CHAPTER 2: LITERATURE REVIEW2.1: Organizational Citizenship Behavior (OCB)Organizational citizenship behavior is a term that encompasses everything that employees do that is positive and constructive, from their own free will, which supports their colleagues as well as the organization. Employees engaged in OCB may not always be top performers, but they are the ones who are known to "go the extra mile" or "go above and beyond" the minimum effort required to accomplish a merely satisfactory job. Organizations will benefit from encouraging employees to adopt OCB as this is linked to many benefits such as increased productivity, greater customer satisfaction and much more.2.1.1 – Citizenship Behavior Definitions Organizational Organizational citizenship behavior (OCB) has undergone many complex definitional revisions since the term was coined in the late 1980s, but the concept remains fundamentally the same. Social sciences have long observed certain altruistic behaviors that seem to integrate human values ​​into the service to be offered. Schwartz (1977) argued that altruistic behaviors occur when individuals maintain personal standards regarding a specific behavior. These norms are moderated by awareness of the outcome of engaging or not engaging in a specific behavior. Karp (1996) adds that individual values ​​can influence behavior when moderated by situational concern. Professor Dennis Organ and colleagues also made a similar observation that behavior is influenced by values ​​and moderated by situational concerns in an organizational context. Organ called it Organizational Citizenship Behavior (OCB) and defined it as "discretionary individual behavior, not directly or explicitly recognized by the formal reward system...... middle of paper...... e future, for the service rendered, even if there is no formal mechanism to do so. Labor relations can include economic and social exchanges. When it comes to an economic exchange, employees only receive contractual incentives and they are likely to limit their contributions to those prescribed by the contract. When the employment relationship is a social exchange, employees receive positive and beneficial treatment from the organization. This in turn creates obligations on the part of employees to reciprocate in positive and beneficial ways (Settoon et al., 1996). Because OCB is generally discretionary, it is a social resource that can be exchanged by individuals who have received social rewards (Foa & Foa, 1980; Moorman, 1991). Thus, when the employment relationship is a social exchange, employees are more likely to engage in OCB (Organization)., 1988).