Organizational Citizenship Behavior scale


This measure, (Organizational Citizenship Behavior) developed by Moorman and Blakely (1995), uses 19 items to describe four dimensions of organizational citizenship behavior. These dimensions are interpersonal helping, individual initiative, personal indus­ try, and loyal boosterism. Interpersonal helping (five items) consists of altru­istic behaviors, such as responding to the personal needs of co-workers in dealing with job-related problems. Personal industry (four items) describes adherence to rules and instructions, unusual attention to quality, and the per­formance of tasks above and beyond the call of duty. Individual initiative (five items) refers to employee efforts to improve individual and team per­formance, challenge groupthink, and encourage participation. Loyal boost­erism (five items) consists of an uncritical faithfulness to the organization, defense of organizational interests, and contributions to the organizations good reputation and general welfare.


Coefficient alpha values ranged from .67 to .78 for the interpersonal helping subscale, .76 to .80 for the individual initiative subscale, .61 to .83 for the personal industry subscale, and .76 to .86 for the loyal boosterism subscale (Moorman & Blakely, 1995; Moorman, Blakely, & Niehoff, 1998; Thompson & Werner, 1997).


The four organizational citizenship behavior subscales correlated positively with one another. All four subscales also correlated positively with proce­dural justice, organizational commitment, and job satisfaction (Moorman & Blakely, 1995; Moorman et al., 1998). Interpersonal helping, individual ini­tiative, and personal industry all correlated positively  with the acceptance of collective norms and in-role behavior (Moorman & Blakely, 1995; Moorman et al., 1998; Thompson & Werner, 1997). Interpersonal helping and loyal boosterism correlated positively with working values (Moorman & Blakely, 1995). Interpersonal helping, personal industry, and loyal boosterism correlated positively with perceived organizational support (Moorman et al., 1998). Confirmatory factor analysis showed that the 19 items related to the four dimensions as expected and that the organizational citizenship behavior dimensions were empirically distinct (Moorman & Blakely, 1995).


Moorman, R.H., & Blakely, G. L. (1995). Individualism-collectivism as an individual difference predictor of organizational citizenship behavior. Jour­nal of Organizational Behavior, 16, 127-142. Items were taken from Table 1, p132. Copyright© 1995. Reproduced by permission of John Wiley & Sons Limited.


Responses are obtained using a 7-point Likert-type scale where 1 = strongly disagree and 7 = strongly agree.

The items provided are worded for describing another organizational mem­ber. For self-descriptions, the items are modified to refer to the respondent.

Interpersonal helping items:

  1. Goes out of his/her way to help co-workers with work-related problems.
  2. Voluntarily helps new employees settle into the job.
  3. Frequently adjusts his/her work schedule to accommodate other employees’ requests for time off.
  4. Always goes out of the way to make newer employees feel welcome in the work group.
  5. Shows genuine concern and courtesy toward co-workers, even under the most trying business or personal situation.

Individual initiative items:

  1. For issues that may have serious consequences, expresses opinions honestly even when others may disagree
  2. Often motivates others to express their ideas and opinions.
  3. Encourages others to try new and more effective ways of doing their job.
  4. Encourages hesitant or quiet co-workers to voice their opinions when they otherwise might not speak up.
  5. Frequently communicates to co-workers’ suggestions on how the group can improve.

Personal industry items:

  1. Rarely misses work even when he/she has a legitimate reason for doing so.
  2. Performs his/her duties with unusually few errors.
  3. Performs his/her job duties with extra-special care.
  4. Always meets or beats deadlines for completing work.

Loyal boosterism items:

  1. Defends the organization when other employees criticize it.
  2. Encourages friends and family to utilize the organization’s products.
  3. Defends the organization when outsiders criticize it.
  4. Shows pride when representing the organization in public.
  5. Actively promotes the organization’s products and services to potential users.