Employee service quality continues to be recognized as a vital source for a hospitality organization’s competitive advantage. Establishing a strong competitive advantage through service can help distinguish one hospitality organization over its competitors. As such, there is a growing body of literature examining how service-oriented organizational citizenship behavior (OCB) influences customer perceptions of service quality and satisfaction (e.g. Bettencourt and Brown, 1997; Bettencourt et al., 2005; Podsakoff et al., 2009; Yen and Niehoff, 2004). Service-oriented OCB refers to “discretionary behaviors of contact employees in serving customers that extend beyond formal role requirements” (Bettencourt and Brown, 1997, p. 41), and often include service encounters in which service employees go above and beyond their formal duties to provide exceptional service. The literature on service-oriented OCB from the customer’s perspective has mainly focused on the link between service-oriented OCB and customer reactions (e.g., Hong et al., 2013; Koys, 2001; Podsakoff et al., 2014; Schneider et al., 2000; Schneider et al., 2005). While it is evident that service-oriented OCB does indeed lead to more positive customer reactions, there is a lack of research focusing on how demographic characteristics of the customer, such as customer gender, can interact with the type of service-oriented OCB performed by service employees. This is a particularly important gap in understanding how service-oriented OCB affects customer reactions because outside of the service context, extant research shows that female employees benefit less from performing OCB than male employees, particularly when the type of OCB matches the gender roles (e.g., Allen, 2006; Heilman and Chen, 2005; Kacmar et al., 2011; Kark and Waismel-Manor, 2005), suggesting that customer reactions to service-oriented OCB might depend on customer and service employee gender. A clearer theoretical understanding of how customers react to service-oriented OCB will help service firms better manage service-oriented OCB within an increasingly diversified workforce. For example, in a case study of customer satisfaction from hotels rated in TripAdvisor.com, Magnini et al. (2011) found that the most important source of customer satisfaction was service-oriented OCB (e.g., being friendly, helpful, pleasant, and accommodating); more than various characteristics of the hotels (e.g., cleanliness, décor, location, and amenities).