“A Study on Organizational Citizenship Behaviour” at Primus Gloves Private Limited, Kakkanad, Cochin A project report submitted in partial fulfilment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION (2009-2011) DEPARTMENT OF MANAGEMENT STUDIES Submitted by DEVIKA MOHAN C Reg.No:12615 June 2011 SREE NARAYANA GURUKULAM COLLEGE OF ENGINEERING (Approved by A.I.C.T.E, New Delhi) KADAYIRIPPU, KOLENCHERY, ERNAKULAM, KERALA.
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“A Study on Organizational Citizenship Behaviour”
at Primus Gloves Private Limited, Kakkanad, Cochin
A project report submitted in partial fulfilment of the requirement
for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(2009-2011)
DEPARTMENT OF MANAGEMENT STUDIES
Submitted by
DEVIKA MOHAN C
Reg.No:12615
June 2011
SREE NARAYANA GURUKULAM COLLEGE OF ENGINEERING
(Approved by A.I.C.T.E, New Delhi)
KADAYIRIPPU, KOLENCHERY, ERNAKULAM, KERALA.
Declaration
I hereby declare that the project study report titled, “A Study on Organizational
Citizenship Behaviour” at Primus Gloves Private Ltd, Kakkanad, Kochi submitted to
Mahatma Gandhi University is a bonafide record of the project study undergone by me at
Primus Gloves Private Ltd, Kakkanad, Kochi. This study has been undertaken in partial
fulfilment of the requirement for the award of the degree of Master of Business
Administration.
I also declare this report has not been submitted in full or part thereof, to any
university or institutions for the award of any degree or diploma.
Kadayiruppu
Date: Devika Mohan C
DEPARTMENT OF MANAGEMENT STUDIES
SREE NARAYANA GURUKULAM COLLEGE OF ENGINEERING
(Affiliated to M G University & Approved by A.I.C.T .E, New Delhi)
KADAYIRUPPU, KOLENCHERY
ERNAKULAM, KERALA
Certificate
This is to certify that this project study report titled, ‘A Study on Organizational
Citizenship Behaviour’ at Primus Gloves (P) Ltd., submitted in partial fulfilment of the
requirement for the award of the degree of Master of Business Administration to Mahatma
Gandhi University is a bonafide record of Project Study undergone by Ms. Devika Mohan
C at Primus Gloves Private Ltd, Kakkanad, Kochi and prepared under my guidance.
KADAYIRUPPU Prof. Geeva Thankachan
Date: FACULTY GUIDE
Head of the Department
Department of Management Studies
Acknowledgement
This report has been prepared in connection with the final project study conducted at
PRIMUS GLOVES PRIVATE LIMITED, KAKKANAD, COCHIN. While completing
this study, I owe an enormous debt of gratitude to the management personnel of Primus
especially Mr.Jayasankar, General Manager for granting me the permission to do the study
and in helping me during the study period and all other staff members for their wholehearted
co-operation despite of their busy schedule.
I am also deeply grateful to Prof. (Dr.) Kemthose. P. Paul, Head of the Department
of Management Studies, Sree Narayana Gurukulam College of Engineering, Kadayiruppu,
Kolenchery. I also express my sincere thanks to Prof. (Dr.) C.E. Krishnan, Principal, Sree
Narayana Gurukulam College of Engineering, Kadayiruppu, Kolenchery for their help and
support in making this project a success.
I am extremely thankful to Asst. Prof. Geeva Thankachan, Faculty, Department of
Management Studies, who gave me guidance and suggestions for the preparation of this
report. I extend my thanks to all faculty members of Department of Management Studies,
Sree Narayana Gurukulam College of Engineering, for their help and encouragement.
Above all I thank God and My Family for the grace and blessings at each and every
stage of the project.
Last but not least, I would like to record my deepest sense of gratitude to my friends
Paired Sample T test - Testing the dependence of the factors
and OCB 65 – 67
Testing Significance of Correlation of factors with OCB 68, 69
Response of Employees on the various predictors 70 – 81
Chapter V
Demographical data analysis 82 – 88
Chapter VI Findings of the Study 89, 90
Chapter VII Suggestions 91, 92
Conclusion and Scope for further study 93-96
Conclusion 94, 95 Chapter VIII
Scope for further study 96
Appendix 97-103
Questionnaire (English) 98-100 Appendix
Questionnaire (Malayalam) 101-103
Bibliography Bibliography 104
List of Tables
Table No. Title Page No.
3.1 International Rubber price 19
3.2 Monthly Rubber Price 24
3.3 Domestic Rubber price 25
3.4 Balance sheet of Primus Gloves Private Limited for the last 3 years.
38
3.5 Wages and Salary 54
3.6 Work Schedule 56
4.1 Performa of Questionnaire 60
5.1 Paired Sample T Test Statistics of OCB and its antecedents 65
5.2 Paired Sample T test between antecedents of OCB and OCB 65
5.3 Correlations of OCB and its antecedents 68
5.4 Frequency table of response - OCB 70
5.5 Frequency table of response – Altruism 72
5.6 Frequency table of response – Conscientiousness 74
5.7 Frequency table of response – Civic virtue 76
5.8 Frequency table of response – Sportsmanship 78
5.9 Frequency table of response - Courtesy 80
5.10 Frequency table - Gender ratio 82
5.11 Frequency table - Age group 84
5.12 Frequency table - Designation level 86
5.13 Frequency table - Experience in the organization 87
List of Figures & Illustrations
Figure
No. Title
Page
No.
2.1 Antecedents of Organizational Citizenship Behaviour 11
3.1 Company logo 30
3.2 Product Mix 34
3.3 Organization chart 37
3.4 Process after production 46
3.5 Personnel department structure 52
5.1 Pie chart of response – OCB 70
5.2 Pie chart of response – Altruism 72
5.3 Pie chart of response – Conscientiousness 74
5.4 Pie chart of response – Civic virtue 76
5.5 Pie chart of response – Sportsmanship 78
5.6 Pie chart of response – Courtesy 80
5.7 Pie chart – Gender 82
5.8 Pie chart – Age group 84
5.9 Pie chart – Designation level 86
5.10 Pie chart – Experience in Organization 87
Executive Summary
This project was undertaken with the objective to conduct a project study on Organizational Citizenship Behaviour at Primus Gloves Pvt. Ltd., Kakkanad, Kochi. The study is conducted to fulfil the requirements of the award of the degree of Master of Business Administration, towards Mahatma Gandhi University.
The project study is conducted to get to know the organization, attain an in depth understanding in the area of specialization, to explore on the selected topic of that area and put forward suggestions which benefit the functioning of the organization.
The scope of the study on Organizational Citizenship Behaviour of employees at Primus is mainly concerned with the various dimensions of Organizational Citizenship Behaviour. This research is an attempt to study the main five pillars in the concept of OCB exhibited by the employees. The behaviours assessed in the study include Altruism, Conscientiousness, Civic virtue, Sportsmanship, and Courtesy.
The employee behaviour was studied using questionnaire. A sample survey of 50 respondents was taken for the study, whose responses were analysed and interpreted. The process of analysis was done through MS excel and SPSS. The research analysis include paired sample t test, test of significance of correlation and frequency tables with percentage analysis.
From the analysis of the collected data it was found that the Organizational Citizenship Behaviour of employees at Primus is associated with the factors – Altruism, Conscientiousness, Civic virtue, Sportsmanship and Courtesy. The need to develop OCB in employees is explained and the major suggestion put forward is to introduce a motivational training programme in order to develop Organizational Citizenship Behaviour in the employees at Primus Gloves Pvt. Ltd., Kakkanad, Kochi.
1
Chapter 1
Introduction
2
1.1. Introduction
A study on the respective specialization during the final semester is an important part in the
MBA curriculum. It is an opportunity to get to know the organization, attain an in depth
understanding in the area of specialization, to explore on a selected topic of that area and put
forward suggestions which would benefit the functioning of the organization.
This study will give students a different experience where they learn the practical side of the
business since the real life situations are in front of them and can be related to concepts,
principles, theories which were taken in classes. This would help the future managers to face
the upcoming challenges in the business life.
Primus gloves private limited is the largest manufacturer and exporter of gloves in India,
which was established in the year 1998.It is an Indian company located in Cochin Special
Economic Zone, Kakkanad, which is 22 kilometres from the Cochin port. The main products
of the company is surgical and examination gloves.
As part of my study on the topic Organizational Citizenship Behaviour of employees at
Primus Gloves Private Ltd., my main aim was to understand the Organizational Citizenship
Behaviour of employees at Primus and thereby put forward suggestions to improve such extra
role behaviour among employees.
Primus Gloves Private Ltd. with a workforce of nearly 300 employees and a good work
culture is an appropriate choice to study the Organizational Citizenship Behaviour of
employees.
3
1.2. Statement of the Problem
The casual and subtle contributions of employees that generally do not get captured by the
quantitative measures of output and performance is a common problem in organizations. An
attempt to identify such work behaviour like Organizational Citizenship Behaviour tends to
contribute, in the long run, to organizational effectiveness.
1.3. Objectives of the Study
To study on the various dimensions of organizational citizenship behaviour of employees at
Primus gloves.
To determine the relation between employee Altruism and organizational citizenship
behaviour of employees at Primus gloves.
To determine the relation between employee Conscientiousness and organizational
citizenship behaviour of employees at Primus gloves.
To determine the relation between employee Civic Virtue and organizational citizenship
behaviour of employees at Primus gloves.
To determine the relation between employee Sportsmanship and organizational citizenship
behaviour of employees at Primus gloves.
To determine the relation between employee Courtesy and organizational citizenship
behaviour of employees at Primus gloves.
4
1.4. Scope of the Study
The scope of the study on Organizational Citizenship Behaviour of employees at Primus
Gloves Private Ltd, Kakkanad is mainly concerned with the various dimensions of
Organizational Citizenship Behaviour. This research is an attempt to study main five pillars in
the concept of OCB exhibited by employees at Primus. The behaviours assessed in the
research include Altruism, Conscientiousness, Civic virtue, Sportsmanship and Courtesy.
1.5. Limitations of the study
There is ample room for research on the topic Organizational Citizenship Behaviour but
the lack of availability of information on the topic poses a serious limitation.
Difficulty in selecting the sample which perfectly represent the heterogeneous population
for the research.
Another limitation is that future research in the same organization may yield a bit different
result as the topic is behaviour which would vary for an individual irrespective of change
in time, lifestyle, etc.
The employees had no idea on the concept of Organizational Citizenship Behaviour.
Difficulty in translating the questionnaire to the local language so that it is easily
The Organizational Citizenship Behaviour or more precisely OCB is a special type of
organizational behaviour necessary for the growth and success of every organization. This
kind of behaviour is not a mandatory factor to be maintained in an organization, but it plays a
vital and important aspect in the growth of any firm. The Organizational Citizenship
Behaviour is an important factor in determining the effectiveness, efficiency and productivity
of the organization. Although organizations cannot impose this vital factor in the employee’s
mind-set forcibly, but a good organization is that where Organization Citizenship Behaviour
should be followed.
The theory of OCB includes introducing the proper decision making styles among the
employees serving during the job in the firm. Every day market trend and style keeps on
changing to set new and high set of standards and the organization has to follow certain
principles of OCB to achieve the fleet of glory. This factor infact adds in the mind-set of the
employee’s new innovative ideas and sportsmanship to work collectively and effectively in
making the organization successful. This introduces the selfless concern to work as a team
rather than as a group for the success of the firm.
The Organizational Citizenship Behaviour introduces the new innovative ideas, which are
channelled to the employees in time to time through proper media or source. The organization
even arranges seminars, which lays the guidelines how to implement the theory of
Organizational Citizenship Behaviour among the employees. Although it may not be a
mandatory for any individual to attend the theory of OCB but it informs the employees of the
firm about the changes occurring in the firm from time to time. Thus it introduces civic virtue
among the employees for the growth of the organization. Moreover, the OCB factor bridges
the gap not only between the management team and employee, but also removes the conflict
among them to unite together to march forward to attain success. It self-motivates the
individuals to attain the peak of success in the competitive world.
So the organizations hire the human resources department to bridge the gap of proper
communication channel between the employees on one hand and the management team on
other hand. If the communication between the two teams is not channelled properly then it
can lead to dangerous scenario like employees leaving the organization. So to retain the
employees the human resources departments play a vital role.
7
The OCB indeed has introduced the new concept of altruism or the team spirit and
sportsmanship. To strive forward and work together as a team should be the motto or goal of
the good and healthy prosperous organization. An organization cannot function effectively
without proper collaboration among the employees and management team of the firm. The
Organizational Citizenship Behaviour introduces the factor of conscientiousness and
professionalism cultures among the employees of the organization. Thus the Organisation
should implement OCB to achieve its target and profitable revenues without sacrificing the
goals, welfare and motives of the employees of the organization.
8
2.2. Literature Review
Organizational Citizenship Behavior (OCB) is relatively a new concept considered under
Organizational Behavior. The major research, in this field of study has mainly taken place in
the 1990s and is still continuing at a stable pace. The reason for choosing OCB as a research
ground is its positive relationship with unit performance, which means by measuring OCB it is
possible to get one step closer in increasing the unit performance. Interestingly researchers
define OCB in different contexts and backgrounds, also there is much consistency found in
their ways of interpreting OCB. Jacqueline et al. (2004) refers, OCB to be an extra-role
behavior i.e. it is any behavior not officially required by the organization; rather its practice
depends solely on the consent of employee as a consequence of the organizational
environment. OCB makes the impact on organization effectiveness; OCB should have a
particular impact on the overall effectiveness of organizations by adding to the social
framework of the work environment (Todd, 2003).
In the 1930s, Barnard (1938) observed and commented on the phenomenon of OCB which he
termed as ‘extra-role behaviours’. Later in the 1960s, Katz and Kahn (1996) came up with a
set of extra-role behaviours which were described as ‘supra-role behaviours’, which according
to the authors improved the effectiveness of the organization. The reason as to why such
extra-role behaviours are important from the perspective of research and practice is because
managers and executives value employees who display ‘citizenship behaviour’. This could be
perhaps because employees who exhibit citizenship behaviour make the job of managers
easier and the extra time thus obtained by management allows the manager to focus on more
critical managerial issues that can lead to organizational effectiveness.
In the earliest published work (Bateman and Organ, 1983), OCB was defined as extra-role
behaviour and was characterized by two criteria: First, such behaviours should relate to work
place behaviours over and above and beyond role requirements; and secondly, such
behaviours had to be organizationally functional. The objective of defining OCB in such a
way was to differentiate OCB from in-role behaviours that are generally a part of one’s job
description and forms the basis for employment contract and performance appraisal. OCBs
yield higher outcomes in the long term than in the short term for the organization.
9
2.2.1. Definition of OCB
“Individual’s behavior which is discretionary, not directly or explicitly recognized by the formal reward system that in the aggregate promotes the effective functioning of the organization”
- By Organ (1988)
2.2.2. Dimensions of Citizenship Behaviour
Though there has been a growing interest in understanding OCB and treating it as one of the
variables in performance research in industrial and organizational psychology literature, there
is a lack of consensus about the dimensionality of this construct. A review by Podsakoff et al.
(2000) indicated the possibility of finding almost 30 potentially different kinds and forms of
citizenship behaviour in the published literature. It was also indicated in the same review that
these forms of OCB were not discrete in nature and there were conceptual overlaps between
the different constructs. Broadly, the dimensions of citizenship behaviour can be classified
under seven common dimensions and they are:
Helping Behaviour
Sportsmanship
Courtesy
Conscientiousness
Individual Initiative
Civic Virtue
Self-development.
Among these five most important dimensions are discussed below.
Helping Behaviour (Altruism)
Helping behaviour has been identified as one of the dimensions of OCB by majority of
researchers who have worked in the area (Podsakoff et al. 2000). Conceptually, it means
voluntarily helping others. It was initially defined by Smith et al. (1983) as altruism and was
stated as “… behaviour that is directly and intentionally aimed at helping a specific person in
face-to-face situations (e.g., orienting new people, assisting someone with heavy workload)”.
Over the years, the concept of helping behaviour has evolved to be equated with interpersonal
10
facilitation (Van Scotter and Motowildo, 1996) which includes “a range of interpersonal acts
that help to maintain the interpersonal and social context needed to support effective task
performance in an organizational setting”.
Conscientiousness
Conscientiousness refers to discretionary behaviors that go beyond the basic requirements of
the job in terms of obeying work rules, attendance and job performance (Redman & Snape,
2005). In other words, conscientiousness means the thorough adherence to organizational rules
and procedures, even when no one is watching. It is believed to be, the mindfulness that a
person never forgets to be a part of a system (organization). Conscientiousness, and Openness
are all better predictors of decision-making performance when adaptability is required than
decision-making performance prior to unforeseen change (Colquitt et al. 2000). More
conscientious employees will stay informed with up-to date knowledge about products or
services offered (Neihoff & Yen, 2004). High conscientious individuals, in contrast, persisted
longer than individuals lower in conscientiousness whether or not there was an additional
benefit and whether or not they varied the procedure while performing (Morgan et al. 1999).
Theoretically, conscientiousness may be an important predictor of workplace behaviors
because it provides the organization a direction that is necessary to produce targeted behaviors
(King et al. 2005).
Civic Virtue
‘Civic virtue’ refers to behaviors that demonstrate a responsible concern for the image and
wellbeing of the organization (Redman & Snape, 2005). Borman et al. (2001) defines civic
virtue as responsibly involving oneself in and being concerned about the life of the company.
Baker (2005) explains Civic virtue is responsible, constructive involvement in the political
processes of the organization. As per Redman & Snape (2005) the civic virtue is positively
predicted by commitment to customers and co-workers (hence resulting in the behavior,
beneficial to the organization) with evidence of partial mediation by global commitment.
Neihoff & Yen (2004), acts of civic virtue would include employees offering suggestions for
cost improvements or other resource-saving ideas, which might directly influence operating
efficiency. Civic virtue is more likely to involve a purposeful contribution (in OCB) by
employees compared to other dimensions (Shapiro et al. 2004). If employees identify strongly
with the organization (i.e., high civic virtue), one would expect them to exert extra effort to
improve their productivity, resulting in improved efficiency (Neihoff & Yen, 2004).
11
Sportsmanship
Sportsmanship, as a form of citizenship behaviour, has not received much attention from the
researchers (Podsakoff et al., 2000) and has been defined as “a willingness to tolerate the
inevitable inconveniences and impositions of work without complaining” (Organ, 1997).
‘Good sports’ are people who “maintain a positive attitude even when things do not go their
way; are not offended when others do not follow their suggestions; are willing to sacrifice
their personal interest for the good of the work group; and do not take the rejection of their
ideas personally” ( Podsakoff et al., 2000). One of the reasons that sportsmanship is not
included by many researchers in their research on citizenship behaviours is the fact that it
tends to have somewhat different antecedents and consequences (Podsakoff et al., 2000) as
compared to the other forms of citizenship behaviours.
Courtesy
Courtesy as a dimension of citizenship behaviour was neither included by Smith et al. (1983)
nor by Organ (1988) in their seminal work of OCB. Though other researchers like Graham
(1991) have included courtesy as a kind of citizenship behaviour, which essentially means
having consideration of how decisions will affect others and thereby prevent interpersonal
conflicts (Podsakoff et al., 2000). Graham (1991) defines organizational loyalty as
“identification with and allegiance to organizational leaders and the organization as a whole,
transcending the parochial interests of individuals, work groups, and departments”.
All these factors together influence Organizational Citizenship Behaviour of employees and
hence it is known as the antecedents of OCB. In figure 2.1 a representation of the antecedents
of Organizational Citizenship Behaviour is illustrated. As said before OCB has various
antecedents, here the selected antecedent for the research is represented below.
12
Figure 2.1. Antecedents of Organizational Citizenship Behaviour
2.2.3. Measuring OCB
There are various scales available to measure different forms and dimensions of OCB. The
initial OCB scale focused on two dimensions and later it was expanded to five dimensions.
Besides these two, OCB scale has also been modified and adapted for measuring OCB
amongst student teams, group citizenship behaviour and service-oriented OCB, among other
applications of the OCB measurement scale. For this research the five factor OCB scale is
used and on the basis of this scale the questionnaire for the research has been developed.
Courtesy
Sportsmanship
Civic virtue
Conscientiousness
Altruism
Organizational Citizenship Behaviour
13
2.3. Hypothesis of the study
Based on the literature review it can be argued that altruism is an antecedent of OCB; hence Altruism and OCB are associated.
After a comprehensive literature review on the relationship of OCB, hence conscientiousness it can be argued that Conscientiousness and OCB are associated.
The above literature shows that civic virtue is an important antecedent of OCB and
Civic Virtue and OCB are associated.
The literature also focuses on sportsmanship as an antecedent of OCB so it can be
argued that Sportsmanship and OCB are associated.
The above literature says that courtesy also influences OCB, hence Courtesy and
OCB are associated.
14
Chapter 3
Industry Profile
15
3.1. Introduction
A glove is a garment covering the hand. Gloves have separate sheaths or opening for each
finger and thumb, if there is an opening but no covering sheath for each finger they are called
“fingerless gloves”. Gloves protect and comfort hands against cold or heat, damage by
friction, chemicals and disease or in turn to provide a guard for what a bare hand should not
touch. Latex, nitrile rubber or vinyl disposable gloves are often worn by health care
professionals as hygiene and contamination protection measures. Police officers often wear
them to work in crime scenes to prevent destroying evidence in the scene. Many criminals
wear gloves to avoid leaving figure prints, which makes the crime investigation more
difficult. Gloves are made of materials including cloth, knitted or felted wool, lather, rubber,
latex etc.
Glove industry became an industry in 1834, when the glove cutting dye was invented in
France. The advancement of medical technology has caused better awareness on the usage of
gloves for prevention. World over there was a sudden spurt in the demand for disposable
gloves. Though, AIDS scare fuelled the demand initially, the awareness of health hazards
sustained the continued growth in the demand for the gloves.
Gloves made of natural latex have a better feel and sensitivity and they have a breathing
property which makes it preferred over gloves made of nitrite, vinyl and other synthetic
materials. The price factor also favours natural latex gloves. The cheapest alternative that is
nitrate gloves cost over two to three times of natural rubber gloves.
The world market for examination gloves is over 18.5 billion per annum and that of surgical
gloves is 2.3 billion pairs per annum. About 60% of world market demand is supplied by
Malaysia and 30% by Thailand. The balance 10% is shared by other countries.
India entered this industry in early 1990’s when many entrepreneurs ventured into production
of examination gloves. There were 65 latex examination gloves factories in India in 1993 with
capacity to produce around 2000 million pieces when “protein allergy “emerged as a serious
issue. Powdered gloves faced demand recession and its price dropped from US$90+ to US$15
per thousand. This drop resulted in the slowdown and the closing down of majority of the
glove units the world over. To counter the protein allergy the technique of chlorination
emerged as a substitute for powdering.
16
The surgical glove has fetched higher export earnings compared to examination gloves its
production is more as the manufacturing process involve longer cuff length, double dipping,
sterilized rubbers are polymeric materials endowed with the properties of flexibility and
extensibility: with the application of force, the molecules straighten out in the direction in
which they are being pulled; on release from being extended, they spontaneously recover their
normal, random arrangements.
Rubbers include natural rubbers (NRs) and synthetic rubbers (SRs). Natural rubber is a
naturally occurring substance obtained from the exudations of certain tropical plants Synthetic
rubber is artificially derived from petrochemical products.
A rubber glove is a glove made out of rubber. Its primary purpose is protection of the hands
while performing task involving chemicals. Rubber gloves are worn during dishwashing to
protect the hands from detergent. Health professionals use medical gloves rather than rubber
gloves when performing surgical operations. Medical gloves are medical safety accessories
that ensure sanitary hospital conditions by limiting patient’s exposure to infectious matter.
They also serve to protect health professionals from disease through contact with bodily
fluids. Due to the increasing rate of latex allergy among health professionals as well as in the
general population there has being an increasing move to gloves made of non-latex materials
such as vinyl or nitrile rubber even then these gloves have not yet replaced latex gloves since
the high-grade non-latex gloves such as nitrile gloves cost twice as much more than the price
of latex.
In 2005, the six leading producers -Thailand, Indonesia, Malaysia, India, China and Vietnam -
accounted for roughly 89% of world NR production. Combined output in Thailand, Indonesia
and Malaysia alone represented around 70% of the global output.
Production in Thailand has been increasing steadily during 1961-2005; Indonesia has become
the second largest producer behind Thailand. The production in India and China has also
increased. Malaysia had been the largest NR producing country for most of the 20th century,
until it was relegated to third position in the early 1990s.
17
3.1.1. Types of Gloves
Commercial and Industrial gloves:
It includes Barbed wire handler’s gloves, Chainsaw gloves, Firemen’s gauntlets,
Disposable gloves, Medical gloves, Welders gloves, Sandblasting gloves, Gardening
gloves.
Sports and Recreational gloves:
It includes Archer’s gloves, Basketball gloves, Eating gloves, Boxing gloves, Cricket
and Football gloves.
Winter gloves:
It includes Acrylic, Woolen and Leather.
3.1.2. Standards
There are a number of different European standards that relate to gloves. These include:
BS EN388- Mechanical hazards including Abrasion, cut, tear and puncture
BS EN388:2003 - Protective Against Mechanical Rist (Abrasion/Blade Cut
Resistance/Tear Resistance/Abrasion Resistance)
BS EN374-1:2003 Protective Against Chemical And Micro-Organisms
BS EN374-2- Micro-organisms BS EN374-3- Chemicals
BS EN407- Heat resistance
BS EN511- Cold resistance
BS EN1149- Antistatic
18
3.2 International Scenario
The global demand for rubber gloves has increased due to recent regulations on occupational
safety. The demand for rubber gloves is expected to grow by 10%. At present though rubber
gloves has not been affected much from global crisis, the smaller manufacturers are facing
stiff competition and higher operational costs given the volatile latex prices over the past two
years.
The strong growth partly reflects higher selling prices following the rise in natural gas and
latex prices in mid-2008. The demand for rubber gloves is increasing from India, china and
Vietnam due to increase in health and hygiene awareness. Currently Malaysia exports rubber
gloves to the US, European Union, Latin America, China and India. Demand for lower-end
powdered latex gloves is popular among developing countries whose end-users are most cost-
conscious. Powder-free latex and nitrile gloves are preferred by developed countries namely
the United States and Europe.
Malaysia is the largest exporter of rubber gloves whereas Thailand accounts for less than half
of the Malaysian market share. Malaysia’s strength is its productive labour. Each worker in
the rubber gloves industry in Malaysia is estimated to be nearly three times more productive
compared to Thailand and twice to Indonesian workers.
The awareness of healthcare and hygiene is driving the demand for rubber gloves in the
developed countries. Regulations have played a key role in the growing rubber gloves
demand, by making it mandatory in all types of industries. The ageing population is another
factor influencing demand for healthcare expenditures; the world’s population aged above 80
has been increasing at a rapid rate of 3% over the past 20 years.
The leading exporter and manufacturers of gloves in international market are:
In the table of paired samples T test statistics it is seen that the mean of the antecedents of
OCB is either 1 point above or below, the mean of OCB i.e. 3.52. According to the scale of
the questionnaire this would mean that a majority of the sample exhibit these behaviours
either seldom or sometimes or often. Only a minority of the sample say that they exhibit these
behaviours always, or else never.
66
In the table of paired samples T test an analysis is done to know whether OCB is associated or
dependent on each of its five antecedents. For this five paired samples T test results are given
in the table. Let us examine the test in detail for each paired sample T test.
Paired Samples T test – OCB vs. Altruism
For the pair OCB and Altruism, the assumed hypotheses are,
H0: The antecedent Altruism is not dependent on Organizational Citizenship Behaviour.
H1: The antecedent Altruism is dependent on Organizational Citizenship Behaviour.
Taking the p-value or significance level of the pair OCB – Altruism it is seen that p<0.05,
therefore it means reject H0. Hence H1 is true i.e. the antecedent Altruism is dependent on
Organizational Citizenship Behaviour. So the conclusion from the test is that Altruism is
associated to OCB.
Paired Samples T test – OCB vs. Conscientiousness
For the pair OCB and Conscientiousness, the assumed hypotheses are,
H0: The antecedent Conscientiousness is not dependent on Organizational Citizenship
Behaviour.
H2: The antecedent Conscientiousness is dependent on Organizational Citizenship
Behaviour.
Taking the p-value or significance level of the pair OCB – Conscientiousness it is seen
that p<0.05, therefore it means reject H0. Hence H2 is true i.e. the antecedent
Conscientiousness is dependent on Organizational Citizenship Behaviour. So the
conclusion from the test is that Conscientiousness is associated to OCB.
Paired Samples T test – OCB vs. Civic virtue
For the pair OCB and Civic Virtue, the assumed hypotheses are,
H0: The antecedent Civic virtue is not dependent on Organizational Citizenship
Behaviour.
H3: The antecedent Civic virtue is dependent on Organizational Citizenship Behaviour.
67
Taking the p-value or significance level of the pair OCB – Civic virtue it is seen that
p<0.05, therefore it means reject H0. Hence H3 is true i.e. the antecedent Civic virtue is
dependent on Organizational Citizenship Behaviour. So the conclusion from the test is
that, Civic virtue is associated to OCB.
Paired Samples T test – OCB vs. Sportsmanship
For the pair OCB and Sportsmanship, the assumed hypotheses are,
H0: The antecedent Sportsmanship is not dependent on Organizational Citizenship
Behaviour.
H4: The antecedent Sportsmanship is dependent on Organizational Citizenship Behaviour.
Taking the p-value or significance level of the pair OCB – Sportsmanship it is seen that
p<0.05, therefore it means reject H0. Hence H4 is true i.e. the antecedent Sportsmanship
is dependent on Organizational Citizenship Behaviour. So the conclusion from the test is
that, Sportsmanship is associated to OCB.
Paired Samples T test – OCB vs. Courtesy
For the pair OCB and Courtesy, the assumed hypotheses are,
H0: The antecedent Courtesy is not dependent on Organizational Citizenship Behaviour.
H5: The antecedent Courtesy is dependent on Organizational Citizenship Behaviour.
Taking the p-value or significance level of the pair OCB – Courtesy it is seen that p<0.05,
therefore it means reject H0. Hence H5 is true i.e. the antecedent Courtesy is dependent on
Organizational Citizenship Behaviour. So the conclusion from the test is that, Courtesy is
associated to OCB.
Therefore from the Paired samples T test analysis and interpretation it has been found out that
- Altruism, Conscientiousness, Civic virtue, Sportsmanship and Courtesy are all associated to
the Organizational Citizenship Behaviour of employees. Hence it can be concluded that the
factors influencing OCB are Altruism, Conscientiousness, Civic virtue, Sportsmanship and
Courtesy.
68
5.4. Testing Significance of Correlation of factors with OCB
Table5.3. Correlations of OCB and its antecedents Correlations
OCB Altruism
Conscientiousness
Civic Virtue
Sportsman-ship Courtesy
Pearson Correlation
1
Sig. (2-tailed)
OCB
N 50
Pearson Correlation
.424** 1
Sig. (2-tailed) .002
Altruism
N 50 50
Pearson Correlation
.494** .292* 1
Sig. (2-tailed) .000 .040
Conscientiousness
N 50 50 50
Pearson Correlation
.433** .316* .853** 1
Sig. (2-tailed) .002 .026 .000
Civic Virtue
N 50 50 50 50
Pearson Correlation
.383** .215 .709** .493** 1
Sig. (2-tailed) .006 .134 .000 .000
Sportsman-ship
N 50 50 50 50 50
Pearson Correlation
.408** .525** .372** .366** .140 1
Sig. (2-tailed) .003 .000 .008 .009 .332
Courtesy
N 50 50 50 50 50 50
**. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).
69
Inference:
The above table clearly interprets the significance of correlation between OCB and its
antecedents. The findings from the table of correlations are listed below:
The correlation of OCB and Altruism is significant at the 0.01 level.
The correlation of OCB and Conscientiousness is significant at the 0.01 level.
The correlation of OCB and Civic virtue is significant at the 0.01 level.
The correlation of OCB and Sportsmanship is significant at the 0.01 level.
The correlation of OCB and Courtesy is significant at the 0.01 level.
70
5.3. Response of Employees on the various predictors
5.3.1 Organizational Citizenship Behaviour
Table 5.4 Frequency table of response - OCB OCB
Frequency Percent Valid Percent
Cumulative Percent
sometimes 25 50.0 50.0 50.0
often 24 48.0 48.0 98.0
always 1 2.0 2.0 100.0
Valid
Total 50 100.0 100.0
Fig.5.1. Pie chart of response – OCB
71
Inference:
According to the employee response to the specific questions concerned with OCB, 50% of
the sample says that they exhibit organizational citizenship behaviour sometimes. Among the
rest 50% of the sample, 48% exhibit OCB often and only the remaining 2% exhibit it always.
So the findings are that, only 2% of the sample shows high Organizational Citizenship
Behaviour. The 48% of the sample often exhibit OCB, so they could have possibilities of
raising their OCB without much difficulty. The 50 % of the sample, who say that they exhibit
OCB only sometimes, would require effort to develop high level of OCB among them.
72
5.3.2 Altruism Table 5.5 Frequency table of response - Altruism
Altruism
Frequency Percent Valid Percent
Cumulative Percent
seldom 5 10.0 10.0 10.0
sometimes 9 18.0 18.0 28.0
often 4 8.0 8.0 36.0
always 32 64.0 64.0 100.0
Valid
Total 50 100.0 100.0
Fig.5.2. Pie chart of response - Altruism
73
Inference:
According to the employee response to the specific questions concerned with Altruism, 64%
of the sample says that they exhibit Altruism always. Among the rest 36% of the sample, 8%
exhibit Altruism often, 10% seldom and the remaining 18% exhibit it sometimes.
The above analysis clearly depicts that, only 64% of the sample shows high Altruism. The 8%
of the sample often exhibit Altruism, so they could have possibilities of raising their Altruism
without much difficulty. The 18% of the sample, who say that they exhibit Altruism
sometimes, would require effort to develop high level of Altruism among them. The 10% of
the sample, who say that they exhibit Altruism only seldom, should be provided with
awareness and motivation to help others during work.
5.3.3 Conscientiousness
74
Table 5.6 Frequency table of response - Conscientiousness Conscientiousness
Frequency Percent Valid Percent
Cumulative Percent
never 10 20.0 20.0 20.0
seldom 27 54.0 54.0 74.0
sometimes 3 6.0 6.0 80.0
often 10 20.0 20.0 100.0
Valid
Total 50 100.0 100.0
Fig.5.3. Pie chart of response – Conscientiousness
Inference:
75
According to the employee response to the specific questions concerned with
Conscientiousness, 54% of the sample says that they exhibit Conscientiousness seldom.
Among the rest 46% of the sample, 20% exhibit Conscientiousness often, 20% never and the
remaining 6% exhibit it sometimes only.
So the findings are, only 20% of the sample shows Conscientiousness often, so they could
have possibilities of raising their Conscientiousness. The 6% of the sample that sometimes
exhibit Conscientiousness would require effort to develop high level of Conscientiousness
among them. The rest 74% of the sample, i.e. 54% with seldom Conscientiousness and 20%
never Conscientiousness, should be provided with awareness and motivation to help others
during work.
76
5.3.4. Civic Virtue
Table 5.7 Frequency table of response – Civic virtue Civic Virtue
Frequency Percent Valid Percent
Cumulative Percent
never 5 10.0 10.0 10.0
seldom 23 46.0 46.0 56.0
sometimes 13 26.0 26.0 82.0
often 9 18.0 18.0 100.0
Valid
Total 50 100.0 100.0
Fig.5.4. Pie chart of response – Civic virtue
77
Inference:
According to the employee response to the specific questions concerned with Civic virtue,
46% of the sample says that they exhibit Civic virtue seldom only. Among the rest 54% of the
sample, 18% exhibit Civic virtue often, 10% never and the remaining 26% exhibit it
sometimes.
So the analysis is interpreted that, only 18% of the sample shows Civic virtue often, so they
could have possibilities of raising their Civic virtue easily. The 26% of the sample that
sometimes exhibit Civic virtue would require effort to develop high level of Civic virtue
among them. The rest 56% of the sample, i.e. 46% with seldom civic virtue and 10% never
civic virtue, should be provided with awareness and motivation on Civic virtue.
78
5.3.5. Sportsmanship
Table 5.8 Frequency table of response – Sportsmanship Sportsmanship
Frequency Percent Valid Percent
Cumulative Percent
never 4 8.0 8.0 8.0
seldom 18 36.0 36.0 44.0
sometimes 16 32.0 32.0 76.0
often 4 8.0 8.0 84.0
always 8 16.0 16.0 100.0
Valid
Total 50 100.0 100.0
Fig.5.5. Pie chart of response – Sportsmanship
79
Inference:
According to the employee response to the specific questions concerned with Sportsmanship,
36% of the sample says that they exhibit Sportsmanship seldom only and 16% always.
Among the rest 48% of the sample, 8% exhibit Sportsmanship often, 8% never and the
remaining 32% exhibit it sometimes.
So the findings from this are, 16% of the sample shows high Sportsmanship. The 8% of the
sample shows Sportsmanship often, so they could have possibilities of raising their
Sportsmanship without much difficulty. The 32% of the sample that sometimes exhibit
Sportsmanship would require effort to develop high level of Sportsmanship among them. The
rest 44% of the sample, i.e. 36% with seldom Sportsmanship and 8% never Sportsmanship,
should be provided with awareness and motivation.
80
5.3.6. Courtesy
Table 5.9 Frequency table of response – Courtesy Courtesy
Frequency Percent Valid Percent
Cumulative Percent
sometimes 7 14.0 14.0 14.0
often 11 22.0 22.0 36.0
always 32 64.0 64.0 100.0
Valid
Total 50 100.0 100.0
Fig.5.6. Pie chart of response – Courtesy
81
Inference:
According to the employee response to the specific questions concerned with Courtesy, 64%
of the sample says that they exhibit Courtesy always. Among the rest 36% of the sample, 22%
exhibit Courtesy often and the remaining 14% exhibit it sometimes only.
So the findings from this are that, 64% of the sample shows high Courtesy. The 22% of the
sample often exhibit Courtesy, so they could have possibilities of raising their Courtesy
without much difficulty. The 14% of the sample, who say that they exhibit Courtesy only
sometimes, would require effort to develop high level of Courtesy among them.
82
5.4. Demographic data analysis
5.4.1 Employee Gender
Table5.10. Frequency table – Gender ratio
Gender
Frequency Percent Valid Percent
Cumulative Percent
Female 45 90.0 90.0 90.0
Male 5 10.0 10.0 100.0
Total 50 100.0 100.0
Fig5.7. Pie chart – Gender
83
Inference:
The sample of employees for this study constituted 90% of female employees and the rest
10% male employees. So in this research a majority of female employees has taken part
compared to the minority of male employees.
84
5.4.2. Employee age group
Table5.11. Frequency table – Age Group
Age Group
Frequency Percent Valid Percent
Cumulative Percent
Less than 25 7 14.0 14.0 14.0
25-30 26 52.0 52.0 66.0
30-35 14 28.0 28.0 94.0
35-40 3 6.0 6.0 100.0
Total 50 100.0 100.0
Fig5.8. Pie chart – Age group
85
Inference:
In this research study 52% of the participant employees fall in the age group 25 to 30 years,
28% in 30 to 35 years, 14% in less than 25 years and 6% in 35 to 40 years. So we can say a
majority of employees come in the age group of 25 to 40 years.
86
3.4.3. Employee Designation level
Table5.12. Frequency table – Designation level
Designation level
Frequency Percent Valid Percent
Cumulative Percent
Administration level 6 12.0 12.0 12.0
Plant level 44 88.0 88.0 100.0
Total 50 100.0 100.0
Fig5.9. Pie chart - Designation level
Inference:
In the research study a majority of 88% of the sample employees hold a designation in the
plant level and the rest 12% in the administration level.
3.4.4. Employee experience in the organization
87
Table5.13. Frequency table – Experience in Organization
Experience in Organization
Frequency Percent Valid Percent
Cumulative Percent
Less than 2yrs 3 6.0 6.0 6.0
Above 5 yrs 41 82.0 82.0 88.0
between 2 to 5 yrs 6 12.0 12.0 100.0
Total 50 100.0 100.0
Fig5.10. Pie chart - Experience in Organization
88
Inference:
In this study a majority of 82% of the sample employees have work experience of above 5
years in the organization. Out of the rest 18%, 12% have experience between 2 to 5 years and
6% have experience less than 2 years in the organization.
89
Chapter 6
Findings of the study
6.1. Findings of the study:
90
Altruism is associated to Organizational Citizenship Behaviour.
Conscientiousness is associated to Organizational Citizenship Behaviour.
Civic virtue is associated to Organizational Citizenship Behaviour.
Sportsmanship is associated to Organizational Citizenship Behaviour.
Courtesy associated to Organizational Citizenship Behaviour.
The factors influencing OCB are Altruism, Conscientiousness, Civic virtue, Sportsmanship and Courtesy.
The correlation of OCB and its antecedent’s i.e. Altruism, Conscientiousness, Civic virtue, Sportsmanship and Courtesy is significant at the 0.01 level.
A majority exhibit high Sportsmanship and Courtesy.
A minority exhibit high Altruism.
Employees who often exhibit OCB could have possibilities of raising their OCB to a higher level without much difficulty.
Employees who often exhibit Altruism could have possibilities of raising their Altruism to a higher level without much difficulty.
Employees who often exhibit Conscientiousness could have possibilities of raising their Conscientiousness to a higher level without much difficulty.
Employees who often exhibit Civic virtue could have possibilities of raising their Civic virtue to a higher level without much difficulty.
Employees who often exhibit Sportsmanship could have possibilities of raising their Sportsmanship to a higher level without much difficulty.
Employees who often exhibit Courtesy could have possibilities of raising their Courtesy to a higher level without much difficulty.
In overall considering all factors, OCB is exhibited by only few employees.
91
Chapter 7
Suggestions
92
7.1. Suggestions
The main suggestion of the study is to develop a programme to train the
employees’ in-order to develop their Organizational Citizenship Behaviour. The training
programme should focus on the influential behaviours of OCB like Altruism,
Conscientiousness, Civic virtue, Sportsmanship and Courtesy and the program should be
enhanced in such a way as to develop each of these antecedents of OCB. The training
programme should ensure the following:
Employees who always exhibit OCB and its antecedents should be appreciated for
their self-initiated extra-role behaviour.
Employees who often exhibit OCB and its antecedents should be made aware that they can easily achieve higher level of OCB in order to achieve organizational effectiveness.
Employees that exhibit these OCB and its antecedent sometimes have to be encouraged to take self effort to develop high level of OCB.
Employees who seldom or never exhibit these behaviours should be provided with in-depth awareness and motivation on Organisational Citizenship Behaviour and its antecedents.
93
Chapter 8
Conclusion & Scope for further study
94
8.1. Conclusion Organizational Citizenship Behaviour and its antecedents which is the focus of this study
have an importance in determining the effectiveness, efficiency and productivity of the
organization. Although this kind of behaviour is not a mandatory factor to be maintained in
organizations, still it plays a vital and important role in the growth of any organization.
Altruism or helping coworkers makes the work system more productive because one worker
can utilize his or her slack time to assist another on a more urgent task. Altruism encourages
teamwork and cooperation, allowing employees to increase the pool of available knowledge.
Such teamwork should facilitate the more complex customer service tasks to be accomplished
more quickly.
Conscientious employees, as well as those who avoid personal gain or other negative
behaviors, demonstrate compliance with company policies and maintain predictable,
consistent work schedules, thereby increasing the reliability of the service. As reliability
increases, the costs of rework are reduced, making the unit more efficient. Such reliability will
help retain customers and increase word-of-mouth marketing.
Acts of Civic virtue may include offering suggestions for cost improvement or other resource
saving ideas, which may directly influencing efficiency. Fast service is a valued component in
the minds of customers. Excellent customer service also depends on employees being
informed with up-to-date knowledge about changes in products or services offered. When
employees act on out-dated information, or provide customers with the wrong information,
the image of the organization is tarnished. In order to keep all employees knowledgeable and
current on products and services, formal training may be necessary. The employees should be
willing to share, on a timely basis, any information regarding changes in procedures, services,
or products and should take interested in maintaining their own and others’ base of
knowledge. Finally, taking part in meetings, training or providing ideas that enhance customer
service would qualify as acts of civic virtue, as long as they are not part of employees' official
duties.
95
Sportsmanship in certain employees makes them willing to tolerate the difficulties faced
during their work. They maintain a positive attitude even when things do not go their way and
they are not offended when others do not follow their suggestions. Employees sportive in
nature sacrifice their personal interest for the good of the work group; and do not take
rejection of their ideas personally. Hence an employee with high Sportsmanship has a
tendency to have lower level of employee grievance.
A Courteous employee while taking decisions thinks and considers how the decision would
affect others and thereby prevents interpersonal conflicts.
In the situations mentioned above an organization achieves efficiency and productivity
through OCB. So we can conclude that Organizational Citizenship Behaviour is a vital factor
which can not be imposed in the employees’ mindset forcibly, but a good organization is that
were Organizational Citizenship Behaviour should be followed.
96
8.2. Scope for further Study
Over the three decades, research in the area of Organizational Citizenship Behaviour
has been diverse and varied. Some of the topics for further study on OCB are:
Gender differences with respect to the perception of OCB.
Negative effects of OCB.
Relationship between Emotional Intelligence and OCB.
Relationship between Team effectiveness and OCB.
Relationship between Burnout and OCB.
97
Appendix
Study on Organizational Citizenship Behaviour at Primus Gloves Pvt. Ltd.
Study on Organizational Citizenship Behaviour Page 98
Questionnaire (English)
(Note :- The data filled in by an employee is confidential)
(Section I)
1. Age :
2. Gender : Female Male
3. Designation :
4. You have been in this organization for:
a. Less than 2 years
b. More than 2 but less than 5 years
c. More than 5 years
(Below are given certain statements which state the organizational behaviour of employees.
For each statement 4 options are given. Kindly tick mark () the option that suits your
behaviour in the organization for each statement)
A- Never B- Seldom C- Sometimes D –Often E- Always
(Section II)
No. Statements A B C D E
5. Have adjusted your work schedule to accommodate other employees’ requests for time off.
6. Have helped others who have been absent.
7. Showed genuine concern and courtesy toward coworkers, even under the most trying work or personal situations.
8. Have offered ideas to improve the functioning of the organization.
9. Have expressed loyalty towards the organization.
10. Taken action to protect the organization from potential problems.
Study on Organizational Citizenship Behaviour at Primus Gloves Pvt. Ltd.
Study on Organizational Citizenship Behaviour Page 99
No. Statements A B C D E
11. Demonstrated concern about the image of the organization.
12. Took the initiative to troubleshoot and solve technical problems before requesting help from a supervisor.
13. Voluntarily did more than the job requires so that I can contribute to the overall functioning of the facility.
(Section III)
No. Statements A B C D E
14. Willingly give of my time to help others out who have work-related problems.
15. Being someone to whom coworkers often turn for help on the job.
16. Rarely takes long lunches or breaks.
17. Does not take unnecessary time off work.
18. Does not take extra breaks.
19. Not spending time in personal conversation.
20. Obeys company rules and regulations even when no one is watching.
21. Keeping up with changes within the organization.
22. I attend training/information sessions that I am encouraged to, but not required to attend.
23. Taking an active role in employee oganizations.
24. Being supportive of and not finding fault with the organization’s policies and activities.
25. Not blowing work-related problems out of proportion.
26. Not consuming a lot of time complaining about trivial matters.
27. Focusing on the positive side, instead on what’s wrong with work situations.
Study on Organizational Citizenship Behaviour at Primus Gloves Pvt. Ltd.
Study on Organizational Citizenship Behaviour Page 100
No. Statements A B C D E
28. Not expressing resentment with any new changes in the work situation.
29. Not talking about wanting to quit.
30. Being mindful of how behaviour affects other people’s job in the organization.
31. Respecting the rights and privileges of other coworkers.
32. Respecting other employee’s rights to shared resources.
33. Informing other coworkers of one’s activities to avoid unanticipated problems.
34. Being courteous in interactions with other coworkers.
35. Trying to avoid creating problems for coworkers.
- Thank you. -
Study on Organizational Citizenship Behaviour at Primus Gloves Pvt. Ltd.
Study on Organizational Citizenship Behaviour Page 101
Questionnaire (Malayalam)
I
1. :
2. :
3. :
4. :
a.
b.
c.
()
A- B- C-
D – E-
( II)
No. A B C D E
5.
6.
7.
8.
Study on Organizational Citizenship Behaviour at Primus Gloves Pvt. Ltd.
Study on Organizational Citizenship Behaviour Page 102
9.
10.
No. A B C D E
11.
12.
13.
`
(III)
No A B C D E
14.
15.
16.
17.
18.
19.
20.
21.
22.
Study on Organizational Citizenship Behaviour at Primus Gloves Pvt. Ltd.
Study on Organizational Citizenship Behaviour Page 103
23.
24.
25.
26.
27.
No A B C D E
28.
29.
30.
31.
32.
33.
34.
35.
104
Bibliography
Methodology of Research in Social Sciences, O.R. Krishnaswami, M. Ranganathan,
Himalaya Publishing House.
Personnel Management, C. B. Mamoria.
Human Resource Management, Scott Shell.
Primus Gloves Pvt. Ltd. 11th ,12th and 13th annual reports (2007-2010).
Organizational Citizenship Behaviour: A review, Vivekanand, The ICFAI University
An Examination of the Factors Affecting Organizational Citizenship Behavior, By Liz
Dickinson, Departmental Honors Thesis, The University of Tennessee at Chattanooga
Accounting, March 27, 2009.
Borman, W., Penner, L., Allen, T., & Motowidlo, S. (2001). Personality predictors of citizenship performance. International journal of selection and assessment.
Coole, D.R. (2003). The Effects of Citizenship Performance, Task Performance, and Rating Format on Performance Judgments, University of South Florida.
Monthly price fluctuations of rubber worldwide taken from the official website of Malaysian
rubber board extracted from www.Malaysiarubberboard.com.
The rubber price fluctuations in India taken from the website rubber board extracted from
www.rubberboard.com.
The leading manufacturers and exporters of surgical and examination gloves in India ware
taken from the website exporters India extracted from www.exporters india.com
The market of rubber and certain supporting reports taken from the official website report
buyer extracted from www.reportbuyer.com
The major exporters of gloves in India taken from the official website Indian exporter
extracted from www.indianexporters.com
The company details, product details, production process details taken from the official
website Primus gloves extracted www.primusgloves.com
Rubber and rubber products details taken from the official website india mart extracted from
www.indiamart.com
The largest exporters of gloves were taken from the official website Ansell Asia pacific
extracted from www.ansellasiapacific.com
The details regarding starting up a unit CSEZ the various exceptions given taken from the
official website of CSEZ extracted from www.csez.org