Trust and Work Satisfaction Affecting Teachers’ Citizenship Behavior

Abstract

This study analyzes the influence of organizational justice, trust, and job satisfaction channeled to an organization thoroughly on OCB, and examine and elaborate on the influence of organizational justice and trust on OCB mediated by job satisfaction. The instrument used questionnaires. The samples were determined by the proportional stratified random sampling. From 273 samples of teachers from 305 Private Middle schools in Tangerang Regency, the data analysis used Structural Equation Modeling (SEM).The findings indicated that organizational justice, trust, and job satisfaction significantly influence OCB and organizational justice significantly influenced trust and job satisfaction. The findings prove that job satisfaction and trust of teachers can act as a complete mediation between organizational justice and OCB. The practical implication of this study is to provide knowledge and information for teachers and school management to improve OCB by implementing the concept of organizational justice, trust, and job satisfaction of the teachers.

The Effect of Organizational Trust and Job Satisfaction on Teachers’ Organizational Citizenship Behavior (OCB) in Private Senior High Schools

“…This research also found that the direct effect of job satisfaction (JS) on teachers' OCB is greater than that of organizational trust (OT). This finding is in line with research in Iran (Zeinabadi & Salehi, 2011) and Jakarta, Indonesia (Ariful et al, 2019). Based on these findings, it can be interpreted that if a school wants to improve teacher OCB, it can prioritize improving job satisfaction (JS) over organizational trust (OT).…”

“…In addition, an essential finding of this research is a conceptual model based on theoretical studies and previous research (Ariful et al, 2019;Tharikh et al, 2016;Tulung et al, 2020;Zeinabadi & Salehi, 2011;Zeinabadia, 2010) by this research which accepts four hypotheses, namely; 1) organizational trust (OT) has a positive and significant direct effect on teacher organizational citizenship behavior (OCB); 2) Organizational trust (OT) has a positive and significant direct effect on Teachers' Organizational Citizenship Behavior (OCB); 3) Job satisfaction (JS) has a positive and significant direct effect on Teachers' Organizational Citizenship Behavior (OCB); 4) Organizational trust (OT) has a positive and significant indirect effect through job satisfaction (JS) on Teacher Citizenship Behavior (OCB).…”

“…OT indicators that can improve OCB are: improving the natural attitude of trustworthiness, strengthening environmental influences, improving organizational integrity, improving managerial competence, and improving organizational virtue. Someone who believes that it is easy to do OCB (Shaheen et al, 2016), a conducive school environment (Tulung et al, 2020), organizational integrity, and a good leadership situation in schools (Anfajaya & Rahayu, 2020;Ariful et al, 2019), organizations that are competent in dealing with various organizational challenges (Dewanti & Moko, 2020) and good administrative policies (Kloutsiniotis & Mihail, 2020;Shaheen et al, 2016) can improve teacher OCB.…”

“…Based on this research, indicators of job satisfaction (JS) which, if improved, can be a solution for increasing OCB, are pay, the work itself, promotion opportunities, supervision, co-workers, and working conditions. Research has proven that the payment system (Abebe & Haile, 2020; Kloutsiniotis & Mihail, 2020), job conditions that suit a person (Kaur & Kang, 2022;Tziner & Sharoni, 2014), and promotion opportunities are vast and broad (Kloutsiniotis & Mihail, 2020), supervision (Shaheen et al, 2016;Tulung et al, 2020), co-workers (Shaheen et al, 2016) and working conditions (Ahmadi et al, 2014;Kloutsiniotis & Mihail, 2020;Syafa'at Ariful et al, 2019) was able to improve teacher OCB.…”

“…Previous research shows that an employee's attitude and disposition can explain OCB (Işik, 2021). For example, research has shown job satisfaction and fairness to be correlated with OCB (Syafa'at Ariful et al, 2019), personality, values and motives (Chandra et al, 2020), leadership, selfefficacy, work environment (Hidayat et al, 2020), work culture, trust are correlated with OCB (Tulung et al, 2020). Such empirical evidence is invaluable because it has revealed that attitudes and personal and environmental attributes can explain how organization members behave OCB.…”