Volume 7, Issue 3, September 2019, Page: 50-56
Job Satisfaction on Employee Performance; Counterproductive Work Behavior and Organizational Citizenship Behavior as Mediations
Roby Sambung, Faculty of Economy and Business, University of Palangka Raya, Center of Kalimantan, Indonesia
Received: Aug. 25, 2019;       Accepted: Nov. 6, 2019;       Published: Nov. 21, 2019
DOI: 10.11648/j.ijebo.20190703.12      View  133      Downloads  50
Employee performance is one of the most researched topics in the field of human resources, many factors affect an employee's performance. As a negative behavior Counterproductive Work Behavior (CWB) which is often shown by employees when working, especially in government organizations. This behavior greatly affects the performance of employees in an organization. In addition to the negative behavior, positive behavior that has the opposite effect in improving employee performance is Organizational Citizenship Behavior (OCB). These two things are of concern to researchers to be studied in this study within a theoretical framework of research. Both CWB and OCB are largely determined by the job satisfaction felt by employees. This study aims to examine the effect of job satisfaction on OCB and CWB and the impact on employee performance, and wants to prove that OCB and CWB are able to mediate the relationship between job satisfaction and employee performance. Respondents from this study were 126 civil servants from 30 government offices with a simple random sample technique. The collected data were analyzed using the Structural Equation Modeling (SEM) approach with the Partial Least Square (PLS) approach. The results showed that OCB and CWB were proven to be mediators. For direct influence is explained in this text.
Job Satisfaction, OCB, Counterproductive Work Behavior, Employee Performance
To cite this article
Roby Sambung, Job Satisfaction on Employee Performance; Counterproductive Work Behavior and Organizational Citizenship Behavior as Mediations, International Journal of Economic Behavior and Organization. Vol. 7, No. 3, 2019, pp. 50-56. doi: 10.11648/j.ijebo.20190703.12
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