INTRODUCTION TO THE TOPIC Organizational Citizenship Behavior is emerging as an interesting topic for any organization these days. Katz and Kahn (1996) were the first to identify this type of autonomous behavior in the workplace. The term Organizational Citizenship Behavior (OCB) was first coined by Dennis Organ and his colleagues (See Bateman & Organ, 1983; Smith Organ, & Near, 1983). Organ (1988: 4) defines organizational citizenship behaviors as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that overall promotes the effective functioning of the organization. By discretionary we mean that the behavior is not an enforceable requirement of the role or job description, i.e. the clearly specifiable terms of the person's employment contract with the organization; behavior is rather a matter of personal choice, so much so that its omission is not generally considered punishable.” Organizational citizenship behavior occurs when individuals in the organization implicitly go beyond the formal boundary of the work they are asked to do. Organizational citizenship behavior can also be said to be an individual's choice to work beyond any limitations or expectations of their employers for the overall betterment of the organization. This is a completely voluntary action and the employee's work goes beyond their organization's expectations. Organizational citizenship behavior is gaining much attention in organizations today as it has several positive implications on organizations. Organizational citizenship behavior makes the employee more voluntarily committed to the organization and helps promote the overall health of the organization. The clerk......half sheet......vior. Penner et al., (1997) also found that various intrinsic and extrinsic motivations of the employee make him or her prefer OCB. b) Group cohesion Work groups have a great impact on the attitude and conduct of group members. The group with high cohesion has more “we” feelings rather than “I” feelings. There is more cooperation and a positive work environment when the group has high cohesion. The researchers are also trying to explore whether this type of cohesive behavior in groups has any impact on the citizenship behavior they display. Cartwright (1968) observed that cohesiveness has a positive impact on intragroup communication, favorable interpersonal evaluation, and also influences higher OCB if it matches group norms. c) Employee attitude) Leader behavior) Organizational justice f) Job satisfaction g) Organizational commitment