Organizational citizenship behaviours (OCB) are defined as job behaviours that are discretionary, not explicitly recognized by the formal reward system, yet they contribute to organizational effectiveness. Examples of OCB may include helping a co-worker who has been absent from work, volunteering for extra duty when needed, representing the company enthusiastically at public functions, and acting in ways that improve morale, and resolve unconstructive interpersonal conflict. The aim of this study was to give some new clues in determining incentives for this type of behaviour. We questioned the importance of organizational justice that pertains to employees' views of whether they are being treated fairly by the organization. There are several components of organizational justice: distributive, procedural and interactional. We also evaluated employee's life satisfaction, work satisfaction and pay satisfaction. Our final variable was work values defined as goals that one wants to achieve in his work; using importance and realization of intrinsic and extrinsic work values in employees. The sample in this study consisted of full time bank employees (195; 172 female, 23 male). Questionnaire was collected in 25 bank offices. In our analysis we have used results of 172 female employees. Our results show the significant correlation between dimensions of organizational citizenship behaviour and all examined variables (dimensions of organizational justice, life, work and pay satisfaction and importance and realization of intrinsic and extrinsic work values). Regression analysis showed that the procedural justice, importance and realization of intrinsic work values were significant predictors of different dimensions of OCB. Our data suggest the further need for new studies on citizenship behaviour in organizations including some new variables which could give us new light on this interesting area of research.