INFLUENCE OF ORGANIZATIONAL CULTURE AND …...(organizational citizenship behavior (OCB) and the performance of educators (tendik) at Musamus Merauke University. As many as 115 educators

INFLUENCE OF ORGANIZATIONAL CULTURE AND ORGANIZATIONAL

COMMITMENT TO ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB)

AND EMPLOYEE PERFORMANCE IN EDUCATORS (TENDIK)

MERAUKE MUSAMUS UNIVERSITY

Faculty of Economics and Business

Hassnuddin University

Makassar

Irene Ipijei

Siti Haerani

Jumidah Maming

Email: [email protected]

[email protected]

Abstrak

With the difference in working skills, it is feared that there will be a decrease in

work performance, so the organization will really need employees with (OCB) who are

willing to work outside their main duties or work voluntarily. The aim of this research is.

analyze the influence of organizational culture, organizational commitment to

(organizational citizenship behavior (OCB) and the performance of educators (tendik) at

Musamus Merauke University. As many as 115 educators (tendik) were the population and

sample in this study. Saturated sampling is used as a sampling method, while the data. The

analytical instruments used in testing the hypothesis are the validity and reliability of the

test, multiple linear regression analysis, the t-test and the intervening analysis pathway. The

results of the study, based on the t-test and the results of multiple linear regression analysis,

showed that organizational culture and organizational commitment had a positive and

significant impact and organizational citizenship behavior (OCB) on performance. Based

on the three linear regression analysis, the path analysis of the intervening variables can be

tested and this shows that the variables of organizational culture and organizational

comimen can be intervening variables or can mediate because the results of the analysis

GSJ: Volume 8, Issue 9, September 2020 ISSN 2320-9186 2061

GSJ© 2020 www.globalscientificjournal.com

GSJ: Volume 8, Issue 9, September 2020, Online: ISSN 2320-9186 www.globalscientificjournal.com

show that the coefficient of direct influence of organizational culture and organizational

commitment is known that indirect is greater. rather than the direct influence of

organizational culture and commitment to performance.

Keywords: Organizational Culture, Organizational Commitment, Organizational

Citizenship Behavior (OCB), Performance

Preliminary

Indonesia has human resources who certainly have the ability to compete both

domestically and abroad, which capabilities are possessed by good management that must

be owned by the Indonesian people personally and internally by the organization and

considered by the Indonesian government itself at large. Human resources who provide

good performance are those who have knowledge that is continuously developed and who

are updated in practice which is then applied in the world of work. The development that

continues to occur in various fields of work continues to have an impact on the development

and progress of the organization and does not rule out the possibility for universities. Very

tight competence that occurs in service users at universities, whether it involves students or

other stakeholders.

Competition in universities occurred when private universities began to strive to

provide good performance in order to increase student interest, so that state universities

would also continue to provide satisfaction to students in order to maintain their existence

in the field of education. In line with that Ni Made et al, (2016) in their research argued that

one of the keys to achieving success in an organization in achieving its vision and mission

is the quality of good human resources (HR).

LITERATURE REVIEW

Organizational culture .

According to Nawawi in (Busro, 2018) organizational culture or work culture is a habit that

is repeated by employees in an organization. Employees morally have agreed that these

habits are habits that must be obeyed in the context of carrying out work to achieve goals.

(Sedarmayanti, 2019) Cultural management sometimes focuses on sharing shared values

and getting a commitment to these shared values. This value relates to the type of behavior



that management believes in accordance with the organization's views. The core values of

the organization express beliefs about what management considers important about how

people should behave. The aim is to ensure that this belief is also owned and implemented

by employees. A culture management strategy should analyze appropriate behavior and

then bring it into the process, such as performance management, that will encourage the

development of that behavior.

According to Robbins in Arifhan (2018), there are 10 main characteristics that can

characterize organizational culture, namely: 1) Individual initiative, individual initiatives

describe the level of responsibility, freedom, and independence possessed by individuals.

2) Torerance towards risk. 3) Direction . 4) Integration, 5) Management support, .6)

Control. 7) Identity, 8) Reward system. 9) Tolerance to conflict 10) Communication

patterns.

Organizational commitment

According to Mathis and Jakson in (Busro, 2018) organizational commitment is the

level of trust and acceptance of workers towards organizational goals and having to remain

in the organization. When employees do not have a commitment to the organization, they

will work indifferently, and will not be able to produce high performance, which in the end

they will leave the organization, either because of their own awareness or dismissed by the

company, Suryaman in (Busro, 2018).

Meanwhile, according to Yualiatin in (Busro, 2018) defines organizational

commitment as a sense of identification, involvement, and loyalty expressed by an

employee to his organization. The sense of identification, involvement, and loyalty shown

by employees to their superiors cannot be fabricated or wrapped in words as if, but will be

very visible by itself, anyone among loyal employees and disloyal employees is seen from

their seriousness at work, and the resulting performance.

According to Mayer and Allen in (Busro, 2018) organizational commitment can be

measured by the following dimensions and indicators: 1) Affective commitment is related

to indicators (a) identification with the organization, and (b) involvement of members with

activities in the organization. 2) Continuance commitment is related to indicators (a)



Loyalty in the organization, and (b) Having a need to become a member of the organization.

3) Normative commitment with indicators: (a) Acting certain to meet objectives, and (b)

Organizational interest confidence to do the right thing.

Organizational Citizenship Behavior (OCB)

Organizational Citizenship Behavior (OCB) is a basic concept that is used as a

reference in this research. OCB in this study will be examined through OCB variables.

Organizational Citizenship Behavior (OCB) is a term for employees who provide added

value to their work as well as added value to the company.

According to internal organs (Putri & Utami, 2017) Organizational Citizenship

Behavior (OCB) is individual behavior that is free, not directly or explicitly recognized in

the reward system and in promoting the company's effectiveness function. OCB is also

referred to as extra role behavior because the behavior given by employees exceeds their

main duties. Furthermore, it is stated that Organizational Citizenship Behavior (OCB)

according to Robbins is behavior performed by an employee which has a good impact

because it supports organizational effectiveness.

Organizational Citizenship Behavior (OCB) menurut organ dalam (Indarti et al.,

2017) mendefinisikan OCB sebagai perilaku individu yan diskresioner, tidak secara

langsung dan eksplisit menerima pengharaan dari sistem formal, dan efektifitas

keseluruhan mendorong fungsi oranisasi. Tindakan ini dilakukan secara gratis dan

sukarela;karena perilaku seperti itu tidak diperlukan oleh persyaratan peran atau uraian

tuas ttapi sebagai pilihan pribadi.

Aspek-aspek atau dimensi dalam Organizational Citizenship Behavior (OCB)

menurut organ dalam (Putri & Utami, 2017) adalah sebaai berikut : 1) Altruisme, 2)

Conscientiousness.3) Sportsmanship. 4) Courtesy..5) Civic Virtue.

Performance

According to (Busro, 2018) performance is work that has been successfully

demonstrated by workers with serious efforts in order to fulfill their duties and obligations.

Mathis and Jekson in (Busro, 2018) state that performance is basically what employees do

or don't do. What an employee does is interpreted as everything that an employee must do,



while everything that an employee cannot do can also be said as performance. The more

obedient to the main tasks and functions that must be done, the better it will be in carrying

out the tasks and functions outlined in the OTK.

According to (Busro, 2018) Performance can be measured by the following

dimensions and indicators: 1) Work results with indicators (a) Quality of work results; (b)

Quantity of work results, and (3) Efficiency in carrying out tasks. 2) Work behavior with

the indicators: (a) Work discipline; (b) Initiatives; (c) Accuracy. 3) Personal characteristics

indicators: (a) Honesty; and (2) Creativity.

RESEARCH METHODS

Research design

In this study using an explanatory approach (explanatory research), which is to

study the causal relationship about the influence of the dependent and independent research

variables and explain its relationship to the hypothesis so that it can explain the direct and

indirect effects of organizational culture (X1) and organizational commitment (X2) on

organizational Citizenship Behavior (OCB) and the performance of educators at Musamus

Merauke University.

Population and Sample

(Sugiono 2019: 126) suggests that population is a collection of all elements of a type but

can be distinguished from one another because of its characteristics. According to Sugiono

(2019: 127) the sample is part of the number and characteristics possessed by the population.

Based on the above understanding, the population and sample in this study were 115 Muslim

university educators. Sampling used saturated samples so that there was no special technique

in sampling, the number of samples in this study was 115.

Collection Method

The data collection methods used in this study are as follows: 1) Interviews, interviews

were conducted to obtain initial data. 2) Observation, observation is made to see firsthand

the problems that occur in the field. 3) List of questions (questionnaire), namely data

collection techniques by distributing or giving questionnaires to the population and samples

that respond to the list of questions given 4) Literature study, namely by collect and study



relevant data and support research, among others, learned from Musamus Merauke

University and other literature that supports this research.

DATA ANALYSIS

The most important part of this research is data analysis. Data analysis in this research

begins with data collection carried out by surveys and interviews. The types of data analysis

used in this research are:

1. Descriptive Statistical Analysis

This research is to calculate the results of the data processing, the calculation of the

frequency distribution and the mean value is used to provide an overview of the

description of the data obtained.

2. The analytical method used is Path Analysis.

In this study, to see the effect or indirect relationship or the direct relationship, the

researcher used the path analysis method which had been formulated in the hypothesis

so that it could be seen the effect of the treatment on these variables. The existence of

a relationship in these variables, the first step taken is to create a model that is outlined

in structural equations and path diagrams, then the Path Analysis will be systematically

depicted which will follow the structural model pattern. The results obtained in this

study were analyzed using statistical test tools using SPSS version 22 software.

Research Hypothesis

H1 = It is assumed that organizational culture has a direct effect on Organizational

Citizenship Behavior (OCB). H2 = It is assumed that organizational culture has a direct

effect on performance. H3 = It is assumed that organizational commitment has a direct

effect on Organizational Citizenship Behavior (OCB). H4 = It is assumed that

organizational commitment has a direct effect on performance. H5 = It is assumed that

the Organizational Citizenship Behavior (OCB) has a direct influence on. H6 = It is

suspected that organizational culture has an indirect effect on performance through

Organizational Citizenship Behavior (OCB). H7 = It is assumed that organizational

commitment has an indirect effect on employee performance through Organizational

Citizenship Behavior (OCB)



RESULTS

Reliability Test

No Variable Cronbach’s Alpha Information

1 Organizational culture (X1) 0,894 Reliable

2 Organizational commitment (X2) 0,623 Reliable

3 Organizational Citizenship Behavior (OCB) (Y1) 0,833 Reliable

4 Work Performance (Y2) 0,959 Reliable

The reliability test of variables X1, X2, Y1 and Y2 which shows the variable organizational

culture (X1) with a cronbach alpha (α) value of 0.894> 0.5 which means reliable. Then for

the Organizational Commitment variable (X2) shows an alpha cronbach value (α) of 0.623>

0.5, which means that the question items used are reliable, the Organizational Citizenship

Behavior (OCB) (Y1) variable shows the alpha cronbach value (α) of 0.833> 0 , 5 which

means reliable, and for the Work Performance variable (Y2) shows the Cronbach alpha (α)

value of 0.959> 0.5 which means reliable.

Uji Autokorelasi

Endogenous variables Durbin watson

Organizational Citizenship Behavior (OCB) (Y1) 1,363 work performance (Y2) 2,473

Autocorrelation test was carried out using the Durbine Watson (DW) test with a

confidence level of α = 5% which is described as follows: (a) 1.65 <DW <2.35, there is no

autokeration. (B) 1.21 <DW <1, 65 or 2.35 <DW <2.79 cannot be concluded, DW <1.21

or DW <2.79 occurs autocorrelation. Based on the table above and in accordance with the

requirements to find out whether autocorrelation occurs or not, the value of the endogenous

variable watson durbin Organizational Citizenship Behavior (OCB) (Y1) = 1.69 <1.363

<2.35 which means there is no autocorrelation. The watson durbine value for work

performance variable (Y2) = 2.35 <2.473 <2.79 which means that it cannot be concluded.

Path Analysis

Direct Influence of Organizational Culture, Organizational Commitment to


Model Summaryb

Model R RSquare Adjusted R Square Std. Error Of The Estimate



1 ,819a ,671 ,665 2,91775

Predictors: (Constant), Organizational Commitment, Organizational Culture

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 1942,305 2 971,153

114,07

5

,000

b

Residual 953,486 112 8,513

Total 2895,791 114

a. Dependent Variable: Organizational Citizenship Behavior (OCB)

b. Predictors: (Constant), Organizational Commitment, Organizational Culture

Coefficientsa

Model Unstandardized

Coefficients

Standardized

Coefficients

t

sig

B Std. Error Beta

(Constant)

Organizational culture

Organizational Commitment

1,461

,322

,456

3,147

,065

,065

,368

,522

,464

4,946

7,020

,643

,000

,000

a. Dependent Variable: Organizational Citizenship Behavior (OCB)

Based on the results of data analysis using SPSS in the table above, it can be concluded that

the organizational commitment variable is able to explain the Organizational Citizenship

Behavior (OCB) variable for educators at Musamus Merauke University, which is 0.671%.

Then to jointly (simultaneously) the variables of organizational culture and organizational

commitment have a significant influence. a) while the rest is influenced by factors other

than these three factors, namely (100-67.1%) = 0.329%). Then the size of the other

variables is also an error (e) which is equal to 0.8191. As for the partial influence of each

of these variables, namely: (1) The direct influence of organizational culture variables on

Organizational Citizenship Behavior (OCB) on educational staff at Musamus Merauke

university can be seen from the Standardized Coefficients is X1 Y1 = p1 = 0.368. (2)



The direct effect of the variable organizational commitment on the Organizational

Citizenship Behavior (OCB) variable 0.143 can be seen in the Standardized Coefficients

column, which is X2 Y1 = p2 = 0.522.

The direct influence of the variable organizational culture, organizational

commitment and work performance

Model Summaryb

a. Predictors: (Constant), Organizational Commitment, Organizational Culture b. Dependent Variable: Work Performance

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 1571,969 3 523,990

14,81

2 ,000b

Residual 3926,779 111 35,376

Total 5498,748 114

a. Dependent Variable: Work Performance

b. Predictors: (Constant), Organizational Commitment, Organizational Culture,


Coefficientsa

Model

Unstandardized

Coefficients

Standardized

Coefficients

t

sig

B

Std.

Error

Beta

(Constant)

Organizational culture

Organizational Commitment

Organizational Citizenship

Behavior (OCB)

25,014

0,025

0,006

0,711

6,421

0,146

0,159

0,193

0,020

0,005

0,516

3,896

0,168

0,036

3,691

0,000

0,867

0,971

0,000

a. Dependent Variable: Work Performance

It is known that for the value of the termination coefficient or R square is 0.286, it

can be concluded that the variables of organizational culture and organizational

Model R RSquare Adjusted R Square Std. Error Of The Estimate

1 ,535a ,286 ,267 5,94780



commitment have an effect together (simultaneously), namely where the influence of each

variable is 28.6% and for the rest is 71.4%. which is influenced by other factors besides the

two variables. Other variables that affect organizational culture and organizational

commitment are also called error (e), which is 0.534. The summary of the partial influence

of each variable, namely:

Model Koefisien jalur t p R2

Sub structure 1 X1,X2 ke Y1

X1 (p Y1X1) 0,368 4,946 0,000 0,286

X2 (p X2 Y1) 0,522 7,020 0,000

Sub structure 2 X1,X2,Y1 ke Y2

X1 (p Y2X1) 0,020 0,168 0,867

X2 (p Y2 X1) 0,005 0,036 0,971 0,286

Y2 (p Y1 Y2) 0,516 3,691 0,000

Based on the summary value table and path coefficient 1 and 2, it can be concluded

that the magnitude of the direct effect, indirect effect and total effect between the variables.

Indirect influence (PL)

Total effect (TE)

DISCUSSION

The Influence of Organizational Culture on Organizational Citizenship Behavior

(OCB) of Teachers (Tendik) of Musamus Merauke University.

Statistical analysis to see the influence of organizational culture (X1) on

Organizational Citizenship Behavior (OCB) (Y1). So through path analysis it can be seen

that the value (p = 0.000) with the value in the Standardized Coefficients column is 0.368.

X1 → Y1 → Y2= (pY1X1 x pY1Y2)

= (0,368 x 0,516)

=0,1898

=0,18

X1 → Y1 → Y2= (pY1X2 x pY1Y2)

= (0,522 x 0,516)

=0,2693

= 0,26

Total Effect = PL+ PTL TE = p Y2X1 + (p Y2X1 x p Y1Y2)

= 0,020 +(0,368 x 0,516) = 0,2098 =0,20

Total Effect = PL+ PTL TE = p Y2X2 + (p Y2X2 x p Y1Y2) = 0,005 +(0,522 x 0,516)

= 0,2743 =0,27



The significant value is 0.000, which is smaller than the standard p value set, which is 0.05.

With these results, it shows that organizational culture has a significant effect on

Organizational Citizenship Behavior (OCB) of the teaching staff of Musamus Merauke

University. So research hypothesis 1 (H1) can be stated that organizational culture has a

significant effect on Organizational Citizenship Behavior (OCB) of the teaching staff at

Musamus Merauke University, in this case research hypothesis 1 (H1) is accepted.

The results of this study prove that the stronger the organizational culture, the higher

the Organizational Citizenship Behavior (OCB) for educators (tendik) musamus merauke.

Organizational culture itself plays an important role in the organization because it can build

the spirit of apes and can foster loyal attitudes in organizations, especially regarding

Organizational Citizenship Behavior (OCB) so that totality can be created in work. This

means that organizational culture is a pattern of organizational beliefs and values that are

understood, imbued and practiced by the organization so that the pattern gives its own

meaning and becomes the basis for the rules of behavior in the organization (Bernadeta,

2016).

Organizational culture has a direct effect on the performance of the Musamus

Merauke University Teachers (Tendik)

After calculating and testing the significance of the -2 structure, the significance

value of X1 against Y2 is obtained, namely that organizational culture on performance is

statistically significant, thus the third hypothesis or H3 is accepted. The existence of a

significant influence between organizational commitment and work performance, the t

value of the study is greater than the t table, this means that organizational commitment has

a direct effect on performance and then the amount of organizational commitment to

performance is p = 0.020 or 20% which can be stated quite strong.

The results of this study are also reinforced by research conducted by (Sari, 2016)

with the results of research on the variable Organizational Culture on Employee

Performance with a coefficient of 0.62138, the coefficient is positive which means that if

the higher the Organizational Culture is applied, it will also be followed by an increase in



Employee performance. Organizational culture shows a t-statistic value of 6.18528 greater

than 1.96%.

The commitment of the Teaching Personnel (Tendik) of Musamus Merauke

University has a direct effect on Organizational Citizenship Behavior (OCB)

Based on the results of data processing based on substructure testing -1, it can be

seen that the results show a significant value of X2 to Y1 (organizational commitment to

Organizational Citizenship Behavior (OCB) of educators (tendik)) based on statistical data

processing is significant, thus the second hypothesis or H2 received.

Then for the partial computation of the organizational commitment path coefficient

to the Organizational Citizenship Behavior (OCB) is 20.9% based on these results, it can

be said that organizational commitment is strong enough to influence Organizational

Citizenship Behavior (OCB) for teaching staff (tendik) Universias Musamus Merauke. The

results of this study are also in line with research conducted by (Kurniawan, 2015) that

there is an influence of Normative Commitment on Organizational Citizenship Behavior

(OCB) so that effective, normative and sustainable commitment affects Organizational

Citizenship Behavior (OCB). In another study conducted by (Jaya, 2016), namely with the

efforts of employees to direct all their abilities because of their high commitment to the

organization, theoretically as described previously will stimulate the emergence of

Organizational Citizenship Behavior (OCB).

Organizational commitment has a direct effect on the performance of the Musamus

Merauke University Teachers (Tendik)

After calculating and testing the significance of the -2 structure, the significance value of

X2 against Y2 is obtained, namely the organizational commitment to performance is

statistically significant, thus the third hypothesis or H3 is accepted.

The existence of a significant influence between organizational commitment and

work performance obtained by the number of t research is greater than t table, this means



that organizational commitment has a direct effect on performance and then the amount of

organizational commitment to performance is 27.4% which can be stated quite strong. Then

the results of this study are also corroborated by the results of research conducted by (Lilis,

2015). The results of the path analysis show that commitment can have a direct effect on

employee performance at UPTD parking in the city of Surabaya.

Organizational Citizenship Behavior (OCB) has a direct effect on the performance of

the Musamus Merauke University Teaching Staff (Tendik).

Based on the results of statistical analysis which is to see the effect of Y1 on Y2 or

the Organizational Citizenship Behavior (OCB) variable on performance variables, the

results obtained are the value (p 0,000) then for the standard p value itself is mapped at 0.05

with a standardized coefficient value of 0.516. . Then the significant value, 000 where the

p value (p = 0.000) is smaller than the standard p value set, which is 0.05. From these results

it can be concluded that the research hypothesis of Organizational Citizenship Behavior

(OCB) satisfaction has a significant effect on the performance of the teaching staff at

Musamus Merauke University so that in this study research hypothesis five or H5 is

accepted.

Then this research is also supported by the results of regression analysis using the t test

(partial), it can be stated that variable organizational citizenship behavior (OCB) has a

significant effect on the performance of employees of PT. Urchindize Indonesia Madura as

evidenced by a significance value below 0.05. The results of the determination test were

15.4% of the effect of organizational citizenship behavior (OCB) on employee

performance.

Organizational culture affects performance through Organizational Citizenship

Behavior (OCB)

Based on the results of the path analysis or path analysis carried out to see the

influence of organizational culture on performance through the Organizational Citizenship

Behavior (OCB) teaching staff (Tendik) of Musamus Merauke University. In the analysis,



it is known that the coefficient value of the direct influence of organizational culture on

performance is 0.020, while the value of the indirect effect is through Organizational

Citizenship Behavior (OCB), the coefficient value is 0.189. From these results it can be

seen that the indirect effect is greater than the direct effect. So it can be concluded that if

the indirect effect is greater than the direct effect, then there is a significant effect. Therefore

organizational culture has a significant effect on performance through Organizational

Citizenship Behavior (OCB). then the sixth research hypothesis or H6 is rejected.

There is an influence of organizational culture on the performance of unmus educators

(tendik), a coefficient value of 0.020 is obtained directly, while indirectly it is 0.189, where

the indirect effect value is 0.189 or 18% has that the indirect influence of organizational

culture variables There is performance through Organizational Citizenship Behavior (OCB)

is 0.18 or 18%. Meanwhile, the total influence of organizational culture on performance

through Organizational Citizenship Behavior (OCB) is 0.20 or 20%. This means that the

organizational culture at Musamus Merauke University will be better and will improve the

performance of the teaching staff (Tendik) of Musamus Merauke University through high

Organizational Citizenship Behavior (OCB), compared to direct influence. These findings

are also in line with research conducted by (Sholihin, 2019) The direct effect of

Organizational Culture (X2) on Employee Performance of 0.264. While the indirect effect

of organizational culture (X2) through work motivation is 0.330 x 0.469 = 0.154.

Organizational commitment affects employee performance through the

Organizational Citizenship Behavior (OCB) for Teachers (Tendik) at Musamus

Merauke University.

There is an effect of organizational commitment on the performance of teaching

staff (tendik) unmus, which is directly obtained by a coefficient value of 0.005, while

indirectly it is obtained at 0.269, where the value of the indirect effect of 0.269 or 26%

means that the variable indirect effect Organizational commitment to performance through

Organizational Citizenship Behavior (OCB) is 0.26 or 26%. Meanwhile, the effect of total

organizational commitment on performance through Organizational Citizenship Behavior



(OCB) is 0.274 or 27%. This means that organizational commitment at Musamus Merauke

University will be better and will improve the performance of the teaching staff (Tendik)

of Musamus Merauke University through high Organizational Citizenship Behavior

(OCB), compared to direct influence. The results of this study are in line with the research

conducted by (Huda, 2018) with the results of the research on the effect of organizational

commitment variables on performance through organizational citizenship behavior (OCB)

x2 → z → y = (0,656 x 0,038) = 0,024928. While the direct influence of the variable

organizational commitment on performance is equal to X2 → Y = 0,745. So it can be

concluded that the direct influence of organizational commitment on performance is greater

than the indirect effect of organizational commitment on performance through

organizational citizenship behavior (OCB).

CONCLUSION

1. That organizational culture has a significant effect on organizational citizenship

behavior (OCB) of the Musamus Merauke University teaching staff.

2. Organizational commitment has a direct effect on performance and then the amount of

organizational commitment to performance.

3. Organizational commitment can be said to be quite strong in influencing organizational

citizenship behavior (OCB) of educators (tendik) Universias Musamus Merauke.

4. Organizational commitment has a direct effect on performance and then the amount of

organizational commitment to performance.

5. Organizational Citizenship Behavior (OCB) has a significant effect on the performance

of the teaching staff at Musamus Merauke University

6. Organizational culture has a significant effect on performance through Organizational

Citizenship Behavior (OCB).

7. Organizational culture has a significant effect on performance through Organizational

Citizenship Behavior (OCB).



REFERENCES

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Indarti, S., Solimun, Fernandes, A. A. R., & Hakim, W. (2017). The effect of OCB in the

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to performance. Journal of Management Development, 36 (10), 1283–1293.

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INFLUENCE OF ORGANIZATIONAL CULTURE AND …...(organizational citizenship behavior (OCB) and the performance of educators (tendik) at Musamus Merauke University. As many as 115 educators