Organizational Citizenship Behavior and Performance: The Role of Employee Engagement

Abstract

Nowadays, technology and information are developing rapidly. It compels an organization or a company strive to excel in its field. In the Industrial Revolution 4.0 era, companies must maintain their assets and technology to face the competition. One asset that should be paid attention to is human resources. Human resource has two important variables, namely Organizational Citizenship Behavior (OCB) and Employee Engagement (EE). This study aims to analyze the relationship between OCB and EE on Employee Performance (EP) in the manufacturing industry in Tangerang. This study is conducted using a quantitative method with 200 respondents. The data is collected by distributing questionnaires to respondents, which is then analyzed using Structural Equation Modeling (SEM) with AMOS 23 software. The result of this study indicates that OCB has a significant effect on EE and EP. This study also finds that employee engagement has a significant effect on employee performance and can mediate the relationship between OCB and EP. From these results, the implication that can be taken is that the manufacturing industry in Tangerang must pay attention to their employees for them to develop OCB and EE, and eventually increase their performance towards the organization.

Employee Engagement Mediates the Effect of Training and OCB on Bawaslu Commissioner's Performance

“…This indicates that at the Regency/City Bawaslu in East Java, the higher the organizational citizenship behavior (OCB), the better the employee engagement. These findings back up the study that was done (Hermawan et al, 2020). f. Effect Employee Engagement (Z) on Performance (Y)…”

Effects of Ambidextrous Leadership on Employees’ Work Behavior: The Mediating Role of Psychological Empowerment

“…It has been shown that servant leadership has a positive influence on organizational citizenship behavior with its characteristics, such as valuing the needs and interests of employees ( Walumbwa et al, 2010 ; Nobari et al, 2014 ; Alexandra et al, 2015 ), while authoritarian leadership has a negative effect on organizational citizenship behavior with its characteristics, such as authoritarian style and degradation of subordinates ( Cheng et al, 2002 ; Liang et al, 2007 ; Zhang and Huai, 2012 ; Chan et al, 2013 ). However, organizational citizenship behavior can effectively overall improve organizational effectiveness ( Borman and Motowidlo, 2014 ; Carpenter et al, 2014 ) and has a significant positive contribution to task performance ( Podsakoff et al, 2009 ; Ren et al, 2013 ; Hermawan et al, 2020 ). Therefore, we expected the following:…”

On Psychological Capital Affects Organizational Citizenship Behavior Through Affective Commitment

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