Effect Of Job Satisfaction And Organizational Commitment To Organizational Citizenship Behavior (OCB) Dipt. Bank Central Asia, Tbk Medan Main Branch Office

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Effect of Job Satisfaction and Organizational Commitment on Organizational Citizenship Behavior (OCB) at PT. Bank Central Asia, Tbk Medan Main Branch Office

Introduction

In today's fast-paced and competitive business environment, organizations are constantly seeking ways to improve employee performance and overall organizational performance. One key aspect of this is organizational citizenship behavior (OCB), which refers to the voluntary actions that employees take to support their organization beyond their official job responsibilities. OCB is a critical component of organizational success, as it can lead to increased productivity, improved employee morale, and enhanced customer satisfaction. However, the factors that influence OCB are complex and multifaceted, and understanding these factors is essential for organizations to develop effective strategies to promote OCB.

Background

Organizational citizenship behavior (OCB) is a concept that was first introduced by Organ (1988) and has since been extensively studied in the field of organizational behavior. OCB refers to the voluntary actions that employees take to support their organization beyond their official job responsibilities. These actions can include helping colleagues, participating in corporate social activities, and contributing to the organization's success in other ways. OCB is considered a critical component of organizational success, as it can lead to increased productivity, improved employee morale, and enhanced customer satisfaction.

Theoretical Framework

The theoretical framework of this study is based on the concept of work psychology, which suggests that employees who are satisfied with their work tend to show better attitudes and behaviors. Job satisfaction includes aspects such as salary, work environment, relationships with coworkers, and opportunities to develop. Employees who are satisfied tend to have high motivation, which has a positive impact on their initiative to contribute more to the organization, even outside of their official responsibilities.

Organizational commitment, on the other hand, refers to the extent to which employees feel bound and committed to the goals and values of the organization. When employees have a high commitment, they are more likely to participate in activities that support the success of the organization, including citizenship behavior that includes mutual assistance, support for colleagues, and involvement in corporate social activities.

Methodology

This study aims to reveal the effect of job satisfaction and organizational commitment on organizational citizenship behavior (OCB) at PT. Bank Central Asia, Tbk Medan Main Branch Office. In this study, the population studied consisted of 75 employees who worked in the company. Sampling was carried out by the nonprobability sampling method, where all 75 employees were made respondents. Data was collected through a questionnaire and then analyzed using multiple linear regression analysis.

Results

The results of this study showed that job satisfaction and organizational commitment simultaneously had a positive and significant influence on organizational citizenship behavior (OCB). Separately, the results show that job satisfaction has a positive and significant influence on OCB, as well as organizational commitments that also contribute positively and significantly.

Discussion

The effect of job satisfaction on OCB can be explained through the concept of work psychology, where employees who are satisfied with their work tend to show better attitudes and behaviors. Job satisfaction includes aspects such as salary, work environment, relationships with coworkers, and opportunities to develop. Employees who are satisfied tend to have high motivation, which has a positive impact on their initiative to contribute more to the organization, even outside of their official responsibilities.

Meanwhile, organizational commitment refers to the extent to which employees feel bound and committed to the goals and values of the organization. When employees have a high commitment, they are more likely to participate in activities that support the success of the organization, including citizenship behavior that includes mutual assistance, support for colleagues, and involvement in corporate social activities.

Conclusion

In conclusion, this study provides valuable insight into the factors that influence organizational citizenship behavior (OCB) at PT. Bank Central Asia, Tbk Medan Main Branch Office. The results of this study show that job satisfaction and organizational commitment have a positive and significant influence on OCB. This emphasizes the importance of human resource management to create a work environment that supports and programs that increase employee satisfaction and commitment.

Recommendations

Based on the findings of this study, the following recommendations are made:

  1. Prioritize policy development: Companies like PT. Bank Central Asia, Tbk need to prioritize policy development aimed at increasing job satisfaction and organizational commitment, in order to encourage better citizenship behavior among employees.
  2. Implement training and development programs: Strategies such as training and development, awarding, and open communication can help improve job satisfaction and organizational commitment.
  3. Encourage employee participation: Encourage employees to participate in activities that support the success of the organization, including citizenship behavior that includes mutual assistance, support for colleagues, and involvement in corporate social activities.

Limitations

This study has several limitations, including:

  1. Small sample size: The sample size of this study is relatively small, which may limit the generalizability of the findings.
  2. Cross-sectional design: This study uses a cross-sectional design, which may not capture the dynamic nature of organizational citizenship behavior.

Future Research Directions

Future research directions include:

  1. Longitudinal study: Conduct a longitudinal study to examine the dynamic nature of organizational citizenship behavior.
  2. Large sample size: Conduct a study with a larger sample size to increase the generalizability of the findings.
  3. Multi-level analysis: Conduct a multi-level analysis to examine the influence of organizational citizenship behavior on employee performance and overall organizational performance.
    Frequently Asked Questions (FAQs) about the Effect of Job Satisfaction and Organizational Commitment on Organizational Citizenship Behavior (OCB)

Q: What is organizational citizenship behavior (OCB)?

A: Organizational citizenship behavior (OCB) refers to the voluntary actions that employees take to support their organization beyond their official job responsibilities. These actions can include helping colleagues, participating in corporate social activities, and contributing to the organization's success in other ways.

Q: What is the relationship between job satisfaction and OCB?

A: The results of this study show that job satisfaction has a positive and significant influence on OCB. Employees who are satisfied with their work tend to show better attitudes and behaviors, which can lead to increased motivation and a greater willingness to contribute to the organization.

Q: What is the relationship between organizational commitment and OCB?

A: The results of this study show that organizational commitment has a positive and significant influence on OCB. Employees who feel bound and committed to the goals and values of the organization are more likely to participate in activities that support the success of the organization, including citizenship behavior.

Q: What are some strategies that organizations can use to increase job satisfaction and organizational commitment?

A: Some strategies that organizations can use to increase job satisfaction and organizational commitment include:

  • Implementing training and development programs to help employees develop new skills and advance in their careers
  • Providing opportunities for employees to participate in decision-making and contribute to the organization's success
  • Recognizing and rewarding employees for their contributions to the organization
  • Encouraging open communication and feedback between employees and management

Q: What are some benefits of OCB for organizations?

A: Some benefits of OCB for organizations include:

  • Increased productivity and efficiency
  • Improved employee morale and engagement
  • Enhanced customer satisfaction and loyalty
  • Increased competitiveness and success in the marketplace

Q: What are some challenges that organizations may face in promoting OCB?

A: Some challenges that organizations may face in promoting OCB include:

  • Difficulty in measuring and evaluating OCB
  • Limited resources and budget to implement strategies to promote OCB
  • Resistance to change from employees or management
  • Difficulty in balancing the needs of different stakeholders, including employees, customers, and shareholders

Q: What are some future research directions for studying OCB?

A: Some future research directions for studying OCB include:

  • Conducting longitudinal studies to examine the dynamic nature of OCB
  • Examining the influence of OCB on employee performance and overall organizational performance
  • Investigating the role of leadership and management in promoting OCB
  • Developing and testing interventions to promote OCB in different organizational contexts.

Q: What are some practical implications of this study for organizations?

A: Some practical implications of this study for organizations include:

  • Recognizing the importance of job satisfaction and organizational commitment in promoting OCB
  • Implementing strategies to increase job satisfaction and organizational commitment, such as training and development programs and recognition and rewards
  • Encouraging open communication and feedback between employees and management
  • Developing and testing interventions to promote OCB in different organizational contexts.

Q: What are some limitations of this study?

A: Some limitations of this study include:

  • Small sample size
  • Cross-sectional design
  • Limited generalizability of the findings to other organizations and contexts.

Q: What are some future research directions for studying the relationship between job satisfaction and OCB?

A: Some future research directions for studying the relationship between job satisfaction and OCB include:

  • Conducting longitudinal studies to examine the dynamic nature of the relationship between job satisfaction and OCB
  • Examining the influence of job satisfaction on OCB in different organizational contexts
  • Investigating the role of leadership and management in promoting job satisfaction and OCB
  • Developing and testing interventions to promote job satisfaction and OCB in different organizational contexts.