and OCB with overall managerial evaluations. When compared with task-performance and CWB, OCB is found to contribute least to overall managerial evaluations (Rotundo & Sackett, 2002). This somewhat inconsistent pattern of results across the OCB literature with regard to antecedents exemplifies the need for more research in this area. The effects of OCB on employees There is some tension visible in the existing literature on the effects of OCB on the employees who perform these citizenship behaviours. Allowing employees some scope to work outside their formal roles is thought to enhance the employee experience and lower turnover intentions and actual turnover (Podsakoff et al., 2009). However, these benefits of OCB appear to come at a cost. Emotional exhaustion and conflict between home life and work are both higher for conscientious employees, and these effects are stronger amongst employees exhibiting high in-role performance (Deery, Rayton, Walsh and Kinnie, 2016).. Measures Researchers have developed a variety of measures for OCB. However, before being able to measure a construct it must be defined. As discussed earlier, this is not a cut and dried task. Thus, the conceptual definitions of OCB used by researches differ from study to study. Bateman and Organ's (1983) study was one of the first to tackle the measurement of OCB. Their definition of OCB "includes any of those gestures (often taken for granted) that lubricate the social machinery of the organization but that do not directly inhere in the usual notion of task performance" (Bateman & Organ, 1983, p. 588). Based on this definition, they constructed a 30-item OCB scale that measured cooperation, altruism, compliance, punctuality, housecleaning, protecting company property, conscientiously following company rules, and dependability. The scale asked each participant to rate their agreement or disagreement with each of the 30 items using a 7-point scale that ranged from negative 3 to positive 3. Another important early study was Smith et al. (1983), which took a slightly more complicated measurement approach by developing a scale in stages. In order to develop their 16-item scale, these researchers interviewed managers in manufacturing organizations and asked them to "identify instances of helpful, but not absolutely required behavior" (Smith et al., 1983, p. 656). The researchers created a 20-item scale based on the interviews in addition to the scale items used in the Bateman and Organ (1983) study mentioned previously. The third step involved administering the scale to a group of 67