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Organizational Citizenship Behaviour, Job Performance and HR Practices: A Relational Perspective

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  • Eeman Mallick
  • Rabindra Kumar Pradhan
  • Hare Ram Tewari
  • Lalatendu Kesari Jena

Abstract

Organizational citizenship behaviour (OCB) is defined as actions or behaviours that employees are willing to engage beyond their recommended role requirements. Several empirical studies have shown that OCB is positively related to indicators of individual, unit and organizational performance. In view of OCB’s positive relation with individual and organizational performance, there is an increasing concern among organizations for enhancing these contextual behaviours. The present study aims to explore the relationship between OCB and job performance. It has also tried to examine the interactive relationship between OCB and human resources (HR) practices with its corresponding impact on job performance. The findings revealed that OCB is having a significant relationship with job performance. Among the different dimensions of OCB, we have found that altruistic dimension has the strongest relationship with job performance, whereas the civic virtue dimension has an insignificant one. Further, HR practices have significantly moderated the relationship between OCB and job performance. However, the interaction between both the constructs was found to have an inverse effect on the relationship between OCB and job performance. The findings have advocated that the involvement of employees in altruistic behaviour enhances productivity and performance at workplace.

Suggested Citation

  • Eeman Mallick & Rabindra Kumar Pradhan & Hare Ram Tewari & Lalatendu Kesari Jena, 2014. "Organizational Citizenship Behaviour, Job Performance and HR Practices: A Relational Perspective," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 39(4), pages 449-460, November.
    • Handle: RePEc:sae:manlab:v:39:y:2014:i:4:p:449-460
    DOI: 10.1177/0258042X15578023
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    References listed on IDEAS

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