1
Working Environment, Competence, Motivation and Organizational Citizenship
Behavior in Internal Auditor
ABSTRACT
In today's globalization, the development of business practices and consumer needs
increasingly complex, causing the intense competition in the business world. Companies are
trying implement policies and strategies to increased productivity, efficiency, effectiveness
and good internal control to meet the needs of consumers and provide the best service. In this
condition companies are faced with limitations ability to supervise and control operating
systems that rely on management internal auditor's role in addressing the limitations. Internal
Auditor is one of the functions in the organization whose job is to examine the management
of the organization and the fairness of the organization's financial statements. The importance
of their role required internal auditor to give their best performance to the needs of company.
The purpose of this study was to analyze the working environment competence, and
mitivation on Organizational Citizenship Behaviour (OCB) of internal auditor in the big three
telecommunication company in Indonesia. OCB is the attitude and behavior of employees
indicated that in excess of what is expected of the organization. The variables studied in this
study is the work environment, employee competence, and motivation to work.
The survey results revealed that the working environment and competence influence
directly on OCB and indirectly through motivation. With appropriate competence and work
environment that supports employees are motivated to get his hopes, goals, and awards for
his achievements . Work environment, competence, and motivation influence Organizational
Citizenship Behavior.
2
INTRODUCTION
Work environment has important role in organization. The job will be easier to be
accomplished if the work environment support the job. Therefore, job, workplace, work
condition, work environment must be integrated so they bring the impact to company
performance. The employee who work in conducive work environment will be comfortable
and happy so that bring the work motivation.
The work environment has role in motivating the employee to work. Money and other
materials are not the only thing that motivated the employee to work. All employees (staff
and leader) need to feel the work comfortably about workplace and all attributes which are in
the organization so that the employee is motivated to work. Besides that, it is needed the
competency as with the purpose of organization as well.
Motivation is a process that illustrates perseverance, desire, intensity of effort to reach
the goal (Robbins and Judge, 2011). To reach such a goal, the employee is encourage to do
something more than the company hopes. Such a behavior is called the Organizational
Citizen Behavior (OCB). According to Organ (Huang and Liu, 2012) OCB is unconditional
behavior which is shown by an employee beyond from what is asked by organization and the
responsibility is given to organization. The behavior like that is not received the official
recognition as the organization demand to its employ although OCB can encourage the
efficiency. The OCB appears due to its employee has the motivation to do more than
Company’s hope to reach its goal. In another words, OCB encourage the efficiency of
company by motivation.
Work environment has relationship with OCB. OCB is one of response that is given
by employee to work environment. For example, when an employee feel that work
environment is not conducive, employee will indicate unhappy behavior, and not productive
3
or tend to work with manimum effort. According to Huang and Liu (2012), the more
conducive work environment is, the stronger OCB positive behavior of employee is.
OCB becomes the important element for some executives in evaluating employees
performance. Its good to let the employee know thet OCB is part of performance evaluation,
so the employee keep holding the behavior. However, OCB like that is probably done due to
show the performance to the boss. It means that the behavior emerges on the individual
motivation to get the performance evaluation from manager. Therefore, OCB behavior on
individual motivation “ apple polishing” in front of manager can not encourage the efficiency
of company. Because, the behavior tends not to last very long. Another impact is to worsen
work environment because become the potential to cause the unfair competition.
Company Performance is extremely determined by its own input. One of an important
input from organization is Human Resource. Each organization will try to get the best Human
Resource, therefore, in fulfilling the needs of Human Resource, The company will seek the
candidate with the competency which is matched to the one that is needed by the company.
The competency is one of measurement on the employee’s skill in finishing the work. The
competent employee has greater career opportunity to have superior performance.
Competence will motivate employees to improve their performance, also get promotional
opportunities. Competence will also bring employees show OCB behavior.
Employee who has high competent tends to indicate the more stronger OCB behavior
among the other (Beardwell dan Holden,, 2001). Competency has positive significant affects
on OCB. If the potential of employee with high competency can be empowered by company,
so the employee will work better and increasingly show higher OCB.
In the research design, the researcher will study Organizational Citizenship Behavior
in an internal auditor, specifically in an internal auditor Telecommunication Company in
Indonesia. Internal Auditor is one of part which holds the important role in its supervision to
4
investigate the management and ensure the fairness of company financial statement and in the
creation process of accountability and transparency company business processes.
Internal auditor must have the sustainable recruitment procedure, promoting,
developing and evaluation on the checking to help the organization in keeping the internal
auditor who has the adequate competency.
Because of the important role from internal auditor in doing the financial supervision,
so the performance of internal auditor to be the public highlight. The public hope the high
performance from internal auditor so the quality of financial supervision gets increased.
Besides the audit skill, an internal auditor also must have the independence in carrying out
the audit in order to give the opinion or conclusion in accordance with the fact without the
influence from interested parties. Audit competence and independence are the standard that
must be met by an auditor to be able to do the audit well. However, Auditor uncertainly
having both above will possess the commitment to audit well.
All of internal auditors are supposed to have the suitable competency with the task
and responsibility, also high work motivation so that giving the rise of behavior leading to
OCB. Motivation will encourage internal auditor to have the achievement, commitment to the
group, have initiative and high optimism, and then try to reach the appointed target included
if needed to extra work beyond their work time.
Based on the problem above, and underpinned the theories along with existed data
and fact, the research is carried out by taking the title of “Working Environment,
Competence, Motivation and Organizational Citizenship Behavior in Internal Auditor”
Research question
Based on the back ground above, to know the Organization Citizenship Behaviour in an
internal auditor, the problem is formulated as follows:
5
1. How is the influence of internal auditor work environment to OCB through
motivation?
2. How is the influence of internal auditor work environment to OCB?
3. How is the influence of internal auditor employee competency to OCB through work
motivation?
4. How is the influence of internal auditor employee competency to OCB?
5. How is the relationship between work environment and competency?
Benefit of research
1. The research is hoped to give the benefit for knowledge development of human
resource management, specifically, related to working environment, competence,
motivation, and Organizational Citizenship Behavior (OCB).
2. The research is also hoped to give the contribution for corporate to apply the behavior
of Organizational Citizenship in planning and implementing some policies to support
OCB.
LITERATURE REVIEW
Working environment
Work environment has the potential to encourage innovation and creativity
(Woodman, et al, 1993). Woodman et al (1993) examined two work environment
characteristics in organization
i. group characteristics includes norms, consistency in group, problem solving
approaches used in the group;
ii. organizational characteristics including rewards, recognition, strategy, structure,
resources, organizational culture and technology.
6
Workplace environment plays a vital role in motivating employees to perform their assigned
work. (Chandrasekar, 2010).
1) The working environment factors are:
2) Space and facilities required doing the job,
3) Relationship with superiors at the workplace,
4) Equality of treatment at the workplace,
5) Communication system at the workplace,
6) Environmental actors are conducive to work,
7) Procedures to identify and control hazards
While Wallgren (2011) stated the working environment factors are: variety in tasks,
job autonomy, praise for a job well done, the chance to acquire new skills, and the sense of
accomplishment.
Abbasi and Rana (2012) defined working environment as any situation, facilities, and
the conditions in the Organization. And working environment factors are: Equal employment
opportunity, Fairness in rewards and recognition method, Encourages crativity and
innovation.
The definition of the working environment in this research is any attribute in the
organization includes physical and nonphysical affecting employees in doing through
employment. Phssical factors such as space and facilitties. Nonphysical factors such as
fairness treatment at the workplace, relationship with coworker, relationship with supervisors,
rules and procedures at the workplace.
Competency
Competency is underlying characteristic of aperson that leads to superior
performance. Competencies are more likely to be the determinants of success than
7
knowledge and skills (Spencer and Spencer 1993). According to Spencer competencies can
be placed into two broad categories:
1) essential competencie include knowledge and skills that everyone needs to be
effective in a given job,
2) differentiating competencies, include factors that distinguish superior performance
from average performance. In the iceberg model by spencer, competencies includes:
knowledge, skills, self-concepts, traits, motives.
McClelland defined competency as a basic personal characteristic that are
determining factors for acting successfully In a job or a situation (Tucker and Cofsky, 1994).
Heneman and Ledford (1998) defined competencies as demonstrable characteristics of the
person including knowledge, skills, and behaviors that enable performance. This means that
competencies are portable, since they are characteristic of individual employees rather than
the job. According to Heneman and Ledford (1998) type of competncies are : general
competence, basic competence, basic competence, specific and advance competence.
In the prevalent rationalistic approaches, worker competence a specific set of
attributes, such as the knowledge and skills used in performing particular work (Sandberg,
2000). Competences are the knowledge and skills that employees require to perform a job
satisfactorily Beardwell & Holden (2001). In this research competence defined as a
combination of knowledge, skills and attitudes which are demonstrated in behaviour and
influence employee’s performance.
Motivation
Motivation is the response of a person on challenge to in fulfilling his needs (Fertig, et
al, 2009). Motivation is a process which is influenced by the expectations of employees and
8
employee goals (Ferari, 2010). Motivation is a process that illustrates perseverance, desire,
intensity of effort to reach the goal (Robbins and Judge, 2011).
Motivation refers to the desire to adopt high levels of personal effort justified by the
achievement of goals, and to the satisfaction individual need. A simple definition of
motivation is that which makes people put real effort and energy into what they do (Ghanbari
and Eskandari 2013).
Vroom defined motivation as a process, controlled by the individual, that governed choices
among alternative forms of voluntary activities (Ferari 2010). According to Vroom,
motivation theory is based upon the following beliefs:
1) expectancy: employees have different expectations and levels of confidence about
what they are capable of doing;
2) instrumentality: the perception of employees as to whether they will actually get what
they desire even if it has been promised by a manager;
3) valence refers to the emotional orientations people hold with respect to outcomes
(rewards).
According to McClelland (Robbins and Judge, 2011) motivation may include :
need for achievement : There is a strong need for feedback as to achievement and
progress, and a need for a sense of accomplishment.
need for power : a need to be influential, effective and to make an impact. There is
a strong need to lead and for their ideas to prevail. There is also motivation and
need towards increasing personal status and prestige.
9
need for affiliation : a need for friendly relationships and is motivated towards
interaction with other people. They need harmonious relationships with other
people and need to feel accepted by other people.
McCelland claimed at least six characters as a measure of motivation of employees,
namely:
1) be responsible,
2) willing to take risks,
3) has a goal,
4) have a plan for the realization of the objectives,
5) harnessing the feedback from all the work done,
6 ) seek opportunities to realize planning.
Motivation is composed of: involvement, economic benefit, and self-development
(Wallgren, 2011). Motivation is one of the strengths of doing a job (Dessler, 2010).
According to Atkinson (Dessler, 2010) motivation consists of:
1) motive: inclination or urge individuals to satisfying its needs,
2) expectancy: subjective calculations of various possible specific actions that will
succeed in achieving the goals,
3) incentives: subjective calculations of hope of achievement a goal.
Motivation in this study is defined as any decision to act and do something because of
a boost in meeting the needs and desired goals. Motivation dimension in this study include
the fulfillment of hope, fulfillment purposes, and received an award.
Organizational Citizenship Behaviour (OCB)
OCB is a unconditional behavior shown employees outside of required and
responsibilities of the organization (Organ and Ryan, 1994). OCB as
10
individual behavior that is discretionary, not directly or explicitly recognized by the formal
reward system, and that in the aggregate promotes the effective functioning of the
organization. OCB arise because employees have the urge to behave more than requested by
the organization to achieve its objective. Organ identified five major types (dimensions) of
OCB; Altruism, conscientiousness, sportsmanship, courtesy, civic virtue.
Vondey (2010) stated OCB is the attitude and actions taken by employees outside
their duty to achieve the goals of the organization on their own without expecting anything in
return. OCB include:
1) individual initiative,
2) interpersonal helping,
3) loyal boosterism,
4) personal industry.
According to Huang and Liu (2012) OCB is a behavior that indicated a person in
working out the demands of the job and achieving goals. In the study of Huang and Liu,
OCB measured by:
1) identification,
2) help colleagues.
3) accountability and Applied law,
4) harmonious interpersonal relationships,
5) protection of the organization's resources.
Lian and Tui (2012) also stated the same thing that OCB is a behavior, voluntarily
activities undertaken from employees of the organization without asking in return. OCB
include:
1) a high responsibility on the job,
2) Willingness to do additional work,
11
3) Willingness to work overtime.
The definition of OCB in this study is the behavior of employees who act and do
something out of his responsibility to the organization interest, and not expecting anything in
return. OCB factor in this research include:
1) employee initiative,
2) other-oriented,
3) organization-oriented.
Relationship Between Working Environment, Motivation and Organizational
Citizenship Behavior
Woodman et al (1993) examined infuence of work environment on organjzational
citizenshp behavior. The result indicated that wor environment play important role in
promoting citizenship behavior among employees.
According to Chandrasekar (2011) to increase the motivation to work, it needs a
supportive working environment. Incentives, salary, and promotion and other forms of
compensation are not always increase motivation dynamic working atmosphere as fair
treatment, relationships with co-workers and supervisors harmonious, good communication
effective climate creates a comfortable working environment, conducive. Besides physical
facilities such as space and comfortable facilities are also part of the working environment .
The results showed a positive work environment (both physical and non-physical) impact on
increasing employee motivation .
Wallgren (2011) confirm that working environment factors: variety in tasks, job
autonomy, praise for a job well done, the chance to acquire new skills, and the sense of
accomplishment affect IT consultants’ work motivation. One of the main results is that
managers have rather vague ideas about the motivation of their subordinates.
12
Ghanbari and Eskandari (2013) analyze how the organizational climate affects
organizational citizenship behavior through motivation at Bu-Ali Sina University.These
results indicate that components of organizational climate affects employee motivation,
which have an impact on organizational citizenship behavior (OCB). Organizational climate
that also includes the work environment has a positive impact on OCB through job
motivation. Organizational climate that provides conducive working environment thereby
increasing the motivation and the willingness of employees to do extra role such an OCB.
Work environment becomes one of the factors that affect employee motivation. Employees
who have the emotional attachment to the environment will have a passion in work that
motivated to performance. Therefore the work environment becomes one of the factors that
affect employee motivation (Naharuddin and Sadegi, 2013).
Relationship Between Competence, Motivation, and Organizational Citizenship
Behavior
Jim et al (2013) examined the effects of leader exchange, empowerment, and
competence on organizational citizenship behavior (OCB). results showed that leader
member exchange, empowerment, and competency have positive and significant effect on
OCB . Employees with high competence tend to have high OCB. Competence encourage
employee to be more responsible on jobs and tasks that lead to OCB. Employees voluntarily
do something for the benefit of the organization even outside obligations .
Research Fertig et al (2009) proved that the competence has positive effect and
significant on work motivation. Competence motivated employee to achieve goals, and to get
promotion. Ferrari (2010) examined how competence affects the performance of employees
through motivation. Research results demonstrate competencies affect motivation and
13
performance of employees. The more employee developed competence, the more motivation
and work performance increased.
Relationship Between Motivation and Organizational Citizenship Behavior
Motivation has affect on employee behavior. The higher the motivation , the visible
behavior of the employee OCB (Organ and Ryan, 1994). Employees will do a lot of positive
things even beyond their responsibility to complete the task and achieve the corporate goals .
Pandey et al (2007), conducted a study of motivation in serving the public effect on OCB in
public organizations . The results showed motivation has a positive influence on OCB. The
relationship with the co-workers of reward and promotion are the factor of motivation. The
factors that most influence the motivation is the relationship with coworkers .
Motivation affect employee to show OCB in serving the public and organization.
Good relationship with co-workers showed that a comfortable working atmosphere, mutual
help and support among employees excite employees to provide the OCB.
OCBs as the crucial element of performance evaluation, they will deliberately conduct
such behaviors. At the time, the citizenship behaviors conducted by personnel are probably
only a self-serving motivation for better performance in front of their superiors, so as to get
better grade from performance evaluation (Huang and Liu 2012). Huang and Liu study
prooved that motivation influence an individual’s decision on his or her engagement in OCB.
Hasnain et al ( 2013 ) compared the effect of motivation on OCB in government
banks and private bank . the result showed employees in private banks are more motivated to
work and more shows OCB compared with state banks. This is caused by the binding
hierarchy, the absence of freedom in making decisions, and different causes is the main
organizational culture that does not appreciate the work motivation and OCB in government
banks. Therefore banks need to change the culture of government organizations that provide
14
freedom in decision-making and can increase employee motivation and OCB causing a strong
organizational commitment.
HYPOTHESES
H1: Work environment influence on Organizational citizenship behavior through motivation
to work.
H2: Work environment influence on Organizational citizenship behavior
H3: Competence influence on Motivation to work
H4: Competence influence on Organizational citizenship behavior
H5: There is relationship between Work environment and Competence
METHOD
Research Methodology
The method used in this research is descriptive quantitative method. The objective of
this study is to describe and illustrate the relationship of the work environment, competence,
resonant leader, motivation, and organizational citizenship behavior (OCB). In addition, this
study also tested the hypothesis, and relationship between the variables studied. The data
were processed using Path Analysis. Further analysis of the data include hypothesis testing
with t-test.
Data Sample
The sample is part of the population that is considered to represent the population.
The samples in this study using random sampling. Data for this study were collected using
questionnaire that were conducted in Jakarta. These study involved 162 internal auditors. All
of the internal auditors work in the big three telecommunication companies in Indonesia.
15
Data Source
Sources of Primary data were collected by distributing questionnaires to internal
auditor in big three telecommunication companies in Indonesia
RESULTS
The estimation outputs are shown in tabel 1, tabel 2, tabel 3, tabel 4, tabel 5, tabel 6, tabel 7,
and figure 1.
Hypotheses analysist
H1: Working environment influence on Organizational citizenship behavior through
motivation.
Results of the study indicate that the working environment has significant influence on
organizational citizenship behavior (OCB) through motivation. The working environment can
affect the behavior and activities of employees in completing their work. Motivation explain
the behavior of employees in achieving its objectives. Motivation will drive employee to act
and do some extra role for the organization without expecting anything in return. In other
words, the motivation will encourage someone, including internal auditors, for achievement,
commitment to the group, have high initiative and optimism, and strive to achieve the targets,
including where necessary for extra work outside of their working hours.
In accordance with audit assignment, through motivation, internal auditors will be
encouraged to act and do something that is out of his responsibility to the interests of the
organization, without expecting anything in return. Working environment and motivation
influence OCB. A condusive working environment will motivated employees to work with
the best. Motivation can cause employees to show OCB that improve productivity. Overall
Working environment, motivation and OCB affect internal audit performance.
16
H2: Working environment influence Organizational citizenship behavior
The working environment has a significant influence on OCB. Employees who work in
a conducive work environment will feel comfortable, happy so that employees are
encouraged to do something beyond what is expected of the company. Such behavior can be
called organizational citizenship behavior (OCB).
space and facilittie, fairness treatment at the workplace, relationship with other
employee, clear rules and procedures at the workplace supoort internal auditor to show OCB.
Working environment and organizational citizenship behavior will affect internal auditor
performance.
H3: Competence influence OCB through Motivation
Competence has significant influence on OCB through motivation. Employees who
have a level of knowledge, skill, and expertise appropriate to organization will have
confidence, feel able to carry out their duties. Competence influence attitudes and behavior of
people in completing their work. With high competence employees will be motivated to
continue to pursue a career or promotion. With this motivation, employees do not hesitate to
do things beyond that required to achieve the organization's goals and expectations.
Motivation explains organizational zitizenship behavior
For Internal Auditor, competency is an important factor of audit judgment motivation.
Overall working motivation and Individual aspects of internal audit are related with working
effectiveness. Thus the higher the level of a professional internal auditors will always try to
improve the performance, especially when an internal auditor get job satisfaction.
Hence, motivation at the workplace for Internal Auditor is very important to drive all
employees to be able to work and love their organization and work effectively to reach
17
their goals. Motivation encourage internal auditor to do something such OCB.
H4: Competence influence on Organizational citizenship behavior
Competence has significant influence on Organizational Citizenship Behavior.
Organization should provide opportunities to develop worker compentence, so the employee
will work better and more shows Organizational Citizenship Behavior (OCB). If employees
are given the opportunity to argue, make decisions within certain limits, to develop
themselves and improve their competence then it can lead to a strong OCB.
Internal auditor with high level of competence tend to be high initiative, other
oriented, and organizational oriented. Competence and OCB will lead to superior
performance of internal auditor.
H5: There is relationship between Working environment and Competence
The working environment has a relationship with competence. The work environment
can have an impact on stress levels of employees. Conducive working environment will
minimize the stress levels of employees. Employees with low levels of stress can work with
productive, focused, and able to develop their competence. A condusive working
environment supports employee to develope his competence.
Internal auditors have a duty to determine whether policies and procedures set top by
management has been conduct and determining the efficiency and effectiveness of
procedures and activities of the organization. The function and role of the internal auditor
merely as a slogan if the work environment do not provide support that encourage the
implementation of the internal functions of the company's auditor. Organization have to
maintain a dynamic working atmosphere and complete facilities and amenities at work so that
employees can optimized their competence.
18
CONCLUSION
This study utilizes work environment, competence, and motivation as the mediating
variable to internal auditor’s OCB in big three telecommunication industry. As already
mentioned in the study findings analysis OCB and sources of work motivation are present in
the internal auditor of big three telecommunication company in Indonesia. Previous studies
also found some relationships between OCB and either one or more sources of motivation.
This study utilizes working environment, competence, and motivation as the mediating
variable to internal auditor’s OCB in big three telecommunication industry. The study
findings is: OCB and sources of work motivation are present in the internal auditor of the big
three telecommunication company in Indonesia. Previous studies also found some
relationships between OCB and either one or more sources of motivation.
Working environment and competence affect OCB both directly and indirectly
through motivation . The working environment and competence can influence motivation and
behavior of employees in completing their work. With appropriate competence and condusive
working environment employees are motivated to get his expectations, goals, and rewards for
his achievements.
The survey results that there is relationship between working environment and
competence. A dynamic working atmosphere, complete facilities at work, and conducive
working environment make employees utilize and develop competence.
Working environment, competence, and motivation influence the behavior of OCB.
Organizations with a conducive work environment and have employees with competence in
accordance with the needs of the organization employees tend to have high motivation to
work so that employees will voulantary show behavior that is out of his responsibility to the
interests of the organization, without expecting anything in return.
19
REFERENCES
Abdasi, Abdus., Rana, Hussain, Aiza. (2012). Impact of Islamic Work Ethichs, Reward
System and Organizational Environment on Citizenship Behavior of Employee,
Sci.Int. (Lahore), 24(4),513‐‐519, , ISSN 1013‐5316; CODEN: SINTE 8 513
Beardwell & Holden. (2001). Human Resource Management a contemporary approach
Pearson Education limited. Pearson
Chandrasekar, K. (2011). Workplace Environment and its Impact on Organizational
Performance in Public Sector Organization. International Journal of Enterprise
Computing and Business Systems, Vol.1.
Dessler, G. (2010), Human Resources Management, London: Prenticehall International Inc
Ferari, Filippo. (2010). Work Performance = Competence x Motivation. A two-side Model
for Human Resources Management. Munich Personal Repec Archive, MPRA paper
no.26915
Fertig, Jason. Zeits, Gerald. Blau, Gary. (2009). Building Internal Motivation for Worker
Competency Certifications: A Critique and Proposal
Ghanbari, Siroos., Eskandari, Asgar. (2013). Organizational Climate, Job Motivation and
Organizational Citizenship Behavior. International Journal of Management
Perspective, 1(3), 1-14.
Hasnain, Nazirul., Khan, Owais., Hasan, Zuby. (2013). Organizational Citizenship Behavior,
Happiness and Work Motivation as Correlates of Organizational Commitment of
Managers of Public And Private Banks, The International Journal Of Humanities &
Social Studies (ISSN 2321 -9203),1.
Heneman, Robert L. Ledford, Gerald E, Jr. (1998). Competency Pay for Professionals and
Managers in Business: A Review and Implications for Teachers. Journal of Personnel
Evaluation in Education, 12(2), 103-121.
20
Huang, MC., Liu, TC. (2012). The impact of external environment and self-serving
motivation on physician’s organizational citizenship behaviors. Journal of Behavioral
Studies in Business.
Jim, TW., Hi, Bernard., Shing, Lee K., Lin, Ong.S., Yasmin, siti,. Kahn, Sofia. (2013). The
Factors Affecting Organizational Citizenship Behavior in Banking Industry.
International Journal of Management Sciences, 1(5), 178-192.
Lian, Lee Kim., Tui, Low Guan. (2012). Leadership Styles and Organizational Citizenship
Behavior: The Mediating Effect of Subordinates’ Competence and Downward
Influence Tactics. Journal of Applied Business and Economics, 13(2).
Naharuddin, N. M., & Sadegi, M. (2013). Factors of workplace environment that affect
employees performance: A case study of Miyazu Malaysia. International Journal of
Independent Research and Studies, 2(2), 66-78.
Organ, D. W., and Ryan, K. (1994). A Meta-analytic Review of Attitudinal and Dispositional
Predictors of Organizational Citizenship Behavior, Personnel Psychology, Vol. 48.
Pandey, Sanjay K., Wright, Bradley E., Moyniah, Donald P.(2007). Public Service
Motivation and Interpersonal Citizenship Behavior in Public Organizations: Testing
a Preliminary Model. La Follette School publication No. 2007-028,
http://www.lafollette.wisc.edu/publications/
Robbins, P, Stephen. Judge, A, Timothy. (2011). Organizational Behavior 14th edition. New
Jersey : Prentice Hall.
Sandberg, Jorgen.(2003). Understanding human competence at work: An Interpretative
Approach. Academy of Management Journal, 43(1), 9.
Spencer, Lyle M., Spencer, Signe.M. (1993). Competence at Work Models for Superior
Performance. New York: John Wiley and Sons.
21
Tucker, Sharon A. Cofsky, Kathryn M. (1994). Competency-Based Pay on a Banding
Platform A Compensation Combination for Driving Performance and Managing
Change. ACA Journal.
Vondey, Michael. (2010). The Relationships among Servant Leadership, Organizational
Citizenship Behavior, Person-Organization Fit, and Organizational Identification.
International Journal of Leadership Studies, ISSN 1554-3145 , 6 (1).
Wallgren, L. G. (2011). Motivation requested - Work motivation and the work environment of
IT consultants. Department of Psychology, University of Gothenburg, Sweden, ISSN
1101-718X, 2011
Woodman, R. W., Sawyaer, J. E., & Griffin, R. W. (1993). Toward a theory of
Organizational Creativity, Academy Of Mangement Review,18, 293-321.
22
Table 1: Estimation output of OCB model
Scalar Estimates (Group number 1 - Default model)
Maximum Likelihood Estimates
Regression Weights: (Group number 1 - Default model)
Estimate S.E. C.R. P Label
Motivation <--- WorkEnv 0.038 0.067 0.568 0.05 par_1
Motivation <--- Competence 0.575 0.065 8.908 *** par_2
OCB <--- Motivation 0.196 0.067 2.914 0.004 par_3
OCB <--- WorkEnv 0.392 0.057 6.881 *** par_4
OCB <--- Competence 0.114 0.067 1.699 0.052 par_5
Table 2: Standardized Regression Weights: (Group number 1 - Default model)
Estimate
Motivation <--- WorkEnv 0.04
Motivation <--- Competence 0.623
OCB <--- Motivation 0.221
OCB <--- WorkEnv 0.463
OCB <--- Competence 0.139
Table 3: Covariance (Group number 1 - Default model)
Estimate S.E. C.R. P Label
23
Estimate S.E. C.R. P Label
WorkEnv <--> Competence 8.178 1.426 5.736 *** par_6
Table 4: Correlations (Group number 1 - Default model)
Estimate
WorkEnv <--> Competence .507
Tabel 5: Squared Multiple Correlations: (Group number 1 - Default model)
Estimate
Motivation
.415
OCB
.460
Tabel 6:Standardized Direct Effects (Group number 1 - Default model)
Competence WorkEnv Motivation
Motivation .623 .040 .000
OCB .139 .463 .221
Tabel 7: Standardized Indirect Effects (Group number 1 - Default model)
Competence WorkEnv Motivation
Motivation .000 .000 .000
OCB .137 .009 .000
24
Figure 1 : The standardized estimate of OCB model