Differences In Organizational Citizenship Behavior (OCB) Employees In Terms

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Differences in Organizational Citizenship Behavior (OCB) Employees in Terms of Big-Five Personality and Types of Organizational Commitment at PT Pertamina UPMS I Medan

Introduction

Organizational citizenship behavior (OCB) is a crucial aspect of an organization's success, as it refers to the behaviors that employees exhibit beyond their formal job requirements. These behaviors can have a significant impact on the organization's performance, productivity, and overall success. In this study, we aim to investigate the differences in OCB among employees at PT Pertamina UPMS I Medan, a leading energy company in Indonesia, based on two main factors: Big-Five personality and types of organizational commitment.

Background

OCB is a complex and multifaceted concept that has been extensively studied in the field of organizational behavior. Research has shown that OCB is influenced by various factors, including personality, organizational commitment, and job satisfaction. The Big-Five personality traits, which include neuroticism, extraversion, openness, agreeableness, and conscientiousness, have been widely studied as predictors of OCB. Additionally, organizational commitment, which refers to an employee's emotional attachment to the organization, has been shown to be a significant predictor of OCB.

Methodology

This study involved 104 employees of PT Pertamina UPMS I Medan, who were selected using a stratified random sampling method. The participants completed three scales: the OCB scale, the Big-Five personality scale, and the organizational commitment scale. The data were analyzed using descriptive statistics and inferential statistics, including t-tests and ANOVA.

Results

The results of the data analysis showed that there was no significant difference in OCB based on Big-Five personality types. This suggests that, in the context of PT Pertamina UPMS I Medan, differences in Big-Five personality are not a significant determinant of high citizenship behavior. However, the study found significant differences in OCB based on the type of organizational commitment. Employees who had an affective commitment to the organization showed a higher OCB level compared to employees who had normative continuity and commitment commitment.

Affective Commitment

Employees who have affective commitments tend to feel bound by the organization and have a sense of pride to be part of the organization. They are encouraged to contribute more than expected because they feel they have emotional bonds and a sense of belonging to the organization. Affective commitment is a key factor in encouraging employees to show behavior outside of their formal tasks.

Continuity Commitment

This commitment is based on costs that must be borne by employees if they decide to leave the organization. Employees with continuity commitment tend to survive in the organization because they do not want to lose the benefits they get, such as salary or job status. Continuity commitment is a more pragmatic approach to organizational commitment, where employees are motivated by self-interest rather than emotional attachment.

Normative Commitment

This commitment is driven by a sense of obligation or moral to remain in the organization. Employees with normative commitments feel they have the obligation to be loyal to the organization because they feel they have received many benefits from the organization. Normative commitment is a more moralistic approach to organizational commitment, where employees feel a sense of duty to the organization.

Conclusion

This study provides a deeper understanding of the factors that influence OCB in PT Pertamina UPMS I Medan. Although Big-Five personality has no significant influence, this study shows that affective commitment has an important role in encouraging OCB. With a focus on strategies to build strong affective commitments, PT Pertamina UPMS I Medan can increase the OCB level of its employees, which will ultimately contribute to the overall performance and success of the organization.

Recommendations

Based on the findings of this study, we recommend the following strategies to build strong affective commitments among employees:

  • Building a positive organizational culture: Building a positive and supportive organizational culture can increase the sense of ownership and pride of employees, thus encouraging them to show organizational citizenship behavior.
  • Improving communication and transparency: Providing clear and transparent information and communication to employees can increase their trust and involvement.
  • Providing recognition and appreciation: Providing recognition and appreciation for employee contributions can increase their affective motivation and commitment.

By implementing these strategies, PT Pertamina UPMS I Medan can create a work environment that fosters a sense of belonging, pride, and commitment among its employees, ultimately leading to increased OCB and improved organizational performance.

Limitations

This study has several limitations that should be noted. Firstly, the sample size was relatively small, which may limit the generalizability of the findings. Secondly, the study only focused on two factors: Big-Five personality and types of organizational commitment. Future studies should investigate other factors that may influence OCB, such as job satisfaction, leadership style, and organizational culture.

Future Research Directions

Future research should investigate the following directions:

  • Investigating the relationship between OCB and job satisfaction: This study should explore the relationship between OCB and job satisfaction, and how job satisfaction can influence OCB.
  • Examining the impact of leadership style on OCB: This study should investigate the impact of leadership style on OCB, and how different leadership styles can influence OCB.
  • Developing a comprehensive model of OCB: This study should develop a comprehensive model of OCB that incorporates multiple factors, including Big-Five personality, types of organizational commitment, job satisfaction, and leadership style.

By exploring these research directions, we can gain a deeper understanding of the factors that influence OCB and develop effective strategies to promote OCB in organizations.
Frequently Asked Questions (FAQs) about Organizational Citizenship Behavior (OCB)

Q: What is Organizational Citizenship Behavior (OCB)?

A: Organizational Citizenship Behavior (OCB) refers to the behaviors that employees exhibit beyond their formal job requirements. These behaviors can have a significant impact on the organization's performance, productivity, and overall success.

Q: What are the types of Organizational Citizenship Behavior (OCB)?

A: There are several types of OCB, including:

  • Altruism: Helping others in the organization, such as providing support or assistance.
  • Conscientiousness: Following rules and procedures, and being responsible and reliable.
  • Sportsmanship: Being a good sport, and accepting criticism or feedback graciously.
  • Courtesy: Being polite and courteous to others, and showing respect for others' opinions and feelings.
  • Teamwork: Collaborating with others to achieve a common goal.

Q: What are the factors that influence Organizational Citizenship Behavior (OCB)?

A: Several factors can influence OCB, including:

  • Big-Five personality: Personality traits such as extraversion, agreeableness, and conscientiousness can influence OCB.
  • Organizational commitment: Employees who are committed to the organization are more likely to exhibit OCB.
  • Job satisfaction: Employees who are satisfied with their job are more likely to exhibit OCB.
  • Leadership style: The leadership style of the organization can influence OCB, with transformational leaders being more likely to encourage OCB.
  • Organizational culture: The culture of the organization can influence OCB, with organizations that value teamwork and collaboration being more likely to encourage OCB.

Q: What are the benefits of Organizational Citizenship Behavior (OCB)?

A: The benefits of OCB include:

  • Improved productivity: OCB can lead to improved productivity and efficiency.
  • Increased job satisfaction: OCB can lead to increased job satisfaction and engagement.
  • Better teamwork: OCB can lead to better teamwork and collaboration.
  • Improved customer satisfaction: OCB can lead to improved customer satisfaction and loyalty.
  • Competitive advantage: OCB can provide a competitive advantage for the organization.

Q: How can organizations encourage Organizational Citizenship Behavior (OCB)?

A: Organizations can encourage OCB by:

  • Building a positive organizational culture: Creating a culture that values teamwork, collaboration, and OCB.
  • Providing opportunities for growth and development: Providing opportunities for employees to grow and develop, and to take on new challenges.
  • Recognizing and rewarding OCB: Recognizing and rewarding employees who exhibit OCB.
  • Providing feedback and coaching: Providing feedback and coaching to employees to help them develop their OCB skills.
  • Leading by example: Leaders should model the behavior they expect from their employees.

Q: What are the challenges of measuring Organizational Citizenship Behavior (OCB)?

A: Measuring OCB can be challenging because:

  • OCB is not always visible: OCB is not always visible, and may not be easily measurable.
  • OCB can be subjective: OCB can be subjective, and may be influenced by individual perspectives and biases.
  • OCB can be influenced by external factors: OCB can be influenced by external factors, such as organizational culture and leadership style.
  • OCB can be difficult to quantify: OCB can be difficult to quantify, and may require the use of indirect measures.

Q: What are the implications of Organizational Citizenship Behavior (OCB) for organizations?

A: The implications of OCB for organizations include:

  • Improved productivity and efficiency: OCB can lead to improved productivity and efficiency.
  • Increased job satisfaction and engagement: OCB can lead to increased job satisfaction and engagement.
  • Better teamwork and collaboration: OCB can lead to better teamwork and collaboration.
  • Improved customer satisfaction and loyalty: OCB can lead to improved customer satisfaction and loyalty.
  • Competitive advantage: OCB can provide a competitive advantage for the organization.

By understanding the factors that influence OCB, and by implementing strategies to encourage OCB, organizations can reap the benefits of OCB and achieve improved productivity, job satisfaction, and customer satisfaction.