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322
THE INFLUENCE OF LEADERSHIP, ORGANIZATIONAL CITIZENSHIP
BEHAVIOR (OCB), AND ORGANIZATIONAL CULTURE ON EMPLOYEE
PERFORMANCE
(Study at KPP Pratama Bitung)
Ani Wijayanti
1
, Eryco Muhdaliha
2*
, Setyani Dwi Lestari
3
Budi Luhur University, South Jakarta, Indonesia
1
Faculty of Economics and Management, Department of Management, Budi Luhur University,
South Jakarta, Indonesia
2
Faculty of Economics and Management, Department of Magister Management, Budi Luhur
University, South Jakarta, Indonesia
3
[email protected]
1
, [email protected]
2
,
[email protected]
3
PAPER INFO ABSTRACT
Received: 02-03-2023
Revised: 25-03-2023
Approved: 15-04-2023
This study examines the impact of leadership, Organizational Citizenship
Behavior (OCB), and organizational lifestyle on overall employee performance.
The study was conducted in Bitung Metropolis at KPP Pratama Bitung, and a
total of 103 employees of KPP Pratama Bitung were interviewed. Research
Design, Data, and Methodology: The type of research conducted is explanatory
research with a general sampling approach. Fact-gathering was done through a
questionnaire using the Likert scale model processed with the Microsoft Excel
2019 software program and the SPSS 25 model. The validity test and the
reliability test of the research tool used the SPSS correlation coefficient
significance test and the significance test. Cronbach Alpha (A) SPSS Statistical
Examination. Information analysis strategy with multiple regression evaluation.
Findings: This study provides findings demonstrating that leadership,
organizational citizenship behavior (OCB), and organizational lifestyle
simultaneously positively impact employee performance, while leadership,
organizational citizenship behavior (OCB), and organizational lifestyle partially
positively impact worker performance. Conclusion: Implementation of the
strategy or steps in this study is intended to guide and motivate an organization
to successfully apply leadership, organizational civic behavior (OCB), and
organizational culture to improve employee performance.
Keywords: Employee Performance; Organizational Culture; Leadership;
Organizational Citizenship Behavior (OCB)
INTRODUCTION
Human resources are one of the most important factors that determine the survival of a
company. To achieve the best results, organizations need systems that work and develop
synergistically (Tan, 2019). The system includes effective employees, the latest technology, and
company policies that can support the interaction of humans and technology (Aldatmaz et al.,
2018). Therefore, human resource management is needed to make it work as expected by the
company. It creates effective and efficient workers who can complete tasks and work according to
certain work lines or work standards (Bandiera et al., 2011). Various companies, organizations, and
forums aim to improve employee performance in their respective fields. Individual performance is
determined by the level of education, motivation, and work experience of an employee. Efficiency
is needed to meet good quality and quantity standards of work. Individual performance is
influenced by the level of education, motivation, and work experience of employees.
Literature Review
Employee Performance
Performance means what becomes a process that is referred to and measured over a certain period
of time only based on predetermined conditions or agreements (Susanto et al., 2021).
Achievement is what is achieved by an organization, both non-profit and non-profit, during a
The Influence of Leadership, Organizational Citizenship Behavior (OCB), and Organizational Culture On Employee
Performance
Return: Study of Management, Economic and Bussines, Vol. 2(4), April 2023
323
certain period of time (Syardiansah et al., 2020). Employee performance (work completion)
refers to the quality and quantity of work performed by an employee in fulfilling his duties under
the responsibilities given by Mangkunegara (Mangkunegara, 2011). It can be concluded that
employee performance means what happens as a result of a process or activity in a particular
function performed by the employee. This efficiency describes the extent to which employees
perform work under certain conditions (Ángeles López-Cabarcos et al., 2022).
Organizational Culture
Organizational culture is hidden values, beliefs, and assumptions that are owned by
members of the organization and Quinn (Azeem et al., 2021). Organizational culture is a set of
norms or values widely applied to an organization (Guiso et al., 2015; O’Reilly III et al., 2014).
Cremer (1993) states that organizational culture is an unspoken code of communication between
organizational members. From this, it follows that it is a body of knowledge that is shared by
members of a particular organization. Acquiring this knowledge is an investment. Organizational
culture is seen as an organizational capital and core competency that develops a congruence
between organizational and employee values related to “organizational performance”. The
process of beliefs, habits, values, and behaviors that are formed in the behavior of individuals in
an organization is referred to as organizational culture.
Organizational Citizenship Behavior (OCB)
Organizational Citizenship Behavior (OCB) includes “acts of altruism or helpful behavior, such
as helping workers with heavy workloads, sharing resources, providing emotional support, and
being polite” (Frenkel & Sanders, 2007). independent individual behavior that is not directly or
explicitly recognized by a formal reward system and that as a whole promotes the effective
functioning of the organization (Organ, 1988). From this, it can be concluded that OCB can be
considered a collection of the informal behavior of organizational employees (Barney, 1986).
Leadership
Leadership is the act of influencing the behavior of others, also known as the art of influencing
individual and group behavior (Thoha, 2017). Leadership refers to a suggestive process carried
out by someone who guides team members to achieve organizational goals (Sidabutar et al.,
2022). Leadership refers to activities aimed at influencing people to be aligned with the
achievement of organizational goals (Qiu et al., 2019). It can be concluded that leadership is the
way a leader influences his subordinates to use certain traits to achieve the desired goals (Ferine
et al., 2021).
Framework
Figure 1
Framework
Development Of Research Hypotheses
1. Leadership On Employee Performance
According to Fielder's analysis in Ato'lllah, M., (2014), the most effective leaders adapt their
leadership style to the situation, including preferred work styles, personality traits, tasks, and
The Influence of Leadership, Organizational Citizenship Behavior (OCB), and Organizational Culture On Employee
Performance
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324
groups (Ariska, 2019). Leaders act in ways that promote productivity, high morale,
responsiveness, quality work skills, engagement, efficiency, and organizational excellence.
This style of leadership is very demanding on employees. Because when employees are led
by a good leader who is trustworthy, friendly, and approachable, they are more comfortable
at work and more willing to go to work. Leadership is the most important factor that
influences the effectiveness of the entire organization. Gonzalez Cruz et al. (2019) found that
leadership positively impacts employee performance. In addition, the study also examines the
impact of leadership on employee performance. A note from Adiguzel et al (Sonmez Cakir
& Adiguzel, 2020) concluded that leadership has a significant positive impact on employee
performance.
H
1
: Leadership has a positive impact on employee performance
2. Organizational Citizenship Behavior (OCB) On Employee Performance
According to Djati (2005:25), in Simanjuntak et al., (2020) provides an understanding of
Organizational Citizenship (OCB). This means making proactive and individual decisions to
improve organizational performance by supporting the initial goal of employee productivity.
On the other hand, Organs in Titisari (2014:4); Simanjuntak et al., (2020), organizational
citizenship behavior (OCB) is a freely defined individual attitude that is collectively more
effective than that perceived directly or explicitly by a formal reward system. Designed to
drive organizational performance. Based on this definition, it can be concluded that
Organizational Citizenship Behavior (OCB) is employee behavior that indirectly or explicitly
changes the atmosphere of the organization in such a way that it becomes more efficient. This
is evidenced by Simanjuntak et al., (2020) showing that Organizational Citizenship Behavior
(OCB) has a positive impact on employee performance (Simanjuntak et al., 2020).
H
2
: Organizational Citizenship Behavior (OCB) has a positive impact on employee
performance
3. Organizational Culture On Employee Performance
Organizational culture, this factor has a significant positive effect on employee performance
(work performance). This shows that organizations engage in activities that build a
constructive organizational culture (Ferine et al., 2021). For example, Pixar is always
reflective of the films it makes and does not hesitate to build a culture of constructive criticism
(Catmull & Wallace, 2014). Of course, this cannot be replicated completely, because ultimately
organizations have to find their own culture to build on. The role of leaders in shaping
organizational culture is also very influential because CEOs who are open to new experiences
tend to create organizational cultures that also demonstrate high adaptability (O’Reilly III et
al., 2014). In addition, this continuously adapting culture also has a good influence on the
company's success, and it is not surprising that companies with a continuously adapting culture
tend to record high profits for the company (O’Reilly III et al., 2014).
H
3
: Organizational Culture has a positive impact on employee performance
4. Leadership, Organizational Citizenship Behavior, and Organizational Culture on
Employee Performance
Based on the results of the analysis of previous research, it can be seen that leadership,
organizational citizenship behavior (OCB), and organizational culture have a positive
relationship and influence on the performance of Pellet employees. And for this study, will
also be tested whether the results of the hypothesis formulated by the researcher can be
accepted for the existence of a relationship and simultaneous influence on the research object
of KPP Pratama Bitung staff or not.
H
4
: Leadership, Organizational Citizenship Behavior (OCB), and Organizational
Culture have a positive effect on Employee Performance
RESEARCH METHOD
The Influence of Leadership, Organizational Citizenship Behavior (OCB), and Organizational Culture On Employee
Performance
325 Return: Study of Management, Economic and Bussines, Vol. 2(4), April 2023
This type of research is descriptive research. The survey population includes all KPP
Pratama Bitung employees with a total population of 103 people. The sampling method uses a
non-probabilistic survey and the sampling method uses a full sampling technique. Therefore, the
sampling technique used for this research was 103 KPP Pratama Bitung employees (Arikunto,
2002). Data collection was carried out using a questionnaire with a Likert model scale which was
processed through Microsoft Excel 2019 software and SPSS version 25. The validity test and
reliability test of the research instrument used the SPSS correlation coefficient significance test
and the Cronbach Alpha (A) statistical test SPSS (Sugiyono, 2017). Methods of data analysis
using multiple regression analysis (Multiple Linear Regression Method) are as follows:
RESULTS AND DISCUSSION
Validity and reliability tests are met with valid and reliable data. While the classical
acceptance test was fulfilled in this study with a normal distribution, without multicollinearity,
without autocorrelation, and without symptoms of heteroscedasticity.
Table 1
Correlation Coefficient Test
Correlations
OCB.X2
Organizational
Culture.X3
Pearson Correlation
.222
*
.312
**
Sig. (2-tailed)
.024
.001
N
103
103
Pearson Correlation
1
.269
**
Sig. (2-tailed)
.006
N
103
103
Pearson Correlation
.269
**
1
Sig. (2-tailed)
.006
N
103
103
Pearson Correlation
.462
**
.378
**
Sig. (2-tailed)
.000
.000
N
103
103
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
Source: 2022 Data Processing Results
The results of analyzing the correlation coefficient of each independent variable on the dependent
variable are as follows:
1. Significant value. from 0.004 < 0.05. This means that leadership has a relationship with
employee performance of 0.279, which means a low correlation.
2. Significant value. from 0.000 < 0.05. That means OCB has a relationship with employee
performance of 0.462, meaning the correlation is pretty strong.
3. Significant value. from 0.000 < 0.05. This means that organizational culture has a
relationship with employee performance of 0.378, a low correlation.
The Influence of Leadership, Organizational Citizenship Behavior (OCB), and Organizational Culture On Employee
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Table 2
Regression Calculation Results
Source: 2022 Data Processing Results
Based on the table above, it can be seen that the regression equation is:
Y Employee Performance = 17,859 + 0,129 Leadership + 0,427 OCB + 0,286 Organizational Culture + ε
1) Constant value (α): 17.85
That is, if the independent variables of leadership, OCB, and organizational culture are
0, then the employee's performance value is 17,859 units.
2) Guide variable: 0.129This means that if the independent variable has a fixed value and
leadership has increased by 1 unit, then employee performance has increased by 0.129
units. The coefficient is positive, meaning that there is a positive or one-way influence
between leadership and employee performance, the greater the leadership, the greater the
employee performance, and vice versa.
3) Organizational citizenship behavior variable: 0.427
That is, if the independent variable has a fixed value and OCB increases by 1 unit, then
the employee's performance decreases by 0.427 units. The coefficient is positive, which
means there is a positive or unidirectional influence between OCB and employee
performance, the higher the OCB, the higher the employee performance, and vice versa.
4) organizational culture variable: 0.286
This means that if the independent variable has a fixed value and organizational culture
increases by 1 unit, then employee performance increases by 0.286 units. The coefficient
is positive, meaning that there is a positive or unidirectional influence between
organizational culture and employee performance, the higher the organizational culture,
the higher the employee performance, and vice versa.
Table 3
Partial Test (t-test)
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
17.859
7.243
2.466
.015
Leadership.X1
.129
.096
.121
1.352
.179
OCB.X2
.427
.102
.371
4.188
.000
Organizational
Culture.X3
.286
.108
.240
2.639
.010
Source: 2022 Data Processing Results
Based on the table above, the partial test results show a count of 2.466 with a 95% confidence
level. Because t
count
> t
table
is 2.466 > 1.660, meaning that Leadership, Organizational Citizenship
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
17.859
7.243
2.466
.015
Leadership.X1
.129
.096
.121
1.352
.179
OCB.X2
.427
.102
.371
4.188
.000
Organizational
Culture.X3
.286
.108
.240
2.639
.010
Employee Performance = α + β1 Kep. + β2 OCB + β3 BO + ε
The Influence of Leadership, Organizational Citizenship Behavior (OCB), and Organizational Culture On Employee
Performance
327 Return: Study of Management, Economic and Bussines, Vol. 2(4), April 2023
Behavior (OCB) and Organizational Culture have a significant effect on the dependent variable
Employee Performance at KPP Pratama Bitung Employees with a value of Sig. = 0.015, which is
less than the 5% significance level.
Table 4
F test
ANOVA
a
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
1009.623
3
336.541
13.874
.000
b
Residual
2401.406
99
24.257
Total
3411.029
102
a. Dependent Variable: Employee Performance.Y
b. Predictors: (Constant), Organizational Culture.X3, OCB.X2, Leadership.X1
Source: 2022 Data Processing Results
Based on the simultaneous test table, it can be interpreted that the results of the F test show that
F count (13.874) > F table (2.70) is obtained in this study. marked Value 0.000 (0.000 < 0.05).
Thus it can be concluded that the independent variables together have a significant effect on the
"employee performance" variable with a 95% confidence level and the model used in this study
can be put into practice.
Table 5
Analysis of the Coefficient of Determination
Model Summary
b
Model
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
1
.544
a
.296
.275
4.925
a. Predictors: (Constant), Organizational Culture.X3, OCB.X2,
Leadership.X1
b. Dependent Variable: Employee Performance.Y
Source: 2022 Data Processing Results
From the table above it can be seen that the R-squared value is 0.296 or (29.6%). This coefficient
shows 29.6% of KKP Pratama Bitung Employee Performance Value is determined by
(Leadership, OCB, and Organizational Culture). While the remaining 70.4% are influenced by
other factors outside of the variables used in this study.
Interpretation of Research Results
1. The influence of leadership on employee performance
The results of testing the first hypothesis in this study show that leadership does not have a
significant impact on employee performance among employees of KPP Pratama Bitung, this
is evident from the probability value t count (1.352) < t table (1.660) and sig value (0.179 )
< 0 .05). The author's research shows that leadership does not significantly affect the
performance of KPP Pratama Bitung employees.
2. The Impact of Organizational Citizenship Behavior (OCB) on Employee Performance
The results of testing the second hypothesis in this study show that Organizational
Citizenship Behavior (OCB) has a significant impact on employee performance among KPP
Pratama Bitung employees, this is from the probability value t count (4.188) > t table (1.660)
and the Sig value ( 0.000 ) < 0.05). The author's research shows that Organizational
Citizenship Behavior (OCB) has a significant impact on employee performance among KPP
Pratama Bitung employees.
3. The influence of organizational culture on employee performance
The results of testing the third hypothesis in this study show that organizational culture has
a significant impact on employee performance among KPP Pratama Bitung employees, this
The Influence of Leadership, Organizational Citizenship Behavior (OCB), and Organizational Culture On Employee
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is evident from the probability value t count (2.639) > t table (1.660) and the sign- Value
apparent (0.010 < 0.05). The results of the author's research show that organizational culture
has a significant impact on employee performance among KPP Pratama Bitung employees
(Popescu et al., 2014).
CONCLUSION
Based on the research findings, it can be concluded that Leadership, Organizational
Citizenship Behavior (OCB), and Organizational Culture have a positive and significant effect on
the performance of KKP Pratama Bitung office employees. It is expected to bring benefits to
many stakeholders, employee satisfaction is born at work, and employees become enthusiastic
about their work. Managers are also required to improve the ability of their employees through
training and optimize their work efficiency. This is done by continuously monitoring the quality
and quantity of work performed by employees in carrying out tasks in accordance with the
responsibilities given by ensuring that the goals set by management can be achieved and
measurable in completing work by employees. This study provides insights into leadership,
Organizational Citizenship Behavior (OCB), and organizational culture related to employee
performance. Hopefully, it can be a reference for a good assessment.
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