Antecedents and Consequences of Organizational Citizenship Behaviour: An Empirical Study Among Employees Working in Chemical Industries in Tamil Nadu

Abstract

Organizational citizenship behaviour (OCB) refers to discretionary employee behaviour that extends beyond formally prescribed job duties and contributes to organizational effectiveness. This study examines selected antecedents and consequences of OCB among employees working in chemical industries in Tamil Nadu. Perceived organizational support, job satisfaction, organizational commitment, and transformational leadership were considered antecedents, while employee performance was treated as the principal consequence. Data were collected from 427 employees using a structured questionnaire. Descriptive statistics, reliability analysis, correlation analysis, and multiple regression analysis were employed. The regression results indicated that the four antecedents jointly explained 58.6% of the variance in OCB. Organizational commitment emerged as the strongest predictor, followed by perceived organizational support, job satisfaction, and transformational leadership. OCB also demonstrated a strong positive relationship with employee performance. The findings suggest that chemical-industry organizations can encourage citizenship behaviour by strengthening organizational support, improving job satisfaction, developing commitment, and adopting transformational leadership practices. The study provides practical implications for improving voluntary cooperation and employee performance in an operationally demanding industrial environment.