Effect of Job Satisfaction and Organizational Commitment on

Organizational Citizenship Behavior

Novitasari

Department of Management, STIE Trisna Negara, South Sumatra, Indonesia

Keywords: Organizational commitment, Job satisfaction, organizational citizenship behaviour.

Abstract: The purpose of the research study is to determine the effect of organizational commitment and job satisfaction

on organizational citizenship behaviour. This research is a correlational study where the samples are the

Administration Division employees of SMK Negeri 1 SemendawaiSuku III. The methodology of this research

is using a survey method and was analyzed through multiple regression analysis. The finding show that the

job satisfaction variable has a positive and significant effect on the organizational citizenship behaviour

variable, while the organizational commitment effect is not significant

1 INTRODUCTION

Entering the current era of globalization, competition

among a school between countries is getting tougher,

because competitiveness between schools is

increasingly showing quality, especially school

management. Facing these situations and conditions,

schools must determine their management strategies

and policies, especially in the field of human

resources (HR). HR management is now a must and

is no longer an option if the school wants to develop.

Human Resources is very important in an

organization, because the effectiveness and success of

an organization are very dependent on the quality and

performance of human resources that exist in the

organization. High performance of human resources

(employees) will encourage the emergence of

organizational citizenship behaviour(OCB), which is

behaviour beyond what the company has

standardized (Krietner&Kinicki, 2004). Although it

is still considered rare, the emergence of OCB is a

positive thing for companies, not least in SMK Negeri

1 SemendawaiSuku III, which is one of the schools

that has implemented OCB in improving the

performance of employees/employees in schools in

the form of good quality of employee services to

stakeholders. The emergence of OCB can be a picture

of high performance in the organization.

Organizational Citizenship Behavior can arise from

various factors in the organization, including because

of job satisfaction from employees and high

organizational commitment (Robbin & Judge, 2007).

When employees feel satisfaction with the work

done, then the employee will work optimally in

completing his work, even doing some things that

might be outside his duties. Likewise, when someone

has a high commitment to the organization, then that

person will do anything to advance the company

because of his belief in the organization (Luthans,

1995). When someone gets job satisfaction and has a

high commitment to the organization, employees will

provide good service and vice versa, when employees

do not experience satisfaction than the services

provided to consumers, in this case, students and

lecturers can be unsatisfactory.

Job satisfaction is defined as a person's emotional

response to aspects in or on the whole work (Nawawi,

1998). The emotional state or attitude of a person will

be shown in the form of responsibility, attention, and

the development of performance.

Based on the background above, the authors are

interested in examining the effect of job satisfaction

on OCB Administration of SMK Negeri1

SemendawaiSuku III and the influence of

organizational commitment to OCB Administration

at SMK Negeri 1 SemendawaiSuku III.

Job satisfaction is an affective or emotional

response from a job (Krieter&Kinicki, 2004). From

the above understanding, positive and negative

feelings experienced by employees cause a person

can experience job satisfaction, and dissatisfaction is

a complex problem, because it comes from various

work elements, for example towards their work,

salary/wages, promotions, supervision, coworkers, or

as a whole. From the various studies that have been

done a lot, when employees are asked about the

Novitasari, .

Effect of Job Satisfaction and Organizational Commitment Organizational Citizenship Behavior Against.

DOI: 10.5220/0009962906950698

In Proceedings of the International Conference of Business, Economy, Entrepreneurship and Management (ICBEEM 2019), pages 695-698

ISBN: 978-989-758-471-8

695

response of the work they have done, the results vary

for various elements of work. From the results of the

study, in general, employees feel overall satisfaction

(Robbins & Judge, 2007). A highly committed

individual is likely to see himself as a true member of

the organization. According to Luthans (1995),

organizational commitment is defined as a strong

desire to remain as a member of a particular

organization; the desire to try hard according to the

wishes of the organization; and certain beliefs, and

acceptance of organizational values and goals. In

other words, this is an attitude that reflects employee

loyalty to the organization and the ongoing process in

which organizational members express their concern

for the organization and the ongoing success and

progress Allen and Mayer in Greenberg & Baron

(2003) put forward three dimensions of

organizational commitment. First, affective

commitment. Refers to emotional attachment,

identification and involvement of an employee in an

organization. A person's affective commitment will

become stronger if his experience in an organization

is consistent with expectations and satisfies the basics

and vice versa. Affective commitment shows the

strong desire of someone to continue working for an

organization because he does agree with the

organization and is willing to do so. Employees who

have a strong affective commitment continue to work

with the company because they want to work at the

company. Second, ongoing commitment

(continuancecommitment). According to Organ and

Ryan (1994), organizational citizenship behavior are

behaviors carried out by organizational members /

employees who: are not expressly rewarded when

they do it and also will not be penalized if they do not

do so, do not form part of the job description owned

by employees, and is the behavior of employees who

do not need training in advance to carry out the

organization depends on the OCB behavior of

employees to help colleagues who are having

problems, create a positive work climate, patiently

face disruptions without complaining and maintain

assets owned by the organization (Lovell, 1999).

Conscientiousness refers to an employee in carrying

out the tasks assigned (in terms of behaviour) carried

out by way of exceeding or above what has been

required by the organization / company.

Sportsmanship (sportsmanship), is an attitude that

emphasizes the positive aspects of the organization

rather than the negative aspects. Provide tolerance for

disruption to the job, that is when an employee bears

work that is uncomfortable without having to raise a

complaint or complaint. Courtesy (good), Is good

behaviour, for example, behaviour helps someone

prevent the occurrence of a problem or take steps to

reduce or reduce the development of a problem.

Goodness (courtesy) refers to the act of teaching

others before they take action or make decisions

related to their work. CivicVirtue, is an action taken

to participate in supporting the administrative

functions of the organization. Behaviour that can be

explained as the active participation of employees in

organizational relations, for example attending

meetings, answering letters and always following the

latest issues concerning the organization.

Mahendra (2009), examined the effect of

organizational commitment, job satisfaction and

work environment on organizational citizenship

behaviour(OCB) employee of the Semarang Regency

regional secretariat office. This research uses multiple

regression analysis. The results showed that there was

a positive and significant influence of job satisfaction

on OCB, there was a positive and significant effect on

organizational commitment to OCB, there was a

positive and significant effect on the work

environment on OCB and there was a positive and

significant effect on job satisfaction and

organizational commitment on OCB.

2 RESEARCH METHOD

Based on the type of research, this research is a

correlational study. This study will measure the effect

of job satisfaction and organizational commitment

variables on organizational citizenship behaviour.

The variables in this study are job satisfaction,

organizational commitment and organizational

citizenship behavior. Job satisfaction is defined as the

degree of individual feeling towards work arising

from the difference between what should be received

and what is received, which later consists of three

factors, namely recognition, compensation, and

supervision. Organizational Commitment is defined

as an attitude that reflects the extent to which an

individual knows and is bound to his organization,

which consists of three dimensions, namely: affective

commitment, ongoing commitment, and normative

commitment. Organizational Citizenship Behavior

(OCB) is defined as an employee behavior that

exceeds standardized, consisting of five dimensions,

namely prioritizing the interests of others (altruism),

accuracy (conscientiousness), attitudes of members

of the organization that are wise / good (civic virtue),

attitudes of sportive (sportsmanship)and respect

(courtesy). The population in this study was the

Teacher and Administrative Staff of SMK Negeri 1

SemendawaiSuku III totalling 69 people. Data

collection in this study used a questionnaire obtained

directly from respondents through filling out the

questionnaire.

The questionnaire contains questions about job

satisfaction developed from the Minnesota

ICBEEM 2019 - International Conference on Business, Economy, Entrepreneurship and Management

696

Satisfaction Questionnaire; the organizational

commitment questionnaire was developed from the

Allen and Mayer questionnaire (1990), and the

questionnaire organizational citizenship behaviour

from Organ &Konovsky (1988). All variables in this

study were measured using a Likert Scale with a scale

of 1 to 5. Each alternative answer will be given a

numerical value as follows: strongly disagree = 1,

disagree = 2, neutral = 3, agree = 4, and strongly agree

= 5. The instrument trial results found that the

instrument to measure job satisfaction has a value

Cronbach Alpha of 0.86, organizational commitment

of 0.80, and OCB of 0.82. Thus all the instruments

used in this study are reliable because they have a

value Cronbach Alpha greater than the established

benchmark value of around 0.6 (Ghozali, 2007).

3 RESULTS AND DISCUSSIONS

The classic assumption test results associated with the

normality test show that the data used in this study for

the variables of job satisfaction, organizational

commitment and organizational citizenship

behaviour are normal. Thus, the assumption

normality can be fulfilled. So are multicollinearity

assumptions, the results show that multicollinearity

does not occur between independent variables in the

regression model. The test results found colinearity of

job satisfaction and commitment variables of 0.123 or

12%. Because this value is still below 95%, it can be

said that there is no serious multicollinearity.

Heteroscedasticity test results with scatterplot

showed no clear patterns and points spread above and

below the number 0 on the Y axis, so it can be

concluded that there is no rocketedasticity. Thus all

classic assumptions can be fulfilled.

Overall this study found that the magnitude of the

effect of the variable job satisfaction and

organizational commitment to OCB of 38.8%, this

means that 38.8% of the variables of job satisfaction

and organizational commitment can explain variables

OCB, and the remaining 61.2% is influenced by

variables others that are not used in research.

This study found that job satisfaction has a

positive and significant effect on variables OCB,

which is indicated by a significance value of less than

0.01. Constant (a) of 1,825, coefficient of leadership

style (b) of 0,631. This finding supports the results of

previous studies conducted by Mahendra (2009).

Thus the job satisfaction felt by the Administration of

State Vocational School 1 SemendawaiSuku III

affects the level of OCB employees. Organizational

commitment has no influence on variables OCB.

This is indicated by the significance value of

0.635, which means it is greater than the significance

value set of 0.05. The results of this study differ from

the results of research conducted by Mahendra (2009)

and Wahyuningsih (2009) but by research conducted

by William and Anderson (1991), which found that

organizational commitment did not affect OCB. This

difference is possible because OCB behavioris that

exceeds what is standardized by employees (beyond

expectations), so high organizational commitment

does not always cause someone to do OCB.

Employees who feel they have high normative and

ongoing commitment tend to be neutral for their

affective commitment. This will be different if the

employee has an affective commitment, because it is

deeper than other commitments, in other words,

someone who has an affective commitment feels a

bond with the organization because things are felt by

employees themselves, not from outside as well as

normative commitments and ongoing commitment,

so that the drive to do OCB is greater if someone has

a high affective commitment.

4 CONCLUSIONS

a. Job satisfaction variable has a positive and

significant effect on the job satisfaction variable

of SMK Negeri 1 SemendawaiSuku III with a

coefficient of 0.650 and significant at 0,000.

Thus the first hypothesis which states that job

satisfaction affects OCB is supported.

b. Organizational commitment variable does not

affect the variable in OCB Vocational

Administration 1 SemendawaiSuku III, with a

coefficient of -0.52 and significant at 0.625.

Thus the second hypothesis which states that

organizational commitment affects OCB, is not

supported.

c. The magnitude of the effect of the variable job

satisfaction and organizational commitment to

OCB of 38.8%.

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