INTRODUCTION
Several elements, such as Organizational Citizenship
Behavior, can impact the productivity and quality of human resources in
businesses. OCB is individual Behavior that is not regulated by the
organization and is not factored into the official incentive structure but
promotes the efficacy and efficiency of the overall organizational function (Bustomi, Sanusi, & Herman, 2020).
Employees will be willing to contribute their best effort outside their
official responsibilities if they believe the organization meets their
expectations. Companies must cultivate positive ties with their staff. Because
employees may be able to provide knowledge on environmental changes and coping
strategies, they should be consulted (Lukito, 2020).
The relationship between bosses and subordinates that has already been
established influences organizational citizenship behaviour
as well (Haryati, 2014). Organizational Citizenship Behavior is
more significant when subordinates feel connected to their superiors, are
trusted by their superiors, and are cared for by their superiors
Many managers are attempting to lessen employee
unhappiness with their quality of life at work. According to Robbins
and Judge (2013), Quality of Work Life is the process by which
organizations respond to employee needs by developing mechanisms to allow
employees to give full advice and participate in making decisions and managing
their work-life in a company. In contrast, according to Johnson in Casida et al. (2019), Quality of Work Life is
essential. The company must attract and retain employees to be loyal to the
company. Creating a decent work environment is the responsibility of all
organizational components (Rokhman, 2022). The quality of the
work environment affects not only employee performance but also intrinsic
motivation and job satisfaction (Farmi, Apridar, & Bachri, 2021). Increasing employees' dignity can be
accomplished by providing a sense of security, job satisfaction, appreciation
at work, and opportunities for growth and development.
Waseem (2015) focused his research on the
correlation between workers' Quality of Work Life and Organizational
Citizenship Behavior. The research of (Pradhan, Jena, & Kumari, 2016), (Dirgahayu, Kepramareni, & Nengah Sudja, 2020) and (Inceng, Hamzah, & Umar, 2019)
bolsters the notion that there is a connection between Quality of Work Life and
Organizational Citizenship Behavior. Their research indicates that the Quality
of Work-Life substantially affects Organizational Citizenship Behavior. It is
suspected that Quality of Work-Life has a direct positive effect on
Organizational Citizenship Behavior based on the preceding opinion.
Organizational Commitment to employees' emotional
attachment, affiliation, and involvement with specific organizations (Mayer & Schoorman, 1998). Individuals with
organizational Commitment with dedication because of employees with a high
level of Commitment accomplishment of organizational tasks as an essential
objective (Hayati, 2011). According
to (Greenberg & Baron, 1993),
an organizational commitment degree to which employees are involved in the
organization and wish to remain a member. This includes an attitude of loyalty
and a willingness to work optimally for the organization in which the employee
is employed. Work culture and organizational dedication positively impact the
performance of dap employees (Mohamad & Nawawi, 2020).
Research by (Devece, Palacios-Marqués, & Pilar Alguacil, 2016), (Afsar, Cheema, & Javed, 2018), (Marsidini & Rosalinda,
2014). Organizational
Commitment and Organizational Citizenship Behavior were found to have an
influence. Based on the preceding opinion, it is hypothesized that
organizational Commitment directly benefits organizational citizenship behaviour.
According to (Dubrin, 2018), Career
Development is a staffing activity that helps people plan their future careers
in the business so that both the organization and the individuals can develop
to their fullest potential. Organizational career development is inseparable
from career planning. Before advancing his career, every person in the
organization must conduct comprehensive career planning. Career Development,
according to (Saidi Mehrabad & Fathian Brojeny, 2007), is a succession
of work that gives a person's life history a position and significance. Cascio
argues in (Alamsyah, 2019)
that the term 'career' can be viewed from two distinct vantage points: an
objective and a subjective vantage point. From an objective standpoint, a
career is the succession of positions a person holds during his life. However,
from a subjective perspective, a career changes a person's values, attitudes,
and motives as he ages. Both approaches emphasize the individual and presume
that each person has some degree of control over his or her fate, allowing him
or her to manage opportunities to optimize career success and satisfaction.
Professional Development is a situation that implies an increase in a person's
standing within an organization along a predetermined career path. Career
Development seeks to align the requirements and objectives of employees with
the current and future career prospects within the firm (López-Domínguez, Enache, Sallan, & Simo, 2013).
Moreover, (Hamzah, Hubeis, & Hendri, 2020)
discovered the relationship between Career Development and Organizational
Citizenship Behavior.
It is suspected that Career Development has a direct favourable effect on Organizational Citizenship Behavior
based on the preceding opinion. According to Scarborough, Norman M., and Thomas
W. Zimmerer (Athadiano & Indriyani, 2013),
an entrepreneur is a person who creates a new business in the face of risk and
uncertainty in order to achieve profit and growth by identifying opportunities
and gathering the resources necessary to capitalize on those opportunities.
Entrepreneurial Orientation must be present in every employee of a company.
This is consistent with the nature of the firm, which is to pursue profit.
Entrepreneurial Orientation is exemplified by consistently manufacturing items
in compliance with market criteria and demands so that the market can accept
the products. To accomplish this, every employee must continually maintain an
entrepreneurial mindset. Entrepreneurial Orientation is how organizations carry
out the new entrance and can also boost competitive human resources (Rezazadeh & Mahjoub, 2016). Entrepreneurial
Orientation emphasizes the spirit of business innovation as an antidote to the
business bottlenecks that frequently occur in the earliest stages of
innovation. In essence, entrepreneurship is the nature, traits, and personality
of a person who desires to implement innovative ideas in the real world
creatively (Jamaluddin, Razali, & Mustafa, 2016), (Pangeran Buana & Uyun, 2021), (Breugst, Domurath, Patzelt, & Klaukien, 2012), and (Herz, Schmutzler, & Volk, 2019). Entrepreneurial
Orientation is thought to have a direct positive effect on Organizational
Citizenship Behavior based on the preceding opinion.
METHOD
The method of study by determining
the unit of analysis using the technique of purposive sampling, namely the
sampling technique based on several factors. This study's population consists
of 11,728 individuals who work in the production departments of four tire
businesses in Indonesia. The criteria for this study are production department
personnel who have been appointed as permanent employees of the company. Using
the Slovin formula to determine the number of
samples, 400 samples will be used in this investigation. This study employs a
survey methodology through the distribution of questionnaires to manufacturing
division employees. The questionnaire contains several questions regarding
Organizational Citizenship Behavior, Quality of Work Life, Organizational
Commitment, Career Development, and Entrepreneurial Orientation, along with
their respective explanations, so that respondents can fill out the
questionnaire accurately and comprehend its intent and purpose. This study's
question instrument was developed using indicators of variables from prior
research. Structural Equation Modeling (SEM) analysis is utilized for
statistical analysis.
Results and Discussion
A. Validity Test
The construct or variable level validity was
analyzed using the Average Variance Extracted (AVE) value. Table 1 shows that all
variables have an AVE value > 0.5. Therefore, it can be concluded that all
variables are declared valid.
Table 1
Variable Validity Test Results
|
Variable
|
AVE
|
|
Quality of Work
Life
|
0,598
|
|
Career
Development
|
0,606
|
|
Organizational
Commitment
|
0,517
|
|
Entrepreneurial Orientation
|
0,561
|
|
Organizational
Citizenship Behavior
|
0,555
|
B. Reliability Test
Test Construct or variable reliability tests were analyzed based on the Composite Reliability (CR) value. The recommended CR value is
>0.7 (Joe F Hair, Ringle, & Sarstedt, 2011). The test results in Table 2 show that all
variables have CR values ranging from 0.893 to 0.941 and more than 0.7.
Therefore, it can be concluded that all variables are reliable.
Table 2
Variable Reliability Test Results
|
Variable
|
CR
|
|
Quality of Work Life
|
0,930
|
|
Career Development
|
0,924
|
|
Organizational Commitment
|
0,893
|
|
Entrepreneurial Orientation
|
0,933
|
|
Organizational Citizenship Behavior
|
0,941
|
Descriptive analysis of respondents' answers was
used to see the tendency of respondents to answer item statements; respondents' answers were then analyzed using a category with an interval scale that was
calculated from the highest score reduced by the lowest score divided by five
so that an interval of 0.80 was obtained. Based on Sugiyono
(2013), with an interval of 0.80, the categorization system is shown in Table 3
Table 3
Respondents Answer Category
|
No.
|
Value
|
Category
|
|
1
|
1.00-1.80
|
Very Low
|
|
2
|
1.81-2.60
|
Low
|
|
3
|
2.61-3.40
|
Fair
|
|
4
|
3.41-4.20
|
High
|
|
5
|
4.21-5.00
|
Very High
|
C.
Result Exploratory Factor Analysis (EFA)
The results of the KMO and Barlett test variable Quality
of Work-Life are shown in Table 4. Based on the table, it can be seen
that the KMO value for the Quality of
Work Life variable is 0.783 greater than 0.5, and the significance of Bartlett's Test of Sphericity is
0.000 < 0.05. This value indicates that the indicators studied have a high
and significant correlation; therefore, the data can be factored in.
Table 4
Results of KMO and Barlett Test
Quality of Work Life
|
KMO and Bartlett's
Test
|
|
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
|
0.783
|
|
Bartlett's Test of Sphericity
|
Approx. Chi-Square
|
2547,999
|
|
df
|
36
|
|
Sig.
|
0.000
|
KMO and Barlett test variable Career Development have shown in
Table 5. Based on the table, it can be seen that the Career Development is 0.685 greater than 0.5, and the
significance of Bartlett's Test of
Sphericity is 0.000 <0.05. This value indicates that the indicators
studied have a high and significant correlation. Therefore Career Development can be factored
in.
Table 5
Results of KMO and Barlett Test
Career Development
|
KMO and Bartlett's
Test
|
|
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
|
0.685
|
|
Bartlett's Test of Sphericity
|
Approx. Chi-Square
|
1851,071
|
|
df
|
28
|
|
Sig.
|
0.000
|
The KMO and Barlett test variables' results are Organizational Commitment, shown in Table 6. Based on the table,
it can be seen that the KMO value Organizational
Commitment is 0.657, more significant than 0.5, and the significance of Bartlett's Test of Sphericity is
0.000 < 0.05. This value indicates that the indicators studied have a high
and significant correlation. Therefore the Organizational Commitment can be factored in.
Table 6
Results of KMO and Barlett Test
Organizational Commitment
|
KMO and Bartlett's
Test
|
|
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
|
0.657
|
|
Bartlett's Test of Sphericity
|
Approx. Chi-Square
|
2288,781
|
|
df
|
28
|
|
Sig.
|
0.000
|
The KMO value and the Barlett test variable results are Entrepreneurial Orientation, shown in Table 7. Based on the
table, it can be seen that the KMO value Entrepreneurial
Orientation is 0.771 greater than 0.5, and the significance of Bartlett's Test of Sphericity is
0.000 < 0.05. This value indicates that the indicators studied have a high
and significant correlation. Therefore the Entrepreneurial Orientation can be factored in.
Table 7
Results of KMO and Barlett Test
Entrepreneurial Orientation
|
KMO and Bartlett's
Test
|
|
Kaiser-Meyer-Olkin Measure of Sampling
Adequacy.
|
0.771
|
|
Bartlett's Test of Sphericity
|
Approx. Chi-Square
|
3412,146
|
|
df
|
55
|
|
Sig.
|
0.000
|
The results of the KMO value and the Barlett test variable are Organizational
Citizenship Behavior, shown in Table 8. Based
on the table, it can be seen that the KMO value of the Organizational Citizenship Behavior is
0.788 greater than 0.5, and the significance of Bartlett's Test of Sphericity is 0.000 < 0.05. This value
indicates that the indicators studied have a high and significant correlation.
Therefore the variable data on Organizational
Citizenship Behavior can be factored in.
Table 8
Results of KMO and Barlett Test
Organizational Citizenship Behavior
|
KMO and Bartlett's Test
|
|
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
|
0.788
|
|
Bartlett's Test of Sphericity
|
Approx, Chi-Square
|
4061.755
|
|
df
|
78
|
|
Sig,
|
0.000
|
Quality of Work Life (QWL) has an indirect influence
of 0.116 on Organizational Citizenship Behavior (OCB)
via Organizational Commitment (OC), and a confidence interval of 0.025-0.133 is
more significant than 0. The p-value is therefore 0.006 0.05, indicating that
the effect is significant. Table 14 indicates that both mediation hypotheses
are supported by testing the mediation hypothesis using the bootstrap method.
This study confirms that the Quality of Work-Life positively affects
Organizational Citizenship Behavior (OCB) via
Organizational Commitment (OC).
In addition, the indirect effect of Career Development
(CD) on Organizational Citizenship Behavior (OCB) via
Entrepreneurial Orientation (EO) is 0.038, with a confidence interval ranging
from 0.011-to 0.155 greater than 0. The p-value of 0.034 is less than 0.05,
indicating that the effect is significant. This study confirms that Career
Development positively affects Organizational Citizenship Behavior
via Entrepreneurial Orientation (EO).
Based on the respondents' responses, the researchers
identified certain aspects of Quality of Work Life that need to be examined and
enhanced so that Quality of Work-Life has a higher impact on Organizational
Commitment and Organizational Citizenship Behavior.
Respondents believe that the company has met their quality of work-life
expectations. However, the creative incentive system can be enhanced by
measuring performance achievement, task experience, and the amount of
difficulty of the work received by employees.
Based on the study of respondents' responses, the
researchers identified several Career Development-related factors that need to
be assessed and enhanced so that Career Development has a more significant
impact on entrepreneurial Orientation and organizational citizenship behaviour.
Overall, respondents perceive the company's Career Development to be reasonably
good. The mutation policy must still be studied and enhanced, as it has the
lowest average value compared to other metrics. Leaders and management must be
more equitable when transferring employees to other departments or areas.
Additionally, personnel transfers must be conducted objectively and according
to established standards.
Based on examining respondents' responses, the
researchers identified several aspects of Organizational Commitment that need
to be investigated and enhanced so that Organizational Commitment has a more
significant impact on Organizational Citizenship Behavior.
Overall, employees have a strong perception of their corporate Commitment trough
employees believe they have a high Affective Commitment, Continuance
Commitment, and Normative Commitment to the company, they nevertheless have
questions regarding the Commitment and organization. This conclusion is based
on the study of respondents' responses, which reveal that several assertions
have a low average value, indicating that employee organizational commitment
must be enhanced.
To develop a strong emotional attachment, leaders in
the tire industry must review and strengthen their organizational commit
commitment company. Leaders can boost Affective Commitment by inviting staff to
participate in corporate activities, fostering a sense of belonging. In
Continuance Commitment, the company can offer rewards commensurate with the
performance of its employees, such that those employees view the company as
their best option in terms of income.
Based on the respondents' responses, the researchers
identified numerous aspects of Entrepreneurial Orientation that need to be
studied and enhanced so that Entrepreneurial Orientation has an even more
significant impact on Organizational Citizenship Behavior.
Overall, employees rate their entrepreneurial Orientation positively.
Nonetheless, the leadership and administration of the national tire business
must consider the attitudes that receive low rankings. The employees are
already highly active, yet innovation is still scarce. This is based on the
study of responses from respondents, which indicates that employees still do
not have enough ideas and adhere to the established criteria. Therefore,
leaders and managers in the national tire business must embrace participatory
leadership to increase employee creativity. Leaders can provide staff with the
opportunity to contribute innovative ideas to boost production efficiency.
Additionally, the leadership might solicit employee input during the
decision-making process on current issues. By giving opportunities for
employees to provide ideas and feedback, the organization will train people to
think critically and be creative, fostering innovation.
CONCLUSION
Quality of Work Life and Career
Development have a positive influence on Organizational Citizenship Behavior;
Quality of Work-Life has a positive influence on Organizational Commitment;
Organizational Commitment has a positive influence on Organizational
Citizenship Behavior; Career Development has a positive influence on Entrepreneurial
Orientation; Entrepreneurial Orientation has a positive influence on
Organizational Citizenship Behavior.
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