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Organizational citizenship behavior defines workers’ voluntary and optional practices that encourage effectiveness. Among the different dimensions of organizational citizenship behavior, help giving has drawn a considerable magnitude of intellectual consideration since it highly predicts successful practices in an organization. Attributable to its significance, three extensive research paths have emerged in existing studies. The first line of literature focuses on behaviors that express the significance of help giving. The second course of research explores reasons behind assistance giving from different theoretical backgrounds, for example, social exchange theory and team-member exchange theory. Lastly, the third research path establishes outcomes of help giving which encompass better individual welfare and improved performance. Even though help giving might result in sentiments of role burden and job-associated stress, it is a crucial aspect of organizational productivity and success.
Both the recipient’s and helper’s attributions of assistance giving rationales encompass instrumental and prosocial motives, in addition to a combination of different reasons. When the receivers assign a high element of help provision to prosocial causes, they have a greater possibility of thinking that the helper’s desire to assist is sincere and that the intentions are generously meant to improve their well-being. On the contrary, instrumental rationales of help giving are believed to be self-serving, exploitative, and only intended to benefit the helper. Although reciprocity might prompt help giving, it usually upholds instrumental goals such as returning support to decrease outstanding indebtedness. The receiver has a higher possibility of declining the offer of assistance in case they feel that a high degree of instrumental motive is ascribed. Organizational management should uphold quality and effective communication among workers to ensure that behavioral rationales between the helper and recipient are excellently understood.
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