A study of the relationship between job satisfaction experienced by employees within a retail company and their organisational citizenship behaviour

Abstract

The term organisational citizenship behaviour (OCB) was first explored by Bateman and Organ (1983) to refer to particular behaviours that may benefit an organisation and gestures that cannot be enforced by means of formal role obligations nor be elicited by contractual guarantee of recompense. Organ (1988) proposes that OCB may have a positive impact on employees and organisational performance. Incumbents who are experiencing satisfaction from performing their jobs are likely to be better ambassadors for the organisation and be committed to their organization (Buitendach, 2005).