The Effect of Leader Member Exchange and Perceived Organizational Support on Organizational Citizenship Behavior through Job Satisfaction (Study at Branch Office of PT Bank Negara Indonesia (Persero) Tbk, West Sumatra)
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Published:
Aug 15, 2022
Keywords:
Organizational Citizenship Behavior (OCB), Leader Member Exchange (LMX), Perceived Organizational Support (POS), Job Satisfaction (JS)
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Computer Science
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Abstract
Employees with Organizational Citizenship Behavior will encourage their best ability to produce the best output for the benefit of the organization. This study aims to analyze the factors that influence Organizational Citizenship Behavior and the mediating role of Job Satisfaction. The population in this study were all employees of BNI at the Solok, Payakumbuh, and Bukittinggi branch offices, with a total sample of 103 people. The source of this research data is primary data collected through questionnaires. Structural equation modeling method (PLS-SEM) was used to analyze the data. The results of this study indicate that Leader Member Exchange and Perceived Organizational Support have a positive effect on Organizational Citizenship Behavior, but Job Satisfaction has no effect on Organizational Citizenship Behavior. Leader Member Exchange positively affects Job Satisfaction, but Perceived Organizational Support fails to affect Job Satisfaction. This study found that job satisfaction did not mediate the relationship between Leader Member Exchange and Perceived Organizational Support on Organizational Citizenship Behavior.
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How to Cite
Lovita Monna, A., Lukito, H. . and Games, D. (2022) “The Effect of Leader Member Exchange and Perceived Organizational Support on Organizational Citizenship Behavior through Job Satisfaction (Study at Branch Office of PT Bank Negara Indonesia (Persero) Tbk, West Sumatra)”, Jurnal Mantik, 6(2), pp. 2360-2368. doi: 10.35335/mantik.v6i2.2800.
References
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[2] Spitzmuller, M., Van Dyne, L., & Ilies, R, “Organizational citizenship behavior: A review and extension of its nomological network,” The SAGE Handbook of Organizational Behavior., 1, 106–123, 2008.
[3] Kernodle, T. A., & Noble, D, “Organizational citizenship behavior: Its importance in academics,” American Journal of Business Education (AJBE)., 6(2), 235–240, 2013.
[4] Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E, “The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange,” Journal of Applied Psychology., 87(3), 590, 2002.
[5] Teng, C.-C., Lu, A. C. C., Huang, Z.-Y., & Fang, C.-H, “Ethical work climate, organizational identification, leader-member-exchange (LMX) and organizational citizenship behavior (OCB): A study of three star hotels in Taiwan,” International Journal of Contemporary Hospitality Management., 2020.
[6] Maula, L. A, “Perceived Organizational Support dan Pengaruhnya terhadap Organizational Citizenship Behavior dengan Job Satisfaction sebagai Variabel Intervening (Studi pada Karyawan Jawa Timur Park 1),” Universitas Brawijaya, 2017.
[7] Danish, R., Humayon, A., Shahid, A. U., Ahmad, H. W., & Murtaza, G, “Relationship between perceived organizational support and organizational citizenship behavior; a study of employees in national highway authority of Pakistan,” American Journal of Economics, Finance and Management., 1(3), 195–199, 2015.
[8] Ahmed, I., Nawaz, M. M., Ali, G., & Islam, T, “Perceived organizational support and its outcomes: A meta-analysis of latest available literature,” Management Research Review., 2015.
[9] Nandedkar, A., & Brown, R. S, “Transformational leadership and positive work outcomes: A framework exploring the role of LMX and distributive justice,” International Journal of Organization Theory & Behavior., 2018.
[10] Bellou, V., & Dimou, M, “The Impact of Destructive Leadership on Public Servants’ Performance: The Mediating Role of Leader-member Exchange, Perceived Organizational Support and Job Satisfaction,” International Journal of Public Administration., 1–11, 2021.
[11]Jehanzeb, K, “Does perceived organizational support and employee development influence organizational citizenship behavior? Person–organization fit as moderator,” European Journal of Training and Development., 2020.
[12]Lin, S.-C., & Lin, J. S.-J, “Impacts of coworkers relationships on organizational commitment-and intervening effects of job satisfaction,” African Journal of Business Management., 5(8), 3396–3409, 2011.
[13]Armstrong?Stassen, M, “Downsizing the federal government: A longitudinal study of managers’ reactions,” Canadian Journal of Administrative Sciences/Revue Canadienne Des Sciences de l’Administration., 15(4), 310–321, 1998.
[14]Gillet, N., Colombat, P., Michinov, E., Pronost, A., & Fouquereau, E, “Procedural justice, supervisor autonomy support, work satisfaction, organizational identification and job performance: The mediating role of need satisfaction and perceived organizational support,” Journal of Advanced Nursing., 69(11), 2560–2571, 2013.
[15]Landis, E. A., Vick, C. L., & Novo, B. N, “Employee Attitudes and Job Satisfaction,” Journal of Leadership, Accountability & Ethics., 12(5), 2015.
[16]Yaseen, A, “Effect of compensation factors on employee satisfaction-a study of doctor’s dissatisfaction in Punjab,” International Journal of Human Resource Studies., 3(1), 142, 2013.
[17]Organ, D. W., & Ryan, K, “A meta?analytic review of attitudinal and dispositional predictors of organizational citizenship behavior,” Personnel Psychology., 48(4), 775–802, 1995.
[18] Maharani, V., Troena, E. A., & Noermijati, N, “Organizational citizenship behavior role in mediating the effect of transformational leadership, job satisfaction on employee performance: Studies in PT bank Syariah Mandiri Malang east Java,” International Journal of Business and Management., 8(17), 1–12, 2013.
[19]Maharani, V., Troena, E. A., & Noermijati, N, “Organizational citizenship behavior role in mediating the effect of transformational leadership, job satisfaction on employee performance: Studies in PT bank Syariah Mandiri Malang east Java,” International Journal of Business and Management., 8(17), 1–12, 2013.
[20]Ghozali, I, “SEM Metode Alternatif Dengan PLS,” Semarang: Badan Penerbit Universitas Diponegoro., 2008.
[21]Liu, J., Hartono, S. B., Jin, Y. G., Li, Z., Lu, G. Q. M., & Qiao, S. Z, “A facile vesicle template route to multi-shelled mesoporous silica hollow nanospheres,” Journal of Materials Chemistry., 20(22), 4595–4601, 2010.
[22]Hair, J. F., Sarstedt, M., Pieper, T. M., & Ringle, C. M, “Applications of partial least squares path modeling in management journals: A review of past practices and recommendations for future applications,” Long Range Planning., 45(5–6), 320–340, 2012a.
[23]Chin, W. W, “PLS-Graph user’s guide,” CT Bauer College of Business, University of Houston., USA, 15, 1–16, 2001.
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