influence of organizational culture and …...(organizational citizenship behavior (ocb) and the...
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INFLUENCE OF ORGANIZATIONAL CULTURE AND ORGANIZATIONAL
COMMITMENT TO ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB)
AND EMPLOYEE PERFORMANCE IN EDUCATORS (TENDIK)
MERAUKE MUSAMUS UNIVERSITY
Faculty of Economics and Business
Hassnuddin University
Makassar
Irene Ipijei
Siti Haerani
Jumidah Maming
Email: [email protected]
Abstrak
With the difference in working skills, it is feared that there will be a decrease in
work performance, so the organization will really need employees with (OCB) who are
willing to work outside their main duties or work voluntarily. The aim of this research is.
analyze the influence of organizational culture, organizational commitment to
(organizational citizenship behavior (OCB) and the performance of educators (tendik) at
Musamus Merauke University. As many as 115 educators (tendik) were the population and
sample in this study. Saturated sampling is used as a sampling method, while the data. The
analytical instruments used in testing the hypothesis are the validity and reliability of the
test, multiple linear regression analysis, the t-test and the intervening analysis pathway. The
results of the study, based on the t-test and the results of multiple linear regression analysis,
showed that organizational culture and organizational commitment had a positive and
significant impact and organizational citizenship behavior (OCB) on performance. Based
on the three linear regression analysis, the path analysis of the intervening variables can be
tested and this shows that the variables of organizational culture and organizational
comimen can be intervening variables or can mediate because the results of the analysis
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show that the coefficient of direct influence of organizational culture and organizational
commitment is known that indirect is greater. rather than the direct influence of
organizational culture and commitment to performance.
Keywords: Organizational Culture, Organizational Commitment, Organizational
Citizenship Behavior (OCB), Performance
Preliminary
Indonesia has human resources who certainly have the ability to compete both
domestically and abroad, which capabilities are possessed by good management that must
be owned by the Indonesian people personally and internally by the organization and
considered by the Indonesian government itself at large. Human resources who provide
good performance are those who have knowledge that is continuously developed and who
are updated in practice which is then applied in the world of work. The development that
continues to occur in various fields of work continues to have an impact on the development
and progress of the organization and does not rule out the possibility for universities. Very
tight competence that occurs in service users at universities, whether it involves students or
other stakeholders.
Competition in universities occurred when private universities began to strive to
provide good performance in order to increase student interest, so that state universities
would also continue to provide satisfaction to students in order to maintain their existence
in the field of education. In line with that Ni Made et al, (2016) in their research argued that
one of the keys to achieving success in an organization in achieving its vision and mission
is the quality of good human resources (HR).
LITERATURE REVIEW
Organizational culture .
According to Nawawi in (Busro, 2018) organizational culture or work culture is a habit that
is repeated by employees in an organization. Employees morally have agreed that these
habits are habits that must be obeyed in the context of carrying out work to achieve goals.
(Sedarmayanti, 2019) Cultural management sometimes focuses on sharing shared values
and getting a commitment to these shared values. This value relates to the type of behavior
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that management believes in accordance with the organization's views. The core values of
the organization express beliefs about what management considers important about how
people should behave. The aim is to ensure that this belief is also owned and implemented
by employees. A culture management strategy should analyze appropriate behavior and
then bring it into the process, such as performance management, that will encourage the
development of that behavior.
According to Robbins in Arifhan (2018), there are 10 main characteristics that can
characterize organizational culture, namely: 1) Individual initiative, individual initiatives
describe the level of responsibility, freedom, and independence possessed by individuals.
2) Torerance towards risk. 3) Direction . 4) Integration, 5) Management support, .6)
Control. 7) Identity, 8) Reward system. 9) Tolerance to conflict 10) Communication
patterns.
Organizational commitment
According to Mathis and Jakson in (Busro, 2018) organizational commitment is the
level of trust and acceptance of workers towards organizational goals and having to remain
in the organization. When employees do not have a commitment to the organization, they
will work indifferently, and will not be able to produce high performance, which in the end
they will leave the organization, either because of their own awareness or dismissed by the
company, Suryaman in (Busro, 2018).
Meanwhile, according to Yualiatin in (Busro, 2018) defines organizational
commitment as a sense of identification, involvement, and loyalty expressed by an
employee to his organization. The sense of identification, involvement, and loyalty shown
by employees to their superiors cannot be fabricated or wrapped in words as if, but will be
very visible by itself, anyone among loyal employees and disloyal employees is seen from
their seriousness at work, and the resulting performance.
According to Mayer and Allen in (Busro, 2018) organizational commitment can be
measured by the following dimensions and indicators: 1) Affective commitment is related
to indicators (a) identification with the organization, and (b) involvement of members with
activities in the organization. 2) Continuance commitment is related to indicators (a)
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Loyalty in the organization, and (b) Having a need to become a member of the organization.
3) Normative commitment with indicators: (a) Acting certain to meet objectives, and (b)
Organizational interest confidence to do the right thing.
Organizational Citizenship Behavior (OCB)
Organizational Citizenship Behavior (OCB) is a basic concept that is used as a
reference in this research. OCB in this study will be examined through OCB variables.
Organizational Citizenship Behavior (OCB) is a term for employees who provide added
value to their work as well as added value to the company.
According to internal organs (Putri & Utami, 2017) Organizational Citizenship
Behavior (OCB) is individual behavior that is free, not directly or explicitly recognized in
the reward system and in promoting the company's effectiveness function. OCB is also
referred to as extra role behavior because the behavior given by employees exceeds their
main duties. Furthermore, it is stated that Organizational Citizenship Behavior (OCB)
according to Robbins is behavior performed by an employee which has a good impact
because it supports organizational effectiveness.
Organizational Citizenship Behavior (OCB) menurut organ dalam (Indarti et al.,
2017) mendefinisikan OCB sebagai perilaku individu yan diskresioner, tidak secara
langsung dan eksplisit menerima pengharaan dari sistem formal, dan efektifitas
keseluruhan mendorong fungsi oranisasi. Tindakan ini dilakukan secara gratis dan
sukarela;karena perilaku seperti itu tidak diperlukan oleh persyaratan peran atau uraian
tuas ttapi sebagai pilihan pribadi.
Aspek-aspek atau dimensi dalam Organizational Citizenship Behavior (OCB)
menurut organ dalam (Putri & Utami, 2017) adalah sebaai berikut : 1) Altruisme, 2)
Conscientiousness.3) Sportsmanship. 4) Courtesy..5) Civic Virtue.
Performance
According to (Busro, 2018) performance is work that has been successfully
demonstrated by workers with serious efforts in order to fulfill their duties and obligations.
Mathis and Jekson in (Busro, 2018) state that performance is basically what employees do
or don't do. What an employee does is interpreted as everything that an employee must do,
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while everything that an employee cannot do can also be said as performance. The more
obedient to the main tasks and functions that must be done, the better it will be in carrying
out the tasks and functions outlined in the OTK.
According to (Busro, 2018) Performance can be measured by the following
dimensions and indicators: 1) Work results with indicators (a) Quality of work results; (b)
Quantity of work results, and (3) Efficiency in carrying out tasks. 2) Work behavior with
the indicators: (a) Work discipline; (b) Initiatives; (c) Accuracy. 3) Personal characteristics
indicators: (a) Honesty; and (2) Creativity.
RESEARCH METHODS
Research design
In this study using an explanatory approach (explanatory research), which is to
study the causal relationship about the influence of the dependent and independent research
variables and explain its relationship to the hypothesis so that it can explain the direct and
indirect effects of organizational culture (X1) and organizational commitment (X2) on
organizational Citizenship Behavior (OCB) and the performance of educators at Musamus
Merauke University.
Population and Sample
(Sugiono 2019: 126) suggests that population is a collection of all elements of a type but
can be distinguished from one another because of its characteristics. According to Sugiono
(2019: 127) the sample is part of the number and characteristics possessed by the population.
Based on the above understanding, the population and sample in this study were 115 Muslim
university educators. Sampling used saturated samples so that there was no special technique
in sampling, the number of samples in this study was 115.
Collection Method
The data collection methods used in this study are as follows: 1) Interviews, interviews
were conducted to obtain initial data. 2) Observation, observation is made to see firsthand
the problems that occur in the field. 3) List of questions (questionnaire), namely data
collection techniques by distributing or giving questionnaires to the population and samples
that respond to the list of questions given 4) Literature study, namely by collect and study
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relevant data and support research, among others, learned from Musamus Merauke
University and other literature that supports this research.
DATA ANALYSIS
The most important part of this research is data analysis. Data analysis in this research
begins with data collection carried out by surveys and interviews. The types of data analysis
used in this research are:
1. Descriptive Statistical Analysis
This research is to calculate the results of the data processing, the calculation of the
frequency distribution and the mean value is used to provide an overview of the
description of the data obtained.
2. The analytical method used is Path Analysis.
In this study, to see the effect or indirect relationship or the direct relationship, the
researcher used the path analysis method which had been formulated in the hypothesis
so that it could be seen the effect of the treatment on these variables. The existence of
a relationship in these variables, the first step taken is to create a model that is outlined
in structural equations and path diagrams, then the Path Analysis will be systematically
depicted which will follow the structural model pattern. The results obtained in this
study were analyzed using statistical test tools using SPSS version 22 software.
Research Hypothesis
H1 = It is assumed that organizational culture has a direct effect on Organizational
Citizenship Behavior (OCB). H2 = It is assumed that organizational culture has a direct
effect on performance. H3 = It is assumed that organizational commitment has a direct
effect on Organizational Citizenship Behavior (OCB). H4 = It is assumed that
organizational commitment has a direct effect on performance. H5 = It is assumed that
the Organizational Citizenship Behavior (OCB) has a direct influence on. H6 = It is
suspected that organizational culture has an indirect effect on performance through
Organizational Citizenship Behavior (OCB). H7 = It is assumed that organizational
commitment has an indirect effect on employee performance through Organizational
Citizenship Behavior (OCB)
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RESULTS
Reliability Test
No Variable Cronbach’s Alpha Information
1 Organizational culture (X1) 0,894 Reliable
2 Organizational commitment (X2) 0,623 Reliable
3 Organizational Citizenship Behavior (OCB) (Y1) 0,833 Reliable
4 Work Performance (Y2) 0,959 Reliable
The reliability test of variables X1, X2, Y1 and Y2 which shows the variable organizational
culture (X1) with a cronbach alpha (α) value of 0.894> 0.5 which means reliable. Then for
the Organizational Commitment variable (X2) shows an alpha cronbach value (α) of 0.623>
0.5, which means that the question items used are reliable, the Organizational Citizenship
Behavior (OCB) (Y1) variable shows the alpha cronbach value (α) of 0.833> 0 , 5 which
means reliable, and for the Work Performance variable (Y2) shows the Cronbach alpha (α)
value of 0.959> 0.5 which means reliable.
Uji Autokorelasi
Endogenous variables Durbin watson
Organizational Citizenship Behavior (OCB) (Y1) 1,363 work performance (Y2) 2,473
Autocorrelation test was carried out using the Durbine Watson (DW) test with a
confidence level of α = 5% which is described as follows: (a) 1.65 <DW <2.35, there is no
autokeration. (B) 1.21 <DW <1, 65 or 2.35 <DW <2.79 cannot be concluded, DW <1.21
or DW <2.79 occurs autocorrelation. Based on the table above and in accordance with the
requirements to find out whether autocorrelation occurs or not, the value of the endogenous
variable watson durbin Organizational Citizenship Behavior (OCB) (Y1) = 1.69 <1.363
<2.35 which means there is no autocorrelation. The watson durbine value for work
performance variable (Y2) = 2.35 <2.473 <2.79 which means that it cannot be concluded.
Path Analysis
Direct Influence of Organizational Culture, Organizational Commitment to
Organizational Citizenship Behavior (OCB)
Model Summaryb
Model R RSquare Adjusted R Square Std. Error Of The Estimate
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1 ,819a ,671 ,665 2,91775
Predictors: (Constant), Organizational Commitment, Organizational Culture
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 1942,305 2 971,153
114,07
5
,000
b
Residual 953,486 112 8,513
Total 2895,791 114
a. Dependent Variable: Organizational Citizenship Behavior (OCB)
b. Predictors: (Constant), Organizational Commitment, Organizational Culture
Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t
sig
B Std. Error Beta
(Constant)
Organizational culture
Organizational Commitment
1,461
,322
,456
3,147
,065
,065
,368
,522
,464
4,946
7,020
,643
,000
,000
a. Dependent Variable: Organizational Citizenship Behavior (OCB)
Based on the results of data analysis using SPSS in the table above, it can be concluded that
the organizational commitment variable is able to explain the Organizational Citizenship
Behavior (OCB) variable for educators at Musamus Merauke University, which is 0.671%.
Then to jointly (simultaneously) the variables of organizational culture and organizational
commitment have a significant influence. a) while the rest is influenced by factors other
than these three factors, namely (100-67.1%) = 0.329%). Then the size of the other
variables is also an error (e) which is equal to 0.8191. As for the partial influence of each
of these variables, namely: (1) The direct influence of organizational culture variables on
Organizational Citizenship Behavior (OCB) on educational staff at Musamus Merauke
university can be seen from the Standardized Coefficients is X1 Y1 = p1 = 0.368. (2)
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The direct effect of the variable organizational commitment on the Organizational
Citizenship Behavior (OCB) variable 0.143 can be seen in the Standardized Coefficients
column, which is X2 Y1 = p2 = 0.522.
The direct influence of the variable organizational culture, organizational
commitment and work performance
Model Summaryb
a. Predictors: (Constant), Organizational Commitment, Organizational Culture b. Dependent Variable: Work Performance
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 1571,969 3 523,990
14,81
2 ,000b
Residual 3926,779 111 35,376
Total 5498,748 114
a. Dependent Variable: Work Performance
b. Predictors: (Constant), Organizational Commitment, Organizational Culture,
Organizational Citizenship Behavior (OCB)
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
sig
B
Std.
Error
Beta
(Constant)
Organizational culture
Organizational Commitment
Organizational Citizenship
Behavior (OCB)
25,014
0,025
0,006
0,711
6,421
0,146
0,159
0,193
0,020
0,005
0,516
3,896
0,168
0,036
3,691
0,000
0,867
0,971
0,000
a. Dependent Variable: Work Performance
It is known that for the value of the termination coefficient or R square is 0.286, it
can be concluded that the variables of organizational culture and organizational
Model R RSquare Adjusted R Square Std. Error Of The Estimate
1 ,535a ,286 ,267 5,94780
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commitment have an effect together (simultaneously), namely where the influence of each
variable is 28.6% and for the rest is 71.4%. which is influenced by other factors besides the
two variables. Other variables that affect organizational culture and organizational
commitment are also called error (e), which is 0.534. The summary of the partial influence
of each variable, namely:
Model Koefisien jalur t p R2
Sub structure 1 X1,X2 ke Y1
X1 (p Y1X1) 0,368 4,946 0,000 0,286
X2 (p X2 Y1) 0,522 7,020 0,000
Sub structure 2 X1,X2,Y1 ke Y2
X1 (p Y2X1) 0,020 0,168 0,867
X2 (p Y2 X1) 0,005 0,036 0,971 0,286
Y2 (p Y1 Y2) 0,516 3,691 0,000
Based on the summary value table and path coefficient 1 and 2, it can be concluded
that the magnitude of the direct effect, indirect effect and total effect between the variables.
Indirect influence (PL)
Total effect (TE)
DISCUSSION
The Influence of Organizational Culture on Organizational Citizenship Behavior
(OCB) of Teachers (Tendik) of Musamus Merauke University.
Statistical analysis to see the influence of organizational culture (X1) on
Organizational Citizenship Behavior (OCB) (Y1). So through path analysis it can be seen
that the value (p = 0.000) with the value in the Standardized Coefficients column is 0.368.
X1 → Y1 → Y2= (pY1X1 x pY1Y2)
= (0,368 x 0,516)
=0,1898
=0,18
X1 → Y1 → Y2= (pY1X2 x pY1Y2)
= (0,522 x 0,516)
=0,2693
= 0,26
Total Effect = PL+ PTL TE = p Y2X1 + (p Y2X1 x p Y1Y2)
= 0,020 +(0,368 x 0,516) = 0,2098 =0,20
Total Effect = PL+ PTL TE = p Y2X2 + (p Y2X2 x p Y1Y2) = 0,005 +(0,522 x 0,516)
= 0,2743 =0,27
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The significant value is 0.000, which is smaller than the standard p value set, which is 0.05.
With these results, it shows that organizational culture has a significant effect on
Organizational Citizenship Behavior (OCB) of the teaching staff of Musamus Merauke
University. So research hypothesis 1 (H1) can be stated that organizational culture has a
significant effect on Organizational Citizenship Behavior (OCB) of the teaching staff at
Musamus Merauke University, in this case research hypothesis 1 (H1) is accepted.
The results of this study prove that the stronger the organizational culture, the higher
the Organizational Citizenship Behavior (OCB) for educators (tendik) musamus merauke.
Organizational culture itself plays an important role in the organization because it can build
the spirit of apes and can foster loyal attitudes in organizations, especially regarding
Organizational Citizenship Behavior (OCB) so that totality can be created in work. This
means that organizational culture is a pattern of organizational beliefs and values that are
understood, imbued and practiced by the organization so that the pattern gives its own
meaning and becomes the basis for the rules of behavior in the organization (Bernadeta,
2016).
Organizational culture has a direct effect on the performance of the Musamus
Merauke University Teachers (Tendik)
After calculating and testing the significance of the -2 structure, the significance
value of X1 against Y2 is obtained, namely that organizational culture on performance is
statistically significant, thus the third hypothesis or H3 is accepted. The existence of a
significant influence between organizational commitment and work performance, the t
value of the study is greater than the t table, this means that organizational commitment has
a direct effect on performance and then the amount of organizational commitment to
performance is p = 0.020 or 20% which can be stated quite strong.
The results of this study are also reinforced by research conducted by (Sari, 2016)
with the results of research on the variable Organizational Culture on Employee
Performance with a coefficient of 0.62138, the coefficient is positive which means that if
the higher the Organizational Culture is applied, it will also be followed by an increase in
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Employee performance. Organizational culture shows a t-statistic value of 6.18528 greater
than 1.96%.
The commitment of the Teaching Personnel (Tendik) of Musamus Merauke
University has a direct effect on Organizational Citizenship Behavior (OCB)
Based on the results of data processing based on substructure testing -1, it can be
seen that the results show a significant value of X2 to Y1 (organizational commitment to
Organizational Citizenship Behavior (OCB) of educators (tendik)) based on statistical data
processing is significant, thus the second hypothesis or H2 received.
Then for the partial computation of the organizational commitment path coefficient
to the Organizational Citizenship Behavior (OCB) is 20.9% based on these results, it can
be said that organizational commitment is strong enough to influence Organizational
Citizenship Behavior (OCB) for teaching staff (tendik) Universias Musamus Merauke. The
results of this study are also in line with research conducted by (Kurniawan, 2015) that
there is an influence of Normative Commitment on Organizational Citizenship Behavior
(OCB) so that effective, normative and sustainable commitment affects Organizational
Citizenship Behavior (OCB). In another study conducted by (Jaya, 2016), namely with the
efforts of employees to direct all their abilities because of their high commitment to the
organization, theoretically as described previously will stimulate the emergence of
Organizational Citizenship Behavior (OCB).
Organizational commitment has a direct effect on the performance of the Musamus
Merauke University Teachers (Tendik)
After calculating and testing the significance of the -2 structure, the significance value of
X2 against Y2 is obtained, namely the organizational commitment to performance is
statistically significant, thus the third hypothesis or H3 is accepted.
The existence of a significant influence between organizational commitment and
work performance obtained by the number of t research is greater than t table, this means
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that organizational commitment has a direct effect on performance and then the amount of
organizational commitment to performance is 27.4% which can be stated quite strong. Then
the results of this study are also corroborated by the results of research conducted by (Lilis,
2015). The results of the path analysis show that commitment can have a direct effect on
employee performance at UPTD parking in the city of Surabaya.
Organizational Citizenship Behavior (OCB) has a direct effect on the performance of
the Musamus Merauke University Teaching Staff (Tendik).
Based on the results of statistical analysis which is to see the effect of Y1 on Y2 or
the Organizational Citizenship Behavior (OCB) variable on performance variables, the
results obtained are the value (p 0,000) then for the standard p value itself is mapped at 0.05
with a standardized coefficient value of 0.516. . Then the significant value, 000 where the
p value (p = 0.000) is smaller than the standard p value set, which is 0.05. From these results
it can be concluded that the research hypothesis of Organizational Citizenship Behavior
(OCB) satisfaction has a significant effect on the performance of the teaching staff at
Musamus Merauke University so that in this study research hypothesis five or H5 is
accepted.
Then this research is also supported by the results of regression analysis using the t test
(partial), it can be stated that variable organizational citizenship behavior (OCB) has a
significant effect on the performance of employees of PT. Urchindize Indonesia Madura as
evidenced by a significance value below 0.05. The results of the determination test were
15.4% of the effect of organizational citizenship behavior (OCB) on employee
performance.
Organizational culture affects performance through Organizational Citizenship
Behavior (OCB)
Based on the results of the path analysis or path analysis carried out to see the
influence of organizational culture on performance through the Organizational Citizenship
Behavior (OCB) teaching staff (Tendik) of Musamus Merauke University. In the analysis,
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it is known that the coefficient value of the direct influence of organizational culture on
performance is 0.020, while the value of the indirect effect is through Organizational
Citizenship Behavior (OCB), the coefficient value is 0.189. From these results it can be
seen that the indirect effect is greater than the direct effect. So it can be concluded that if
the indirect effect is greater than the direct effect, then there is a significant effect. Therefore
organizational culture has a significant effect on performance through Organizational
Citizenship Behavior (OCB). then the sixth research hypothesis or H6 is rejected.
There is an influence of organizational culture on the performance of unmus educators
(tendik), a coefficient value of 0.020 is obtained directly, while indirectly it is 0.189, where
the indirect effect value is 0.189 or 18% has that the indirect influence of organizational
culture variables There is performance through Organizational Citizenship Behavior (OCB)
is 0.18 or 18%. Meanwhile, the total influence of organizational culture on performance
through Organizational Citizenship Behavior (OCB) is 0.20 or 20%. This means that the
organizational culture at Musamus Merauke University will be better and will improve the
performance of the teaching staff (Tendik) of Musamus Merauke University through high
Organizational Citizenship Behavior (OCB), compared to direct influence. These findings
are also in line with research conducted by (Sholihin, 2019) The direct effect of
Organizational Culture (X2) on Employee Performance of 0.264. While the indirect effect
of organizational culture (X2) through work motivation is 0.330 x 0.469 = 0.154.
Organizational commitment affects employee performance through the
Organizational Citizenship Behavior (OCB) for Teachers (Tendik) at Musamus
Merauke University.
There is an effect of organizational commitment on the performance of teaching
staff (tendik) unmus, which is directly obtained by a coefficient value of 0.005, while
indirectly it is obtained at 0.269, where the value of the indirect effect of 0.269 or 26%
means that the variable indirect effect Organizational commitment to performance through
Organizational Citizenship Behavior (OCB) is 0.26 or 26%. Meanwhile, the effect of total
organizational commitment on performance through Organizational Citizenship Behavior
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(OCB) is 0.274 or 27%. This means that organizational commitment at Musamus Merauke
University will be better and will improve the performance of the teaching staff (Tendik)
of Musamus Merauke University through high Organizational Citizenship Behavior
(OCB), compared to direct influence. The results of this study are in line with the research
conducted by (Huda, 2018) with the results of the research on the effect of organizational
commitment variables on performance through organizational citizenship behavior (OCB)
x2 → z → y = (0,656 x 0,038) = 0,024928. While the direct influence of the variable
organizational commitment on performance is equal to X2 → Y = 0,745. So it can be
concluded that the direct influence of organizational commitment on performance is greater
than the indirect effect of organizational commitment on performance through
organizational citizenship behavior (OCB).
CONCLUSION
1. That organizational culture has a significant effect on organizational citizenship
behavior (OCB) of the Musamus Merauke University teaching staff.
2. Organizational commitment has a direct effect on performance and then the amount of
organizational commitment to performance.
3. Organizational commitment can be said to be quite strong in influencing organizational
citizenship behavior (OCB) of educators (tendik) Universias Musamus Merauke.
4. Organizational commitment has a direct effect on performance and then the amount of
organizational commitment to performance.
5. Organizational Citizenship Behavior (OCB) has a significant effect on the performance
of the teaching staff at Musamus Merauke University
6. Organizational culture has a significant effect on performance through Organizational
Citizenship Behavior (OCB).
7. Organizational culture has a significant effect on performance through Organizational
Citizenship Behavior (OCB).
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REFERENCES
Huda, M. (2018). The Influence of Organizational Culture and Organizational Commitment
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