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Herdiyana Herdiyana
Universitas Pakuan, Bogor, Indonesia
Economics, Econometrics & Finance

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Strategy to Improve Organizational Citizenship Behavior (OCB) Through Strengthening Organizational Culture, Transformational Leadership, and Job Satisfaction of Non-ASN Employees in State Junior High Schools in the Bogor City Education Office Akbar Rafsanjani; Widodo Sunaryo; Herdiyana Herdiyana
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 1 (2025): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.7269

Abstract

This study found a solution to improve Organizational Citizenship Behavior (OCB) in Non-ASN School Administrative Staff in Public Junior High Schools within the Bogor City Education Office. The results showed that: (a) Organizational culture has a significant positive direct effect on OCB (β = 0.367, p < 0.05), which means strengthening organizational culture can improve OCB. (b) Transformational leadership has a significant positive direct effect on OCB (β = 0.275, p < 0.05), which shows that strengthening transformational leadership can improve OCB. (c) Job satisfaction has a significant positive direct effect on OCB (β = 0.328, p < 0.05), which shows that increasing job satisfaction can improve OCB. (d) Organizational culture has a significant positive direct effect on job satisfaction (β = 0.765, p < 0.05), which shows that strengthening organizational culture can improve job satisfaction. (e) Transformational leadership has a significant positive direct effect on job satisfaction (β = 0.221, p < 0.05), which indicates that strengthening transformational leadership can increase job satisfaction. (f) Organizational culture has a significant positive indirect effect on OCB through job satisfaction (β = 0.250, p < 0.05), although job satisfaction is not effective as an intervening variable. (g) Transformational leadership has a positive indirect effect on OCB through job satisfaction (β = 0.072, p < 0.05), but job satisfaction is also not effective as an intervening variable.
STRATEGIES FOR IMPROVING EMPLOYEE PERFORMANCE THROUGH PROGRAMS TO STRENGTHEN SELF-EFFICACY, SUPERVISION, AND WORK MOTIVATION Handy Ariestino; Widodo Sunaryo; Herdiyana Herdiyana
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 2 (2026): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v9i2.9696

Abstract

The performance of Taxpayers (AR) at the Primary Tax Office (KPP Pratama) in the Bogor area still shows achievements that are not yet optimal. This condition necessitates a study to identify the factors influencing employee performance. This study aims to analyze the influence of self-efficacy and supervision on the performance of Account Representatives, both directly and thru work motivation as a mediating variable. This research uses a quantitative approach with a population consisting of all Account Representatives from the KPP Pratama in the Bogor Region, totaling 133 employees. The sample was determined using a census technique and involved 100 respondents. Data was collected thru questionnaires that had been tested for validity and reliability, and then analyzed using path analysis with SmartPLS version 4. The research results indicate that self-efficacy, supervision, and work motivation have a positive and significant effect on employee performance. Self-efficacy and supervision were also found to have a positive and significant impact on work motivation, which subsequently mediates the influence of these two variables on the performance of Account Representatives. These findings confirm that strengthening self-efficacy, supervision, and work motivation are important strategies for improving the performance of Account Representatives.
Co-Authors Akbar Rafsanjani Handy Ariestino Widodo Sunaryo