Article Summary:

The article examines the relationship between organizational citizenship behavior and
employees' performance in Dire Dawa University. Organizational citizenship behavior refers to
discretionary behaviors that go beyond formal role requirements and promote organizational
effectiveness. The study surveyed 141 employees to measure their organizational citizenship
behavior and performance assessment. Analysis showed a positive correlation between
organizational citizenship behavior and performance assessment. Higher citizenship behavior
was associated with better performance. Organizational justice, job satisfaction and leadership
styles had significant positive influence on organizational citizenship behavior. The study
highlights the benefits of encouraging organizational citizenship behavior to improve employee
performance and effectiveness.

This article examines the relationship between organizational citizenship behavior (OCB) and
employees' performance assessment at Dire Dawa University. The study surveyed 141
employees to measure their OCB and self-reported performance assessment. The results showed
a positive correlation between higher OCB and better performance assessment. Employees who
exhibited more discretionary, extra-role behaviors that benefit the organization tended to rate
their performance more highly.

Factors like organizational justice, job satisfaction and leadership styles were found to
significantly influence employees' OCB. When employees perceived the organization as fair,
were satisfied with their jobs and had transformational leaders, they were more likely to exhibit
OCB. The study suggests that by fostering OCB through strategies that enhance organizational
justice, job satisfaction and leadership effectiveness, universities can potentially improve
employee performance and effectiveness. However, the specific mechanisms to promote OCB
likely differ across contexts.

Limitations

• The sample size of 141 employees limits generalizability. Larger samples would improve rigor.
The cross-sectional design precludes inferring causal relationships. Longitudinal studies are
needed. More variables likely influence performance beyond those measured like personality and
motivation. Performance was self-reported rather than assessed objectively which could
overstate relationships. Findings may not apply universally given the focus on one university.
Studies across organizations are needed. Future research could test interventions to enhance
citizenship behavior and determine their impact on objectively measured performance outcomes.

Application in Workplaces

The findings imply that by fostering organizational citizenship behavior through:

Fair organizational justice practices: When employees perceive the organization treats them
fairly and justly, they are more likely to reciprocate through exhibiting OCB like helping others,
volunteering for extra tasks, and representing the organization positively.

Satisfying jobs: When employees' psychological and social needs are fulfilled through their
jobs, they are more likely to exhibit OCB like helping coworkers, supporting changes, and
representing the organization well - behaviors that can indirectly enhance performance.

Transformational leadership: When employees exhibit increased citizenship behaviors like

helping colleagues, volunteering for extra duties and persisting through difficulties, it shows that
the transformational leader has satisfied their higher-order needs for growth, achievement and
self-actualization. This validates the leader's approach. By engaging in OCB that benefits the
organization and achieving higher performance levels, employees demonstrate that the
transformational leader has been successful in building their motivation, self-confidence and
identification with organizational goals. This confirms the efficacy of the leader's vision and
strategies.

Conclusion

In conclusion, while the study provides initial correlational evidence, more rigorous research
using larger and more varied samples is needed. The factors that most effectively promote
organizational citizenship behavior and performance likely differ across contexts. Nonetheless,
the potential for organizations to substantially benefit from nurturing citizenship behavior
through proper human resource management strategies remains promising. With further
scientific insight, organizations may uncover pathways for optimizing citizenship behavior and
performance through organizational behavior interventions tailored to specific contexts.