International Journal For Multidisciplinary Research

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A STUDY TO LEARN HOW ORGANISATIONAL CITIZENSHIP BEHAVIOR ENHANCES THE STABILITY OF WORK PERFORMANCE”

Author(s) Ms. K.Geetha Kuppuraj, Dr. S.Mahalakshmi Sriram, Dr. Y.Benazir Y
Country India
Abstract A vital component of workplace dynamics, organisational citizenship behaviour (OCB) adds to the general stability and effectiveness of job performance. It includes optional and voluntary actions that go above and beyond the call of duty, creating a productive workplace and strengthening team dynamics. Employers who foster OCB frequently see improvements in teamwork, employee engagement, and overall performance sustainability, a research on how Organisational Citizenship Behaviour (OCB) stabilises job performance is crucial to enhancing workplace efficiency, employee engagement, and organisational success.
This study explores the impact of OCB on the stability of work performance by analyzing key behavioral dimensions such as altruism, conscientiousness, sportsmanship, courtesy, and civic virtue. It examines the relationship between OCB, personality traits, and job attitudes to determine how these factors influence workplace productivity and harmony. Through an in-depth review of existing literature and case studies, the study provides insights into the role of OCB in strengthening organizational resilience and employee commitment.
The findings of this report suggest that promoting OCB within an organization leads to greater job satisfaction, reduced turnover, and a more stable work environment. By encouraging positive workplace behaviors and fostering a culture of cooperation, organizations can enhance employee performance and ensure long-term success. These insights are valuable for managers and HR professionals seeking to build a motivated and high-performing workforce.
Keywords Organizational citizenship behaviour,Stability,Work Performance
Field Business Administration
Published In Volume 7, Issue 3, May-June 2025
Published On 2025-05-05
DOI https://doi.org/10.36948/ijfmr.2025.v07i03.43810
Short DOI https://doi.org/g9hsgs
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