1. Types of performance
1.1. Task performance
1.2. Contextual performance (Borman and Motowildo 1993) AKA O.C.B
1.2.1. Showing extra enthusiasm when necessary
1.2.2. Helping out fellow colleagues
1.2.3. Being positive and showing sportsmanship
1.2.4. Volunteer to do task not part of the job
1.2.5. Following organisations rules and procedures
2. Definition of performance
2.1. Katz and Kahn (1978) defined performance as in role, extra role and how long an individual stay and last in the organisation
3. OCB
3.1. Definition by Dennis Organ (1988)
3.1.1. Discretionary
3.1.2. Not included in the formal reward system
3.1.3. Promotes effectiveness of the organisation
3.2. 5 principles by Organ and Bateman (1983)
3.2.1. Sportsmanship
3.2.2. Civic Virtue
3.2.3. Courtesy
3.2.4. Altruism
3.2.5. Conscientiousness
3.3. Challenged by Graham (1991)
3.3.1. Include also in role job performance
3.3.2. Obedience
3.3.3. Loyalty
3.3.4. Participation
3.4. Parties that benefit
3.4.1. Individual
3.4.1.1. Altruism
3.4.1.2. Courtesy
3.4.2. Organisation
3.4.2.1. Conscientiousness
3.4.2.2. Civic virtue
3.4.2.3. Sportsmanship
3.5. Consequences
3.5.1. Individual
3.5.1.1. Performance rating
3.5.2. Organisation
3.5.2.1. Paper mill
3.5.2.1.1. Helping behaviour and sportsmanship affect performance quality
3.5.2.1.2. Helping behaviour affect performance quantity
3.5.2.2. Fast food industry
3.5.2.3. Advantage
3.5.2.3.1. Co-worker productivity by helping behaviour
3.5.2.3.2. Managerial productivity by sportsmanship
3.5.2.3.3. Organisation overall performance by all 5 principles
3.6. Antecedents
3.6.1. Personality
3.6.1.1. Those who are more positive in their attitude would exhibit OCB
3.6.1.2. It is not a direct link, its weak
3.6.2. Social exchange
3.6.2.1. Job satisfaction
3.6.2.1.1. Feel that they are being treated fairly therefore only would be satisfied with their job and exhibit OCB
3.6.2.2. Justice
3.6.2.2.1. Similar to JS above
3.6.2.3. Perceived Organisation support
3.6.2.3.1. The degree to which the individual feels that the organisation supports its development
3.6.3. Commitment
3.6.3.1. Antecedents
3.6.3.1.1. Organisation characteristics
3.6.3.1.2. Person characteristics
3.6.3.1.3. Organisational policies and practices
3.6.3.2. Types
3.6.3.2.1. Affective
3.6.3.2.2. Continuance
3.6.3.2.3. Normative
3.6.3.3. Consequences
3.6.3.3.1. Meyer and Allen 1997 states that only affective commitment has a positive relation with OCB