In an organization, certain behaviors are expected from an employee which depends on the rules and regulations of the organization. However, employees tend to do things beyond their responsibilities and exhibit these behaviors based on their desire. This is what we call organizational citizenship behavior. This behavior includes acts such as helping others, adding responsibility, putting in extra hours, addressing relevant organizational issues that are not part of the employee's job description. Rather, it is my personal choice that if the individual does not exhibit such behavior, he or she will not be punished (Organ, Podsakoff, & MacKenzie, 2005). Organizational citizenship behavior (OCB) was first highlighted in the work of Bateman and Organ in 1983 and is still of great interest to many researchers today, as more than 650 studies have been published since it was introduced (Dekas, Bauer, Welle, Kurkoski, & Sullivan, 2013). The reason for this interest is that OCB is linked to considerable outcomes of an organization and a given individual (Podsakoff, Whiting, Podsakoff & Blume, 2009). There are five key dimensions of OCB identified by Denis w. Organ in 1988. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay The first is altruism, a selfless act by an individual for the well-being of others even if it results in a disadvantage to oneself. Then there is courtesy where employees show kindness to avoid conflicts with colleagues. Civic virtue is a voluntary behavior of employees who actively engage with and deeply embrace an organization's policies. Another dimension is conscientiousness where an employee shows awareness and is conscious of the organization's rules and regulations as well as his or her own actions. The last is sportsmanship, which describes the behavior of an employee who does not want to waste time complaining about unnecessary difficulties at work. A study conducted on 173 bank employees in Kenya shows that employee performance progressively embraces the concept of OCB and the results also indicate that the five dimensions mentioned have a significant and positive effect on an individual's performance in an organization. The study suggests that altruism allows employees to share their expertise with others and that employees who show courtesy tend to engage in civic behavior (Chelagat, Chepkwony & Kemboi, 2015). Furthermore, an integrative literature review examines OCB in relation to an organization's performance and found that it aids in the improvement of a team. Furthermore, it contributes to employee performance through managers' recognition of employee helpfulness and cooperation (Rose, 2016). Research conducted by Babcock-Roberson and Strickland in 2010, through the collection of various empirical data, links charismatic leadership, work commitment and organizational citizenship behavior. The findings indicate that charismatic leadership towards employees increases work engagement and once employees are engaged in their work, the incidence of their behavior, especially OCB, occurs more often. In connection, using 296 hotel staff members, empirical data was collected indicating that burnout and decreased emotional fulfillment are negatively related to organizational citizenship behavior. Employee work engagement mediates burnout and OCB ( Chiu & Tsai, 2006 ). OCB has no known negative effect in an organization, rather.