Discussion: Recognizing the Connection Between Job Attitudes, Individual Performance, and Organizational Effectiveness
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THEIMPACTOFJOBSATISFACTIONORGANIZATIONCOMMITMENTORGANIZATIONCITIZENSHIPBEHAVIOROCBONEMPLOYEESPERFORMANCE.pdf
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THE IMPACT OF JOB SATISFACTION, ORGANIZATION COMMITMENT, ORGANIZATION CITIZENSHIP BEHAVIOR (OCB) ON EMPLOYEES’
PERFORMANCE
*Prof. Dr. Dyah Sawitri, SE., MM. Dr. Endang Suswati, SE., MS. Khasbulloh Huda, SE., MM.
Gajayana University Malang, Indonesia *Corresponding author: [email protected]
Abstract Organization commonly believes that excellence should be maintained in order to im- prove performance, since performance basically affects teamwork or group work and in the end affects employees performance overall. Therefore, to pursue and im-prove performance, individual job satisfaction, commitment and fair behavior was needed. This study investigated the impact of job satisfaction, organization commitment and Organization Citizenship Behavior (OCB) on employees’ performance. This study aimed to understand and analyze The Impact of Job satisfaction, Organ- ization Commitment, Organization Citizenship Behavior toward Employees’ Per-for- mance. Sampling method used was purposive sampling, using random sampling, by giving out questionaire to technical service personnel PT. PLN East Java Distribution Network Service Area in Mojokerto. This study was designed as explanatory study model, which was used to explain how is the impact of job satisfaction, com-mitment, and OCB in improving employees’ performance. Considering problem, aim, and hypothesis proposed also data provided, this study used 2 kind of analysis, namely: a). Descriptive analysis, and b). Multivariat regression analysis with SEM (Structural Equation Modelling) model. Study result showed that (a). Job satisfaction and Organization Commitment affect Organization Citizenship Behavior. This was shown from the statistics, describing the magnitude of the estimated coefficient for job satisfaction variables on Organizational Citizenship Behavior approximately .631 (Sig. = 0.000 Significant). This means that if the job satisfaction variable was changed (increased) a level more positively there- fore Organizational Citizenship Behavior (OCB) will also be increased by 0.631. (b). Job satisfaction also influenced Organization Commitment, (c). Organization Com- mitment and Organization Citizenship Behavior affect Employees’ Performance. (d). Job satisfaction did not affect Employees’ Performance. This was shown from the sta- tistics, explaining the magnitude of the coefficient estimate job satisfaction variables
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on employees’ performance approximately 0,084 (Sig. = 0.168 not significant). Thus job satisfaction was proven to have no significant effect on OCB. Based on the des- cription of the variables employees’ performance showed that the average perfor- mance of employees was high/good, with the average value (mean) of employees’ performance variable of 4.08. (e). Job satisfaction and Organization Commitment af- fect performance through Organization Citizenship Behavior. Keywords: job satisfaction, organization commitment, employees’ performance, Or- ganization Citizenship.
Background
Organization commonly belie- ves that excellence should be maintai- ned in order to improve performance, since performance basically affects teamwork or group work and in the end affects employees performance overall. Therefore, to pursue and im- prove performance, individual job sa- tisfaction, commit-ment and fair beha- vior was needed. Job satisfaction is essentially an individual thing. Each individual will have a variable level of satisfaction ac- cording to the value system that ap- plies to him. The more aspects in the job that is in accordance with the indi- vidual's intentions, the higher the per- ceived level of satisfaction (Moh. As’ad, 2005). If a person desires for something, then it means that he has a hope, and thus he will be motivated to take action towards the achievement of these expectations. And if expectations are met, then he will feel satisfied (Anoraga, 1995). Miller and Form in Anoraga (1995), states that "Motivation to work cannot be attributed only to the econo- mic needs alone, because people will still work even if they already had no need of the material things. This was
done for social rewards, such as the respect and admiration of their fellow workers. Essentially, work is an activ- ity that allows realization of social life and activity of friendship. " Organization Citizenship Behavior (OCB) represents human nature which is sociable and helpful. In the modern era such nature seemed to be imprisoned by capitalist paradigm which necessitates pragmatism, profit and loss and individualistic. According to Katz, there are several reasons why this behavior is very important to be raised, because OCB triggers some concrete behaviors, that is: actions to maintain the wealth of the organization togeth`er, emergence of constructive opinions to develop the organization, their willingness to develop their skills and personal responsibility, creating good climate in the organization, and develop cooperative activities. (Podsakoff, 1996). Commitment and job satis- faction are two factors that can increase customer satisfaction and OCB. When employees feel satisfied toward their work, then employees will work optimally in completing the job, even doing some things that may be beyond his duties (OCB). Those satis- faction arises from the companies’ conducive work environment that
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supports employees in completing the work. Likewise, when a person has a high commitment to the organization, that person will do anything to im- prove his company because of his belief in the organization. This study examines in depth about the behavior of employees PT. PLN East Java Distribution Network Service Area (APJ) Mojokerto in Networking and Technical Services Section, specifically Organizational Citizenship Behavior (OCB), which is measured through organizational commitment and job satisfaction they had.
Scope of the Research This research focus on the Im- pact of Job Satisfaction, Organizational Commitment, Organization Citizenship Behavior (OCB) on the Performance of Employees working in the Networking and Technical Services section of PT. PLN East Java Distribution Network Service Area (APJ) Mojokerto.
Problems Based on the background, it can be formulated problems in PT. PLN East Java Distribution Network Service Area (APJ) Mojokerto, as fo- llows: (a) Did job satisfaction influ- ence OCB, (b) Did job satisfaction in- fluence organizational commitment, (c) Did organization commitment in- fluence OCB, (d) Was job satisfac-tion affecting employees’ performance, (e) Was organizational commitment affec- ting employees’ performance, (f) Was job satisfaction affecting employees’ performance through OCB, (g) Did or- ganizational commitment influence employees’ performance through
OCB, and (h) Was OCB affecting em- ployees’ performance.
Research Aims Based on the formulation of the problem, this research has objectives as follows; (a) To analyze the effect of job satisfaction on OCB, (b) To deter- mine the effect of job satisfaction on organizational commitment , (c) To determine the effect of organizational commitment on OCB, (d) To deter- mine the effect of job satisfaction on employee performance, (e) To deter- mine the effect of organizational commitment on employee perform- ance, (f) To determine the effect of job satisfaction on employee performance through OCB, (g) To determine the effect of organizational commitment on employee performance through OCB, and (h) To determine the effect of OCB on employee performance.
Literature Review
Job Satisfaction Organization members’ view about their working environment condition and feeling satisfied and not satisfied with the conditions, will affect their behavior at work. As Robbins (2002) stated, job satisfaction is a general attitude toward one's work; the difference between the amount of rewards received by a worker and the amount they expected to receive. Robbins statement is a defin- ition of job satisfaction in general which illustrates that job satisfaction is the relationship between individuals and their work environment. Job satis- faction would arise if individuals like their job and the environment, and vice
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versa, there will be dissatisfaction within an organization members if they do not like their job, as stated by Cherrington (1994) "Job satisfaction refers basically to how much employees like their jobs."
Organizational commitment According to Robbins (2003), "a state in which an employee ident- ifies with a particular organization and its goals, and wishes to maintain mem- bership in the organization" Luthans (1995) explained that organizational commitment is often defined as (1) a strong desire for someone to become a member of the organization, (2) a willingness to exert effort for the organization, and (3) belief in and acceptance of values and goals of the organization. In other words, organ- izational commitment is an attitude that shows the "loyalty" of employees and a continuous process of how an organization's members expressed their concern to the organization's success and virtue.
Organizational Citizenship Behavior Smith, Organ and Near (1983) stated that OCB is employees’ behav- ior exceeding their formal duties and giving a positive contribution in the organization's effectiveness. According to Al-Busaidi and Kuehn (2002), OCB encompasses behaviors shown by employee which classified as an extra role and not formally assigned or granted by the organization. The term Organizational Citizenship Behavior was first prop- osed by Organ citing from Dumler et al (1997) research, suggesting five primary dimensions of OCB, namely:
a. Altruism, that put the interests of
others. b. Conscientiousness, contains in-
role behavior that fulfill a level above the required minimum standard.
c. Civic virtue, that is the involve- ment or voluntary participation and support of organization political life (history and development) both professionally and socially by nature.
d. Sportsmanship, which indicates fair behavior, dislike protesting, have good behavior.
e. Courtesy, that is a polite behavior, like to respect others or seems to alleviate problems associated with the job at hand with others.
Performance
According to Waldman (2001) performance is the combination of behavior and achievement of what was expected and their choice, or part of existing task requirements of each individual in the organization. Mean- while, according to Mangkunagara (2001), performance can be defined as a qualitative and quantitative result of work that can be achieved by employ- ees in carrying out their duties in accordance to the responsibilities given to him. Soedjono (2005) mentioned seven (7) criteria that could be used to measure the individual performance of employee that is: (a) quality, (b) quan- tity, (c) punctuality, (d) effectiveness, (e) independence, (f) work commit- ment, and (g) responsibility.
Conceptual Framework
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In general, this framework can describe a causal relationship that occurs between job satisfaction and organizational commitment variables with citizenship behavior (OCB) and performance which will be tested in this study. Systematically the con- ceptual framework of the research can be seen in Figure 1.
Hypotheses
Based on the conceptual framework, the hypothesis of research at PT. PLN East Java Distribution Service Area Network (APJ) Mojokerto, can be described as follows: 1. H1: Job Satisfaction has a
significant influence on OCB. 2. H2: Job Satisfaction has a
significant influence on Organizational Commitment
3. H3: Organizational Commitment
has a significant influence on OCB.
4. H4: Job satisfaction has a
significant influence on performance.
5. H5: Organizational Commitment
have a significant effect on performance.
6. H6: Job Satisfaction has a
significant effect on performance through OCB.
7. H7: Organizational commitment
has a significant effect on performance through OCB.
8. H8: OCB has a significant effect on performance.
Hypothesis development adapted to the purpose of research. the suitability of the approach used to prove the hypothesis, from the data obtained further processed in accor- dance with the needs analysis. For the sake of discussion, the data is pro- cessed and presented based on the principles of descriptive statistics, whereas for analysis and hypothesis testing, statistical approach was used inferential variables. Hypothesis test- ing is done based on the results of the processing of Structural Equation Modelling (SEM) from the calculation of regression weight through value Critical Ratio (CR) of a causality, and from the calculation of Indirect Effect Standarized.
Study Design In accordance to its objectives, this study was designed as a explan- atory research model, to solve prob- lems. Study was conducted with the orientation and action plan providing opportunities to develop a solution that could suggest any changes (Babbie, 1986: 79). Judging from the time dimension, this study was designed as a cross sectional study which is norm- ally used in a descriptive and explan- atory research. Judging from the relationship nature between the variables, this study was designed as a causal comparative study.
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Source : Data processed by Author, 2015
Figure 1. Conceptual Framework of Study
Population and Sample Population in this study were permanent employees working in PT. PLN Distribution East Java Service Unit Mojokerto, with a total of 393 people. The samples in this study using a combination of several methods or techniques of sampling. (Sugiyono, 2006: 89). Purposive sampling was used, with a total sample of 186 people. Purposive sampling must fulfill two properties or criteria required and correspond with purposes and objectives of the research. Criteria mentioned are: 1. The employee's status as a technical service officer 2. Engineering services officers which have worked for more than one year. To determine how many sam- ples are needed, then use the formula
Slovin (Husein Umar, 2003: 120) is as follows: N n = ________ 1 + Ne² in wich : n = sample N = population e = looseness inaccuracy due to sampling error can be tolerated. Constants (0.05 or 5%) Calculation of the sample: 393 n = ____ ________ 1 + 393 (0,05)² n = 186,476 ≈ 186 Technical Services Officer Formation used in determining sample population in this study is fully presented in Table 1.
H2
Job satisfaction
Commitment
H5
H4
OCB Employees’ per- formance
H8
H7
H6 H1
H3
H6
H7
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Types and Sources of Data Research This study used primary data from the questionnaire result and
secondary data from documentation search in PT. PLN Distribution East Java Network Service Area (APJ) Mojokerto.
Table 1. Population and Sample
Formation of Technical Services Officers PT. PLN Network Service Area (APJ) Mojokerto
No Rayon Technical Services
Officers Frequency
Sample Frequency
1 Mojokerto Kota 48 people 12.2% 23 people 2 Mojosari 48 people 12.2% 23 people 3 Pacet 28 people 7.1% 13 people 4 Mojoagung 28 people 7.1% 13 people 5 Ngoro - Jombang 40 people 10.1% 19 people 6 Jombang 48 people 12.2% 23 people 7 Ploso - Jombng 40 people 10.1% 19 people 8 Kertosono 28 people 7.1% 13 people 9 Warujayeng – Nganjuk 28 people 7.1% 13 people 10 Nganjuk 48 people 12.2% 23 people 11 Area 8 people 2% 4 people Total 393 people 100% 186 people
Source: PT.PLN Network Service Area (APJ) Mojokerto
Data Collection Method Data collection techniques used in this study was questionnaire/ questionnaire distribution to collect data was done directly by going to the research location involving a number of field officers. The Variable measurement that researcher used for answer in each items was using Likert scale. Meas- urement scale used for each variable was based on interval 1 (one) to 5 (five). Operational Definitions of Variables
Operational definition of variables in this study were sum- marized in Table 2.
Data Analysis Method This study used 2 kind of analysis, that is: 1. Descriptive analysis, and 2. Multivariat regression analysis with SEM (Structural Equation Modelling) model using AMOS software (Analisis of Moment Structure) version 4.0.
Result and Discussion
Descriptive Analysis
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Respondents’ interval values were assigned in classes, to find the li- mit values of each classes, then the
average or mean value of each were in- corporated into classes, which were presented in Table 3.
Table 2. Operational of Variables and Study Indicator
Variable Indicator
1. Job Satisfaction Variable (X1): Job satisfation felt by employees toward their job.
1. Chance to be their selves (X1.1) 2. Work environment (X1.2) 3. Reward (X1.3) 4. Teamwork between leader and coworker (X1.4)
2. Commitment Variable (X2): Loyality shown by employee in an organization/institution both in supporting values and aims of organization and loyalty towards institution and this is a continuing process.
1. Emotional attachment (X2.1) 2. Sense of belonging (X2.2) 3. Based on losses (X2.3) 4. Sacrificial consideration (Cost) (X2.4) 5. Staying in an organization (X2.5) 6. Responsible to the organization (X2.6)
3. Organizational Citizenship Behavior (OCB) Variable (Y1): The level of citizenship behavior of employees which was done freely beyond standard work assigned to him, did not formally commanded and did not get rewarded directly from the institution.
1. Altruism (Y1.1) 2. Conscientiousness (Y1.2) 3. Civic virtue (Y1.3) 4. Sportmanship (Y1.4) 5. Courtesy (Y1.5)
4. Employees’ Performance Variable (Y2): Employees’ performance for a period of time measured from output quality and quantity resulted.
1. Innovative behavior (Y2.1) 2. Initiative (Y2.2) 3. Self-potential level (Y2.3) 4. Time management (Y2.4) 5. Work quality and quantity achievements (Y2.5) 6. Self-ability to fulfill goals (Y2.6)
Source: Primary data after being processed, 2015
Table 3. Interval Value and Mean Category
Interval Mean Category 1,00 – 1,80 Very poor/very low 1,81 – 2,60 Poor/low 2,61 – 3,40 Fairly well/fairly high 3,41 – 4,20 Good/high 4,21 – 5,00 Excellent/very high
Source: Primary data after being processed, 2015
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Respondent answer based on respondent score, summarized in Table 4. The results of the responses in Table 4, the level of job satisfaction had an average interval 3.49 to 4.19, which means fairly good/ fairly high measu- rement score category. Employee com- mitment had an average measurement score interval 3.27 to 4.46, which means that employee commitment was
fairly good or even excellent. Respon- dents seemed to give fairly good/fairly high response on Organizational Ci- tizenship Behavior (OCB) with the average interval 3.35 to 4.03. Emplo- yees’ performance measurement had average score interval 4.03 to 4.15, which means that the employees' per- formance measured is good.
Table 4. Respondent Responses and Mean Value
Variable Indicator Measured Value
Mean 5 4 3 2 1 % % % % %
1. Job satisfaction (X1)
X1.1 52 28 ,0
96 51, 6
27 14, 5
11 5,9 4,02
3,95
X1.2 72 38 ,7
70 37, 6
35 18, 8
9 4,8 4,10
X1.3 34
18 ,3
55 29, 6
65 34, 9
32 17, 2
3,49
X1.4 71 38 ,2
84 45, 2
27 14, 5
4 2,2 4,19
2. Comm itment (X2)
X2.1 11 1
59 ,7
53 28, 5
18 9,7 4 2,2 4,46
3,88
X2.2 26
14 ,0
76 40, 9
66 35, 5
18 9,7 3,59
X2.3 15 8, 1
53 28, 5
85 45, 7
33 17, 7
3,27
X2.4 81 43 ,5
32 17, 2
58 31, 2
15 8,1 3,96
X2.5 95 51 ,1
49 26, 3
30 16, 1
12 6,5 4,22
X2.6 32 17 ,2
92 49, 5
50 26, 9
12 6,5 3,77
3. Organi zational Citizenship Behavior (OCB) (Y1)
Y1.1 32 17 ,2
81 43, 5
58 31, 2
15 8,1 3,70
3,76
Y1.2 48 25 ,8
10 0
53, 8
34 18, 3
4 2,2 4,03
Y1.3 21 11 ,3
51 27, 4
86 46, 2
28 15, 1
3,35
Y1.4 33 17 ,7
87 46, 8
50 26, 9
16 8,6 3,74
Y1.5 49
26 ,3
95 51, 1
30 16, 1
12 6,5 3,97
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4. Emplo yees’ performance (Y2)
Y2.1 49
26 ,3
11 2
60, 2
23 12, 4
2 1,1 4,12
4,08
Y2.2 53
28 ,5
11 1
59, 7
18 9,7 4 2,2 4,15
Y2.3 45
24 ,2
11 4
61, 3
23 12, 4
4 2,2 4,08
Y2.4 40
21 ,5
11 4
61, 3
29 15, 6
3 1,6 4,03
Y2.5 39
21 ,0
11 9
64, 0
25 13, 4
3 1,6 4,04
Y2.6 45
24 ,2
11 0
59, 1
26 14, 0
5 2,7 4,05
Source: Primary data after being processed, 2015
Confirmatory Factor Analysis
Confirmatory factor analysis is the phase measurement of the indi- cators that make up the latent variables in the research model. The purpose of the confirmatory factor analysis is to examine the dimensions unidimen- sionalitas of forming respective latent variables. Results of
confirmatory factor analysis of each model will be discussed in the following analysis. Test results on the feasibility Model confirmatory factor analysis to construct; Job Satisfaction, Organi- zational Commitment, OCB, and Employee Performance presented SCARA summarized in Table 5.
Table 5. Feasibility Model Testing Results On Factor Analysis Constructs: Job Satisfaction, Organizational Commitment, OCB, and Employee Performance
Constructs Goodness of Fit
Indeks Cut-off Value
Hasil Analisis
Evaluasi Model
Job Satisfaction
Chi – Square (X²)
0,246
Probability ≥ 0,05 0,884 Good RMSEA ≤ 0,08 0,000 Good GFI ≥ 0,90 0,999 Good AGFI ≥ 0,90 0,997 Good CMIN/DF ≤ 2,00 0,123 Good TLI ≥ 0,95 1,057 Good CFI ≥ 0,95 0,999 Good
Organizational Commitment (modification)
Chi – Square (X²)
7,002
Probability ≥ 0,05 0,429 Good RMSEA ≤ 0,08 0,001 Good GFI ≥ 0,90 0,987 Good AGFI ≥ 0,90 0,962 Good
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CMIN/DF ≤ 2,00 1,000 Good TLI ≥ 0,95 1,000 Good CFI ≥ 0,95 0,987 Good
Organizational Citizenship Behavior (modification)
Chi – Square (X²)
2,320
Probability ≥ 0,05 0,313 Good RMSEA ≤ 0,08 0,029 Good GFI ≥ 0,90 0,995 Good AGFI ≥ 0,90 0,963 Good CMIN/DF ≤ 2,00 1,160 Good TLI ≥ 0,95 0,991 Good CFI ≥ 0,95 0,995 Good
Employee Performance (modification)
Chi – Square (X²)
10,515
Probability ≥ 0,05 0,161 Good RMSEA ≤ 0,08 0,052 Good GFI ≥ 0,90 0,981 Good AGFI ≥ 0,90 0,943 Good CMIN/DF ≤ 2,00 1,502 Good TLI ≥ 0,95 0,976 Good CFI ≥ 0,95 0,981 Good
Source: Primary data after being processed, 2015 Confirmatory Factor Analysis Results in Table 5, the construct of job satisfaction that is used to form a model of research on the process of confirmatory factor analysis goodness of fit fulfilling the criteria that have been set. This is because the prob- ability value of goodness of fit test showed the value of 0.884 (P <0.05) means that tests the feasibility of the model has been qualified as a good model. Therefore, based on the confirmatory factor analysis, the research model to construct job satisfaction can be used for further analysis. The results of the analysis of previous data processing to construct the organization's commitment not meet the criteria of goodness of fit, but after the modification of the model it as described in Table 5, the value of goodness of fit test probability indi-
cates the value of 0.429 (P> 0.05), which means tests feasibility to construct a model of organizational commitment has been qualified as a good model. Thus the model fit the predicted values of the observations already meets the suitability model. The results of the analysis of previous data processing to construct OCB not meet the criteria of goodness of fit, but after modification of the model, the results are presented in Table 5, the value of goodness of fit test probability indicates the value of 0.313 (P> 0.05), which means that tests the feasibility construct a model for OCB already qualifies as a good model. The results of the analysis of data processing to construct the model's performance after the modi- fication then as described in Table 5,
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the value of goodness of fit test probability indicates the value of 0.161 (P> 0.05), which means that tests the feasibility of the model to construct the performance has been qualified as a model good. Thus the model fit the predicted values of the observations already meets the suitability model. Furthermore, based on the confirm- atory factor analysis, the research model to construct performance can be used for further analysis. Sructural Equation Modelling (SEM)
Analysis Structural Equation Model (SEM) analysis using full model, after analyzing one-dimensional level of the indicators forming latent variables which was tested by using confirm- atory factor analysis. Analysis of pro- cessed data at the stage of a full model SEM was conducted by conformation test and statistical test. Structural
Equation Model (SEM) using modified – full model can be seen in Figure 2. Data processed using modified – full model SEM can be summarized in Table 6. Based on the results in Ta- ble 6, there were shown that model used was acceptable, since chi-square value obtained was 170,740 with sig- nificance value of 0.323 indicating that structural equation model was good enough. Measurement index of RMSEA, GFI, AGFI, CMIN / DF, TLI and CFI were within the expected range of values (good). AGFI value was well received, where AGFI is identical to R2 in the multiple linear re- gression therefore AGFI value of 0.890 indicates that the contribution of job satisfaction, organizational commit- ment, OCB and motivation vari-able toward performance variable was 89.0%, while the rest is explained by other variables, so it can be said that the AGFI value was quite high in
Figure 2.
Structural Equation Modeling/SEM (Modified) Test Result Source: Primary data after being processed, 2015
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contributing to variations in perfor- mance variables.Chi-square probability value of 0,323 (P> 0.05), means that the data was in accordance to theoreti- cal models estimated. CMIN/DF of 1,047 < 2,00, means that the feasibility of tested model is good. Based of the data processing result, there was obtai- ned CFI 0.922 greater than 0.95, there- fore it can be concluded that the tested model had already met the required criteria (Table 6).
Hypothesis Testing Hypothesis testing to prove Hy- pothesis 1, 2, 3, 4, 5 and 8 was based on Critical Ratio (CR) value of causa- lity relationship of SEM analysis re- sult, summarized on Table 7. Hypothesis testing of hypoth- esis 7 and 8, was using Standarized In- direct Effect measurement result. Hy- pothesis testing result could be seen on Table 8.
Discussion
Discussions of each variables in this study presented as follows.
Effect of Job Satisfaction on Organizational Citizenship Behavior
This study showed that job sa- tisfaction variable had a significant ef- fect on Organizational Citizenship Behavior. This was shown from the statistics in Table 7, describing the magnitude of the estimated coefficient for job satisfaction variables (X1) on Organizational Citizenship Behavior (Y1) approximately .631 (Sig. = 0.000 Significant). This means that if the job satisfaction variable was changed (in-
creased) a level more positively there- fore Organizational Citizenship Beha- vior (OCB) will also be increased by 0.631. Based on the description of va- riable in Table 4, job satisfaction showed that the average employee sa- tisfaction was high/good, with the ave- rage value (mean) of job satisfaction variable of 3.95. Job Satisfaction Effect on Commitment This study showed that job sa- tisfaction variable significantly in- fluenced organizational commitment. It is shown from the statistics in Table 7, explaining the magnitude of the esti- mated coefficient for job satisfac-tion variable on organizational commitment of 0.328 (Sig. = 0.000 Significant). This means that if the job satisfaction variable was changed (increased) a le- vel more positively therefore organ- izational commitment of employees will also be increased by 0.328. Study Result from each variable, summarized in Study Result Matrix, on Table 9. Based on the description of the variables in Table 4, job satisfaction showed that the average employee sa- tisfaction was high/good, with the ave- rage value (mean) of job satisfac-tion variable of 3.95. Commitment Effect on Organizational
Citizenship Behavior
Statistical analysis results in Table 7, explaining the magnitude of the estim- ated coefficient variable Organizational Commitment (X2) on Organizational Ci- tizenship Behavior (Y1) was approxima- tely 1.957 (Sig. = 0.000 Significant). This means that if Organizational Commitment variable was
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Table 6. Structural Equation Modeling (SEM) (Modified) Feasibility Test Result
Goodness of Fit Index Cut-off Value Analysis Re-
sult Model Evaluation
Chi – Square (X2) 170,740 Probability ≥ 0.05 0,323 Good RMSEA ≤ 0.08 0,016 Good GFI ≥ 0.90 0,922 Good AGFI ≥ 0.90 0,890 Good CMIN/DF ≤ 2.00 1,047 Good TLI ≥ 0.95 0,994 Good CFI ≥ 0.95 0,922 Good
Source: Primary data after being processed, 2015
Table 7. Hypothesis Testing Based on Critical Ratio (CR) Value of Causality Relationship of SEM Analysis Result on Variables:
Job Satisfaction, Commitment, OCB, and Employees’ Performance
Variable Estimate S.E. C.R. P Notes OCB <--- Job satisfaction ,631 ,177 3,573 *** Significant Commitment <--- Job satisfaction ,328 ,089 3,690 *** Significant OCB <--- Commitment 1,957 ,409 4,790 *** Significant Performance <--- Job satisfaction ,084 ,061 1,378 ,168 Not Significant Performance <--- Commitment ,574 ,139 4,141 *** Significant Performance <--- OCB ,512 ,069 7,436 *** Significant Source: Primary data after being processed, 2015
Table 8.
T Test Result (CR) on Job Satisfaction, and Commitment Variables Towards Performances Through OCB (Standarized Indirect Effect)
Variable Direct Effect Indirect Effect Total Ef-
fect Job satisfaction --> Perfor-
mance 0,094 0,943 1,037
Commitment --> Perfor- mance
0,341 0,595 0,936
Source: Primary data after being processed, 2015
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Table 9. Study Result Matrix
Variable Sub-
variable Indicator Hypothesis Results
1. Job sa- tisfaction (X1)
Chance to be their selves
X1.1 1. Job satisfaction had significant positive effect on employees Organizational Citizenship Behavior (OCB) in PLN Distribution East Java Service Unit Mojokerto, supported by CR value of 3.573 which is greater than the probability of 0.000 ± 1.96 and smaller than 0.05 (P < 0.05). (Table 7) 2. Job satisfaction had significant possitive effect on employees organizational commitment in PLN Distribution East Java Service Unit Mojokerto, supported by CR value of 3.690 which is greater than the probability of 0.000 ± 1.96 and smaller than 0.05 (P <0.05). (Table 7) 3. Organizational commitment had significant positive effect on employees Organizational Citizenship Behavior (OCB) in PLN Distribution East Java Service Unit Mojokerto, supported by CR value of 4.790 which is greater than the probability of 0.000 ± 1.96 and smaller than 0.05 (P < 0.05). (Table 7) 4. Job satisfaction had positive effect but not statistically significant on employees’ performance in PLN Distribution East Java Service Unit Mojokerto, supported by 1,378 CR values smaller than 0.168 ± 1.96 and a probability greater than 0.05 (P <0.05 ). (Table 7)
Work environm ent
X1.2
Reward X1.3 Teamwor k between leader and coworker
X1.4
2. Commit- ment (X2)
Affective Commitm ent
X2.1 X2.2
Continua nce Commitm ent
X2.3 X2.4
Normativ e Commitm ent
X2.5 X2.6
3. Organiz ational Citizenship Behavior (OCB) (Y1)
Altruism Y1.1 Conscient iousness
Y1.2
Civic virtue
Y1.3
Sportman ship
Y1.4
Courtesy Y1.5 4. Emplo- yees’ perfor- mance (Y2)
Innovativ e behavior
Y2.1
Initiative Y2.2
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Self- potential level
Y2.3 5. Organizational commitment had significant positive effect on employees’ performance in PLN Distribution East Java Service Unit Mojokerto, supported by CR value of 4.141 which is greater than the probability 0,000 ± 1.96 and less than 0.05 (P <0.05). (Table 7) 6. Job satisfaction had significantly influenced performance through Organizational Citizenship Behavior (OCB) in employees of PLN Distribution East Java Service Unit Mojokerto, supported by Sobel test coefficient result of 2.396 with a p value of 0.016 (P <0.05). (Table 8) 7. Organizational commitment had significantly influenced performance through Organizational Citizenship Behavior (OCB) in employees of PLN Distribution East Java Service Unit Mojokerto, supported by Sobel test coefficient result of 2.623 with a p value of 0.009 (P <0.05). (Table 8) 8. Organizational Citizenship Behavior (OCB) had significantly positive effect on employees’ performance in PLN Distribution East Java Service Unit Mojokerto, supported by CR value of 7.436 which is greater than the probability of 0.000 ± 1.96 and smaller than 0.05 (P <0 , 05). (Table 7)
Time managem ent
Y2.4
Work quality and quantity achievem ents
Y2.5
Self- ability to fulfill goals
Y2.6
Source: Primary data after being processed, 2015 changed (increased) a level more posi- tively therefore OCB will also be in- creased by 1.957.Based on the descrip- tion of the variables in Table 4, Orga- nization Commitment showed that the average employee organizational com
mitment was high/good, with the ave- rage value of Organizational Commit- ment variable of 3.88. Job Satisfaction Effect on Employees’
Performance
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This study showed that job sa- tisfaction variable had no significant effect on the employees’ performance. This was shown from the statistics in Table 7, explaining the magnitude of the coefficient estimate job satisfaction variables (X1) on employees’ perfor- mance (Y2) approximately 0,084 (Sig. = 0.168 not significant). Thus job satis- faction was proven to have no signifi- cant effect on OCB. Based on the description of the variables in Table 4, employees’ per- formance showed that the average per- formance of employees was high/good, with the average value (mean) of em- ployees’ performance variable of 4.08.
Commitment Effect on Employees’ Performance
This study proved that organi- zational commitment variable had sig- nificantly influenced employees’ per- formance. This was shown from the statistics in Table 7, explaining the magnitude of the estimated coefficient of organizational commitment variable (X2) on employees’ performance (Y2) of 0.574 (Sig. = 0.000 Significant). This means that if Organizational Commitment variable was changed (increased) a level more positively, employees’ performance will also be increased by 0.574. Based on the description of the variables in Table 4, employees’ per- formance showed that the average of employees’ performance was high/ good, with the average value (mean) of Employees’ Performance variable of 4.08. This means that employees rated
or felt good/high about employees’ performance in their workplace. Job Satisfaction Effect on Employees’ Performance through Organizational
Citizenship Behavior This study showed that job sa- tisfaction variable had significantly in- fluenced performance through OCB. It was shown from the statistics in Table 8, explaining the magnitude of the esti- mated coefficient of job satisfaction variable on employees’ performance through OCB with a direct effect ap- proximately 0.094 and indirect effect approximately 0.943 with total effect of 1.037. And viewed from Sobel test, there appeared Sobel test’s coefficient of 3.213 with p value < 0.001 (Sig. = 0.000 Significant). This means that if organizational commitment variable was changed (increased) a level more positively, employees’ performance will also be increased by 3.213.
Commitment Effect on Employees’ Performance through Organizational
Citizenship Behavior This study proved that organ- izational commitment variable had significantly influenced employees’ performance through OCB. It was shown from the statistics in Table 8, explaining the magnitude of the estimated coefficient for organizational commitment variable to employees’ performance through OCB with direct effect of 0.341 and indirect influence of .595 with total effect of 0.936. And viewed from Sobel test, there appeared Sobel test’s coefficient of 4.021 with p value < 0.000 (Sig. = 0.000 Signif-
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icant). This means that if organi- zational commitment value was changed (increased) a level more positively, employees’ performance will also be increased by 4,021.
Organizational Citizenship Behavior Effect on Employees’ Performance
This study proved that Organi- zational Citizenship Behavior (OCB) variable had significantly affect emplo- yees’ performance. It was shown from the statistics in Table 7, explaining the magnitude of the estimated coefficient of Organizational Citizenship Behavior (Y1) variable on employees’ perfor- mance (Y2) of 0.512 (Sig. = 0.012 Sig- nificant). This means that if the Orga- nizational Citizenship Behavior (OCB) variable was changed (increased) a le- vel more positively, employees’ per- formance will also be increased by 0.512. Based on the description of the variables in Table 4, Organizational Citizenship Behavior indicates that on average employees' Organizational Ci- tizenship Behavior was high/good, with the average value (mean) of (OCB) variable of 3.76.
Conclusion and Recommendation
Conclusion Based on the hypothesis testing result and discussion, it can be con- cluded that: 1. Job satisfaction had a positive significant effect on Organizational
Citizenship Behavior (OCB) in em- ployees of PLN Distribution East Java Service Unit Mojokerto, which can be interpreted that if satisfaction is in- creased then employees’ Organiza- tional Citizenship Behavior (OCB) will be increased. 2. Job satisfaction had a positive significant effect on employees’ Or- ganizational Commitment in PLN Dis- tribution East Java Service Unit Mo- jokerto, which could mean that if job satisfaction is increased then employ- ees’ commitment will be increased. 3. Organizational commitment had a positive significant effect on Or- ganizational Citizenship Behavior (OCB) in employees of PLN Distribu- tion East Java Service Unit Mojokerto, implying that if commitment is en- hanced then employees’ Organiza- tional Citizenship Behavior (OCB) will be increased 4. Job satisfaction had no signifi- cant positive effect on employees’ per- formance in PLN Distribution East Java Service Unit Mojokerto. 5. Organizational commitment had a positive significant effect on em- ployees’ performance in PLN Distribu- tion East Java Service Unit Mojokerto, if the commitment is enhanced then employees’ performance will be in- creased. 6. Job satisfaction had signifi- cantly influenced performance through Organizational Citizenship Behavior (OCB) in employees of PLN Distribu- tion East Java Service Unit Mojokerto,
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meaning that if job satisfaction in- creased, subsequently Organizational Citizenship Behavior (OCB) will also be increased, therefore employees’ per- formance will be increased due to the establishment of good cooperation and togetherness. 7. Organizational commitment had a significant effect on the perfor- mance through Organizational Citizen- ship Behavior (OCB) in employees of PLN Distribution East Java Service Unit Mojokerto, which could mean that if organizational commitment is increased, subsequently Organizational Citizenship Behavior (OCB) will also be increased, therefore employees’ per- formance will be increased due to the establishment of good cooperation and togetherness. 8. Organizational Citizenship Be- havior (OCB) had a positive significant impact on employees’ performance in PLN Distribution East Java Service Unit Mojokerto, this can be interpreted that increased Organizational Citizen- ship Behavior (OCB) will result in im- proved and better performance due to the establishment of good cooperation and togetherness.
Recommendation
Based on the conducted study, there were several recommendations as follows: 1. For Companies In order to improve the performance of technical service officers towards job satisfaction, the company should be able to maintain
good cooperation either leader or coworkers thus supporting job completions as an indicator with the highest scores. Meanwhile, viewed from commitment aspect, the company must consider appropriate reward in doing the job, since getting appropriate rewards from the company is the highest scores in the indicators. In Organizational Citizenship Behavior (OCB) aspect, the company must improve the sense of having in- role behavior which met a level above the minimum required standards, such as working meticulously, early attendance, adherence to the rules. 2. For Future Research Despite that this study still had many shortcomings, hopefully this study will be able to inspire other researchers to conduct more in-depth research by using different "knife analyzes", for example, OCB variable, OCB dimensions and performance, moreover, combining them with Leadership Style variable. Based on the policy in the leadership regeneration and the emergence of new regulations, this will have an impact on the performance of technical service officers.
Research Limitation
This study had limitation in explaining things or variables which actually was included in the scope of this research but because of method- ological difficulties or other certain procedural those variables cannot be included in this study and was out of researchers’ control. Also, the lack of
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enthusiasm of respondents who think that so many research conducted yet none of the employees’ demands was fulfilled. The transition period of leadership regeneration which use a new method in executing the SOP cast doubts on the respondents in con- cluding their working environment condition.
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