The analysis reveals that perceptions of male and female
employees belonging to different age groups and job tenures regarding morale boosting
do not differ significantly.
The present study partially supports the studies of Walz & Niehoff (2000), Farh
et.al. (2004), Jepson & Rodwell (2007), Podsakoff et.al. (2009), Lo & Ramayah (2009),
and Dinka (2018); and confirms the results of MacKenzie et.al. (1991), Wayne et.al.
(1997), James et.al. (2010), and Silva & Ranasinghe (2017).
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 180

5. Conclusions and Policy Inferences

An analysis of the employees’ perceptions regarding OCB towards Organisations

(OCBO) has been further bifurcated into two sub-factors, viz. Add-in Proficiency and
Civic-Virtue, using the primary data collected from 306 respondents in Delhi NCR. Add-
in Proficiency was related to employees’ efforts aimed at ‘directly’ improving the work
performance of an organisation. Civic-Virtue was related to employees’ efforts which
contributed ‘indirectly’ to the organisation. It was found that managers perform many
activities frequently for the development of their organisations. Employees make efforts
to increase their efficiency for the smooth functioning of their organisations, which
ultimately enhances their goodwill and profit earning, which is so essential for achieving
the organisational objectives.
Three sub-factors were created, namely, Courtesy, Altruism and Morale Boosting
for further analysis of OCB towards Individuals (OCBI). Courtesy was related to co-
workers for their personal well-being. After analysis, it was found that employees
volunteer themselves to cooperate with their co-workers on their personal issues.
Altruism refers to employees’ selfless behaviour towards their co-workers; they feel
concerned for their welfare and do things that benefit others. The findings were that
employees normally give suggestions and offer advice to their colleagues for improving
work; and also give their time for the orientation of new employees. Morale Boosting
relates to boosting the morale of co-workers, and it was found that employees voluntarily
inform their managers about their co-workers’ excellent work, and thereby helping to
boost their morale.
It was concluded that there was almost unanimity among management writers and
researchers on the material fact that Organisational Citizenship Behaviour has positive
impact on organisations as well as the individuals working therein. Some differences in
opinions, findings, and conclusions were on the relative significance of OCB dimensions.
The present study partially supports the studies of Organ (1988), Podsakoff et.al. (1990),
Dyne, Graham & Dienesch (1994), Podsakoff & MacKenzie (1997), Organ et.al. (2006),
Khan et.al. (2017), Sethi (2018); but supports the findings of Yao & Mingchuan (2010),
and Dash & Pradhan (2014).
Review of literature reveals that the original five dimensions given by Organ
(1988) are still applicable, though ,subsequently, Organ (1997) indicated OCB as
‘construct clean-up’, and Farh et.al. (2004) had given ‘extended dimensions’ in the
Chinese context. Phetphongphan & Ussahawanitchakit (2015) also suggested certain new
dimensions of OCB, focusing on the dedication and enthusiasm of employees. In the
present day, dynamic business environment, certain predictors, antecedents, and
dimensions of OCB need more attention and research. They include job satisfaction,
organisational loyalty and commitment, organisational and procedural justice, and
transformational leadership. The present study supports the conclusion of the study by
Basirudin et.al. (2016) which stated that certain facets of job satisfaction were capable of
conferring a greater impact on employees ‘ability to perform OCBs, especially when job
satisfaction was regarded as a major contributor to employees’ performance as well as
the level of organisational commitment.
It was found that perceptions of both - men and women - about OCB are not
significantly different, at least in the Indian business environment. The present study
supports the study of Wayne et.al. (1997), but does not support the study of Ilie (2014)
wherein the finding is that women displayed OCBs more than men. The present study
partially supports the study of Jepson & Rodwell (2007).
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 181
A conclusion was drawn from the analysis that perceptions of new and old
employees regarding Altruism do not differ significantly. The present study supports the
study of Wayne, Shore & Liden (1997) wherein it was found that there were no
significant differences in employees’ perceptions of OCB in terms of education, gender,
and organisational tenure. Civic-Virtue was depicted by employees quite frequently in
their working life. Perceptions of male and female employees in different age groups and
different job tenures regarding this dimension of OCB do not differ significantly. The
analysis of the present study confirms the studies of MacKenzie, Podsakoff & Fetter
(1991), and James et.al. (2010). But, the investigation does not support the study of
Podsakoff, Ahearne & MacKenzie (1997) which found that civic virtue had no effect on
the quantity or quality of employees’ performance. The present study partially supports
the studies of Farah, Zhong & Organ (2004) and Lo & Ramayah (2009) and supports the
conclusion of the study of Silva & Ranasinghe (2017), which found that civic virtue was
the most influential dimension of OCB. The study does not support their finding that
Sportsmanship, Conscientiousness, Courtesy, Altruism did not have a positive impact on
OCB.
OCB helps individuals improve their personal well-being, work performance,
and morale. The study reveals that employees are often ‘there to hear’ when their
colleagues have personal problems. The study confirms that OCB towards Individuals
(OCBI) is depicted by the respondents quite frequently. The present study confirms the
results of the study of James, Velayudhan & Gayatridevi (2010) but only partially
supports the studies of Podsakoff et.al. (2009) and Lo & Ramayah (2009). The overall
analysis regarding Organisational Citizenship Behaviour across various Indian industries
highlights that the availability of OCB was at a moderate to higher level. The present
study partially supports the studies of Basirudin et.al. (2016), Ngugi (2017), and Ali &
Ullah (2018).
The analyses of the data collected for the purposes of this study infer that both
public and private sector employees perceive OCBs positively, and the OCBs across the
two sectors of the Indian economy do not differ significantly. The present study partially
supports the studies of Yao & Mingchuan (2010), Midha, Mathur & Jain (2014), Deepa
(2016), and Prathiba & Balakrishnan (2017) but does not support the findings of Newes
& Szostek (2018) whose study revealed a complex picture of OCBs in the two sectors.
According to them, while public sector employees perform OCBs more frequently (as
their acts are primarily oriented towards co-workers: OCBI), the OCBs of private sector
employees were more ‘organisation oriented’ (OCBO).
The findings of the present study add credibility to the body of knowledge
existing on the topic of Organisational Citizenship Behaviour and its two significant
aspects, viz., OCBI and OCBO. It was found that the managers of Indian Service
Organisations were voluntarily assuming OCBI and OCBO during the 21st century, and
promotion of this citizenship behaviour tendency by senior business leaders may surely
promote the achievement of the objectives of such organisations in the long run.
The present study was expected to fill the research gaps that were identified at the
initial stage of the investigation. However, the broader question that remains to be
answered is as to why the vital related OCB concepts like ‘organisational spontaneity’,
‘contextual performance’ and ‘transformational leadership’ have not been assigned the
importance that they deserved in studies of OCBs during last three decades.
The current study has certain limitations. All variables were assumed with self-
reported measures at one time point. But precautions have been taken by the researchers
to develop a systematic study to reduce the bias component to its lowest level. Still, there
remain some errors or shortcomings, which include that the sample of the study was
limited to managers of Indian Service Organisations established or operating in the
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 182
National Capital Region of Delhi (Delhi NCR) only. The results may somewhat vary if
similar studies are conducted in other cities or regions of India. Also, the study was
confined to only ‘service sector’ organisations and, therefore, the perceptions of
employees in manufacturing and industrial sectors have not been taken into account. A
similar study on the citizenship behaviours of employees of manufacturing organisations
may lead to somewhat different results. Convenience-cum-Purposive sampling, used for
this study, has its own weaknesses. The non-availability of previous studies on the OCB
of employees in Indian service organisations was felt as a constraint, as no comparison
could be made with other similar studies.
It was admitted that no research study may be completely flawless and/or
inclusive of all possible aspects, and the interesting topic of the present study needs
discussion and further research covering a greater number of industries and a wider
geographical area and, perhaps, using different sampling methods.
In today’s dynamic and competitive business environment, the concept of OCB
assumes significant importance , as employees have to be kept motivated to perform
teamwork and positively help their organisations achieve the predefined objectives,
ensuring their sustained growth. Employees’ job satisfaction combined with
transformational leadership may pave the way to sustain large businesses, and thereby
enhance the wealth of the shareholders in the long run. In light of this, more
comprehensive studies involving certain prominent predictors, antecedents, and
dimensions of OCB, particularly job satisfaction, organisational loyalty and commitment,
organisational and procedural justice, and transformational leadership, may be conducted
in the future.
A larger sample size in future studies may, perhaps, provide more accurate
results. More studies may be concentrated on employees and professionals working in
manufacturing and other industrial sectors. Future studies may also include respondents
from other Indian states, and then inter- state comparisons may also be attempted.
Before concluding, it should be noted that the present study and the suggested
future research may be credible value additions to the existing body of knowledge on the
topic of Organisational Citizenship Behaviour (OCB), and the same may also strengthen
the traditional argument in favour of promoting and nurturing ‘informal organisations’
for the long-term growth of formal business organisations.
 Thailand and The World Economy | Vol. 40, No.2, May – August 2022 | 183

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