WEI International Academic Conference Proceedings January 14-16, 2013 Antalya, Turkey The West East Institute 123                         Ömer Faruk Ünal Süleyman Demirel University Faculty of Economics and Administrative Sciences omerunal@sdu.edu.tr  The purpose of this study is to examine the relationship between the dimensions of organizational citizenship and facet of job satisfaction. The sample data are derived from a questionnaire survey of 199 in a group of companies in Istanbul in Turkey. The results indicate that the facets of job satisfaction have various impacts on the dimensions of organizational citizenship behavior and every facets of job satisfaction do not predict each dimension of organizational citizenship behavior.  : job satisfaction, organizational citizenship behavior   Organizational citizenship behavior (OCB) aims to protect the organization against destructive and undesirable behaviors which prevent the organization’s healthy operations, improves incumbents’ skills and abilities and increases performance and productivity of organization by effective coordination. In this respect OCB is very closely related with organization’s competiveness, organizational learning, adaptations for environment and incumbents’ loyalty, commitment, performance and altruism (Basım and 4ener, 2006: 83:101). OCB is accepted as vital subject to survival of an organization (Murphy et al., 2002: 525:550). On the other hand, job dissatisfaction may produce detrimental reactions against the achievement of the goals of the organization (Henne and Locke, 1985: 221:240). Higher level of OCB may result in better organizational out comes such as more productivity and profitability. If employees have low job satisfaction (JS) there may be many negative effects on both employees and the organization such as higher absenteeism and turnover rate, and lower commitment. Employees who have grater JS are expected to have higher OCB than who do not have. Management literature gives great importance for JS and OCB. There has been a considerable amount of research on the topic of OCB and JS. The relationship between JS and OCB is widely researched. But the relationship between facets of JS and dimensions of OCB is relatively less studied. The purpose of this paper is to empirically investigate and understand the impact of the facets of JS on the dimensions of OCB within the context of a group of companies. The findings of this study can contribute to understand the relationship between the facets of JS and the dimensions of OCB and may provide an insight for having better organizational outcomes. The study begins with conceptual background, literature review and hypotheses development. Then research methods are presented. Part four expresses the findings. The fifth part is conclusion and implication.          JS has been defined in many ways. The most widely used definition of JS is that of Locke (Judge and Klinger, 2008: 394). According to Locke (1976), job satisfaction or dissatisfaction is “an emotional response to a value judgment”. If one perceives that the job meets or allows fulfillment of one’s important values, one will experience a “pleasurable emotion of satisfaction”. If not, one will experience the emotion of dissatisfaction. The intensity of emotional reactions depends on importance of one’s values (Henne and Locke, 1985: 221:240). JS refers to an employee’s