International Journal of Scientific and Research Publications, Volume 8, Issue 12, December 2018ISSN 2250-3153320The Effect of Organizational Culture and JobSatisfaction on Organizational Commitments and theImplementation on Organizational Citizenship Behaviorin Employees of Pt. Bali Towerindo Sentra TbkAnggi Patra, M. Havidz AimaFakulty of Ekonomi & Business, Unviversitas MercubuanaDOI: .29322/IJSRP.8.12.2018.p8443Abstract- The purpose of this study is to understand and describethe impact of organization culture and job satisfaction onorganizational commitment, and its implementation onorganizational citizenship behavior (OCB) for employees of PT.Bali Towerindo Sentra Tbk. This research is an explanatorysurvey quantitative research. Data were analyzed by the methodof Structural Equation Modeling (SEM), and processed usingSmartPLS 3.2.7. The data used a questionnaire, with the numberof respondents as much as 135 peoples. The results of this studyindicate that: 1) organizational culture has a positive andsignificant effect on organizational commitment to OCB, (2) jobsatisfaction has a positive and significant effect on organizationalcommitment but does not have a direct effect on OCB, (3)organizational commitment has a positive and significant effecton OCB, (4) organizational culture and job satisfactionsimultaneously effect organizational commitment and (5)organizational culture, job satisfaction and organizationalcommitment have a simultaneous effect on l Commitment, OrganizationalBehavior (OCBSatisfaction,CitizenshipI. INTRODUCTIONIn the current era of globalization, advances in science andtechnology cannot be avoided. In order to face thesechallenges, the quality of human resources are needed. Withinthe existence quality of human resources, it is expected tocontribute well to the company, and not only do the work as longas the responsibility or in-role behavior but extra-role behavioras well.The extra-roles behaviour in organizations is also knownas Organizational Citizenship Behavior (OCB). OrganizationalCitizenship Behavior is a behavior which bryond the jobdescription that has been determined by the company, but has agood impact to the company, so it can be said that OCB is theability and behavior of employees in carrying out their duties atwork whose contributions exceed expectations.In accordance with its vision of "Being the largestTelecommunication and Multimedia Infrastructure Company Indonesia", Balitower requires an employee who are not onlycompetent, but have high organizational commitment and canimplement OCB) as well. This is aiming for competing in thetelecommunications industry which is currently verycompetitive.Based on the writter's data and observations, one of theproblems that appears to Balitower employees is OrganizationalCitizenship Behavior, which relates to employee compliancewith regulations, procedures and regulations. Based on theemployee attendance data in 2017 that the average number of lateBalitower employees is 12%. In addition there are severalemployees who do some activities during work hours foractivities which has no relation to the main work, such assmoking, drinking coffee outside the office. This shows thatthere are employees who still do not use work time effectively.Further, the survey was conducted on 20 employees to find outthe factors that triggered the low figures of OCB. The result is60% are unwilling to be asked to replace the work of friends whoare unable to attend, related to organizational culture as much as65% do not know the company's Vision and Mission, related tothe job satisfaction, 60% of employees are not satisfied with theircompensation received. Furthermore, related to organizationalcommitment, the 2017 turnover data obtained is an average of13.29%.From the description above, the researcher interested inconducting the research on "The Effect of Organizational Cultureand Job Satisfaction on Organizational Commitment, and itsimplementation on Organizational Citizenship Behavior (OCB)".The purpose of this study is to find out and explain: (1) theeffect of organizational culture on organizational commitment,(2) the effect of job satisfaction on organizational commitment,(3) the effect of organizational culture and job satisfaction onorganizational commitment. (4) the effect of organizationalculture on OCB, (5) the effect of job satisfaction on OCB (6) theeffect of organizational commitment on OCB, (7) the influenceof organizational culture, job satisfaction and organizationalcommitment on OCB (OCB) .www.ijsrp.org
International Journal of Scientific and Research Publications, Volume 8, Issue 12, December 2018ISSN 2250-3153II. LITERATUR REVIEWThe literature review explains the literature used to discussthe research topics that the writer examined, so that the existingresearch problems can be solved by the literature that the writerdescribed below:Organizational Citizenship Behavior (OCB)Robbins & Judge (2008:40) define OCB as a choicebehavior that is not part of an employee's formal workobligations, but supporting the functioning of the organizationeffectively.Organizational Citizen Behavior (OCB):“IndividualBehavior that is discreationary, not directly or explicityrecognized by the formal reward system, and in the aggregatepromotes the efficient and effective functioning of theorganization”(Organ, Podsakoff & MacKenzie, 2006).Another opinion expressed by Kreitner and Kinicki(2014:173), organizational citizenship behavior) are employeebehaviors that are outside the task. Examples are attitudes asconstructive statements about departments, disclosure of personalinterests in other people's work, suggestions for improvement,training of new employees, respect for enthusiasm and writing ofbuilding maintenance rules, caring for company property, andtime and attendance above standards or level implemented.From the explanation above, it can be concluded that OCBis a form of extra role behavior that is shown by employees,which is voluntary but can make a good contribution to thecompanyOrganizational CultureAccording to Robbins and Judge (2015: 512)organizational culture is a system of shared meanings adopted bymembers who distinguish an organization from otherorganizations. Edgar H. Schein (2010: 18) defines organizationalculture as a pattern of shared basic assumptions that certaingroups learn to address external adaptation problems and officialinternal integration and have worked well and are thereforetaught / passed on to new members as the right way tounderstand, think and feel is related to these problems.According to Hofstede (2010:3) Culture is a collectiveprogramming of thoughts that distinguishes members /one group/ category of people from others. Culture in this sense, includingsystems of values and values is the essence of culture.Mangkunegara (2013:113) defines organizational cultureas a set of assumptions or systems of belief, values and normsdeveloped in organizations that serve as guidelines for behaviorfor its members to overcome external adaptation and internalintegration.From some of the meanings above, it can be concludedthat organizational culture is a value that exists within anorganization, which is used as a guideline by members inachieving goals, and differentiating them from otherorganizations.321group affiliation, working conditions, and other benefits forworkers.Keith Davis in Mangkunegara (2013) suggested that jobsatisfaction is a feeling of supporting feeling by employees inworking.According to Robbins (2011) job satisfaction is a generalattitude towards one's work, which shows the difference betweenthe number of awards received by workers and the amount theybelieve they should receive.From the description that has been stated above, it can beconcluded that job satisfaction is a positive attitude which felt bythe employees in work, which reflecting the compatibilitybetween the rewards they receive with the work that has beenfinished.Organizational CommitmentRobbins and Judge (2014) define organizationalcommitment as a situation where an employee sided with aparticular organization and its goals and desires to maintainmembership in the organization.Others, according to Mathis and Jackson (2011)organizational commitment is the level of where employees arebelieve and accept the organizational goals, and willing to livewith the organization.Mowday in Sopiah (2008: 155) states that organizationalcommitment is the identification and involvement of someonewho is relatively robust towards the organization. Organizationalcommitment is the desire of organizational members to maintaintheir membership in the organization and willing to strive for theachievement of organizational goals.Robbins in Nurfadillah et.al (2018) Organizationalcommitment has three separate dimensions, namely (a) affectivecommitment, is the emotional feeling for an organization andbelief in values; (b) continuance commitment, is economic valuebased on staying in the organization as a comparison withleaving the organization; (c) normative commitment, is theresponsibility for survival or stay in an organization for moral orethical reasons.From the explanation above, it can be concluded thatorganizational commitment is a form of individual acceptance oforganizational goals and has a willingness to remain in theorganization.Theoritical FrameworkBased on the background of the problem, theoriticalreview and previous research described above, a theoreticalframework is drawn up that describes the flow of thought in thisstudy. In general, the framework in this study explains the directrelationship between independent variables, such asorganizational culture and job satisfaction and dependentvariable organizational commitment and OCB.Job SatisfactionAccording to Gibson et al (2009), job satisfaction is theattitude of workers regarding work resulting from theirperceptions of their work based on factors found in the workenvironment such as leader style, policies and procedures, 43www.ijsrp.org
International Journal of Scientific and Research Publications, Volume 8, Issue 12, December 2018ISSN 2250-3153322H2: Job Satisfaction has an effect on OrganizationalCommitment.H3: Organizational Culture and Job Satisfaction have aneffect on Organizational Commitment.H4: Organizational culture has an effect on OrganizationalCitizenship Behavior (OCB).H5: Job Satisfaction has an effect on OrganizationalCitizenship Behavior (OCB).H6: Commitments of Organizations have an effect onOrganizational Citizenship Behavior anizational Commitment have an effect on OrganizationalCitizenship Behavior (OCB).Figure 1 Research Theoritical FrameworkResearch Hypothesis:H1: Organizational culture has an effect on organizationalcommitment.MethodThis research uses quantitative type with explanatorysurvey method. The perspective of the quantitative researchapproach that will be carried out in this study is included in thedesign of causality research.The variables in this research are: independent variable(X1) organizational culture and (X2) job satisfaction, mediatorvariable (Y1) organizational commitment and dependent variable(Y2) OCB.Table 1Variable, Dimension and Research IndicatorVariableDimensionIndicatorOrganizational Culture (Robins& Judge : 2015)Innovation and Risk Takinga. Motivating employees to beinnovativeb. Encouraging employees to makea decisiona. Working analyzing abilityb. Working im detail abilitya.Focus on the result achieveda.Considering the employee inpoliciesb. Receiving suggestion andcritismfrom employeea. Assesing team performanceb. Supporting the teamAttention to detailResult orientationPeople orientationTeam orientationAggressivenessStabilityThe jobJob Satisfaction Luthans mber1Item23456789a. Have passion in workb. Able to comparea. Encouraging consistent worka. Job according to expertiseb. workload in accordance withresponsibility1011121314a. Supervisor figure on employeeb. Supervisor supporta. Co-workers supportb. Co-workers attitudea. Career opportunityb. Fair Advancementa. Salary appropriateness receivedby employees15161728192021www.ijsrp.org
International Journal of Scientific and Research Publications, Volume 8, Issue 12, December 2018ISSN 2250-3153VariableDimensionIndicatorOrganizational CommitmentRobbins & Judge (2014)Affective commitmenta. The employee emotionalaatachment to the organizationb. The sense of being part of theOrganizationa. Disadvantages of leaving theorganizationa. Loyal with the organizationb. Duty in organizationContinuance commitmentNormative commitmentOCBOrgan vic Virtuea. Willingness of helping coworkersb. Replacing an absent/day off coworkersa.Completing the job in time/beforedeadlineb. Willing to work overtime ifneededa. Doing a job without complainingb. Following the new policysincerelya. Controlling and avoidingconflict.a. Willingness to involve incompany activities.b. Providing an input for 829303132333435Samples and PopulationThe population in this research are the employees of PT. Bali Towerindo Sentra Tbk regional Jakarta totals 210 people. Byusing the Slovin formula with an error tolerance of 5%, a sample of 135 respondents was obtained.Analysis MethodTo examine the hypothesis that will be proposed in this study, the analysis technique that will be used is SEM or StructuralEquation Modeling which is operated through the Smart PLS program version 3.2.7.III. RESULTS AND DISCUSSIONIn this research, the results of respondents were processed through evaluation of the measurement model (outer model) which isbeneficial for knowing the validity and reliability, and also evaluation of structural models (Inner Model) to examine the hypothesis.Evaluasi Model (Outer Model)Based on the results of data processing using Smart PLS 3.2.7 the results are as .p8443www.ijsrp.org
International Journal of Scientific and Research Publications, Volume 8, Issue 12, December 2018ISSN 2250-3153Figure 2. Outer Model Organizational Culture Variable324Figure 3. Outer Model Work Satisfaction VariableFigure 4. Outer Model Organizational Commitmen VariableFigure 5. Outer Model OCB VariableFigures 2 to 5 show that the outer loading of each indicator is 0.50, indicating that the indicators on each of these variables are valid.Structural Model Evaluation (Inner Model)Based on the calculation results using calculate SmartPLS version 3.0 bootstrapping the path coefficient is obtained whichdescribes the strength of the relationship between constructs / variables as well as t 018.p8443www.ijsrp.org
International Journal of Scientific and Research Publications, Volume 8, Issue 12, December 2018ISSN 2250-3153325Gambar 6. Path Coefficient ValueGambar 7. t Statistik ValueThe structural equations of the coefficients in the figure are formulated as follows: Organizational Commitment (Y1): 0,425ɣ1 0,312ɣ2 ϛ OCB (Y2): 0,271ɣ3 (-0,038)ɣ3 0,274ϐ1 ϛTable 2 The Effect of Partial Independent Variables on Independent VariablesOriginal(O)ORGCULTURE- COMMITMEN ORGORG CULTURE - OCBJOB SATISFACTION - ORG COMMITMENJOB SATISFACTION - OCBORG COMMITMENT - tistics( O/STDEV )P 2720,7860,2740,2820,0962,8550,004Table 3 The Effect of Simultaneously Independent Variables on Dependent VariablesR squareFStatistikFTabelAlpha KesimpulanFHitung FTabel( ORG CULTURE, JOB SATISFACTION) - ORG COMMITMENT0.45637,072.440.05(H3 accepted)FHitung FTabel(ORG CULTURE, JOB SATISFACTION, 0.218ORG COMMITMENT) - OCB121,62.440.05 (H7 accepted)The results of statistical calculations obtained arepresented in tables 3 and 4 for structural models with thefollowing hypothesis.Obtained path coefficient of 0.425 with p of 0.000, thus H1 isaccepted (p 0.05), Organizational Culture has a positive andsignificant effect on organizational commitment.Hypothesis 1 - Organizational Culture has an effect onOrganizational Commitment.Hypothesis 2 - Job Satisfaction has an effect on 2/IJSRP.8.12.2018.p8443www.ijsrp.org
International Journal of Scientific and Research Publications, Volume 8, Issue 12, December 2018ISSN 2250-3153The path coefficient obtained is 0.312 with p equal to 0.000, thusH2 is accepted (p 0.05), Job Satisfaction has a positive andsignificant effect on Organizational Commitment.Hypothesis 3 - Organizational Culture and Job Satisfaction havean effect on Organizational Commitment.The Organizational Culture and Job Satisfaction Variables have(R2) that is 0.456 with the value of f statistic 37.07 and the valueof f table at alpha 0.05 is 2.44. This means that f count (37.07) fTable (2.44), then H3 is accepted and H0 is rejected. Thus it canbe concluded that hypothesis 3 is proven which states that thevariable Organizational Culture and Job Satisfaction has apositive and significant influence on organizational commitment.Hypothesis 4 - Organizational Culture has an effect on OCBObtained path coefficient of 0.271 with p of 0.039, thus H4 isaccepted (p 0.05). Organizational culture has a positive andsignificant effect on OCB.Hypothesis 5 - Job Satisfaction has an effect on OCBObtained path coefficient of -0.038 with p equal to 0.786, thusH5 is rejected (p 0.05), Job Satisfaction does not significantlyinfluence OCB.326Hypothesis 6 - Organizational Commitment influences OCBObtained path coefficient of 0.274 with p equal to 0.004, thus H6is accepted (p 0.05). Organizational Commitment has a positiveand significant effect on OCB.Hypothesis 7 - Organizational Culture, Job Satisfaction,Organizational Commitment have an effect on OCB.Organizational Culture Variable, Job Satisfaction, andorganizational commitment have (R2) that is 0.218 with thevalue of f statistic 121.6 and the value of f table at alpha 0.05 is2.44. This means f count (121.6) f Table (2.44), then H7 isaccepted and H0 is rejected. Thus it can be concluded thathypothesis 7 is proven which states that the variables ofOrganizational Culture, Job Satisfaction, and OrganizationalCommitment have a significant influence on OCBInterdimensional Correlation AnalysisIn this study the Organizational Culture variable consistsof 7 dimensions, the Job Satisfaction variable consists of 5dimensions, the Organizational Commitment variable consists of3 dimensions and the OCB variable consists of 5 dimensions.Table Results of Independent & Dependent Variable Inter-Dimension MatriVariabelDimensiX1.1Budaya Organisasi (X1)Kepuasan Kerja (X2)Komitmen Organisasi(Y1)Komitmen Organisasi (Y1)OCB 413From Table 4 it can be concluded as follows:1. In the organizational culture variable towardorganizational commitment variables, the highest dimensioncorrelation is stability to the dimension of ongoing c
and Job Satisfaction on Organizational Commitment, and its implementation on Organizational Citizenship Behavior (OCB)". The purpose of this study is to find out and explain: (1) the effect of organizational culture on organizational commitment, (2) the effect of job satisfaction on organizational commitment,
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
On an exceptional basis, Member States may request UNESCO to provide thé candidates with access to thé platform so they can complète thé form by themselves. Thèse requests must be addressed to esd rize unesco. or by 15 A ril 2021 UNESCO will provide thé nomineewith accessto thé platform via their émail address.
̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
The Role of Organizational Culture Developing organizational culture is a basic managerial tool for improving the work envi ronment by emphasizing core values necessary for individual and organizational effectiveness. Organizational culture is closely related to but should not be confused as equivalent to the con-cept of organizational climate.
organizational culture has examined many times by management and organizational scholars over the last decades. According to this interest, there have been many academic studies about organizational culture from various perspectives. Organizational culture denotes a wide range of social phenomena which help to define an
The instrument used in this research was Denison (2006) organizational culture questionnaire and Dimitris Buratas and Maria Vacula (2007) organizational culture. Cornbrash's alpha method was used to calculate the reliability. . organizational culture, one can manage the phenomenon of organizational silence (8). Many researchers have
An Introduction to Conditional Random Fields Charles Sutton1 and Andrew McCallum2 1 EdinburghEH8 9AB, UK, email@example.com 2 Amherst, MA01003, USA, firstname.lastname@example.org Abstract Often we wish to predict a large number of variables that depend on each other as well as on other observed variables. Structured predic- tion methods are essentially a combination of classi cation and graph-ical .