Sources used in this document:

Where OCB takes place the benefits may not only for the employer, directly and indirectly through the culture supported provide, but also for the employee. Anecdotal evidence has found a correlation relationship with OCB and employee satisfaction, there is also evidence to indicate that those employees who display positive OCB are likely to gain favor performance reviews, and gain a good reputation for themselves, for a phenomenon known as the "halo effect," which may help with their own success (Podsakoff et al., 2009).

Over the years the number of examples of OCB has been seen in college. In one workplace, where there was a project that was required in order to tender for a contract, the deadline was less than 24 hours away and the documents required for the tendering process were nowhere near being finished. Two employees stay behind to help finish the document, although they were not being paid for overtime. They did this in order to help the employer, knowing they were not going to be paid, not expecting to be paid. Another example of OCB was seen when a new employee started in the office, and despite their initial training from the owner of the business, they were struggling. One employee stepped in to act as a mentor, a role they continue to fulfill for almost 2 weeks as the new employee found their feet. Training support was not part of their job description; they did not have to undertake this task. Interestingly, after the one employee started to help the new worker, other people in the office also followed the example. This demonstrates OCB, with both examples fulfilling Organ's (1988) three requirements.

Counter-Productive Workplace