The study aims at (a) developing a conceptual framework of Organizational Citizenship Behavior (OCB) which delineates the antecedents and consequents of OCB; and (b) translation of the conceptual framework to causal loop diagram to formulate a holistic policy to augment OCB at workplace. Using conceptual methodology, an extensive qualitative review was conducted to identify the robust predictors and consequents of OCB. The findings of the study highlight the composite view of antecedents and consequents of OCB in the form of conceptual framework and the comprehensive understanding of cause-and-effect relationship among OCB, its antecedents and consequents through causal loop diagram. The study helps to formulate policies and strategies to augment OCB at the workplace.

In today’s competitive business environment, the major HR challenge faced by the managers is to motivate and retain people in the organization. Employees are the key resource for any organization and their abandonment leads to high cost in terms of recruitment, training cost, work disruption, etc. The reasons for leaving organization by an employee could be better pay elsewhere, better career opportunities or personal reasons. An employee who feels a sense of belongingness, happiness at workplace and identification with organization would not get attracted to better pay and career opportunities elsewhere. Thus, they are motivated to perform voluntary positive behaviors that are beyond the call of their duty (Podsakoff and Mackenzie, 1997). Many researchers found that employees who exhibit extra-role behaviors are least expected to leave their organization because of the emotional bond with their organization (Organ et al., 2006; Podsakoff et al., 2009; and Chahal and Mehta, 2010). A manager or leader of an organization should be capable of bringing about that positive change in the attitude and behavior of employees so that the organization can sustain or improve its profitability through securing low cost of attrition and turnover of employees.

Now the question arises as to how managers can imbibe this positive change in the attitude and behavior of the members of the organization so that they can pursue their own desires, inclinations and ambitions on a community basis along with the attainment of organizational interest. The possible answer to this problem can be encouragement to Organizational Citizenship Behavior (OCB) among the members of the organization by the managers or leaders. Employee behaviors such as helping, cooperating and often going beyond the call of duty are important for the overall efficiency and effectiveness of the organization (Barnard, 1938; and Katz and Kahn, 1978). OCB helps to attract and retain good employees through creating and maintaining a friendly and supportive working environment where employees feel a sense of belongingness (Organ et al., 2006).

Organizational Behavior Journal, A Study of Antecedents, Consequents of Organizational Citizenship Behavior, Holistic Approach, Organizational interest.