Although prior research indicates that employees often feel pressure to increase levels of organizational citizenship behavior (OCB), very little systematic research has explored the opposite occurrence – when employees decrease levels of OCB. Thus, in this dissertation, I use qualitative and quantitative methodology to investigate the lived experiences of employees who engage in OCB de-escalation. Through thematic analysis, I develop a process model to explain why and how employees reduce OCB, which specific behaviors are reduced, and what consequences they experience as a result. I advance theory on OCB by highlighting the ways that fluctuations in OCB influence employees’ experiences at work. My findings also hold practical relevance, as organizations seek to curb recent trends of decreased engagement and to encourage good citizenship at work.