Organisational Culture encourages OCB

 

Social scientists have been interested for a long time in the way in which different cultures foster their members and thus bring about an alteration in their beliefs and values, leading to an influence on cognition, emotions and behaviours (Hofstede, 1980; Roccas, 2000).

 

In this context, Samuel (1996) claims that culture provides meaning for its members, without which they would have difficulty in taking part in organisational activity and contributing to the organisation the resources that it needs. Belief in purposeful and effective activity motivates most people to contribute their resources to organisations in order to receive a reward with time. Accordingly, it is expected that organisations can persuade their members by means of an 'encouraging culture' to change their beliefs and values in order to lead the organisation to more effective and efficient performances.

 

Organisations that cultivate an organisational culture founded on help to others and to the organisation will almost certainly succeed in encouraging OCB, since the organisational culture is an encouraging precondition for such behaviour (Organ and Ryan, 1995).

 

This theory is also supported by Kanungo and Conger (1993) who note that:

 

Organizational culture that emphasizes mutual trust, interdependence, and empathy can reinforce one's beliefs about the social reciprocity and responsibility norms underlying altruistic behaviour (p.8).

 

 

 

 

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