Booysen, Candice2026-06-182026-06-182008https://hdl.handle.net/10566/24560The 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). Silverthorne (2005, p. 171) considers job satisfaction to be important for effective organisations and defines job satisfaction as "... a pleasurable or positive emotional state resulting from the appraisal of one's job". Previous research indicates that individuals are most likely to go beyond their formal job requirements when they are satisfied with their jobs or committed to their organisations, when they are given intrinsically satisfying tasks to complete, and/or when they have supportive or inspirational leaders. Research into Organisational Citizenship behaviour (OCB) has primarily focused on the effects of OCB on individual and organisational performance. Several empirical studies report that OCB produces various tangible benefits for employees, co-workers, supervisors and organisations in a variety of industries (Ackfeldt & Leonard, 2005). It essentially refers to prosocial organisational behaviour that goes beyond what is expected in role descriptions. Bolino, Turnley and Niehoff (2004) claim that three basic assumptions have characterised OCB research. Firstly, they argue that OCB research stemmed from non-self-serving motives such as organisational commitment and job satisfaction. Moreover, they maintain that OCB has led to a more effective functioning of organisations and finally that OCB benefited employees by making organisations more attractive to work in. Murphy, Athansou and King (2002) reported positive relationships between OCB and job satisfaction.enJob satisfactionIntrinsic satisfactionOrganisational citizenship behaviourCivic virtueSportsmanshipThesis