The Mediating Role of Organizational Citizenship Behavior on the Effect of Passion and Empowerment on Job Performance

Abstract

Research aims: This research aims to analyze the mediating role of organizational citizenship behavior (OCB) on the effect of passion and empowerment on teachers' job performance.Design/Methodology/Approach: Respondents in this research were Muhammadiyah elementary school teachers in Ngampilan and Wirobrajan Districts. This research used nonprobability purposive judgment sampling with the number of respondents as many as 51 teachers. Statistical tests and data processing were then carried out utilizing the Partial least Square (SmartPLS) 3.0.Research findings: The research found that passion had a positive and significant effect on organizational citizenship behavior. This research also revealed that organizational citizenship behavior and empowerment positively and significantly affected job performance, while passion was significant toward job performance with partial mediation of organizational citizenship behavior.Theoretical Contribution/Originality: OCB serves as a mediating variable in this analysis, while in previous studies, these variables were not mediated by OCB.Practitioners/Policy Implications: As a result, the principal must enable teachers to be flexible in their teaching and learning activities. Teachers must also be active in voluntary activities outside of teaching and learning that can enhance their abilities and skills to improve their performance.Research Limitations/Implications: The study was only performed at Muhammadiyah elementary schools in Ngampilan and Wirobrajan Districts. Therefore, the collected data had a low degree of normality.

Satisfaction and Working Environment as Determinant Variable of Workers’ Performance Mediated by Organizational Citizenship Behavior (OCB)

“…Individually, the better the employee's OCB, the better his performance in helping to achieve organizational goals. This argument is similar with result of research by Amalia, et al (2021), Wicaksono &Gazali (2021), andHidayah &Harnoto (2018) that show that OCB gave a positive and significant effect to employees' performance.…”

“…Several research results concerning effects of OCB towards performance of employees prove that employees' OCB behavior significantly and positively gave effects on performance of employees. This indicates the better an employee's OCB behavior, the better his performance, because they are voluntarily willing to carry out positive activities out of their workload with the aim of helping achieve organizational targets (Hidayah & Harnoto, 2018;Amalia, et al, 2021;Wicaksono & Gazali, 2021). Thus, the researcher formulated the hypothesis as below:…”

“…In addition, OCB also played important role to influence employees' performance. OCB is extra role individual working behavior that indirectly can be recognized in formal work system but it can aggregately improve organization function effectiveness (Amalia, et al, 2021). Idris's research result (2021) proved that OCB was worthy for organization, and although it was often not detected in the reward system, it proved that individual with extra role behavior presented better performance and got higher mark in performance evaluation.…”

Organizational Citizenship Behavior, Adversity Quotient and Management Competence of School Heads in Davao Region, Philippines: A Convergent Design

“…In addition, the study also revealed that 70 percent of the participants of the study shows that the OCB explains the performance and competence towards the responsibilities of the participants on their organization. This also supported the study of Yao & Mingchuan (2010) and Amalia et al (2021) were the organizational citizenship behavior explained 65 percent of individual competence in performing the job, thus, OCB had a positive effect on school heads performance which explain that the organizational citizenship behavior of individual, group and organizational competence in performing such job roles in an organization are positively related (Soumendu & Arup, 2007;Boerner et al (2007); Chiang (2012); Luthans (2011). Added on, the role of adversity quotient is interrelated on the ability or competence and achievement of a person which is 66.67 percent (Suryadi & Santoso, 2017), while with knowledge and understanding is 27.78 percent and with positive attitude is 5.56 percent, based on systematic review and meta-analysis (Juwita, 2020).…”

Adaptation of the State University-Legal Entity’s Employees on Work Pattern Changes During Covid-19 Pandemic

“…HR managers are able to encourage the creation of a positive work environment to increase job resources. There are several recommendations during pandemic conditions and work changes, namely: work facilities that have been provided, such as digital work platforms and infrastructure need to be balanced with the ability to use them; encouraging the ability and achievement of employees to strengthen engagement, accordance with research conducted by Amalia, Wahyuningsih & Surwanti (2021) that increased capability and flexibility can enhance employee achievement and engagement; creating channels for the availability of good information and communication; supporting from the superiors regarding the improvement of the competence and the needs of employees (Sulistiyani, 2022), feedback, clarity of roles both within the team and in the organization; autonomy and flexibility in work and empowerment. Another alternative approach that can be taken to reduce the effects of changes occurring at COVID-19 pandemic is to strengthen work specialization.…”