A Study on the Impact of Material, Social, Symbolic Reward on OCB: Moderate Effect of the Rank

Choi, Woo Seok; Heo, Jun; Kim, Lee-Jeong

doi:10.7763/joebm.2015.v3.213

Cited by 3 publications

(4 citation statements)

References 9 publications

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“…In contrary, Mafini et al (2013) [37] and Gathungu and Hannah (2013) [17] found a positive and significant correlation between job satisfaction and employee performance. This finding is consistent with research findings by Yvonne et al (2014) [77] Choi (2015) [11], Tissera (2014) [62], Godfrey (2014) [19], and Vrinda and Nisha (2015) [68]. Furthermore, Maharani, Troena, and Noermijati (2013) [38] found that job satisfaction directly affects performance and indirectly effect it through OCB.…”

Section: Theoretical Framework and Researchsupporting

confidence: 89%

“…This means that financial rewards motivate someone to do OCB and is an important factor in affecting employees' performance. The results of the study proved that the financial rewards given to employees significantly effects their OCB [3] and [11]. Based on those results, the eighth research hypothesis is stated as follows:…”

Section: Theoretical Framework and Researchmentioning

confidence: 80%

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The Effect of Remuneration, Job Satisfaction and OCB on the Employee Performance

Agustiningsih¹

2016

SJBM

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This study aims to: (1) analyze the effect of remuneration, job satisfaction and Organizational Citizenship Behavior (OCB) on employee performance; (2) analyze the job satisfaction as a mediating variable of the effect remuneration on employee performance; and (3) analyze OCB role in mediating the effect of remuneration and job satisfaction on employee performance. Data was collected using saturated sampling method. The population consisted of 138 Account Representative (AR) Supervision of the work in the Tax Office in Malang area, the Regional Office of Directorate General of Taxes East Java III. Data analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM) or usually called Partial Least Squares Path Modelling (PLS-PM). The results showed that the remuneration is significantly and negatively effect the performance of AR Supervision, but the satisfaction and OCB do not significantly effect the performance of AR Supervision. Furthermore, remuneration and satisfaction positively and significantly effect AR satisfaction and OCB respectively, but remuneration does not significantly effect OCB. In relation to the indirect effects, job satisfaction and OCB do not mediate the effect of remuneration on the AR Supervision performance, neither OCB mediate the effect of job satisfaction on the AR Supervision performance. The results of this study indicate that the concept of the higher the remuneration received by employees, the higher their performance will be, only occurs in normal conditions. If there are obstacles in the work implementation process, then this concept does not apply. Therefore, the Directorate General of Taxation institution must provide the solution and attention to the barriers experienced by AR Supervision in order to maximize their performance.

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Section: Theoretical Framework and Researchsupporting

confidence: 89%

Section: Theoretical Framework and Researchmentioning

confidence: 80%

The Effect of Remuneration, Job Satisfaction and OCB on the Employee Performance

Agustiningsih¹

2016

SJBM

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“…Rewards are all extrinsic rewards received by employees in exchange of work consisting of basic salary, incentives or bonuses, and benefits (Byars & Rue, 2008), which consist of seven indicators, namely: wages/salaries, benefits, additional income, feelings of ability, skills, personal growth, and responsibilities (Vecchio, 2008). The results of research by Suresh and Venkatammal (2010), Sinnappan and Amulraj (2014), Choi et al (2015), Rahman and Chowdhuri (2018), and Suryani et al (2019) shows that reward system influences OCB. Based on the studies and statements, the second hypothesis in this study is: H2: Reward system has a direct effect on OCB.…”

Section: Reward System and Ocbmentioning

confidence: 95%

The antecedence of lecturer’s OCB: Evidence from Indonesia

Widodo¹,

Gunawan²

2020

10.5267/j.msl

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This research explores the antecedence of the lecturer's organizational citizenship behavior (OCB) of the private higher education in Indonesia. This research used a quantitative approach with a survey method. The sample of this research is 190 lecturers selected by purposive sampling. The data were obtained by spreading questionnaires and analyzing with path analysis based on supporting descriptive statistics and correlation. The results of research confirm that learning organization, reward system, and organizational commitment had a significant direct effect on OCB, learning organization and reward system had a significant direct effect on organizational commitment, and learning organization and reward system had a significant indirect effect on OCB by mediating organizational commitment. A fit research model was found about the effect of learning organization and reward system on OCB by mediating organizational commitment. This model can be discussed as a reference by researchers and practitioners in developing models of OCB in the future.

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“…The results of this study also support research conducted by Choi, Heo, and Kim who conducted a study entitled "A Study on the Impact of Material, Social, Symbolic Reward on OCB: Moderate Effect of the Rank". Choi et al research examines the material, social, and symbolic gifts given to employees affect the behavior of organizational citizens (OCB) [8]. Likewise, the research of Basu et al [3] found that OCB significantly predicts performance in health care organizations.…”

Section: Motivation Has a Significant Effect On Performance Through Ocbmentioning

confidence: 99%

The Role of Organizational Citizenship Behavior (OCB) as a Mediating Variable on the Influence Between Motivation and Employee Performance

Hakim¹,

Setyowati²,

Anggaini³

2023

Advances in Social Science, Education and Humanities Research

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Organizational Citizenship Behavior (OCB) can be interpreted as behavior that exceeds the scope of one's work. This behavior is characterized by the actions of members of the organization that go beyond the work and tasks that have been formally defined and regulated in carrying out their roles and functions in the organization. This study aims to examine the existence of OCB as a mediating variable between motivation and employee performance.. This study used 329 respondents who came from the academic staff of Universitas Brawijaya. The data collection method used is a survey method using a questionnaire as the instrument. While the data analysis consists of descriptive analysis and inferential analysis using Smart PLS. The results showed that there was a positive and significant effect between employee motivation and performance, which was indicated by a P value of 0.033 < 0.05 and a path coefficient value of 0.126. The role of OCB in mediating the influence of motivation on performance has been proven to be significantly positive with a weighted value of 0.144, which is greater than the direct effect of 0.126. Thus, it can be concluded that OCB is a pure mediation.

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A Study on the Impact of Material, Social, Symbolic Reward on OCB: Moderate Effect of the Rank

Cited by 3 publications

References 9 publications

The Effect of Remuneration, Job Satisfaction and OCB on the Employee Performance

The Effect of Remuneration, Job Satisfaction and OCB on the Employee Performance

The antecedence of lecturer’s OCB: Evidence from Indonesia

The Role of Organizational Citizenship Behavior (OCB) as a Mediating Variable on the Influence Between Motivation and Employee Performance

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