Handbook of Organization Measurement
Organizational Citizenship Behavior (OCB)
construct.organizational_citizenship_behavior_ocb
§2The established instruments
What the field already uses — named and cited, not reproduced (item wording is copyrighted and withheld pending clearance).
- Chinese Organizational Citizenship Scale — Farh, Earley, and Lin (1997)
- Organizational Citizenship Behaviors — Williams and Anderson (1991)
- Taking Charge — Morrison and Phelps (1999)
- Helping and Voice Behaviors — Van Dyne and LePine (1998)
- Organizational Citizenship Behavior — Smith, Organ, and Near (1983)
- Organizational Citizenship Behavior — Moorman and Blakely (1995)
- Organizational Citizenship Behavior — Podsakoff, MacKenzie, Moorman, and Fetter (1990)
§3The math on what we know
Synthesized priors from the live registry: pooled r, studies (k), total N, top study grade, and heterogeneity. Rows flagged for heterogeneity or single-study evidence are directional, not settled — read them as a central tendency.
What drives organizational citizenship behavior (ocb)
| Predictor | r | k | N | Grade | Confidence |
|---|---|---|---|---|---|
| Spiritual Leadership | +0.47 | 17 | — | — | — |
| Servant Leadership | +0.37 | 2 | 18,338 | A | — |
| Leader Member Exchange LMX | +0.36 | 4 | 20,493 | A | — |
| Trust In Organization | +0.33 | 3 | 18,760 | A | I²≈0.97 |
| Organizational Commitment | +0.31 | 2 | 31,633 | A | I²≈0.99 |
| Person Organization Fit | +0.27 | 2 | 2,172 | A | coherent |
| Job Satisfaction | +0.27 | 3 | 58,027 | A | I²≈0.91 |
| Procedural Justice | +0.25 | 2 | 6,790 | A | — |
| Positive Affect | +0.20 | 2 | 100 | A | coherent |
| Negative Affect | −0.13 | 2 | 100 | A | coherent |
What organizational citizenship behavior (ocb) predicts
| Outcome | r | k | N | Grade | Confidence |
|---|---|---|---|---|---|
| Task Performance | +0.51 | 1 | 10,355 | A | single study |
| Counterproductive Work Behaviours | −0.32 | 1 | 50 | A | single study |
§4As a model node
Where organizational citizenship behavior (ocb) sits when you drop it into a model — what feeds it, what it moves. Read left to right as a small, actionable causal claim.
Inputs (drivers)
- Spiritual Leadership+0.47
- Servant Leadership+0.37
- Leader Member Exchange LMX+0.36
- Trust In Organization+0.33
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Organizational Citizenship Behavior (OCB)
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Outputs (outcomes)
- Task Performance+0.51
- Counterproductive Work Behaviours−0.32