RJOAS January 2025
by Partha Cokorda Istri Praba Cika, Putra Made Surya (Faculty of Economics and Business, University of Udayana, Bali, Indonesia)
Companies need good performing employees to achieve organizational goals. Organizational Citizenship Behavior (OCB) is voluntary employee behavior outside of formal duties that increases company productivity. OCB is affected by job satisfaction, which is a positive or negative feeling towards various aspects of work, which includes an evaluation of working conditions, environment, and social relationships. Job satisfaction encourages positive behavior, such as helping colleagues and improving organizational performance. In addition, Organizational commitment, which is the emotional attachment and identification of employees with the organization, also contributes to increasing OCB. This research was conducted at Senetan Villas and Spa Resort, Gianyar, with 56 respondents using saturated sampling method. The results showed that job satisfaction and Organizational commitment have a positive and significant effect on OCB. Job satisfaction also has a positive effect on Organizational commitment, which further mediates the effect of job satisfaction on OCB partially. Employees' OCB is quite high, although they are less active in helping coworkers because they focus on their respective tasks. This study recommends increasing job satisfaction and Organizational commitment through rewards, good communication, and work-life balance to improve overall OCB.
Companies are established with goals to be achieved, one of which is through the support of human resources (HR) who perform well as an important asset. Well-performing human resources not only complete the main tasks but are also willing to perform extra role behaviors or Organizational Citizenship Behavior (OCB), which can increase company productivity (Harper, 2015).
Senetan Villas and Spa Resort, a hospitality accommodation company located in Gianyar, Bali, offers various facilities such as villas with private pools, restaurants, spas, and recreational activities. However, based on the results of the pre-search through interviews with the HRD manager, it was found that employees' behavioral problems tend to only focus on their respective tasks without the initiative to help colleagues who are struggling. Lack of coordination between employees also affects individual performance. In addition, some employees leave the workplace early after completing their tasks, indicating low commitment and OCB behavior in the organization.
Organizational Citizenship Behavior (OCB) is the voluntary behavior of employees who help colleagues without expecting direct rewards. According to Pourkiani et al. (2014), OCB is behavior outside of formal duties that is not directly rewarded. Senewe (2013) emphasized that OCB involves voluntary efforts that provide benefits to the organization without reward. Greenberg (2010: 414) defines OCB as actions that go beyond the formal requirements of the job, while Paramita (2012) calls it a deep contribution that the company appreciates. Lakshmi & Simarmata (2015) added that OCB is the positive behavior of individuals who support organizational effectiveness voluntarily.
This study uses the two-factor motivation theory which states that job satisfaction has a direct effect on OCB. Satisfied employees tend to show extra behavior such as helping colleagues and showing loyalty. In addition, Organizational commitment also affects the level of OCB. Employees who have high commitment are more encouraged to support company goals. This theory explains how job satisfaction and Organizational commitment create a productive work environment to increase OCB behavior.
Previous research shows that job satisfaction plays an important role in influencing Organizational commitment and Organizational Citizenship Behavior (OCB). Studies by Ćulibrk et al. (2018), Özgedik & Güney (2023), Nurjanah et al. (2020), and others confirm that job satisfaction positively and significantly increases Organizational commitment. Similar findings are also supported by Tania & Sutanto (2013) and Puspitawati & Riana (2014), which strengthen the role of job satisfaction in shaping commitment to the organization.
In relation to OCB, research by Urbini et al. (2023), Conte & Landy (2019: 368), Elvina et al. (2023), and Kristian & Ferijani (2020) indicate a positive impact of job satisfaction on extra role behavior. Datingawati (2014) also concluded that job satisfaction has a significant effect on OCB. Other studies, such as Kumar et al. (2016) and Talukder (2019), highlighted that employees who feel valued and supported by the organization are more likely to demonstrate OCB as a form of reciprocity towards a positive work environment.
However, not all studies support a direct relationship between Organizational commitment and OCB. Darmawati et al. (2013) showed no significant effect between the two variables, while Takdir & Ali (2020) found a weak positive relationship. Similarly, Rahayu & Qurdiana (2020) showed that Organizational commitment does not act as a mediator in the relationship between job satisfaction and OCB.
Meanwhile, research by Sarianti & Ramadhi (2023) and Marlin et al. (2024) highlight the complexity of this relationship, with some findings showing that job satisfaction does not always have a significant impact on OCB. This suggests the need for further research to understand other factors that effect the relationship between job satisfaction, organizational commitment, and OCB.
The two-factor motivation theory proposed by Herzberg (1966) in Conte & Landy (2019: 321) distinguishes motivator factors and hygiene factors. Motivator factors include achievement, recognition, responsibility, nature of work, and self-development opportunities, which increase motivation and job satisfaction. In contrast, hygiene factors such as working conditions, company policies, salary, co-worker relations, and job security prevent dissatisfaction but do not directly increase motivation.
Herzberg in Conte & Landy (2019: 321) defines motivation as the drive to achieve certain goals, which are divided into intrinsic factors (internal drives such as satisfaction with responsibility) and extrinsic factors (external aspects such as rewards and work relationships). In Hasibuan (1990:177), Herzberg also links two categories of human needs based on Maslow's hierarchy: low-level (physical, security, social) and high-level (prestige, self-actualization) needs, asserting that the best motivation is achieved by meeting high-level needs. Factors such as company policies and adequate compensation also support job satisfaction, which in turn improves performance (Robbins, 2001: 170).
According to Greenberg & Baron (2003: 153), Herzberg's two-factor theory explains job satisfaction and dissatisfaction. Motivator factors increase satisfaction without causing dissatisfaction if they are not met, including achievement, promotion, responsibility, and the nature of the job. Hygiene factors, such as interpersonal relationships, job security, company policies, salary, and working conditions, prevent dissatisfaction without increasing motivation.
Robbins & Judge (2013: 118) assert that job satisfaction encourages Organizational Citizenship Behavior (OCB), which is a contribution beyond routine tasks, such as supporting colleagues and contributing higher performance. Research by Foote & Tang (2008) and Miao (2011) supports the positive relationship between job satisfaction and OCB. Greenberg (2010: 23) also states that job satisfaction affects low turnover and absenteeism, as well as better performance and OCB. The level of employee OCB is in line with job satisfaction and organizational commitment.
Research conducted by Urbini et al. (2023) states that job satisfaction variables have a positive and significant effect on OCB. The same thing was also conveyed by Conte & Landy (2019: 368), who stated that job satisfaction has a positive and significant effect on OCB. This finding is reinforced by Elvina et al. (2023), who found that job satisfaction has a positive and significant impact on OCB. Kristian & Ferijani (2020) also revealed the same thing, namely that job satisfaction has a positive and significant effect on OCB. Nurjanah et al. (2020) stated that job satisfaction has a positive and significant effect on OCB. A similar conclusion was expressed by Sondeng & Husain (2020), who emphasized that job satisfaction has a positive and significant effect on OCB.
Based on these findings, the hypotheses of this study are:
H1: Job satisfaction has a positive and significant effect on OCB.
Research conducted by Ćulibrk et al. (2018) states that job satisfaction has a positive and significant effect on organizational commitment. The same thing was also conveyed by Özgedik & Güney (2023), which revealed that job satisfaction has a positive and significant effect on organizational commitment. Nurjanah et al. (2020) also stated that job satisfaction has a positive and significant impact on organizational commitment. Brown & Barker (2019) found that job satisfaction has a positive and significant effect on organizational commitment. Lin & Lin (2011) also concluded the same thing, namely that job satisfaction has a positive and significant impact on organizational commitment. Pradhiptya (2013) confirmed that job satisfaction has a positive and significant effect on organizational commitment. Based on previous studies, it can be interpreted that the higher the job satisfaction, the higher the organizational commitment. The same results are also stated in research conducted by Tania & Sutanto (2013) that job satisfaction has a positive and significant effect on organizational commitment and research conducted by Puspitawati & Riana (2014) job satisfaction has a significant positive effect on organizational commitment. Based on these findings, the hypothesis of this study is:
H2: Job satisfaction has a positive and significant effect on organizational commitment.
Research conducted by Ibrahim & Aslinda (2013) states that Organizational commitment has a positive and significant effect on Organizational Citizenship Behavior (OCB). The same thing was also revealed by Asiedu et al. (2014), which states that Organizational commitment has a positive and significant effect on OCB. Grego-Planer (2019) also found that Organizational commitment has a positive and significant impact on OCB. Endratmoko & Aulia (2021) support these findings by stating that Organizational commitment has a positive and significant effect on OCB. Nurjanah et al. (2020) also revealed that Organizational commitment has a positive and significant impact on OCB. A similar conclusion was conveyed by Ristiana (2013), who confirmed that Organizational commitment has a positive and significant effect on OCB. Research conducted by Kencanawati (2014) which states that Organizational commitment has a significant effect on OCB. This shows that the higher the employee's commitment to the company, the employee's OCB will also increase. Based on these findings, the hypothesis of this study is:
H3: Organizational commitment has a positive and significant effect on Organizational Citizenship Behavior.
Research conducted by Nurjanah et al. (2020) states that Organizational commitment can be an intermediary variable between job satisfaction and Organizational Citizenship Behavior (OCB). The same thing was also revealed by Widyanto, et al. (2013), which states that Organizational commitment acts as an intermediary variable between job satisfaction and OCB. This statement is supported by research conducted by Pradhiptya (2013) which states that Organizational commitment is proven as a mediating variable between job satisfaction and OCB. Research conducted by Barusman & Mihdar (2014) states that the effect of job satisfaction on OCB through Organizational commitment as a moderator. These results indicate that a high level of job satisfaction can increase Organizational commitment, which in turn contributes to an increase in Organizational Citizenship Behavior. Based on these findings, the hypotheses of this study are:
H4: Job satisfaction has a positive and significant effect on Organizational Citizenship Behavior with Organizational commitment as a mediating variable.
This research is a causal associative research with a quantitative approach to test the relationship between Job satisfaction (X) as an exogenous variable, Organizational commitment (Z) as a mediating variable, and Organizational Citizenship Behavior (OCB) (Y) as an endogenous variable. The research was conducted at Senetan Villas and Spa Resort, Gianyar, focusing on employees as research subjects. This study uses quantitative and qualitative data obtained through questionnaires, interviews with HRD managers, and secondary data related to the organization. OCB variables were measured based on dimensions from Organ (Suryanatha et al., 2016; Mahayasa et al., 2018) including altruism, courtesy, sportsmanship, civic virtue, and conscientiousness. Job satisfaction is measured by indicators from Luthans (2006), such as the job itself, salary, promotion, supervision, coworkers, and working conditions. Organizational commitment is measured using dimensions from Chong & Law (2016), namely affective, continuance, and normative commitment. This study involved the entire employee population (56 people) using the saturated sampling method. Data were collected through surveys using questionnaires distributed through questionnaire distribution and direct interviews to explore management issues in the company. The analysis technique used in this study was measured by the Structural Equation Modeling (SEM) method using Partial Least Square (PLS).
This study involved 56 respondents who were employees of Senetan Villas and Spa Resort. The majority of respondents were female (64.29%), in line with the needs of the hospitality industry which prioritizes interpersonal skills in housekeeping, spa, and food & beverage. In terms of education, most respondents had a high school education (85.71%), which is relevant to the practical skills required by the industry. The largest age range is 18-27 years old (73.21%) due to the demands of stamina and flexibility of working hours in the hospitality sector. Job satisfaction levels were high with an average of 4.11, where the “Coworkers” dimension had the highest score (4.18), while the “Perceived Fair Pay or Rewards” dimension had the lowest average (4.04). Organizational commitment was also high with an average of 4.12, with the “Affective Commitment” dimension as the highest (4.14) and “Normative Commitment” as the lowest (4.08). Organizational citizenship behavior was moderately high with an average of 2.80, where the “Courtessy” dimension had the highest average (2.93) and “Conscientiousness” the lowest (2.72). These findings indicate that although the levels of satisfaction, commitment, and organizational citizenship behavior are quite positive, there are aspects that still require further attention and improvement, especially related to perceived fair rewards, job responsibilities, and employee initiative.
Valid means that the instrument can be used to measure what should be measured (Sugiyono, 2019: 175). The validity test aims to determine that statements in the questionnaire should be deleted or replaced because they are considered irrelevant. The validity test using SEM-PLS with reflective indicators is assessed based on the loading factor or outer loading value of the indicators that measure these variables. This study uses outer loading above 0.50 because it is the initial stage of developing a measurement scale (Ghozali, 2016: 28). The outer model measurement model ensures that the measurements taken are valid and reliable. This measurement model uses several evaluations: convergent validity, discriminant validity, and composite reliability tests. The analysis results show that all items of the lower and upper orders have shown a value (outer loading) of more than 0.50. This means that all items can be used to measure variables and have met the convergent validity criteria.
Table 1 shows that the root AVE value for each variable is higher than the correlation value between other variables, this can provide a conclusion that all variables in this study have met discriminant validity. Besides the validity test, a reliability test was also carried out which was measured by composite reliability. The variable is declared reliable if the composite reliability value is> 0.70.
Table 2 shows that the composite reliability value of each variable has a value> 0.70. This indicates that all variables in this study meet the reliability requirements.
The calculation of the R-Square (R2) value aims to see the magnitude of the correlation value of the endogenous variables resulting from the PLS estimate on each path.
Table 3 shows that the R-square value of the Organizational commitment variable is 0.644. It can be interpreted that 64.4 percent of the variability of the Organizational commitment construct is explained by the independent variables in the model used, while the remaining 35.6 percent is explained by variables outside the model. The Organizational Citizenship Behavior variable has an R-square value of 0.716, meaning that 71.6 percent of its variability is explained by the independent variables in the model used, while the remaining 28.4 percent is explained by variables outside the model.
The results of this calculation show that the Q2 value is 0.899 which is greater than 0 (0.899> 0), so it can be interpreted that the research model is good because it has a relevant predictive value, which is 89.9 percent. This shows that the variation in the Organizational Citizenship Behavior variable can be explained by the variables used, namely the Organizational commitment and Job satisfaction variables, while as much as 10.1 percent is explained by other variables outside this research model.
There are two values that must be met in testing the hypothesis, namely the p-value is less than the alpha value of 5% or <0.05 and the t-statistic value must have a value greater than 1.96. The following are the results of the calculation of the significance of each relationship between variables in this study. The results of the empirical model analysis of the research were carried out using PLS analysis which can be seen in Figure 2.
The job satisfaction variable has a path coefficient value of 0.624, a t-statistics value of 5.981, and a p-value of 0. Because the p-value is less than 0.05 and the t-statistics value is more than 1.96, H1 is accepted. This shows that job satisfaction has a positive and significant effect on Organizational Citizenship Behavior. The higher the job satisfaction, the higher the Organizational Citizenship Behavior.
The job satisfaction variable has a path coefficient value of 0.802, a t-statistics value of 12.944, and a p-value of 0.00. Because the p-value is less than 0.05 and the t-Statistics value is more than 1.96, H2 is accepted. This shows that job satisfaction has a positive and significant effect on organizational commitment. The higher the job satisfaction, the higher the organizational commitment.
The Organizational commitment variable has a Path Coefficient value of 0.259, a t-Statistics value of 2.373, and a p-value of 0.021. Because the p-value is less than 0.05 and the t-Statistics value is more than 1.96, H3 is accepted. This shows that Organizational commitment has a positive and significant effect on Organizational Citizenship Behavior. The higher the Organizational commitment, the higher the Organizational Citizenship Behavior.
The results of the analysis of the effect of Job satisfaction on Organizational Citizenship Behavior through Organizational commitment show a Path Coefficient value of 0.208 and a p-value of 0.032 greater than 0.05 (p-value <α), then H4 is accepted. This shows that Organizational commitment partially mediates the effect of Job satisfaction on Organizational Citizenship Behavior positively and significantly. Organizational commitment mediates the effect of Job satisfaction on Organizational Citizenship Behavior partially (complementary partial mediation) because P1, P2, and P3 as a whole have positive and significant values.
This study reveals that job satisfaction has a positive and significant effect on Organizational Citizenship Behavior (OCB) at Senetan Villas and Spa Resort. Employees who are satisfied with their jobs tend to show extra behavior that supports the success of the organization, such as helping coworkers and providing optimal service to guests. This positive and significant relationship indicates that an increase in job satisfaction will be followed by an increase in OCB, in line with research from Urbini et al. (2023), Conte & Landy (2019:368), Elvina et al. (2023), Kristian & Ferijani (2020), Nurjanah et al. (2020), and Sondeng & Husain (2020). Job satisfaction has also been shown to have a positive and significant effect on organizational commitment. Employees who are satisfied with their work environment, rewards, and relationships with coworkers tend to show higher loyalty and dedication to the organization. This relationship is supported by previous studies from Ćulibrk et al. (2018), Özgedik & Güney (2023), Nurjanah et al. (2020), Brown & Barker (2019), Lin & Lin (2011), and Pradhiptya (2013). Furthermore, Organizational commitment also has a positive and significant effect on OCB. Employees with a high level of commitment tend to engage in voluntary work behavior such as helping coworkers and maintaining the quality of work relationships, in accordance with the findings of Ibrahim & Aslinda (2013), Asiedu et al. (2014), Grego-Planer (2019), Endratmoko & Aulia (2021), Nurjanah et al. (2020), and Ristiana (2013). In addition, Organizational commitment has been shown to mediate the relationship between job satisfaction and OCB, which is included in the complementary partial mediation category. Increasing job satisfaction will strengthen Organizational commitment, which ultimately drives an increase in OCB. This finding is supported by research by Nurjanah et al. (2020), Widyanto et al. (2013), Pradhiptya (2013), and Barusman & Mihdar (2014). The implications of this study indicate that the management of Senetan Villas and Spa Resort needs to improve job satisfaction and strengthen organizational commitment to encourage more consistent and sustainable OCB behavior for the success of the organization.
Based on the results of research and analysis on the effect of job satisfaction on Organizational Citizenship Behavior (OCB) with Organizational commitment as a mediating variable at Senetan Villas and Spa Resort, several important things are concluded. Job satisfaction is proven to have a positive and significant effect on OCB, which shows that increasing employee job satisfaction will significantly increase OCB behavior in the organizational environment. In addition, job satisfaction also has a positive and significant effect on Organizational commitment, which indicates that when employee job satisfaction increases, their commitment to the organization also increases significantly.
Organizational commitment itself has a positive and significant effect on OCB. This means that the higher the level of employee Organizational commitment, the more their OCB behavior will increase significantly. Furthermore, Organizational commitment is proven to mediate the effect of job satisfaction on OCB through the complementary partial mediation mechanism. This shows that increasing job satisfaction has a direct impact on increasing OCB behavior, and some of this effect occurs through increasing Organizational commitment. Thus, the relationship between job satisfaction, Organizational commitment, and OCB behavior mutually reinforce each other in forming positive dynamics in the organizational environment.
Original paper, i.e. Figures, Tables, References, and Authors' Contacts available at http://rjoas.com/issue-2025-01/article_05.pdf