Discussion: Recognizing the Connection Between Job Attitudes, Individual Performance, and Organizational Effectiveness

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THE IMPACT OF JOB SATISFACTION, ORGANIZATION COMMITMENT,
ORGANIZATION CITIZENSHIP BEHAVIOR (OCB) ON EMPLOYEES’

PERFORMANCE

*Prof. Dr. Dyah Sawitri, SE., MM.
Dr. Endang Suswati, SE., MS.
Khasbulloh Huda, SE., MM.

Gajayana University Malang, Indonesia
*Corresponding author: [email protected]

Abstract

Organization commonly believes that excellence should be maintained in order to im-
prove performance, since performance basically affects teamwork or group work and
in the end affects employees performance overall. Therefore, to pursue and im-prove
performance, individual job satisfaction, commitment and fair behavior was needed.
This study investigated the impact of job satisfaction, organization commitment and
Organization Citizenship Behavior (OCB) on employees’ performance.

This study aimed to understand and analyze The Impact of Job satisfaction, Organ-
ization Commitment, Organization Citizenship Behavior toward Employees’ Per-for-
mance. Sampling method used was purposive sampling, using random sampling, by
giving out questionaire to technical service personnel PT. PLN East Java Distribution
Network Service Area in Mojokerto. This study was designed as explanatory study
model, which was used to explain how is the impact of job satisfaction, com-mitment,
and OCB in improving employees’ performance. Considering problem, aim, and
hypothesis proposed also data provided, this study used 2 kind of analysis, namely: a).
Descriptive analysis, and b). Multivariat regression analysis with SEM (Structural
Equation Modelling) model.

Study result showed that (a). Job satisfaction and Organization Commitment affect
Organization Citizenship Behavior. This was shown from the statistics, describing the
magnitude of the estimated coefficient for job satisfaction variables on Organizational
Citizenship Behavior approximately .631 (Sig. = 0.000 Significant). This means that
if the job satisfaction variable was changed (increased) a level more positively there-
fore Organizational Citizenship Behavior (OCB) will also be increased by 0.631. (b).
Job satisfaction also influenced Organization Commitment, (c). Organization Com-
mitment and Organization Citizenship Behavior affect Employees’ Performance. (d).
Job satisfaction did not affect Employees’ Performance. This was shown from the sta-
tistics, explaining the magnitude of the coefficient estimate job satisfaction variables

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25

on employees’ performance approximately 0,084 (Sig. = 0.168 not significant). Thus
job satisfaction was proven to have no significant effect on OCB. Based on the des-
cription of the variables employees’ performance showed that the average perfor-
mance of employees was high/good, with the average value (mean) of employees’
performance variable of 4.08. (e). Job satisfaction and Organization Commitment af-
fect performance through Organization Citizenship Behavior.

Keywords: job satisfaction, organization commitment, employees’ performance, Or-
ganization Citizenship.

Background

Organization commonly belie-
ves that excellence should be maintai-
ned in order to improve performance,
since performance basically affects
teamwork or group work and in the
end affects employees performance
overall. Therefore, to pursue and im-
prove performance, individual job sa-
tisfaction, commit-ment and fair beha-
vior was needed.

Job satisfaction is essentially an
individual thing. Each individual will
have a variable level of satisfaction ac-
cording to the value system that ap-
plies to him. The more aspects in the
job that is in accordance with the indi-
vidual’s intentions, the higher the per-
ceived level of satisfaction (Moh.
As’ad, 2005). If a person desires for
something, then it means that he has a
hope, and thus he will be motivated to
take action towards the achievement of
these expectations. And if expectations
are met, then he will feel satisfied
(Anoraga, 1995).

Miller and Form in Anoraga
(1995), states that “Motivation to work
cannot be attributed only to the econo-
mic needs alone, because people will
still work even if they already had no
need of the material things. This was

done for social rewards, such as the
respect and admiration of their fellow
workers. Essentially, work is an activ-
ity that allows realization of social life
and activity of friendship. ”

Organization Citizenship
Behavior (OCB) represents human
nature which is sociable and helpful. In
the modern era such nature seemed to
be imprisoned by capitalist paradigm
which necessitates pragmatism, profit
and loss and individualistic. According
to Katz, there are several reasons why
this behavior is very important to be
raised, because OCB triggers some
concrete behaviors, that is: actions to
maintain the wealth of the organization
togeth`er, emergence of constructive
opinions to develop the organization,
their willingness to develop their skills
and personal responsibility, creating
good climate in the organization, and
develop cooperative activities.
(Podsakoff, 1996).

Commitment and job satis-
faction are two factors that can
increase customer satisfaction and
OCB. When employees feel satisfied
toward their work, then employees will
work optimally in completing the job,
even doing some things that may be
beyond his duties (OCB). Those satis-
faction arises from the companies’
conducive work environment that

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26

supports employees in completing the
work. Likewise, when a person has a
high commitment to the organization,
that person will do anything to im-
prove his company because of his
belief in the organization.

This study examines in depth
about the behavior of employees PT.
PLN East Java Distribution Network
Service Area (APJ) Mojokerto in
Networking and Technical Services
Section, specifically Organizational
Citizenship Behavior (OCB), which is
measured through organizational
commitment and job satisfaction they
had.

Scope of the Research

This research focus on the Im-
pact of Job Satisfaction, Organizational
Commitment, Organization Citizenship
Behavior (OCB) on the Performance of
Employees working in the Networking
and Technical Services section of PT.
PLN East Java Distribution Network
Service Area (APJ) Mojokerto.

Problems

Based on the background, it
can be formulated problems in PT.
PLN East Java Distribution Network
Service Area (APJ) Mojokerto, as fo-
llows: (a) Did job satisfaction influ-
ence OCB, (b) Did job satisfaction in-
fluence organizational commitment,
(c) Did organization commitment in-
fluence OCB, (d) Was job satisfac-tion
affecting employees’ performance, (e)
Was organizational commitment affec-
ting employees’ performance, (f) Was
job satisfaction affecting employees’
performance through OCB, (g) Did or-
ganizational commitment influence
employees’ performance through

OCB, and (h) Was OCB affecting em-
ployees’ performance.

Research Aims

Based on the formulation of the
problem, this research has objectives
as follows; (a) To analyze the effect of
job satisfaction on OCB, (b) To deter-
mine the effect of job satisfaction on
organizational commitment , (c) To
determine the effect of organizational
commitment on OCB, (d) To deter-
mine the effect of job satisfaction on
employee performance, (e) To deter-
mine the effect of organizational
commitment on employee perform-
ance, (f) To determine the effect of job
satisfaction on employee performance
through OCB, (g) To determine the
effect of organizational commitment
on employee performance through
OCB, and (h) To determine the effect
of OCB on employee performance.

Review

Job Satisfaction

Organization members’ view
about their working environment
condition and feeling satisfied and not
satisfied with the conditions, will
affect their behavior at work. As
Robbins (2002) stated, job satisfaction
is a general attitude toward one’s work;
the difference between the amount of
rewards received by a worker and the
amount they expected to receive.

Robbins statement is a defin-
ition of job satisfaction in general
which illustrates that job satisfaction is
the relationship between individuals
and their work environment. Job satis-
faction would arise if individuals like
their job and the environment, and vice

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27

versa, there will be dissatisfaction
within an organization members if they
do not like their job, as stated by
Cherrington (1994) “Job satisfaction
refers basically to how much
employees like their jobs.”

Organizational commitment

According to Robbins (2003),
“a state in which an employee ident-
ifies with a particular organization and
its goals, and wishes to maintain mem-
bership in the organization” Luthans
(1995) explained that organizational
commitment is often defined as (1) a
strong desire for someone to become a
member of the organization, (2) a
willingness to exert effort for the
organization, and (3) belief in and
acceptance of values and goals of the
organization. In other words, organ-
izational commitment is an attitude
that shows the “loyalty” of employees
and a continuous process of how an
organization’s members expressed their
concern to the organization’s success
and virtue.

Organizational Citizenship Behavior

Smith, Organ and Near (1983)
stated that OCB is employees’ behav-
ior exceeding their formal duties and
giving a positive contribution in the
organization’s effectiveness. According
to Al-Busaidi and Kuehn (2002), OCB
encompasses behaviors shown by
employee which classified as an extra
role and not formally assigned or
granted by the organization.

The term Organizational
Citizenship Behavior was first prop-
osed by Organ citing from Dumler et al
(1997) research, suggesting five
primary dimensions of OCB, namely:

a. Altruism, that put the interests of

others.
b. Conscientiousness, contains in-

role behavior that fulfill a level
above the required minimum
standard.

c. Civic virtue, that is the involve-
ment or voluntary participation
and support of organization
political life (history and
development) both professionally
and socially by nature.

d. Sportsmanship, which indicates
fair behavior, dislike protesting,
have good behavior.

e. Courtesy, that is a polite behavior,
like to respect others or seems to
alleviate problems associated with
the job at hand with others.

Performance

According to Waldman (2001)
performance is the combination of
behavior and achievement of what was
expected and their choice, or part of
existing task requirements of each
individual in the organization. Mean-
while, according to Mangkunagara
(2001), performance can be defined as
a qualitative and quantitative result of
work that can be achieved by employ-
ees in carrying out their duties in
accordance to the responsibilities given
to him.

Soedjono (2005) mentioned
seven (7) criteria that could be used to
measure the individual performance of
employee that is: (a) quality, (b) quan-
tity, (c) punctuality, (d) effectiveness,
(e) independence, (f) work commit-
ment, and (g) responsibility.

Conceptual Framework

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In general, this framework can
describe a causal relationship that
occurs between job satisfaction and
organizational commitment variables
with citizenship behavior (OCB) and
performance which will be tested in
this study. Systematically the con-
ceptual framework of the research can
be seen in Figure 1.

Hypotheses

Based on the conceptual
framework, the hypothesis of research
at PT. PLN East Java Distribution
Service Area Network (APJ)
Mojokerto, can be described as
follows:

1. H1: Job Satisfaction has a

significant influence on OCB.

2. H2: Job Satisfaction has a

significant influence on
Organizational Commitment

3. H3: Organizational Commitment

has a significant influence on
OCB.

4. H4: Job satisfaction has a

significant influence on
performance.

5. H5: Organizational Commitment

have a significant effect on
performance.

6. H6: Job Satisfaction has a

significant effect on performance
through OCB.

7. H7: Organizational commitment

has a significant effect on
performance through OCB.

8. H8: OCB has a significant effect
on performance.

Hypothesis development
adapted to the purpose of research. the
suitability of the approach used to
prove the hypothesis, from the data
obtained further processed in accor-
dance with the needs analysis. For the
sake of discussion, the data is pro-
cessed and presented based on the
principles of descriptive statistics,
whereas for analysis and hypothesis
testing, statistical approach was used
inferential variables. Hypothesis test-
ing is done based on the results of the
processing of Structural Equation
Modelling (SEM) from the calculation
of regression weight through value
Critical Ratio (CR) of a causality, and
from the calculation of Indirect Effect
Standarized.

Study Design

In accordance to its objectives,
this study was designed as a explan-
atory research model, to solve prob-
lems. Study was conducted with the
orientation and action plan providing
opportunities to develop a solution that
could suggest any changes (Babbie,
1986: 79). Judging from the time
dimension, this study was designed as
a cross sectional study which is norm-
ally used in a descriptive and explan-
atory research. Judging from the
relationship nature between the
variables, this study was designed as a
causal comparative study.

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Source : Data processed by Author, 2015

Figure 1. Conceptual Framework of Study

Population and Sample

Population in this study were
permanent employees working in PT.
PLN Distribution East Java Service
Unit Mojokerto, with a total of 393
people.

The samples in this study using
a combination of several methods or
techniques of sampling. (Sugiyono,
2006: 89).

Purposive sampling was used,
with a total sample of 186 people.
Purposive sampling must fulfill two
properties or criteria required and
correspond with purposes and
objectives of the research. Criteria
mentioned are:
1. The employee’s status as a
technical service officer
2. Engineering services officers
which have worked for more than one
year.

To determine how many sam-
ples are needed, then use the formula

Slovin (Husein Umar, 2003: 120) is as
follows:

N
n = ________
1 + Ne²

in wich :
n = sample
N = population
e = looseness inaccuracy due to
sampling error can be tolerated.
Constants (0.05 or 5%)

Calculation of the sample:

393
n = ____ ________
1 + 393 (0,05)²

n = 186,476 ≈ 186

Technical Services Officer
Formation used in determining sample
population in this study is fully
presented in Table 1.

H2

Job satisfaction

Commitment

H5

H4

OCB Employees’ per-
formance

H8

H7

H6 H1

H3

H6

H7

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Types and Sources of Data Research

This study used primary data
from the questionnaire result and

secondary data from documentation
search in PT. PLN Distribution East
Java Network Service Area (APJ)
Mojokerto.

Table 1. Population and Sample

Formation of Technical Services Officers PT. PLN Network Service
Area (APJ) Mojokerto

No Rayon
Technical Services

Officers
Frequency

Sample
Frequency

1 Mojokerto Kota 48 people 12.2% 23 people
2 Mojosari 48 people 12.2% 23 people
3 Pacet 28 people 7.1% 13 people
4 Mojoagung 28 people 7.1% 13 people
5 Ngoro – Jombang 40 people 10.1% 19 people
6 Jombang 48 people 12.2% 23 people
7 Ploso – Jombng 40 people 10.1% 19 people
8 Kertosono 28 people 7.1% 13 people
9 Warujayeng – Nganjuk 28 people 7.1% 13 people
10 Nganjuk 48 people 12.2% 23 people
11 Area 8 people 2% 4 people
Total 393 people 100% 186 people

Source: PT.PLN Network Service Area (APJ) Mojokerto

Data Collection Method

Data collection techniques used
in this study was questionnaire/
questionnaire distribution to collect
data was done directly by going to the
research location involving a number
of field officers.

The Variable measurement that
researcher used for answer in each
items was using Likert scale. Meas-
urement scale used for each variable
was based on interval 1 (one) to 5
(five).

Operational Definitions of Variables

Operational definition of
variables in this study were sum-
marized in Table 2.

Data Analysis Method

This study used 2 kind of
analysis, that is:
1. Descriptive analysis, and
2. Multivariat regression analysis
with SEM (Structural Equation
Modelling) model using AMOS
software (Analisis of Moment
Structure) version 4.0.

Result and Discussion

Descriptive Analysis

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31

Respondents’ interval values
were assigned in classes, to find the li-
mit values of each classes, then the

average or mean value of each were in-
corporated into classes, which were
presented in Table 3.

Table 2. Operational of Variables and Study Indicator

Variable Indicator

1. Job Satisfaction Variable (X1):
Job satisfation felt by employees toward
their job.

1. Chance to be their selves (X1.1)
2. Work environment (X1.2)
3. Reward (X1.3)
4. Teamwork between leader and
coworker (X1.4)

2. Commitment Variable (X2):
Loyality shown by employee in an
organization/institution both in supporting
values and aims of organization and
loyalty towards institution and this is a
continuing process.

1. Emotional attachment (X2.1)
2. Sense of belonging (X2.2)
3. Based on losses (X2.3)
4. Sacrificial consideration (Cost)
(X2.4)
5. Staying in an organization (X2.5)
6. Responsible to the organization
(X2.6)

3. Organizational Citizenship
Behavior (OCB) Variable (Y1):
The level of citizenship behavior of
employees which was done freely beyond
standard work assigned to him, did not
formally commanded and did not get
rewarded directly from the institution.

1. Altruism (Y1.1)
2. Conscientiousness (Y1.2)
3. Civic virtue (Y1.3)
4. Sportmanship (Y1.4)
5. Courtesy (Y1.5)

4. Employees’ Performance Variable
(Y2):
Employees’ performance for a period of
time measured from output quality and
quantity resulted.

1. Innovative behavior (Y2.1)
2. Initiative (Y2.2)
3. Self-potential level (Y2.3)
4. Time management (Y2.4)
5. Work quality and quantity
achievements (Y2.5)
6. Self-ability to fulfill goals (Y2.6)

Source: Primary data after being processed, 2015

Table 3. Interval Value and Mean Category

Interval Mean Category
1,00 – 1,80 Very poor/very low
1,81 – 2,60 Poor/low
2,61 – 3,40 Fairly well/fairly high
3,41 – 4,20 Good/high
4,21 – 5,00 Excellent/very high

Source: Primary data after being processed, 2015

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32

Respondent answer based on
respondent score, summarized in Table
4. The results of the responses in Table
4, the level of job satisfaction had an
average interval 3.49 to 4.19, which
means fairly good/ fairly high measu-
rement score category. Employee com-
mitment had an average measurement
score interval 3.27 to 4.46, which
means that employee commitment was

fairly good or even excellent. Respon-
dents seemed to give fairly good/fairly
high response on Organizational Ci-
tizenship Behavior (OCB) with the
average interval 3.35 to 4.03. Emplo-
yees’ performance measurement had
average score interval 4.03 to 4.15,
which means that the employees’ per-
formance measured is good.

Table 4. Respondent Responses and Mean Value

Variable Indicator
Measured Value

Mean 5 4 3 2 1
% % % % %

1. Job
satisfaction
(X1)

X1.1 52 28
,0

96 51,
6

27 14,
5

11 5,9 4,02

3,95

X1.2 72 38
,7

70
37,
6

35 18,
8

9 4,8
4,10

X1.3
34

18
,3

55
29,
6

65
34,
9

32
17,
2

3,49

X1.4 71 38
,2

84 45,
2

27 14,
5

4 2,2 4,19

2. Comm
itment (X2)

X2.1 11
1

59
,7

53
28,
5

18 9,7 4 2,2
4,46

3,88

X2.2
26

14
,0

76
40,
9

66
35,
5

18 9,7
3,59

X2.3 15 8,
1

53 28,
5

85 45,
7

33 17,
7

3,27

X2.4 81 43
,5

32 17,
2

58 31,
2

15 8,1 3,96

X2.5 95 51
,1

49 26,
3

30 16,
1

12 6,5 4,22

X2.6 32 17
,2

92 49,
5

50 26,
9

12 6,5 3,77

3. Organi
zational
Citizenship
Behavior
(OCB) (Y1)

Y1.1 32 17
,2

81 43,
5

58 31,
2

15 8,1 3,70

3,76

Y1.2 48 25
,8

10
0

53,
8

34 18,
3

4 2,2 4,03

Y1.3 21 11
,3

51 27,
4

86 46,
2

28 15,
1

3,35

Y1.4 33 17
,7

87 46,
8

50 26,
9

16 8,6 3,74

Y1.5
49

26
,3

95
51,
1

30
16,
1

12 6,5
3,97

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4. Emplo
yees’
performance
(Y2)

Y2.1
49

26
,3

11
2

60,
2

23
12,
4

2 1,1
4,12

4,08

Y2.2
53

28
,5

11
1

59,
7

18 9,7 4 2,2
4,15

Y2.3
45

24
,2

11
4

61,
3

23
12,
4

4 2,2
4,08

Y2.4
40

21
,5

11
4

61,
3

29
15,
6

3 1,6
4,03

Y2.5
39

21
,0

11
9

64,
0

25
13,
4

3 1,6
4,04

Y2.6
45

24
,2

11
0

59,
1

26
14,
0

5 2,7
4,05

Source: Primary data after being processed, 2015

Confirmatory Factor Analysis

Confirmatory factor analysis is
the phase measurement of the indi-
cators that make up the latent variables
in the research model. The purpose of
the confirmatory factor analysis is to
examine the dimensions unidimen-
sionalitas of forming respective latent
variables. Results of

confirmatory factor analysis of each
model will be discussed in the
following analysis.

Test results on the feasibility
Model confirmatory factor analysis to
construct; Job Satisfaction, Organi-
zational Commitment, OCB, and
Employee Performance presented
SCARA summarized in Table 5.

Table 5. Feasibility Model Testing Results On Factor Analysis Constructs:
Job Satisfaction, Organizational Commitment, OCB, and Employee Performance

Constructs
Goodness of Fit

Indeks
Cut-off
Value

Hasil
Analisis

Evaluasi
Model

Job
Satisfaction

Chi – Square
(X²)

0,246

Probability ≥ 0,05 0,884 Good
RMSEA ≤ 0,08 0,000 Good
GFI ≥ 0,90 0,999 Good
AGFI ≥ 0,90 0,997 Good
CMIN/DF ≤ 2,00 0,123 Good
TLI ≥ 0,95 1,057 Good
CFI ≥ 0,95 0,999 Good

Organizational
Commitment
(modification)

Chi – Square
(X²)

7,002

Probability ≥ 0,05 0,429 Good
RMSEA ≤ 0,08 0,001 Good
GFI ≥ 0,90 0,987 Good
AGFI ≥ 0,90 0,962 Good

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34

CMIN/DF ≤ 2,00 1,000 Good
TLI ≥ 0,95 1,000 Good
CFI ≥ 0,95 0,987 Good

Organizational
Citizenship
Behavior
(modification)

Chi – Square
(X²)

2,320

Probability ≥ 0,05 0,313 Good
RMSEA ≤ 0,08 0,029 Good
GFI ≥ 0,90 0,995 Good
AGFI ≥ 0,90 0,963 Good
CMIN/DF ≤ 2,00 1,160 Good
TLI ≥ 0,95 0,991 Good
CFI ≥ 0,95 0,995 Good

Employee
Performance
(modification)

Chi – Square
(X²)

10,515

Probability ≥ 0,05 0,161 Good
RMSEA ≤ 0,08 0,052 Good
GFI ≥ 0,90 0,981 Good
AGFI ≥ 0,90 0,943 Good
CMIN/DF ≤ 2,00 1,502 Good
TLI ≥ 0,95 0,976 Good
CFI ≥ 0,95 0,981 Good

Source: Primary data after being processed, 2015

Confirmatory Factor Analysis
Results in Table 5, the construct of job
satisfaction that is used to form a
model of research on the process of
confirmatory factor analysis goodness
of fit fulfilling the criteria that have
been set. This is because the prob-
ability value of goodness of fit test
showed the value of 0.884 (P <0.05) means that tests the feasibility of the model has been qualified as a good model. Therefore, based on the confirmatory factor analysis, the research model to construct job satisfaction can be used for further analysis. The results of the analysis of previous data processing to construct the organization's commitment not meet the criteria of goodness of fit, but after the modification of the model it as described in Table 5, the value of goodness of fit test probability indi- cates the value of 0.429 (P> 0.05),
which means tests feasibility to
construct a model of organizational
commitment has been qualified as a
good model. Thus the model fit the
predicted values of the observations
already meets the suitability model.

The results of the analysis of
previous data processing to construct
OCB not meet the criteria of goodness
of fit, but after modification of the
model, the results are presented in
Table 5, the value of goodness of fit
test probability indicates the value of
0.313 (P> 0.05), which means that
tests the feasibility construct a model
for OCB already qualifies as a good
model.

The results of the analysis of
data processing to construct the
model’s performance after the modi-
fication then as described in Table 5,

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35

the value of goodness of fit test
probability indicates the value of 0.161
(P> 0.05), which means that tests the
feasibility of the model to construct the
performance has been qualified as a
model good. Thus the model fit the
predicted values of the observations
already meets the suitability model.
Furthermore, based on the confirm-
atory factor analysis, the research
model to construct performance can be
used for further analysis.

Sructural Equation Modelling (SEM)

Analysis

Structural Equation Model
(SEM) analysis using full model, after
analyzing one-dimensional level of the
indicators forming latent variables
which was tested by using confirm-
atory factor analysis. Analysis of pro-
cessed data at the stage of a full model
SEM was conducted by conformation
test and statistical test. Structural

Equation Model (SEM) using modified
– full model can be seen in Figure 2.

Data processed using modified
– full model SEM can be summarized
in Table 6. Based on the results in Ta-
ble 6, there were shown that model
used was acceptable, since chi-square
value obtained was 170,740 with sig-
nificance value of 0.323 indicating that
structural equation model was good
enough. Measurement index of
RMSEA, GFI, AGFI, CMIN / DF, TLI
and CFI were within the expected
range of values (good). AGFI value
was well received, where AGFI is
identical to R2 in the multiple linear re-
gression therefore AGFI value of 0.890
indicates that the contribution of job
satisfaction, organizational commit-
ment, OCB and motivation vari-able
toward performance variable was
89.0%, while the rest is explained by
other variables, so it can be said that
the AGFI value was quite high in

Figure 2.

Structural Equation Modeling/SEM (Modified) Test Result

Source: Primary data after being processed, 2015

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36

contributing to variations in perfor-
mance variables.Chi-square probability
value of 0,323 (P> 0.05), means that
the data was in accordance to theoreti-
cal models estimated. CMIN/DF of
1,047 < 2,00, means that the feasibility of tested model is good. Based of the data processing result, there was obtai- ned CFI 0.922 greater than 0.95, there- fore it can be concluded that the tested model had already met the required criteria (Table 6). Hypothesis Testing Hypothesis testing to prove Hy- pothesis 1, 2, 3, 4, 5 and 8 was based on Critical Ratio (CR) value of causa- lity relationship of SEM analysis re- sult, summarized on Table 7. Hypothesis testing of hypoth- esis 7 and 8, was using Standarized In- direct Effect measurement result. Hy- pothesis testing result could be seen on Table 8. Discussion Discussions of each variables in this study presented as follows. Effect of Job Satisfaction on Organizational Citizenship Behavior This study showed that job sa- tisfaction variable had a significant ef- fect on Organizational Citizenship Behavior. This was shown from the statistics in Table 7, describing the magnitude of the estimated coefficient for job satisfaction variables (X1) on Organizational Citizenship Behavior (Y1) approximately .631 (Sig. = 0.000 Significant). This means that if the job satisfaction variable was changed (in- creased) a level more positively there- fore Organizational Citizenship Beha- vior (OCB) will also be …