Ganiu Oluwasegun Aina

INTRODUCTION The importance of business survival in a highly competitive environment cannot be over emphasized. Organizational Citizenship Behaviour (OCB) is however considered to be one of the fundamental behavioural initiatives that can help firms achieve sustainable survival in the midst of economic turbulence as organisations now depend on their employees for success (Pratiwi &Nawangari, 2021) 2.1 CONCEPTUAL REVIEW This section examines the conceptual review, theoretical review and empirical review. Each of the sections are discussed as follows. 2.1.1 Organizational Citizenship Behaviour (OCB) Organizational Citizenship Behaviour (OCB) consists of those behaviours that extend beyond specific role requirements, with the stipulation that such behaviours are performed voluntarily without expectation of material or social rewards (Oyebola, Osibanjo, Adeniji, Salau & Falola, 2020). Although organizational citizenship behaviours promote organizational effectiveness, they are not explicitly recognized in an organization’s reward system. It is seen as individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization. 2.1.2 Dimensions of Organizational Citizenship Behaviour What are considered as the dimensions of OCB vary among researchers. According to Vipraprasha, Sudja and Yuesti (2018), altruism and generalized compliance are two main dimensions of OCB, while Sumarmi and Trahjono (2021) identified five dimensions of OCB— altruism, conscientiousness, civic virtue, courtesy, and sportsmanship that later expanded with peace keeping and cheerleading. Akpan et al. (2021) put forward interpersonal helping, taking individual initiative, industriousness, and loyal boosterism as four dimensions of OCB, while Yaakobi and Weisberg (2020) narrowed the dimensions to three—organizational obedience, organization commitment, and organization participation. Meanwhile Habeeb (2019) identified helpful behavior, sportsmanship, loyalty to the organization and compliance, civic virtue, and taking individual initiative including self-development. 2.2 Theoretical Review This section highlights the theories upon which this study is hinged. They include; the theoretical framework that form the basis of the current study.. 2.2.1 Theory of Work Adjustment (TWA) The relationship between the employee and the organization is also reviewed by the Theory of Work Adjustment (TWA) (Dawis, 2004), which places emphasis on the interaction and how the workers change to fit into the workplace. 2.3 Empirical Review 2.3.1 Evidence from Developed Countries Alex Ingrams (2020), conducted a study on organizational citizenship behaviour (OCB) in the Public and Private Sectors: A Multilevel Test of Public Service Motivation and Traditional Antecedents. The methodology adopted in this study contains the responses of 468 individuals who work in federal, state, and local governments, as well as 1,939 individuals working in the private sector, and is a representative national sample of the U.S. population. The results show a significant association between public service motivation (PSM) and OCB, as well as several other central correlates of OCB in the public sector: goal clarity, job satisfaction, and leader– member exchange (LMX). In addition, although there are marginally higher levels of OCB in the public sector, the interaction effect of sector and PSM is not significant. This finding suggests the effect of PSM on OCB is important across sectors rather than solely being a function of public sector employment. 2.3.2 Evidence from Developing Countries Pratiwi and Nawangsari (2021) examined and analyze the effect of self-efficacy, servant leadership, organization culture on employee performance with organizational citizenship behavior as mediation variables in a more in-depth and comprehensive at Kharisma Potensia Indonesia. This study uses the Partial Least Square (PLS) analysis method with Smart PLS system assistance. And based on the results of studies with through a questionnaire to 52 employees then found the result that Servant Leadership has a positive effect and not significant to the employee performance. Organizational citizenship behavior has not been proven to mediate self-efficacy, servant leadership, and organizational culture on employee performance. Self-efficacy has a positive and significant effect on organizational citizenship behavior. Servant leadership has a negative influence and not significant to organizational citizenship behavior. Organization culture has a positive and significant effect on organizational citizenship behavior. Self-efficacy has a positive and significant effect on employee performance. Organization culture has a significant influence on employee performance. Organizational citizenship behavior has a negative influence and not significant to the employee performance in Kharisma Potensia Indonesia.