Suzy Fox, Loyola University Chicago
Paul E. Spector, University of South Florida
The original Organizational Citizenship Behavior Checklist (OCB-C) was a 42 item instrument designed to assess the frequency of organizational citizenship behaviors performed by employees. It has since been refined and shortened first to 36 items and then to the final 20 item scale that we recommend (Fox, Spector, Goh, Bruursema, & Kessler, In press). The OCB-C was specifically designed to minimize overlap with scale of counterproductive work behavior, a limitation noted in prior scales (Dalal, 2005; Spector, Bauer, & Fox, 2010). Included were items that reflected acts directed toward the organization as well as people in the organization, such as coworkers. Some items asked about altruistic acts that helped coworkers with personal as opposed to workplace issues. Separate subscale scores can be computed that reflect acts directed toward the organization that benefit the organization (OCBO) and acts directed toward coworkers that help with work-related issues (OCBP). A copy of the scale is at the end of this document.
The items were based on 214 critical incidents generated by 38 subject matter experts (SMEs) , who were graduate students and alumni of Masters of Science in Human Resources (MSHR), and MBA programs who had employment experience. The SMEs were given the following instruction, and were asked to generate as many incidents as they could recall,
Sometimes people at work may make extra efforts that go “above and beyond the call of duty”. They may do things to help other individuals (e.g., “Volunteered to pick up a coworker at the airport") or to help the organization (e.g., “Stayed late to finish up work that had to be done”).
Think about the people you work with or have worked with in the past. Please list as many examples as you can remember of these kinds of “organizational citizenship behaviors”.
The incidents were reviewed to eliminate redundancy and ideas that could not be used (e.g., “helped save a coworker from eternal damnation”), resulting in 42 items. None of the items reflected items that overlapped with CWB. Next the items were classified into OCBO or OCBP categories by a new group of 22 SMEs (students from MSHR, MBA, and industrial/organizational doctoral programs). Items were retained for each subscale if 70% of SMEs agreed with their placement. The final OCBO scale had 15 items, and the final OCBP scale had 14 items. Six items from the 42-item version were eliminated during additional scale refinement that produced the 36-item version. The content of the OCBO subscale remained the same, but the OCBP subscale has 8 items. We then refined the scale further to the 20-item version that we recommend for general use.
The OCB-C uses a 5-point frequency scale ranging from 1 = Never to 5 = Every day. Scores are computed by summing responses across items. A total score is the sum of responses to all items. Subscale scores are the sum of items within each subscale. Tables 1 and 2 show which items belong in the OCBO and OCBP subscales for the 42-item and 36-item versions, respectively. The 20-item version is at the end of this document, and can be downloaded from http://shell.cas.usf.edu/~pspector/scales/ocbcpage.html
Table 1: Items Classified As OCBO and OCBP for the 42-Item Version of the OCB-C
|Item |Item | |Number | | | |OCBO | |4 |Drove, escorted, or entertained company guests, clients, or out-of-town...