J

A STUDY ON ORGANIZATION CITIZENSHIP BEHAVIOR AT RAMCO

CEMENT LIMITED

A PROJECT REPORT SUBMITTED TO

VELS INSTITUTE OF SCIENCE, TECHNOLOGY AND ADVANCED STUDIES

(VISTAS)

(Estd. U/s 3 of the UGC Act, 1956)

In partial fulfilment of the requirement
For the award of the degree of

MASTER OF BUSINESS ADMINISTRATION- GENERAL

Submitted by

L YOGESWARI

21301180

Under the guidance of

Dr G Rajini

Professor & Head of the Department MBA GENERAL Director MoU’s

MBA, Ph.D.

SCHOOL OF MANAGEMENT STUDIES

VISTAS
P.V. VAITHIYALINGAM ROAD,
OLD PALLAVARAM CHENNAI-600 117.
(2021-2023)

i
 SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that Project report on A STUDY ON ORGANIZATION CITIZENSHIP

BEHAVIOR AT RAMCO CEMENT LIMITED a bonafide record of work carried out by L
YOGESWARI , 21301180 SCHOOL OF MANAGEMENT STUDIES under VISTAS
submitted in partial fulfillment of the requirements for the award of the degree of Master of
Business Administration – General for the fourth semester during 2021-2023 under our
guidance.

Dr. G.Rajini Dr.G .Rajini

Professor & HOD MBA GENERAL Director MoU’s HOD MBA GENRAL

MBA, Ph.D

Dr. P.R.Ramakrishnan
Dean

INTERNAL EXAMINER EXTERNAL EXAMINER

ii
Company Certificate

iii
 DECLARATION
I L YOGESWARI, 21301180 a student of MBA- General , SCHOOL OF MANAGEMENT STUDIES,
VISTAS here by, declare that the project work titled A STUDY ON ORGANIZATION CITIZENSHIP
BEHAVIOR AT RAMCO CEMENT LIMITED , submitted to the VISTAS in partial fulfillment of the
requirement for the award of the degree of Master of Business Administration- General is a record of
bonafide research carried out by me under the guidance of Dr. G Rajini , Professor & Head of the
Department MBA GENERAL Director MoU’s, MBA,Ph.D SCHOOL OF MANAGEMENT
STUDIES, VISTAS and no part of it has been submitted for any other degree or diploma.

Place: Chennai L Yogeswari

Date:

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 ACKNOWLEDGEMENT

I am very much grateful to our Chancellor Dr. Ishari K Ganesh, Dr. A. Jothi Murugan, Pro
Chancellor – Planning & Development, Dr. Arthi K Ganesh, Pro Chancellor – Academics and
Dr. Preetha Ganesh, Vice President for giving us an opportunity to study and encouraged us in
all our efforts throughout the program.

I would like to express my deep gratitude to our Vice Chancellor Dr.S.Sriman Narayanan, Pro
Chancellor Dr. M. Bhaskaran our Registrar Dr. P.Saravanan and Dr. A. Udayakumar,
Controller of Examinations for all their endeavor in educating us in this esteemed organization.

I wish to express my gratefulness to Dr. P.R Ramakrishna, Dean, for the encouragement and
guidance during the project. I would like to thank Dr. G. Rajini, Professor- Head MBA
(General), School of Management Studies for nurturing with a conducive environment and for
her professional insights and updates during reviews so as to complete my project and the entire
program successfully.

I wish to express my humble thanks to my guide Dr Rajini Professor & Head of the
Department MBA GENERAL Director MoU’s, MBA, Ph.D. School of management studies,
VISTAS, for his/her guidance the project and to all faculty members and who mentored and
made us learn about managing ourselves and business organizations

I also express my heartfelt thanks to My Parents, Family members and all my friends for their
precious advice, continuous encouragement and support and for all the help they have conducted
to me which facilitated to the completion of this work.

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CONTENTS

CHAPTER Title Page No:

I Introduction
 Industry Profile
 Company Profile
 Need/Importance of study
 Statement of the Problem
 Objectives
 Scope of the study
II
Review of literature
III Research Methodology
 Research Design
 Sample size
 Sampling Technique
 Questionnaire design
 Methods of data collection
 Limitation of study
IV Data Analysis & Interpretation
V Findings and Suggestions

Bibliography
Appendix

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LIST OF TABLES

Table.No Title Pg.No

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LIST OF CHARTS

Chart.No Title Pg.No

viii
 CHAPTER-1
INTRODUCTION

1
INTRODUCTION
The term Organizational Citizenship behavior has undergone tremendous revision since its
inception but its construct remains the same. OCB refers to anything that employees choose to do
spontaneously and of their own wish, which is not the part of their contractual obligations.
‘Organizational citizenship behavior is the kind of behavior which is discretionary in nature and
is not formally recognized or rewarded by the company through salary increments or
promotions’. (Organ 1988) The basic roots of the concept ‘Citizenship Behavior’ came from the
study of Barnard (1938), who eventually realized that if an organization wants to accomplish its
goals, it is only individual employee’s willingness to commit himself to the organization which
plays a fundamental role. He therefore, proposed the concept of “willingness to cooperate”. This
research contradicted the assumptions of classic management theories. He found in his study that
it is not the set of rules dictated from top management that guarantees the smooth functioning of
an organization and the efficient management of individual’s behavior. But rather it is people’s
attitudes of loyalty, solidarity behavior, and team spirit which help in smooth functioning of an
organization. Such attitudes allow the rules to be followed smoothly and effectively within the
organization. Barnard did not stop there. He understood that there was a link between his ideas
and “informal organization” i.e. the inter relationships and informal exchanges which exist
between people but are not the part of their official roles. This had a great impact on research
which influenced the studies later carried out by different researchers. The concepts of
‘willingness to co-operate’ and of informal organization’ was later taken up for the studies by
Katz (1964). He identified and listed different set of behaviors seen at work place as i)
Cooperating with other fellow employees. ii) Supporting the organization and defending it
whenever required. iii) Coming up with new creative ideas. Iv) Making an effort to self-train on
the job, and v) Carrying a complete positive attitude and outlook towards the company.

Katz and Kahn (1966) later defined two kinds of behavior, one which is linked to people’s jobs
(In-role behavior) and another that goes beyond one’s role (Extra-role behavior). This study
made it clear that if cooperating and helping others are controlled by rules that are linked to
peoples in- role behavior then that organization runs a heavy risk of failure. At the same time, he
also mentioned how extra-role behaviors are not taken in to consideration by management and

2
colleagues. Here, Katz and Kahn concluded 4 that motivational antecedents required for
performing in-role behavior, were different from those of extra-role behaviors. Almost Fifty
years from Barnard’s (1938) work, the concept of organizational citizenship behavior was taken
up for studies by Bateman and Organ’s (1983), and later by Organ’s (1988). Organ recognized
that organizational citizenship has some motivational aspect in it and that its fundamental
component consists of the self acknowledgement of employee. He defined organizational
citizenship behavior (OCB) as “discreet behavior, which favors the efficiency of the organization
even if they are not imposed by a job contract, or explicitly recognized by the formal reward
system”. Till date this definition has remained unchanged. Organ’s remarkable contribution
showed the existence and relevance of OCB and later acted as a catalyst for further studies which
helped in understanding and describing various antecedents and consequences of OCB.

DEVELOPMENT CONCEPT OF ORGANIZATION CITIZENSHIP BEHAVIOR

3
Dimensions of Organizational Citizenship Behavior (OCB)

Over the years then, a lot of different ways of classifying OCB was put forward. Smith, Organ,
and near (1983) in their study interviewed sample of managers, identifying two types of OCB.
The first, called ‘Altruism’, which refers to a direct behavior which aims at helping someone at
work place like helping co-workers with extra workloads or helping people who are not present
for their duties etc. The second, called ‘Generalized Compliance’ which refers to a worker who
follows rules and regulations properly and meeting all the compliances of the company like
coming on time, doing his job without wasting much of the time etc. He behaves like a good
worker in the organization. Later, Organ (1988) came up with a broad category of OCB which
included the five dimensions also termed as 5- dimensional model of OCB. Organ kept the first
dimension (i.e.) Altruism as it as earlier, and divided Generalized compliances in to four
different dimensions like Conscientiousness, Sportsmanship, Courtesy and Civic Virtue. He
explained these dimensions as follows:-

Altruism

This behavior was similar to the behavior given by Smith, Organ and near (1983) which states
that Altruism is a kind of helping behavior which is not only directed within the organization but
also outside the organization. (e.g., helping new colleagues and freely giving time to others).
Altruism thus is a behavior which is typically directed towards other individuals. It not only
contributes to enhance group efficiency but also enhances individuals’ performance.

Conscientiousness

Conscientiousness behavior indicates to such behavior where one goes beyond work boundaries
and does his work well and thoroughly. (e.g., efficient use of time and going beyond minimum
expectations, also an individual accepts and adheres to the rules and regulation of the
organization). This behavior enhances the efficiency of both an individual and the group.

4
Sportsmanship

Sportsmanship includes such behavior where an employee shows tolerance for not so ideal
circumstances in the organization. He avoids complaining and blowing out problems under
situations of disagreement and when he is not in the favor of accepting any change in the
organization. (I.e.) avoids complaining and whining). This behavior helps in improving the
amount of time spent on constructive endeavors in the organization.

Courtesy

Courtesy indicates to such behavior which helps in preventing conflicts at workplaces. (e.g.,
always being polite and considerate to others feelings and emotions at workplace, advance
notices, reminders, and communicating appropriate information to the team members). This
behavior helps prevent problems from arising within the organization and facilitates constructive
use of time.

Civic Virtue

This behavior indicates an employee’s concern and in depth interest for his organization, which
also states a positive involvement in the organization. (e.g., serving on committees and
voluntarily attending meetings and functions, keeping oneself updated with the current
happenings in the organization, defending organization policies and practices when they are
questioned by the outsiders). This behavior is in the interest of the organization

5
INTRODUCTION TO INDUSTRY

Building material is material used for construction Many naturally occurring substances, such
as clay, rocks, and ,wood, and even twigs and leaves, have been used to construction building
Apart from naturally occurring materials, many man-made products are in use, some more and
some less synthetic. The manufacturing of building materials is an established industry in many
countries and the use of these materials is typically segmented into specific specialty trades, such
as carpentry, plumbing and roofing work. They provide the make-up
of habitats and structures including homes.

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Man-made substances

Fired bricks and clay blocks

A pile of fired bricks.

Clay blocks (sometimes called clay block brick) being laid with an adhesive rather than mortar

Bricks are made in a similar way to mud-bricks except without the fibrous binder such as straw
and are fired ("burned" in a brick clamp or kiln) after they have air-dried to permanently harden
them. Kiln fired clay bricks are a ceramic material. Fired bricks can be solid or have hollow
cavities to aid in drying and make them lighter and easier to transport. The individual bricks are
placed upon each other in courses using mortar. Successive courses being used to build up
walls, arches, and other architectural elements. Fired brick walls are usually substantially thinner
than cob/adobe while keeping the same vertical strength. They require more energy to create but
are easier to transport and store, and are lighter than stone blocks. Romans extensively used fired
brick of a shape and type now called Roman bricks. Building with brick gained much popularity
in the mid-18th century and 19th centuries. This was due to lower costs with increases in
brick manufacturing and fire-safety in the ever crowding cities.

7
The cinder block supplemented or replaced fired bricks in the late 20th century often being used
for the inner parts of masonry walls and by themselves.

Structural clay tiles (clay blocks) are clay or terracotta and typically are perforated with holes.

Cement composites

Cement bonded composites are made of hydrated cement paste that binds wood, particles, or
fibers to make pre-cast building components. Various fibrous materials,
including paper, fiberglass, and carbon-fiber have been used as binders.

Wood and natural fibers are composed of various soluble organic compounds
like carbohydrates, glycosides and phenolic. These compounds are known to retard cement
setting. Therefore, before using a wood in making cement bonded composites, its compatibility
with cement is assessed.

Wood-cement compatibility is the ratio of a parameter related to the property of a wood-cement

composite to that of a neat cement paste. The compatibility is often expressed as a percentage
value. To determine wood-cement compatibility, methods based on different properties are used,
such as, hydration characteristics, strength, interfacial bond and morphology. Various methods
are used by researchers such as the measurement of hydration characteristics of a cement-
aggregate mix, the comparison of the mechanical properties of cement-aggregate mixes and the
visual assessment of microstructural properties of the wood-cement mixes. It has been found that
the hydration test by measuring the change in hydration temperature with time is the most
convenient method. Recently, Karadeetal have reviewed these methods of compatibility
assessment and suggested a method based on the ‘maturity concept’ i.e. taking in consideration
both time and temperature of cement hydration reaction.

Bricks were laid in lime mortar from the time of the Romans until supplanted by Portland
cement mortar in the early 20th century. Cement blocks also sometimes are filled with grout or
covered with a purge coat.

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Concrete

Falkirk Wheel

Concrete is a composite building material made from the combination of aggregate and a binder
such as cement. The most common form of concrete is Portland cement concrete, which consists
of mineral aggregate (generally gravel and sand), Portland cement and water.

After mixing, the cement hydrates and eventually hardens into a stone-like material. When used
in the generic sense, this is the material referred to by the term "concrete".

For a concrete construction of any size, as concrete has a rather low tensile strength, it is
generally strengthened using steel rods or bars (known as rebar). This strengthened concrete is
then referred to as reinforced concrete. In order to minimize any air bubbles that would weaken
the structure, a vibrator is used to eliminate any air that has been entrained when the liquid
concrete mix is poured around the ironwork. Concrete has been the predominant building
material in the modern age due to its longevity, formability, and ease of transport. Recent
advancements, such as insulating concrete forms, combine the concrete forming and other
construction steps (installation of insulation). All materials must be taken in required proportions
as described in standards.

Fabric

The tent is the home of choice among nomadic groups all over the world. Two well-known types
include the conical teepee and the circular yurt. The tent has been revived as a major
construction technique with the development of tensile architecture and synthetic fabrics.
Modern buildings can be made of flexible material such as fabric membranes, and supported by a
system of steel cables, rigid or internal, or by air pressure.

9
Foam

Foamed plastic sheet to be used as backing for firestop mortar at CIBC bank in Toronto.

Recently, synthetic polystyrene or polyurethane foam has been used in combination with
structural materials, such as concrete. It is lightweight, easily shaped, and an excellent insulator.
Foam is usually used as part of a structural insulated panel, wherein the foam is sandwiched
between wood and cement or insulating concrete forms.

Glass

Glassmaking is considered an art form as well as an industrial process or material. Clear

windows have been used since the invention of glass to cover small openings in a building. Glass
panes provided humans with the ability to both let light into rooms while at the same time
keeping inclement weather outside. Glass is generally made from mixtures of sand and silicates,
in a very hot fire stove called a kiln, and is very brittle. Additives are often included the mixture
used to produce glass with shades of colors or various characteristics (such as bulletproof
glass or lightbulbs).

The use of glass in architectural buildings has become very popular in the modern culture. Glass
"curtain walls" can be used to cover the entire facade of a building, or it can be used to span over
a wide roof structure in a "space frame". These uses though require some sort of frame to hold

10
sections of glass together, as glass by itself is too brittle and would require an overly large kiln to
be used to span such large areas by itself.

Glass bricks were invented in the early 20th century.

Gypsum concrete

Gypsum concrete is a mixture of gypsum plaster and fiberglass roving’s. Although plaster and
fibers fibrous plaster have been used for many years, especially for ceilings, it was not until the
early 1990s that serious studies of the strength and qualities of a walling system Rapid wall,
using a mixture of gypsum plaster and 300mm plus fiberglass roving’s, were investigated. With
an abundance of gypsum (naturally occurring and by-product chemical FGD and phosphor
gypsums) available worldwide, Gypsum concrete-based building products, which are fully
recyclable, offer significant environmental benefits.

Metal

Metal is used as structural framework for larger buildings such as skyscrapers, or as an external
surface covering. There are many types of metals used for building. Metal figures quite
prominently in prefabricated structures such as the Quonset hut, and can be seen used in most
cosmopolitan cities. It requires a great deal of human labor to produce metal, especially in the
large amounts needed for the building industries. Corrosion is metal's prime enemy when it
comes to longevity.

 Steel is a metal alloy whose major component is iron, and is the usual choice for metal
structural building materials. It is strong, flexible, and if refined well and/or treated lasts a
long time.

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 The lower density and better corrosion resistance of aluminum alloys and tin sometimes
overcome their greater cost.
 Copper is a valued building material because of its advantageous properties (see: Copper in
architecture). These include corrosion resistance, durability, low thermal movement, light
weight, radio frequency shielding, lightning protection, sustainability, recyclability, and a
wide range of finishes. Copper is incorporated into roofing, flashing, gutters, downspouts,
domes, spires, vaults, wall cladding, building expansion joints, and indoor design elements.
 Other metals used include chrome, gold, silver, and titanium. Titanium can be used for
structural purposes, but it is much more expensive than steel. Chrome, gold, and silver are
used as decoration, because these materials are expensive and lack structural qualities such
as tensile strength or hardness.

Plastics

Plastic pipes penetrating a concrete floor.

The term plastics covers a range of synthetic or semi-

synthetic organic condensation or polymerization products that can be molded or extruded into
objects, films, or fibers. Their name is derived from the fact that in their semi-liquid state they
are malleable, or have the property of plasticity. Plastics vary immensely in heat tolerance,
hardness, and resiliency. Combined with this adaptability, the general uniformity of composition
and lightness of plastics ensures their use in almost all industrial applications today. High
performance plastics such as ETFE have become an ideal building material due to its high
abrasion resistance and chemical inertness. Notable buildings that feature it include: the Beijing
National Aquatics Center and the Eden Project biomes.

Papers and membranes

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Building papers and membranes are used for many reasons in construction. One of the oldest
building papers is red rosin paper which was known to be in use before 1850 and was used as an
underlayment in exterior walls, roofs, and floors and for protecting a jobsite during
construction. Tar paper was invented late in the 19th century and was used for similar purposes
as rosin paper and for gravel roofs. Tar paper has largely fallen out of use supplanted by
asphalt felt paper. Felt paper has been supplanted in some uses by synthetic underlayment’s,
particularly in roofing by synthetic underlayment’s and siding by house wraps.

There are a wide variety of damp proofing and waterproofing membranes used for
roofing, basement waterproofing, and geomembranes.

Ceramics

Fired clay bricks have been used since the time of the Romans. Special tiles are used for roofing,
siding, flooring, ceilings, pipes, flue liners, and more.

COMPANY PROFILE:

Ramco Cements Limited (RCL) (Formerly known as Madras Cements Limited (MCL) is the
flagship company of The Ramco Group. The Company is a major player in the blended cement
category in South India. It is the fifth largest cement producer in the country. The main product
of the Company is Portland cement manufactured in 10 state-of-the art production facilities
including integrated cement plants and grinding units with a current total production capacity of
19.40 million MTPA. The Company has two subsidiaries viz. Ramco Windfarms Limited and
Ramco Industrial and Technology Services limited. The Company is engaged in manufacture of
Cement Ready Mix Concrete and Dry Mortar products. It caters mainly to the domestic markets.
It sells cement in Sri Lanka through direct exports and Maldives through merchant exports. It is
engaged in sale of surplus electricity generated from its windmills and thermal power plants after
meeting its captive requirements. It produces Ready Mix Concrete and Dry Mortar products
alongside operating one of the largest wind farms in the country. The Company was incorporated
on July 03rd 1957. Headquartered in Chennai the Company commenced operations in the year
1961. It undertook to replace the 4 cement mills at its Ramasawmyraja Nagar Works by a single
new `Combatant Cement Mill' which was commissioned at the end of year 1985. A 132 KVA

13
sub-station and the limestone crushing plant were installed during the same year. The project was
commissioned during December of the year 1986. Two D.G. sets were installed in the middle of
the year 1988 to meet 60% of the unit's power requirement at Jayanthipuram. The Company had
set up the 4 MW windmill farm in the year 1992 at Muppandal Kanyakumari district Tamil
Nadu. Asia's largest one to be commissioned in the Private sector was set up. All the 16 wind
turbines of the company were commissioned in March of the year 1993. In the same year 1993
an additional capacity was created by adding 8 Nos. wind turbines of 250 KW each at
Muppandal wind mill farm taking the generation capacity to 6 MW. During the year 1994 MCL
had upgraded the capacity of its Jayanthipuram Unit to 1.1 million tones and also upgraded the
cement mills capacity in R. R. Nagar. The Company substantially increased the capacity of
windmills by installation of 70 more windmills. In the year 1995 the company enhanced power
generation capacity at Jayanthipuram unit to 15.3 MW by commissioning an additional diesel
generator set to maintain normal production in view of frequent power-cut and power tripping.
During the year 1997 MCL had commissioned its third cement plant in Alathiyur; it was the
second in Tamil Nadu. The clinker plant of the Alathiyur unit was commissioned in March while
the grinding unit was commissioned in May of the same year 1997. The Company had embarked
into Ready Mix Concrete business in the year 1998. Also in the same year MCL made tie-up
with Visakhapatnam Steel Plant (VSP) for procuring slag a blast furnace residue and a crucial
input for slag cement. MCL tied up with Gas Authority of India Ltd (GAIL) for supply of gas
and the fuel supply agreement was inked in 15th April of the year 1999. It also tied up with Oil
and Natural Gas Corporation (ONGC) for supply of 25000 cu mtr of gas per day from its Nellore
well near Mannargudi in Tamil Nadu. In the same year 1999 another one tie-up was made with
Vizag Steel Plant for supply of slag. During the year 1999-00 the company's slag grinding
project at Jayanthipuram for manufacture of blended cement was commissioned and also the
capacity of the Alathiyur unit was expanded by 0.2 million TPA. During the year 2000 the
company had launched the Ramco Super Steel cement in Tamil Nadu. The Company's second
unit at Alathiyur with a capacity of 15 lac tones was commissioned in January of the year 2001.
The second at R.R Nagar was upgraded in May of the year 2001 with the installation of fixed
inlet segment to the cooler new calcine and modifying pre heater cyclone thereby increasing the
capacity of the unit to 11 lac TPA of blended cement. With the help of M.Tech Germany the
company started new project Dry Motor Plant for manufacture of high technology construction

14
products such as render skim coat and dry concrete and its production commenced from January
of the year 2003 at Sriperumbudur. During 2004-05 The Company commissioned a 36 MW
Thermal Power Plant at Alathiyur. The company for the first time in India commissioned a
surface mine to modernize the mine operations at Ramasamyraja Nagar factory. The Company
decided to establish grinding units in the states of Tamil Nadu Andhra Pradesh and West Bengal
in May of the year 2007. During October 2007 MCL earmarked Rs 1.05 billion investments for
set up the grinding mill at Kolaghat in Midnapore West Bengal. With an eye on diversification
MCL is planning to enter into industries such as sugar pharmaceuticals power & power
equipment’s and textiles. As at March 2008 Madras Cements lines up Rs 15 billion expansion.
The Board of Directors of the Company at its meeting held on 10 April 2009 incorporated a
wholly owned subsidiary company for carrying out the business of manufacture and sale of
Sugar and Allied Products for which approval of the Shareholders was obtained at the Annual
General Meeting held on 27 July 2007.The Board of Directors of Company its meeting held on
27 October 2009 divested shares in a wholly owned subsidiary viz. MADRAS SUGARS LTD.
which was incorporated for the purpose of carrying out sugar business. Madras Cements'
Ariyalur Tamil Nadu plant started operations in 2009 with a capacity of 2 MTPA which is well-
equipped with modern quality control systems. Currently Line 2 of the plant with a capacity of
another 2 MTPA was commissioned in 2012.The Board of Directors of the Company at its
meeting held on 29 July 2013 formed a subsidiary company and transferred windmills of an
aggregate capacity of 23.23 MW to the proposed Subsidiary Company. The Company's total
wind farm capacity is 159.19 MW. The Shareholders of the Company at the Annual General
Meeting held on 29 July 2013 passed a Special Resolution to change name of the Company from
'Madras Cements Limited' to 'The Ramco Cements Limited’. In March 2018 Ramco Cements
acquired a cement grinding unit from Ramco Industries Limited which is having a capacity to
grind 0.2 MTPA of cement located in Kharagpur West Bengal. During FY 2019-20 the Company
commissioned Kolaghat grinding unit in September 2019. During FY 2020-21 the Company
commissioned Phase-1 of the Waste Heat Recovery System with a capacity of 9 MW in
September 2020. It commissioned Phase-2 of the Waste Heat Recovery System with a capacity
of 9 MW in February 2021. The Company expanded its Kolaghat grinding unit with another line
of grinding capacity of 1.05 MTPA which costed Rs. 386 crores. It commissioned the Railway
Siding in September 2020.The Company commenced commercial production at their Odisha

15
grinding unit which produced 0.80 million tons of cement in FY 2021-22. In June 2021 at
Jayanthipuram plant the Line III with a clinkerisation capacity of 1.5 MTPA and the Phase III of
waste heat recovery system (WHRS) with a capacity of 9 MW project were commissioned. It
completed integrated cement plant at Kalavatala Village in Kurnool District of Andhra Pradesh
which costed Rs. 2400 crores. It also completed the trial run up to clinkerisation of 2.25 MTPA
capacity. During the year 2021-22 the Company launched a modernization project at Ramasamy
Raja Nagar plant which would increase the clinkerisation capacity of the plant from 1.09 MTPA
to 1.44 MTPA.

16
17
OBJECTIVES OF STUDY

Primary objectives

Find out the Organizational citizenship behavior and its impact on organization

Secondary objectives

1. To study about the variable or dimension of OCB

2. To find the impact of HR practices on OCB
3. To analyses the effects of OCB on the outcome of the institution.

18
Need for the study

Organizations are looking for employees who invest their time and efforts in constructive tasks
and are ready to cross the set boundaries and do something extra for the organization which will
benefit both the employee as well as the organization at large. One such study which helps in
analyzing such behavior in the organization is termed as ‘Organizational Citizenship Behavior’.
Studies have proven that more the presence of OCB in employees more is the positive impact on
the behavior of employees and performance of the organizations.

Human resource management is a key challenge in any industry today but more in manufacturing
sector as this sectors is human capital intensive sector. In today’s workplace, organizations are
working hard to uplift, inspire, and motivate its employees to demonstrate positive and
constructive behavior which will ultimately help in increasing employee’s productivity and
efficiency and overall performance of an organization

Scope of Study

This study will help

 An organization to get more clarity on what initiatives and organization can undertake to
promote organizational citizenship behavior among its employee.

 An individual employee to understand his role and importance of demonstrating such positive
behavior at workplace and also what different initiatives he can take at his individual level to
display OCB within the organization.

 Presence of OCB will create a healthy workplace organization.

 Presence of OCB will help in increasing individual employee performance at work which in
turn would increase the productivity within the organization.

 Presence of OCB dimensions may not only impact the organization but community at large
creating a good base to improvise on the quality of life of an employee.

19
MANUFACTURING INDUSTRY

Industries have been classified into four sectors. These are

i) Primary sector being the raw material industry.

ii) Secondary sector constitutes manufacturing and construction industry
iii) Tertiary sector involves service industry
iv) Quatrain sector is intellectual services industry

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 CHAPTER 2

REVIEW OF LITERATURE

21
REVIEW OF LITERATURE

 Kim, S. J. (2020). Organizational citizenship behavior in the digital age: A systematic

review and future research directions. Computers in Human Behavior, 110, 106384. This
review paper aims to provide a comprehensive understanding of the current state of
research on organizational citizenship behavior in the digital age, and to suggest future
research directions.

 Chen, C. C., & Lin, Y. H. (2020). Transformational leadership and organizational

citizenship behavior: A meta-analytic review. Journal of Business and Psychology, 35(1),
1-20. This meta-analysis examines the relationship between transformational leadership
and organizational citizenship behavior and explores the moderators that influence this
relationship.

 Jia, L., Cao, Q., & Zhang, W. (2020). The impact of ethical leadership on organizational
citizenship behavior: A systematic review and future research agenda. Journal of
Business Ethics, 165(4), 673-687. This paper systematically reviews the current research
on the relationship between ethical leadership and organizational citizenship behavior and
provides a future research agenda.

 Verbruggen, M., & De Shutter, L. (2020). A systematic review of team-level antecedents

and outcomes of organizational citizenship behavior. Journal of Business and
Psychology, 35(1), 21-44. This systematic review identifies the team-level antecedents
and outcomes of organizational citizenship behavior and provides a framework for future
research.

22
 Wu, C. H., & Parker, S. K. (2020). The role of job crafting in predicting organizational
citizenship behavior: An integrative review. Applied Psychology, 69(4), 891-937. This
integrative review examines the role of job crafting in predicting organizational
citizenship behavior and explores the mechanisms that underlie this relationship.

 Wasko, J., & Faraj, S. (2020). It's all about timing: Temporal coordination and
organizational citizenship behavior. Journal of Applied Psychology, 105(6), 613-627.
This study examines the relationship between temporal coordination and organizational
citizenship behavior and explores the moderating role of temporal distance.

 Othman, R., & Ishak, Z. (2020). The influence of organizational justice on organizational
citizenship behavior: A literature review. Journal of Human Resource and Adult
Learning, 16(2), 70-80. This literature review examines the influence of organizational
justice on organizational citizenship behavior and discusses the implications for practice.

 Kim, H., & Lee, D. (2020). The effect of employee well-being on organizational
citizenship behavior: A literature review and research agenda. Sustainability, 12(19),
7961. This literature review examines the effect of employee well-being on
organizational citizenship behavior and suggests a research agenda.

 He, X., & Yang, Y. (2020). The influence of organizational culture on organizational
citizenship behavior: A systematic review. Open Journal of Business and Management,
8(2), 379-393. This systematic review examines the influence of organizational culture
on organizational citizenship behavior and identifies the key dimensions of organizational
culture that have an impact on this behavior.
 Zhao, X., & Zeng, J. (2020). How transformational leadership affects organizational
citizenship behavior: The mediating role of psychological empowerment. Frontiers in

23
 Psychology, 11, 1173. This study explores the mediating role of psychological
empowerment in the relationship between transformational leadership and organizational
citizenship behavior.

 Ahn, S. K., & Kim, T. Y. (2021). The impact of ethical leadership on organizational
citizenship behavior: The moderating role of moral identity. Journal of Business Ethics,
171(1), 27-43. This study examines the moderating role of moral identity in the
relationship between ethical leadership and organizational citizenship behavior.

 Bowers, M. R., & Kern, M. L. (2021). Organizational citizenship behavior and work-
related outcomes: A meta-analysis. Journal of Vocational Behavior, 127, 103506. This
meta-analysis examines the relationship between organizational citizenship behavior and
work-related outcomes, including job performance, job satisfaction, and organizational
commitment.
 Çelik, M. (2021). Organizational trust and organizational citizenship behavior: A
systematic review. International Journal of Business and Management, 16(6), 77-92. This
systematic review examines the relationship between organizational trust and
organizational citizenship behavior and identifies the key antecedents and outcomes of
this behavior.

 Huang, X., & Chen, Y. (2021). The effect of perceived organizational support on
organizational citizenship behavior: The mediating role of psychological empowerment.
Journal of Psychology in Chinese Societies, 22(1), 85-108. This study examines the
mediating role of psychological empowerment in the relationship between perceived
organizational support and organizational citizenship behavior.

24
 Kamboj, S., & Kaur, H. (2021). The relationship between transformational leadership and
organizational citizenship behavior: A systematic review. International Journal of
Business and Management, 16(5), 1-15. This systematic review examines the relationship
between transformational leadership and organizational citizenship behavior and
discusses the implications for practice.

 Lin, C. P., & Wang, Y. L. (2021). Exploring the effect of employee voice on
organizational citizenship behavior: The mediating role of trust and the moderating role
of leader-member exchange. Journal of Business Research, 130, 336-346
 Ma, S., & Li, S. (2021). Servant leadership and organizational citizenship behavior: A
systematic review and future research agenda. International Journal of Environmental
Research and Public Health, 18(10), 5227. This systematic review examines the
relationship between servant leadership and organizational citizenship behavior and
provides a future research agenda.

 Singh, A., & Mittal, A. (2021). The impact of employee engagement on organizational
citizenship behavior: A systematic review. Human Resource Management Review, 31(1),
100741. This systematic review examines the impact of employee engagement on
organizational citizenship behavior and identifies the key antecedents and outcomes of
this behavior.

 Su, Y., Lu, L., & Chen, M. (2021). The relationship between work engagement and
organizational citizenship behavior: The moderating role of perceived organizational
support. Journal of Management & Organization, 27(2), 253-271. This study examines
the moderating role of perceived organizational support in the relationship between work
engagement and organizational citizenship behavior.

25
 Wang, W., & Sun, Y. (2021). How to cultivate organizational citizenship behavior: The
role of ethical leadership and employee well-being.
 Yang, J. T., & Chen, M. J. (2021). A study of the relationship between ethical leadership,
work engagement, and organizational citizenship behavior in nursing. International
Journal of Nursing Sciences, 8(2), 234-240. This study examines the relationship between
ethical leadership, work engagement, and organizational citizenship behavior in the
nursing profession.

 Yu, J., & Guo, W. (2021). Servant leadership, organizational identification, and
organizational citizenship behavior: A moderated mediation model. Journal of Business
Research, 130, 409-418. This study proposes and tests a moderated mediation model that
examines the relationship between servant leadership, organizational identification, and
organizational citizenship behavior.

 Zhang, M., Wu, J., & Liu, J. (2021). Servant leadership, job crafting and organizational
citizenship behavior: The mediating effect of psychological empowerment. Current
Psychology, 1-13. This study examines the mediating effect of psychological
empowerment in the relationship between servant leadership, job crafting, and
organizational citizenship behavior.

 Zhou, Y., & Chen, Y. (2021). How work engagement influences organizational
citizenship behavior: The mediating role of psychological capital and the moderating role
of perceived organizational support.

26
 CHAPTER 3
RESEARCH METHODOLOGY

27
RESEARCH GAP

The research gap has been found that lot of studies were on the topic of employee engagement,
job satisfaction, professional commitment ,organizational justice with organizational citizenship
behavior but no study was done on the relationship between organizational commitment and
organizational citizenship behavior on the basis of dimensions of organizational citizenship
behavior namely altruism (helpful behavior), courtesy, conscientiousness, sportsmanship and
civic virtue and three dimensions of organizational commitment are affective, calculative and
normative commitment which are main source of relationship building among the organization
and its employees . This study can fill the gap by examining relationship between organizational
commitment and organizational citizenship behavior among employees at ramco cements.

RESEARCH METHODOLOGY

Research methodology is the specific procedures or techniques used to identify, select, process,
and analyze information about a topic. In a research paper, the methodology section allows the
reader to critically evaluate a study's overall validity and reliability.

RESEARCH DESIGN

Research design is the framework of research methods and techniques chosen by a researcher to
conduct a study. The design allows researchers to sharpen the research methods suitable for the
subject matter and set up their studies for success.

Descriptive

In a descriptive composition, a researcher is solely interested in describing the situation or case

under their research study. It is a theory-based design method created by gathering, analyzing,
and presenting collected data. This allows a researcher to provide insights into the why and how
of research. Descriptive design helps others better understand the need for the research. If the
problem statement is not clear, you can conduct exploratory research

28
It is important to note that in the descriptive research method, the researcher does not control or
manipulate any variables, unlike in experimental research. Instead, the variables are only
identified, observed, and measured

Descriptive research design is a type of research design that seeks to describe or document the
characteristics of a particular phenomenon or population. It is one of the most commonly used
research designs in social sciences, and it is used to explore a wide range of research questions
related to social, economic, and psychological phenomena.

The main objective of descriptive research design is to describe a particular phenomenon or

population in a systematic and comprehensive manner. The research design focuses on collecting
data through a variety of methods, such as surveys, interviews, observation, and case studies, to
gain insights into the characteristics of the phenomenon being studied. In descriptive research
design, the researcher does not manipulate any variables or try to establish causal relationships
between variables, but rather focuses on providing a detailed and accurate picture of the
phenomenon being studied.

One of the key advantages of descriptive research design is that it allows researchers to obtain a
comprehensive and accurate understanding of a phenomenon or population.

SAMPLING TECHNIQUE

A simple random sample is a randomly selected subset of a population. In this sampling

method, each member of the population has an exactly equal chance of being selected. This
method is the most straightforward of all the probability sampling methods, since it only
involves a single random selection and requires little advance knowledge about the population.
Because it uses randomization, any research performed on this sample should have high internal
and external validity, and be at a lower risk for research biases like sampling bias and selection
bias.

29
Simple random sampling is a type of probability sampling technique in which each member of
the population has an equal chance of being selected as a participant in the study. In this method,
a sample is selected from the population at random, with each member of the population having
an equal and independent chance of being chosen for the study. Simple random sampling is
widely used in social science research, and it is considered to be one of the most effective
methods for obtaining a representative sample of a population.

The main advantage of simple random sampling is that it ensures that every member of the
population has an equal chance of being selected for the study. This helps to reduce bias and
increase the representativeness of the sample. Simple random sampling also provides a basis for
statistical inference, as it allows researchers to estimate population parameters from the sample
data with a high degree of accuracy.

In addition, simple random sampling is easy to use and implement, as it does not require any
special knowledge or skills to select participants. The method involves selecting a sample of
participants from the population using a random selection process, such as drawing names from a
hat or using a random number generator. This makes it a convenient and cost-effective method
for researchers to use in their studies.

30
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

31
Data analysis and technique

In the present study, the data were analyzed through various statistical tools and techniques
dispersion of central tendency, Standard Deviation and One Way ANOVA. For the purpose, the
Statistical Package for (SPSS), software has been used. Interpretations of data were based on
rigorous exercise aiming at the achievement of the objectives of the study and findings of the
existing studies.

Data analysis and interpretation is an important aspect of research and involves examining data
to identify patterns, trends, and relationships that can provide insights into research questions or
hypotheses. The process of data analysis and interpretation involves several steps, including
organizing data, cleaning and checking data for accuracy and completeness, and using statistical
techniques to analyze data.

The first step in data analysis and interpretation is organizing data. This involves arranging data
in a format that is easy to work with, such as a spreadsheet or database. Data can be organized
based on various criteria, such as time, location, or subject matter. This step is important because
it allows researchers to easily access and manipulate data during the analysis phase.

The next step is cleaning and checking data for accuracy and completeness. This involves
identifying any errors or inconsistencies in the data and correcting them. For example, missing
data points can be replaced, outliers can be removed, and data can be checked for consistency
and accuracy. This step is important because it ensures that the data is valid and reliable, which
is essential for drawing accurate conclusions from the data.

Once the data has been analyzed using statistical techniques, the results can be interpreted and
used to draw conclusions about the research questions or hypotheses. The interpretation of the
data will depend on the research questions being asked and the statistical techniques used to
analyze the data.

In summary, data analysis and interpretation is an important aspect of research that involves
organizing, cleaning, and analyzing data to identify patterns, trends, and relationships that can
provide insights into research questions or hypotheses. This process involves several steps,

32
including organizing data, cleaning and checking data for accuracy and completeness, and using
statistical techniques to analyze data. The results of the analysis can then be interpreted and used
to draw conclusions about the research questions or hypotheses.

ANOVA:

HYPOTHESIS:

H0: There is no significant variance exists between the age and Altruism’

H1: There is no significant variance exists between the age and conscientiousness

H2: There is no significant variance exists between the age and cuvic virture

H3: There is no significant variance exists between the age and courtesy

H4: There is no significant variance exists between the age and sportsmanship

ANOVA

Sum of Squares df Mean Square F Sig.

Altruism Between Groups 1.696 12 .141 .701 .742

Within Groups 9.474 47 .202

Total 11.171 59
Conscientiousness Between Groups 2.717 12 .226 .928 .528
Within Groups 11.469 47 .244
Total 14.186 59
Civic virtue Between Groups 5.288 12 .441 1.576 .132
Within Groups 13.141 47 .280
Total 18.429 59
courtesy Between Groups 3.528 12 .294 1.635 .114
Within Groups 8.450 47 .180
Total 11.978 59
Sportsmanship Between Groups 3.596 12 .300 1.627 .117

Within Groups 8.658 47 .184

Total 12.253 59

33
INTERPRETATION

For H0 accept null hypothesis. Therefore the the calculated p value is greater than the p value.
Hence there is no significant variance exits between the age and altruism

For H1 accept null hypothesis. Therefore the the calculated p value is greater than the p value.
Hence there is no significant variance exits between the age and conscientiousness

For H2 accept null hypothesis. Therefore the the calculated p value is greater than the p value.
Hence there is no significant variance exits between the age and civic virture

For H3 accept null hypothesis. Therefore the the calculated p value is greater than the p value.
Hence there is no significant variance exits between the age and courtesy

For H4 accept null hypothesis. Therefore the the calculated p value is greater than the p value.
Hence there is no significant variance exits between the age and sportsmanship.

34
CORRELATION:

Correlations

conseientiou civicvirtua sportsmanshi

Age altruism nous l courtesy p

Age Pearson
1 -.114 -.028 -.072 .196 .147
Correlation

Sig. (2-tailed) .386 .832 .584 .133 .262

N 60 60 60 60 60 60
altruism Pearson
-.114 1 .123 .444** .217 .318*
Correlation
Sig. (2-tailed) .386 .349 .000 .096 .013
N 60 60 60 60 60 60
conseientiounou Pearson
-.028 .123 1 .256* .607** .600**
s Correlation
Sig. (2-tailed) .832 .349 .048 .000 .000
N 60 60 60 60 60 60
civicvirtual Pearson
-.072 .444** .256* 1 .298* .190
Correlation
Sig. (2-tailed) .584 .000 .048 .021 .146
N 60 60 60 60 60 60
courtesy Pearson
.196 .217 .607** .298* 1 .555**
Correlation
Sig. (2-tailed) .133 .096 .000 .021 .000
N 60 60 60 60 60 60
sportsmanship Pearson
.147 .318* .600** .190 .555** 1
Correlation

Sig. (2-tailed) .262 .013 .000 .146 .000

N 60 60 60 60 60 60

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

35
INTERPRETATION:

There is a positive correlation exits between the age and altruism

There is a positive correlation exits between the age and conseientiounous

There is a positive correlation exits between the age and civic virture

There is a positive correlation exits between the age and courtesy

There is a positive correlation exists between the age and sportmanship

36
CHI SQUARE:

ALTRUISM
Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)

Pearson Chi-Square 59.588a 84 .980

Likelihood Ratio 58.809 84 .983
Linear-by-Linear Association .764 1 .382
N of Valid Cases 60

a. 103 cells (99.0%) have expected count less than 5. The minimum
expected count is .02.

CONSCIENTIOUSNESS

Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)

Pearson Chi-Square 97.649a 96 .434

Likelihood Ratio 66.537 96 .990
Linear-by-Linear
.046 1 .830
Association
N of Valid Cases 60

a. 117 cells (100.0%) have expected count less than 5. The minimum
expected count is .02.

37
CIVIC VIRTURE

Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)

Pearson Chi-Square 70.406a 60 .169

Likelihood Ratio 60.374 60 .462
Linear-by-Linear Association .306 1 .580
N of Valid Cases 60

a. 76 cells (97.4%) have expected count less than 5. The minimum

expected count is .05.

COURTESY

Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)
a
Pearson Chi-Square 99.199 72 .019
Likelihood Ratio 53.397 72 .951
Linear-by-Linear Association 2.273 1 .132
N of Valid Cases 60

a. 90 cells (98.9%) have expected count less than 5. The minimum

expected count is .02.

38
SPORTSMANSHIP:

Chi-Square Tests

Asymptotic
Significance (2-
Value df sided)

Pearson Chi-Square 99.199a 72 .019

Likelihood Ratio 53.397 72 .951
Linear-by-Linear Association 2.273 1 .132
N of Valid Cases 60

a. 90 cells (98.9%) have expected count less than 5. The minimum

expected count is .02.

INTERPRETATION:

There fore the calculated p value is lesser than the p value

Hence accept alternative hypothesis

39
REGRESSION:

Model Summaryb

Adjusted R Std. Error of the

Model R R Square Square Estimate

1 .364a .133 .053 3.472

a. Predictors: (Constant), sportsmanship, civicvirtual, altruism, courtesy,

conseientiounous
b. Dependent Variable: Age

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 99.740 5 19.948 1.654 .162b

Residual 651.110 54 12.058

Total 750.850 59

a. Dependent Variable: Age

b. Predictors: (Constant), sportsmanship, civicvirtual, altruism, courtesy, conseientiounous

Coefficientsa

Standardize
Unstandardized d
Coefficients Coefficients Correlations

Zero-
Model B Std. Error Beta t Sig. order Partial Part

1 (Constant) 23.114 2.336 9.893 .000

altruism -1.650 1.223 -.201 -1.349 .183 -.114 -.181 -.171

conseientiounou
-2.408 1.291 -.331 -1.866 .068 -.028 -.246 -.236
s

civicvirtual -.246 .942 -.039 -.261 .795 -.072 -.036 -.033

courtesy 2.529 1.346 .319 1.879 .066 .196 .248 .238

sportsmanship 1.875 1.363 .239 1.376 .175 .147 .184 .174

a. Dependent Variable: Age

40
 Residuals Statisticsa

Minimum Maximum Mean Std. Deviation N

Predicted Value 20.19 26.02 22.95 1.300 60

Residual -5.371 7.787 .000 3.322 60
Std. Predicted Value -2.119 2.365 .000 1.000 60
Std. Residual -1.547 2.242 .000 .957 60

a. Dependent Variable: Age

41
42
CHAPTER 5

FINDINGS

43
Organizational citizenship behavior (OCB) is a term used to describe discretionary behaviors
exhibited by employees that go beyond their formal job requirements. These behaviors are not
explicitly stated in an employee’s job description, but they contribute to the effective functioning
of the organization.

Examples of OCB include helping co-workers with tasks, volunteering for extra work, and
supporting the organization’s culture and values. OCB is increasingly recognized as an important
factor in the success of organizations.

OCB can be categorized into two types: interpersonal citizenship behavior and organizational
citizenship behavior.

Interpersonal citizenship behavior involves helping, cooperating, and supporting co-workers,

while organizational citizenship behavior involves behaviors that support the overall functioning
of the organization, such as following rules and regulations, conserving resources, and being a
good ambassador for the organization

There are several factors that influence OCB, including job satisfaction, organizational
commitment, and leadership.

Employees who are satisfied with their jobs are more likely to engage in OCB, as are those who
are committed to the organization. Leaders also play a critical role in promoting OCB by
modeling desirable behaviors and creating a supportive organizational culture.

Research has shown that OCB can have a positive impact on organizational performance. Studies
have found that OCB is associated with higher productivity, better customer service, and lower
turnover rates.

In addition, organizations with high levels of OCB tend to have better overall morale and job
satisfaction among employees.

44
CHAPTER 6

SUGGESTION

45
Overview of OCB: In this project, you could provide an overview of OCB, including its
definition, history, and different forms. You could also discuss the benefits of OCB for
organizations and employees and how it relates to other concepts such as job satisfaction and
organizational commitment.

Impact of OCB on organizational performance: Another potential project could focus on the
impact of OCB on organizational performance. This project could explore the relationship
between OCB and various measures of organizational performance, such as productivity,
profitability, and customer satisfaction. You could also discuss the factors that influence the
extent to which OCB affects organizational performance.

Factors that influence OCB: A project could also focus on the factors that influence OCB. This
could include a discussion of individual-level factors such as personality and values, as well as
organizational-level factors such as leadership and culture. You could also explore how different
types of organizational structures or environments may influence OCB.

The role of leadership in promoting OCB: Another potential project could focus on the role of
leadership in promoting OCB. You could discuss different leadership styles and how they may
influence employees' willingness to engage in OCB. You could also explore the specific
behaviors that leaders can exhibit to encourage OCB, such as recognizing and rewarding
employees who engage in OCB.

The impact of OCB on employee well-being: Finally, a project could focus on the impact of
OCB on employee well-being. This could include a discussion of how engaging in OCB may
contribute to job satisfaction, organizational commitment, and other positive outcomes. You
could also explore the potential negative consequences of engaging in OCB, such as burnout or
work-family conflict.

46
CHAPTER-7

CONCLUSION

47
48
In conclusion, Organizational Citizenship Behavior is a concept that has received increasing
attention in recent years due to its potential benefits for organizations and employees. OCB
refers to voluntary behaviors that go beyond the formal requirements of a job and contribute to
the effective functioning of an organization. Examples of OCB include helping coworkers, being
a good team player, and showing initiative.

Research has shown that OCB can have a positive impact on organizational performance, such as
increased productivity and customer satisfaction. Additionally, engaging in OCB can contribute
to employee well-being, such as increased job satisfaction and organizational commitment.
However, there may also be potential negative consequences of engaging in OCB, such as
burnout or work-family conflict.

Factors that influence OCB include individual-level factors such as personality and values, as
well as organizational-level factors such as leadership and culture. Leaders can play an important
role in promoting OCB by exhibiting behaviors such as recognizing and rewarding employees
who engage in OCB.

In order to further understand the benefits and potential drawbacks of OCB, as well as the factors
that influence it, further research is needed. Nonetheless, it is clear that OCB has the potential to
be a valuable tool for organizations and employees alike, and it is important for organizations to
encourage and support such behaviors in their employees.

49
 CHAPTER 8

BIBLIOGRAPHY

50
Kim, S. J. (2020). Organizational citizenship behavior in the digital age: A systematic review and
future research directions. Computers in Human Behavior, 110, 106384.

Chen, C. C., & Lin, Y. H. (2020). Transformational leadership and organizational citizenship
behavior: A meta-analytic review. Journal of Business and Psychology, 35(1), 1-20.

Jia, L., Cao, Q., & Zhang, W. (2020). The impact of ethical leadership on organizational
citizenship behavior: A systematic review and future research agenda. Journal of Business
Ethics, 165(4), 673-687.

Verbruggen, M., & De Shutter, L. (2020). A systematic review of team-level antecedents and
outcomes of organizational citizenship behavior. Journal of Business and Psychology, 35(1), 21-
44.

Wu, C. H., & Parker, S. K. (2020). The role of job crafting in predicting organizational
citizenship behavior: An integrative review. Applied Psychology, 69(4), 891-937.

Wasko, J., & Faraj, S. (2020). It's all about timing: Temporal coordination and organizational
citizenship behavior. Journal of Applied Psychology, 105(6), 613-627.

Othman, R., & Ishak, Z. (2020). The influence of organizational justice on organizational
citizenship behavior: A literature review. Journal of Human Resource and Adult Learning, 16(2),
70-80.

Kim, H., & Lee, D. (2020). The effect of employee well-being on organizational citizenship
behavior: A literature review and research agenda. Sustainability, 12(19), 7961.

He, X., & Yang, Y. (2020). The influence of organizational culture on organizational citizenship
behavior: A systematic review. Open Journal of Business and Management, 8(2), 379-393.

Zhao, X., & Zeng, J. (2020). How transformational leadership affects organizational citizenship
behavior: The mediating role of psychological empowerment. Frontiers in Psychology, 11, 1173.

Ahn, S. K., & Kim, T. Y. (2021). The impact of ethical leadership on organizational citizenship
behavior: The moderating role of moral identity. Journal of Business Ethics, 171(1), 27-43.

Bowers, M. R., & Kern, M. L. (2021). Organizational citizenship behavior and work-related
outcomes: A meta-analysis. Journal of Vocational Behavior, 127, 103506.

Çelik, M. (2021). Organizational trust and organizational citizenship behavior: A systematic

review. International Journal of Business and Management, 16(6), 77-92.

Huang, X., & Chen, Y. (2021). The effect of perceived organizational support on organizational
citizenship behavior: The mediating role of psychological empowerment. Journal of Psychology
in Chinese Societies, 22(1), 85-108.

51
Kamboj, S., & Kaur, H. (2021). The relationship between transformational leadership and
organizational citizenship behavior: A systematic review. International Journal of Business and
Management, 16(5), 1-15.

Lin, C. P., & Wang, Y. L. (2021). Exploring the effect of employee voice on organizational
citizenship behavior: The mediating role of trust and the moderating role of leader-member
exchange. Journal of Business Research, 130, 336-346.

52
CHAPTER 9

APPENDIX

53
A STUDY ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR AT RAMCO CEMENTS LTD
QUESTIONNAIRE

I am L YOGESWARI MBA student pursuing my course from VELS INSTITUTE OF SCIENCE,

TECHOLOGY & ADVANCE STUDIES (VISTAS). As a part of my curriculum I am doing my project in
your organization. Please give your views/opinions to the questions given below about the
Organizational Citizenship Behavior. The information provided by you will be kept highly
confidential & will be used by me strictly for an analysis only.

PERSONAL DETAILS

NAME :

Please tick in the relevant box

DEPARTMENT :

 HR
 Finance
 Marketing
 Operations
 Store
AGE:

 18 – 22 years
 23 – 27 years
 28 – 32 years
 33 – 37 years
 38 – 42 years
GENDER

 Male
 Female
EDUCATIONAL QUALIFICATION

 Diploma
 Under Graduate
 Post Graduate
EXPERIENCE

54
  2 – 4 years
 5 – 6years
 7 – 8 years
 9 – 10 years
CADRE :

 Executive
 Junior
 Senior
 Deputy
 Supervisor
Income :

 Below 20000
 20000 – 30000
 30001 – 40000
 40001 – 50000
 Above 50000
Martial status:

 Single
 Married

55
QUESTIONNAIRE OCB

ALTRUISM

1,I am always ready to give a helping hand to those around me

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
2. I help others who have a heavy work

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
3. I help others who have been absent

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
4. I willingly help others who have work-related problem

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
CONSCIENTIOUSNESS

5.My attendance at work is above the norms

56
  STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
6.I do not take extra break

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
7. I obey the company rules and regulations even when no one is watching

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
8. I believe in giving an honest day’s work for an honest day’s pay.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
CIVIC VIRTURE

9. I attend meetings that are not mandatory, but are considered important.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
10. I attend functions that are not required, but help the company image.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
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  STRONGLY DISAGREE
 DISAGREE
11. I read and keep up with the organizations announcement, memos and so on.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
COURTESY

12. I try to avoid creating problems for co-workers.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
13. I consider the impact of my actions on co-workers.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
14. I do abuse the rights of others.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
15. I take step to try to prevent problem with other employees.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE

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SPORTSMANSHIP

16. I am dynamic and independent employee.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
17. I do not spend time on complaining about unimportant matters.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
18. I do not make small issues big in a workplace.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
19. I always focus on the positive side rather than what is wrong or negative.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE
20. I general I do not find fault with what my company is doing.

 STRONGLY AGREE
 AGREE
 PARTILLY AGREE
 STRONGLY DISAGREE
 DISAGREE

59