Abstract

A great deal of attention has been paid to the concept of organizational citizenship behaviors (OCB) since customer-orientation movement, the effect of staff behavior and the attitudes on customer perception and finally the competitive conditions for keeping and promoting human resources were prioritized. This article aims to present the organizational citizenship behaviors and its dimensions. Three dimensions of service-oriented OCBs (loyalty, service delivery, and participation) are hypothetically influenced by distributive justice, procedural justice, personal cooperativeness, and the need for social approval through the mediation of organizational commitment. The three dimensions of OCBs are hypothetically influenced by personal cooperativeness, need for social approval, task interdependence, and outcome interdependence through the mediation of social network tie. The statistical population of the study was Isfahan saderat bank staff in Iran and the research data was collected through questionnaires. The findings of the study indicated that all relationships were significant except for outcome independence and social network ties. This study also provides managerial implications and limitations to data collection.