Effect of Organizational Culture on Organizational Citizenship Behavior with Organizational Commitment as a Mediator

Arumi, Mira Sekar; Aldrin, Neil; Murti, Tri Ratna

doi:10.20525/ijrbs.v8i4.274

Cited by 28 publications

(33 citation statements)

References 16 publications

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“…Furthermore, a sense of ownership of employees will foster a better commitment for the company which will ensue in less need for strict control. This statement is in accordance with recent research conducted by Arumi, M., Aldrin, N., & Murti, T (2019), found that not only related to organizational effectiveness but also influencing organizational citizenship behavior (OCB) directly, and maximum influence can be seen when commitment mediates organizational culture and OCB. Related to this research, involvement trait by Denison Model can make the company's scheme to support effective performance and the strategy of workers to support a better work environment and directly or indirectly will improve employee performance.…”

Section: Involvementsupporting

confidence: 93%

Organizational culture effectiveness in Islamic based broadcast company in Indonesia

Arumi

2020

IJRBS

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This survey aims to assess the effectiveness of Islamic organizational culture currently applied in a broadcasting company in Indonesia. This study will evaluate its strengths and weaknesses, as future developments and organizational changes references. To achieve this goal, data were collected from all 45 employees, using the Denison Organizational Culture Survey (DOCS). This survey measures cultural indexes incorporated into four organizational cultural traits that have been proven to sustain a strong influence on organizational effectiveness: involvement, consistency, adaptability and mission (Denison, 2014). The measurement results indicate that measured organizational culture has a greater focus on the internal aspects, like employee performance, than external aspects such as customer satisfaction and innovation. Furthermore, the Islamic organizational culture used, obtains quite optimal measurement results, at consistency and involvement trait which able to achieve scores at the third and fourth quartiles. However, organizations still need to optimize adaptability and mission traits, which scores only capable to achieve first and second quartiles. The lowest value obtained in the goals and objective index, also shows that organizations need to evaluate the clarity of short-term and long-term goals related to accomplishing the company's vision.

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Section: Involvementsupporting

confidence: 93%

Organizational culture effectiveness in Islamic based broadcast company in Indonesia

Arumi

2020

IJRBS

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“…Every work done requires standards and the ability to measure oneself or subordinates' performance, compare performance with standards under existing provisions, and continuously evaluate the activities' results to determine the need for corrective action in future activities. Employee loyalty to the company is a behavioral factor that can be used to determine and evaluate employees' ability to survive and carry out their duties and responsibilities to the organization (Arumi et al, 2019). Commitment is perceived as a value orientation toward the organization, demonstrating that individuals seriously consider and prioritize their work and the organization.…”

Section: The Influence Of Organizational Culture On Organizational Engagementmentioning

confidence: 99%

Cultural Reconstruction and Organization Environment for Employee Performance

2021

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This study examined cultural and organizational motivations for success through organizational engagement and work motivation in the Department of Public Works in the province of Maluku, Indonesia. The approach used for this study was quantitative, using a survey. The Department of Public Works of the Province of Maluku was the research site with a sample of 149 participants. The analysis method used in this study was Generalized Structured Component Analysis (GSCA). The main findings were 1) organizational culture has a direct effect on organizational engagement and a direct contribution to employee performance, 2) organizational culture impacts company performance, 3) organizational environment has a direct effect on employee motivation and employee performance, and 4) organizational environment supports company performance. The results indicate that the organizational environment can be increased by formulating regulatory policies and establishing rules and strategies for employees to carry out their duties. Motivation for work can be boosted by giving awards that match the results of work. In building an organizational culture, attention needs to be paid to the values contained in organizational culture, consisting of corporate empowerment, team management, clarity of vision, direction, and corporate goals.

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“…They are an added value for the company because they tend to show productive and proactive behavior at work. Commitment is a strong desire of employees to give their best and contribute to an organization's success (Arumi et al, 2019). There are two kinds of commitments that can be distinguished, namely effective commitment and continuance commitments (Mayer, 1997).…”

Section: H1: Job Satisfaction Affects Organizational Citizenship Behaviormentioning

confidence: 99%

“…Culture is determined when a group of people lives in the same environment, attitudes, and behavior (Aldrin & Yunanto, 2019). Organizational culture is an organizational system in which there are meanings, values, and beliefs that become a reference for acting and differentiate one organization from another (Arumi et al, 2019). It is a collection of ideologies, philosophies, values, behavior, attitudes, and norms that apply in an organization (El Badawy et al, 2016).…”

Section: H1: Job Satisfaction Affects Organizational Citizenship Behaviormentioning

confidence: 99%

Implications of Job Satisfaction, Organizational Commitment, and Organizational Culture on Organizational Citizenship Behavior in Electrical Professional Organizations in Indonesia

Azmy

2021

IJABR

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This study analyzes the successful implementation of Organizational Citizenship Behavior (OCB) through the roles of job satisfaction, organizational culture, and organizational commitment. The research was conducted at the Indonesian Electrical Contractors Associations using the Partial Least Square (PLS) method. A number of 100 respondents were asked to fill in a questionnaire distributed via a google form. The results explain that both organizational commitment and organizational culture affect positive behavior (OCB) while job satisfaction does not. These three variables have implications for behavior change represented by culture, job satisfaction, and commitment. Thus, it is possible to deduce that the success of organizational citizenship behavior (OCB) is influenced by organizational commitment and culture that shape employee professionalism. As for job satisfaction, it must be improved through a competitive salary system, support among employees, and a conducive work environment.

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Effect of Organizational Culture on Organizational Citizenship Behavior with Organizational Commitment as a Mediator

Cited by 28 publications

References 16 publications

Organizational culture effectiveness in Islamic based broadcast company in Indonesia

Organizational culture effectiveness in Islamic based broadcast company in Indonesia

Cultural Reconstruction and Organization Environment for Employee Performance

Implications of Job Satisfaction, Organizational Commitment, and Organizational Culture on Organizational Citizenship Behavior in Electrical Professional Organizations in Indonesia

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