rule and proscribed procedure following, and openly defending the organizations objectives. OCB and contextual performance share their defining attributes as they both consist of behaviors other than those needed to perform the routine functions of the job. Both also require that these behaviors contribute to the overall success of the organization. Additionally, they also agree on the theme that these behaviors are discretionary and each employee chooses the amount and degree to which they will perform them. However, while contextual performance and OCB share a good part of their content domain, there are some important differences between the two constructs. One of the main requirements of OCBs is that they are not formally rewarded, which is not the case for contextual performance. Organ (1997) contends that OCBs may at some point encourage some sort of reward, but that these rewards would be indirect and uncertain. Also, contextual performance does not require that the behavior be extra-role, only that it be non-task. The differences between contextual performance and OCB are slight and easy to miss, however, they do exist. Prosocial organizational behavior OCB has also been compared to prosocial organizational behavior (POB). POB is defined as behavior within an organization that is aimed at improving the welfare of an individual, a group or an organization. The important distinction here is that this type of behavior, unlike OCB, can be unrelated to the organization. Thus, someone exhibiting prosocial behavior could be helping a coworker with personal matter. Extra-role behavior Extra-role behavior (ERB), first defined by Van Dyne, Cummings and Mclean-Parks (1995, as cited in Organ, Podsakoff, & MacKenzie, 2006), is another construct similar to OCB. ERB is defined as "behavior that attempts to benefit the organization and that goes beyond existing role expectations" (Organ et al., 2006, p. 33). While similar in many aspects, there do exist some important differences between OCB and ERB. Two concepts are a part of ERB that are not included in OCB: whistle blowing and principled organizational dissent. Whistle blowing involves the reporting of one employee by another so that unethical and or illegal practices are brought to the attention of authorities (Near & Miceli, 1987, as cited in Organ et al., 2006). Principled organizational dissent is when employees protest the organization because of some kind of injustice (Graham, 1986, as cited in Organ et al., 2006). Both of these ideas contribute to ERB in the sense