Another possibility is that employees have a broad conception of performance that includes OCBs. Thus, when they value organizational rewards, and believe that their leader administers them contingent upon good performance, they engage in citizenship behavior as a means of obtaining rewards. This line of reasoning is consistent with Morrison , who found that employees often view OCBs as an expected part of their job. With the exception of conscientiousness, dispositional variables generally were not found to be strongly related to the dimensions of OCBs after common method variance was taken into account. The same is true for demographic variables (e.g., organizational tenure and gender). Although on the face of it, this data contradicts the assertion of some that dispositional variables are important antecedents of organizational citizenship behaviors, it is important to recognize that only a limited set of dispositions have been examined in the literature.With the exception of conscientiousness, dispositional variables generally were not found to be strongly related to the dimensions of OCBs after common method variance was taken into account.