https://jetbis.al-makkipublisher.com/index.php/al/index
669
Journal Of Economics, Technology, and Business (JETBIS)
Volume 2, Number 9 September 2023
p-ISSN 2964-903X; e-ISSN 2962-9330
THE EFFECT OF MOTIVATION AND JOB SATISFACTION ON
ORGANIZATIONAL CITIZENSHIP BEHAVIOR
Lenie Febriyani
1
, Malik Rismanto
2
Universitas Swadaya Gunung Jati, Cirebon, Indonesia
Email: [email protected]
KEYWORDS:
Motivation, Job Satisfaction,
and Organizational
Citizenship Behavior
ABSTRACT
This research is aimed to determine the influence of: motivation
toward organizational citizenship behavior; job satisfaction toward
organizational citizenship behavior, and both at once toward the
organizational citizenship behavior of employees of the PT Jasa
Marga (Persero) Tbk. Palikanci Cirebon Branch Office. The method
used in this research is associative. The technique of collecting data is
by field research, literature study, and analysis of data. This study uses
primary data by distributing questionnaires to 60 employees on PT
Jasa Marga (Persero) Tbk. Palikanci Cirebon Branch Office. In this
research, motivation has a significant influence on organizational
citizenship behavior. Job satisfaction motivation has a significant
influence on organizational citizenship behavior. Motivation and job
satisfaction have a significant influence on organizational citizenship
behavior at once. The influence of motivation and job satisfaction
toward organizational citizenship behavior is 45.8% and the rest is
influenced by other variables that are not studied.
INTRODUCTION
In this era of globalization, companies must be able to keep up with the times to compete
with their competitors. Good human resources are valuable assets and capital owned by the
company because human resources are the driving force and driver of the company so that the
company can run, develop, survive, and improvise in advancing the company to achieve its
organizational goals (Van Dyne et al., 1994).
Good human resources can be seen from the citizenship behavior that exists among
employees in an organization (Ende et al., 2023). Organizational citizenship behavior is an
extra behavior shown by employees at work, beyond the formal work requirements in their job
description. Employees who have organizational citizenship behavior will greatly benefit the
company in maintaining the stability and functions of the organization (Rinaldy, 2022).
Growing and improving organizational citizenship behavior in employees can be done by
increasing motivation to work. Motivation can spur employees to work harder so that they can
achieve their goals, one of the things that can show how motivation in employees is whether
employees feel proud to be part of where they work. The sense of pride that arises from within
the employee will bring positive encouragement to his work so that work productivity will be
better (Rivai, 2009).
In addition to motivation, job satisfaction is also closely related to the quality of human
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resources that can make an organization effective (Mangkunegara, 2011). A satisfied employee
tends to engage in organizational behavior, work outside of their job description, and assist
other members in reducing workload and stress levels within the organization (Mahadianto,
2015).
The object of this research is PT Jasa Marga (Persero) Tbk. Palikanci Cirebon Branch.
PT Jasa Marga is a state-owned company engaged in toll road services. Jasa Marga wants
involvement and expects more performance from its employees so that the company can
survive and continue to be a company with increasingly leading toll services by its vision and
mission. The following is data on employee tardiness of PT Jasa Marga (Persero) Tbk.
Palikanci Cirebon Branch in 2017:
Table 1
Employee Tardiness
Month
tardy employee
January
28
February
28
Maret
26
April
33
Mei
31
Juni
27
Juli
25
Augustus
24
September
119
Oktober
30
November
23
December
24
Source: Human Resources Department of PT Jasa Marga (Persero) Tbk. Palikanci Branch,
2017
Based on the Tebel above, it can be averaged that employee tardiness during 2017 was
27 people every month. This shows that 45% of the total 60 employees of Jasa Marga Palikanci
Cirebon Branch are still late coming to work, in other words, only 55% of Palikanci Jasa Marga
employees can minimize the use of time to work. This identifies that not all employees of PT
Jasa Marga Palikanci Branch have conscientiousness behavior which is one of the indicators
that describe the existence of organizational citizenship.
Behavior within the company. Conscientiousness / individual initiative is an individual
behavior that shows voluntary efforts to improve the way in carrying out their duties creatively
so that organizational performance increases, this behavior involves creative and innovative
actions voluntarily to improve their ability to carry out tasks to improve organizational work
(Budihardjo, 2011).
In addition to the work delay data above, the following is data on the awards received by
employees of PT Jasa Marga Palikanci Branch which can identify organizational citizenship
behavior in terms of conscientiousness in the company, this can be seen in the Table below:
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Table 2
Number of Employee Awards
Year
Number of Awards received
2013
38
2014
47
2015
60
2016
33
2017
36
Source: Human Resources Department of PT Jasa Marga (Persero) Tbk. Palikanci Branch
Based on the table above, shows that the awards received by employees of Jasa Marga
Palikanci Branch are still fluctuating. This can identify that organizational citizenship behavior
in terms of conscientiousness in Palikanci Branch employees is still low and unstable.
The existence of business phenomena at PT Jasa Marga (Persero) Tbk. which has been
presented above, if left unchecked, the problem of unstable employee motivation, unoptimal
job satisfaction, and low employee organizational citizenship behavior will lead to a mismatch
between company expectations and employee performance (Herzberg, 1964).
RESEARCH METHODS
The type of research used in this study is quantitative research because there is a
hypothesis that will be tested using statistical testing tools. This study uses the associative
method of causal relationship because this study aims to determine the causal relationship
between motivation and job satisfaction on organizational citizenship behavior.
The population in this study were employees of PT Jasa Marga (Persero) Tbk. Palikanci
Branch has as many as 58 employees. Because the sample to be studied is normally distributed,
the population is relatively small and the researcher wants to make generalizations with very
small errors, the authors use saturated sampling in determining the population members to be
sampled.
The data collection technique in this study used a questionnaire with a research
instrument measurement scale using a Likert scale. The data analysis technique used is multiple
regression analysis.
RESULTS AND DISCUSSION
To find out the characteristics of the respondents, we can see them in the Table below:
Table 3
Respondent Characteristics
Category
Alternative Answers
Frequency (F)
Percent (%)
Gender
Man
44
76
Woman
24
14
Age
< 25 years old
4
6,9
25 – 35 Years
2
3,4
36 – 45 Years
21
36,2
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> 45 Tahun
31
53,5
Education
SMA
26
45
Diploma
1
2
Bachelor
31
53
Period of Service
1 – 5 Years
6
10,3
6 – 10 Years
0
0
11 – 15 Years
0
0
16 – 20 Years
4
6,9
16 – 20 Years
48
82,8
Source: Data Processing Results, 2018
Based on the table of respondents' characteristics, we know that the majority of
respondents are men, based on age, the majority of respondents are aged > 45 years, based on
education level the majority of respondents have a bachelor's education level, and have a
working period of > 20 years.
To determine the accuracy of the instrument in measuring the variables studied,
researchers tested the validity of the instrument variables motivation, job satisfaction, and
organizational citizenship behavior. Based on the results of validity testing, it is known that all
instruments in the variables of motivation, job satisfaction, and organizational citizenship
behavior are valid because they have a calculated r value greater than the table r, and all other
calculated r is greater than 0.256. To determine the degree of consistency of research
instruments, researchers conduct instrument reliability tests whose results are contained in the
table below:
Table 4
Reliability Statistics
Variable Name
Cronbach’s Alpha
N of Items
Motivation
Job Satisfaction
Organizational
Citizenship Behavior
0,760
0,758
0,784
19
21
11
Source: Data Processing Results, 2018
Based on the results of reliability tests, it can be seen that the value of Cronbach's Alpha
variable motivation is 0.760, the value of Cronbach's Alpha variable job satisfaction is 0.758,
and the value of Cronbach Alpha variable organizational citizenship behavior is 0.784, this
shows that all variables of the study are reliable because the value of Cronbach's Alpha is above
0.700.
To find out whether, in a regression model, the dependent variable and both are normally
distributed or not can be seen in the Table below:
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Table 5
One-Sample Kolmogorov-Smirnov Test
Unstandardized
Residual
N
58
Normal Parameters
a,b
Mean
.0000000
Std. Deviation
3.40589437
Most Extreme
Absolute
.150
Differences
Positive
.096
Negative
-.150
Kolmogorov-Smirnov Z
1.140
Asymp. Sig. (2-tailed)
.148
a. Test distribution is Normal
b. Calculated from data
Source: Data Processing Results, 2018
Based on the Table above, shows that the Kolmogorov-Smirnov Z value is 1.140 with an
Asymp value. Sig (2-tailed) of 0.148 > 0.05, thus overall it can be concluded that the observed
values of the data are normally distributed.
To test whether the regression model found a correlation between motivation variables
and job satisfaction can be seen in the table of multicollinearity test results below:
Table 6
Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients
T
Sig.
Collinearity
Statistics
B
Std. Error
Betta
Tolerance
VIF
1
(Constant)
10.897
5.050
2.158
.035
Motivasi
.189
.122
.336
1.547
.128
.202
4.959
Kepuasan
Kerja
.213
.124
.374
1.725
.090
.202
4.959
a. Dependent Variable: OCB
Source: Data Processing Results, 2018
Based on the Table above, it is known that the VIF value for motivation and job
satisfaction has a value of 4.959 where the value is < 10 and the Tolerance value is 0.202, >
0.1. So, it can be concluded that there is no multicollinearity between motivational variables
and job satisfaction in the regression model.
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Table 7
Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients
T
Sig.
B
Std. Error
Betta
1
(Constant)
10.897
5.050
2.158
.035
Motivation
.189
.122
.336
1.547
.128
Job Satisfaction
.213
.124
.374
1.725
.090
b. Dependent Variable: OCB
Source: Data Processing Results, 2018
Based on the table above, the value of the regression coefficient of the motivation variable
of 0.189 means that if the other variables have a fixed value and motivation increases by 1,
then organizational citizenship behavior will increase by 0.189. A positive coefficient means
that there is a positive relationship between motivation and organizational citizenship behavior,
the more motivation increases, the more organizational citizenship behavior increases.
The regression coefficient of the job satisfaction variable of 0.213 means that if the other
variables have a fixed value and job satisfaction increases by 1, then organizational citizenship
behavior will increase by 0.213. A positive coefficient means that there is a positive
relationship between job satisfaction and organizational citizenship behavior, the more job
satisfaction increases, the more organizational citizenship behavior increases (br Ginting et al.,
2023).
To determine the magnitude of the influence of motivation and job satisfaction variables
on organizational citizenship behavior can be known by looking at the Table below:
Table 8
Model Summary
Model
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
1
.691
.477
.458
3.6727
a. Predictors: (Constant), Job Satisfaction, Motivation
Source: Data Processing Results, 2018
Based on Table 8. above the value of the Adjusted R Square coefficient of determination
of 0.458, this means that the contribution of motivation and job satisfaction to organizational
citizenship behavior is 45.8% and the remaining 54.2% of organizational citizenship behavior
can be influenced by other factors outside the variables studied.
To determine whether or not the influence of each variable of motivation and job
satisfaction on organizational citizenship behavior can be seen in Table 9. below:
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Table 9
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
T
Sig.
B
Std. Error
Betta
1
(Constant)
15.090
4.503
3.351
.001
Motivation
.376
.056
.670
6.758
.000
a. Dependent Variable: OCB
Source: Data Processing Results, 2018
Based on the table above, motivation with a calculated value of 6,758 with a significant
value of 0,000 and a table value of 2,003. This means that there is an influence of motivation
on organizational citizenship behavior, this is evidenced by the value of sig.t 0.000 < 0.05 and
the value of count 6.758 > table 2.003. That is, H0 is rejected and Ha is accepted, where
motivation affects organizational citizenship behavior.
Table 10
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
T
Sig.
B
Std. Error
Betta
1
(Constant)
10.595
5.108
2.074
.043
Job Satisfaction
.384
.056
.674
6.834
.000
b. Dependent Variable: OCB
Source: Data Processing Results, 2018
Based on Table 10. Above job satisfaction with a calculated value of 6,834 with a
significant value of 0,000 and a table value of 2,003. This means that there is an influence of
motivation on organizational citizenship behavior, this is evidenced by the value of sig.t 0.000
< 0.05 and the calculated value of 6.834 > table which is 2.003. That is, H0 is rejected and Ha
is accepted, where job satisfaction affects organizational citizenship behavior.
To determine the significance of the influence of motivation and job satisfaction variables
on organizational citizenship behavior simultaneously, see the Table below:
Table 11
ANOVA
Model
Sum of Squares
Df
Mean Square
F
Sig.
1
Regression
604.190
2
302.095
25.129
.000
Residual
661.207
55
12.022
Total
1265.397
57
a. Dependent Variable: OCB
b. Predictors: (Constant), Job Satisfaction, Motivation
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Source: Data Processing Results, 2018
Based on the table above, it is known that the Sig value is 0.00 < 0.05, so we can conclude
that simultaneously there is a significant influence between motivation and job satisfaction on
organizational citizenship behavior.
Based on the results of hypothesis testing, results were obtained that stated that
motivation has a positive influence on organizational citizenship behavior significantly,
meaning that motivation affects organizational citizenship behavior. The results of this study
are in line with research conducted by (Riantini & Iriawan, 2016), which states that work
motivation has a positive and significant influence on organizational citizenship behavior at
the Surabaya City Revenue and Financial Management Office which can be interpreted that
the higher the motivation, the higher the organizational citizenship behavior owned by
employees.
Further research findings based on the results of hypothesis testing obtained results
stating that job satisfaction has a positive influence on organizational citizenship behavior
significantly because the value of sig.t < 0.05 which is 0.000 and the value of calculate> table
is 6.834. That is, H0 is rejected and Ha is accepted, where job satisfaction affects organizational
citizenship behavior.
The results of this study are in line with research conducted by Antonio and Susanto
(2007), which states that job satisfaction has a positive and significant effect on organizational
citizenship behavior on CV Supratex which can be interpreted that higher job satisfaction will
significantly increase organizational citizenship behavior of employees at CV Supratex
(Antonio, 2014).
In the analysis of the effect of motivation (X1) and job satisfaction (X2) on organizational
citizenship behavior (Y), the value of the Adjusted R Square coefficient of determination was
0.458. This means that the contribution of motivation (X1) and job satisfaction (X2) to
organizational citizenship behavior (Y) is 45.8% and the remaining 54.2% of organizational
citizenship behavior can be influenced by other factors outside the variables studied. Based on
the results of hypothesis testing, results were obtained stating that motivation and job
satisfaction on organizational citizenship behavior had a significant positive influence because
of the sig value. F < 0.05 is 0.000 < 0.05 (this study uses a significant level a = 5%) and
Fcalculate value 25.129 > Ftable 3.16. That is, H0 is rejected and Ha is accepted, where
motivation and job satisfaction together or simultaneously affect organizational citizenship
behavior.
The results of this study are in line with research conducted by (Susmiati & Herawati,
2017), which states that motivation and job satisfaction have a positive and significant effect
on organizational citizenship behavior with a coefficient of determination (R2) value of 0.949.
That is, 94.9% of OCBs are influenced by job satisfaction and work motivation, and the rest
are influenced by other factors (Kusumajati, 2014).
CONCLUSION
Partial motivation has a positive and significant influence on the organizational
citizenship behavior of employees at PT Jasa Marga (Persero) Tbk. Palikanci Cirebon Branch.
This means that if the motivation possessed by employees increases, the organizational
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citizenship behavior of employees of PT Jasa Marga (Persero) Tbk. Palikanci Cirebon Branch
will also increase.
Job Satisfaction partially has a positive and significant influence on the organizational
citizenship behavior of employees at PT Jasa Marga (Persero) Tbk. Palikanci Cirebon Branch.
This means that if the job satisfaction felt by employees increases, the organizational
citizenship behavior of employees of PT Jasa Marga (Persero) Tbk. Palikanci Cirebon Branch
will also increase.
Independent variables, namely motivation and job satisfaction simultaneously or together
have a positive and significant effect on the organizational citizenship behavior of employees
at PT Jasa Marga (Persero) Tbk. Palikanci Cirebon Branch. This means that motivation and job
satisfaction together can affect organizational citizenship behavior.
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