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THE EFFECT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE THROUGH ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A STUDY AT PERUMDA TIRTANADI HEAD OFFICE OF NORTH SUMATRA Nia Luthfiana Marina; Prihatin Lumbanraja; Meilita Tryana Sembiring
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 3 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i3.4195

Abstract

This study examines the influence of job satisfaction on employee performance, with Organizational Citizenship Behavior (OCB) as a mediating variable, in Perusahaan Umum Daerah (Perumda) Tirtanadi, North Sumatra. Using a quantitative approach, data were collected from 100 employees selected through purposive sampling. The data were analyzed using path analysis with the SmartPLS application. The results reveal that job satisfaction has a significant positive effect on OCB (path coefficient β = 0.627; p < 0.001) and on employee performance (β = 0.360; p < 0.01). Furthermore, OCB significantly influences employee performance (β = 0.479; p < 0.001). The indirect effect of job satisfaction on performance through OCB (β = 0.300) is greater than the direct effect, confirming OCB’s role as a mediating variable. This suggests that employees who are more satisfied with their jobs are more likely to exhibit positive voluntary behaviors that contribute to higher performance levels. The findings align with Social Exchange Theory, which posits that positive treatment by the organization encourages employees to reciprocate with constructive behaviors. Herzberg’s Two-Factor Theory also supports the view that both hygiene and motivational factors influence satisfaction, which in turn fosters improved work outcomes. This study highlights the strategic importance of enhancing job satisfaction and promoting OCB to improve performance in public service organizations. Future research should consider incorporating moderating variables such as leadership style, organizational commitment, or work culture, and employing longitudinal designs to validate the causal pathways.
Co-Authors Abdul Rahim Matondang Akbar Reza Pratama Ani Suryani Anizar Anizar Asri Bernitzky Saragi Aulia Agung Dermawan Caroline Chairul Muluk Dimas Akmarul Putera Dini Wahyuni Dita Deviana Fadhilah Effan Budiawan Elisabeth Ginting Ericson Chandra Evawany Yunita Aritonang Evawany Yunita Aritonang Ferdiantes Ferdiantes Fikri Latief Adrian Hadiwinata, Hadiwinata Husni Sinulingga, Muhammad Ibnu Afdillah Lubis Ifwan Adinata Indah Rizkya Tarigan Intan, Anni Irwan Budiman Iskandarini Iskandarini Joeanda, Joeanda Julyanda, Muhammad Maruba Sihombing Muhammad Romli dan Suprihatin Andes Ismayana Muhammad Sadani Munthe, Al Akhyar Mursyid, Abdillah Fattah N. Nazaruddin Nazaruddin Nazaruddin Nazaruddin Nazaruddin Nazaruddin Nazaruddin Nia Luthfiana Marina Nurul Fadhilah Pinta Serli Waty Lumban Toruan Prihatin Lumbanraja Prihatin Lumbanraja Prihatin Lumbanraja Puji Biso Santoso Putra, Suryadi Qaedina Tio Athira Raditiya Eka Nugraha Ray Bahara Sitorus Refli Yunir Ridho Habibi, Anggi Rizki Candra Dermawan Rulianda Purnomo Wibowo Satria Sitorus Sibarani, Feby Sanna Silvia Febrina Lubis Simarmata, Roberta Sinulingga, Emerson Pascawira Siregar, Khairun Nissa skandarini, skandarini Sriwardany Sriwardany Stefanus Yudha Sugih Arto Pujangkoro Sugih Arto Pujangkoro Sugiharto Sukardi, Sukardi Sukaria Sinulingga Sukaria Sinulingga Sukaria Sinulingga Suryani, Ani Syahyunan Tampubolon, Fernando Tania Alda Tengku Ezy Andika Thamrin Dedy Sunarto Tjandra, Gallerie Ukurta Tarigan Venna Natala Lingga Vivi Gusrini Rahmadani Pohan Wibowo, Azharie Wibowo, Rulianda Purnomo yeni absah Yufazhrin Pandapotan Batu Bara Yusuf Luqman Zuya, Novika