The paper explores the role of work-family culture and personality traits in Organizational Citizenship Behavior (OCB) among first-level managers. Data was collected from 117 managers of a public sector insurance agency. Results revealed that managerial support (dimension of work-family culture) was significantly positively correlated with courtesy and altruism (dimensions of OCB). Career consequences and organizational time demands (dimensions of work-family culture) were found to be significantly negatively correlated with civic virtue, courtesy, altruism (dimensions of OCB) and OCB (total), while career consequence was found to be significantly negatively correlated with conscientiousness but organizational time demand (dimension of work-family culture) was significantly positively correlated with conscientiousness (dimension of OCB). Conscientiousness (dimension of personality) was significantly positively correlated with OCB (total) and its various dimensions, while openness (dimension of personality) was significantly negatively correlated with conscientiousness, civic virtue and courtesy (dimensions of OCB). Results of simultaneous regression analysis confirmed that only conscientiousness was significantly positively associated with conscientiousness, sportsmanship, courtesy, altruism (dimensions of OCB) and OCB. Career consequence was significantly negatively associated with conscientiousness and civic virtue, while organizational time demand was significantly negatively associated with OCB. The findings of this study will help in enhancing the OCB.

In the present day, organizations constantly strive for achieving excellence by enhancing employees’ efficiency and effectiveness. One such way, organization can achieve this objective is through behavior of the individuals. Individual behavior may be classified into in-role behaviors and extra-role behaviors or Organizational Citizenship Behavior (OCB). Several researchers have found that OCB resulted in organizational effectiveness, efficiency and group performance (Podsakoff et al., 1997; and Podsakoff et al., 2000) and unit performance (Podsakoff and Mackenzie, 1994). Other consequences of OCB include higher salary and promotion, higher organizational commitment (Allen, 2006), increased ability of organizations to attract and retain effective employees (Podsakoff et al., 2000), lower turnover and intention to leave the organization and absenteeism and reduced potential for burnout in workers (Chen et al., 1998; Chen, 2005; and Podsakoff et al., 2009). So it is essential to know about the determinants of this widely investigated topic. The present study is an attempt to examine the role of work-family culture and personality traits as antecedents of OCB.

Organizational Behavior Journal, The Role of Work-Family Culture, Personality Traits in Organizational Citizenship Behavior, First-Level Managerial Personnel