INTRODUCTION TO THE TOPICOrganizational citizenship behavior has become 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 (Cf. Bateman & Organ, 1983; Smith Organ & Near, 1983). Organ (1988:4) defines organizational citizenship behaviors as “discretionary individual behavior, not directly or explicitly recognized by the formal reward system, and which, on the whole, promotes the effective functioning of the organization. By discretionary, we mean that the behavior does not constitute an enforceable requirement of the role or job description, that is, the clearly specifiable terms of the person's employment contract with the organization; rather, the behavior is a matter of personal choice, so its omission is generally not considered punishable. Organizational citizenship behavior occurs when individuals in the organization implicitly exceed the formal boundaries of the work they must perform. Organizational citizenship behavior can also be viewed as an individual's choice to work beyond any limitations or expectations of their employer for the overall good of the organization. This is a completely voluntary action and work by the employee beyond the expectations of their organization. Organizational citizenship behavior receives a lot of attention in today's organizations because it has several positive implications on organizations. Organizational citizenship behavior makes the employee more committed to the organization and helps promote the overall health of the organization. The employee...... middle of paper ......vior. Penner et al. (1997) also found that employees' various intrinsic and extrinsic motivations drive them toward OCB. b) Group cohesion Working groups have a great impact on the attitude and behavior of group members. The group with strong cohesion has more of a feeling of “we” than of “I”. There is more cooperation and a positive work environment when the group has strong cohesion. Researchers are also trying to determine whether this type of cohesive behavior within groups has an impact on the citizenship behavior they demonstrate. Cartwright (1968) observed that cohesion has a positive impact on intragroup communication, favorable interpersonal evaluation, and also influences higher OCB if it matches group norms. c) Employee attitude) Leadership behavior) Organizational justice f) Job satisfaction g) Organizational commitment