In an organization, certain behaviors are expected from an employee and depend on the rules and regulations of the organization. However, employees tend to do things beyond their responsibilities and engage in these behaviors out of their own desire. This is what we call organizational citizenship behavior. This behavior includes acts such as helping others, adding responsibilities, taking overtime, tackling relevant organizational issues that are not part of the employee's job description. Rather, it is my personal choice: if the individual does not demonstrate such behavior, he will not be punished (Organ, Podsakoff and MacKenzie, 2005). Organizational citizenship behavior (OCB) was first demonstrated in the work of Bateman and Organ in 1983 and is still of interest to many researchers today, because since its introduction, more than 650 studies have been published (Dekas, Bauer , Welle, Kurkoski and Sullivan, 2013). The reason for this interest is that OCB is linked to significant organizational and individual outcomes (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 Should Not Be Banned”? Get the original essay The first is altruism, a selfless act of an individual for the welfare of others, even if it results in disadvantage to himself. Next comes courtesy, in which employees use politeness to avoid conflict with coworkers. Civic virtue is voluntary behavior by employees who actively engage and deeply adhere to an organization's policies. Another dimension is conscientiousness in which an employee demonstrates conscientiousness and is aware of the rules and regulations of the organization as well as their own actions. Finally, sportsmanship describes an employee's behavior of not wasting time complaining about unnecessary difficulties at work. A study conducted on 173 bank employees in Kenya shows that employee performance is gradually encompassing 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 displaying courtesy are likely to engage in citizenship behavior (Chelagat, Chepkwony & Kemboi, 2015). Additionally, an integrative literature review examines OCB in relation to an organization's performance and found that it contributes to team improvement. In addition, it contributes to employee performance through managers’ recognition of the employee’s helpfulness and cooperation (Rose, 2016). Research conducted by Babcock-Roberson and Strickland in 2010, through the collection of different empirical data, links charismatic leadership, work engagement and organizational citizenship behavior. The results indicate that charismatic leadership toward employees increases work engagement and that once employees are engaged in their work, the impact of their behavior, particularly OCB, occurs more often. Along the same lines, from 296 hotel staff members, empirical data were collected indicating that burnout and decreased emotional accomplishment are negatively related to organizational citizenship behavior. Employee professional involvement is a mediator of burnout and.