Organizational Culture and Commitment Impact Employee Performance

Research
Available Online at www.ijcrr.in

International Journal of Contemporary Research and Review
ISSN 0976 – 4852
https://doi.org/10.15520/ijcrr/2018/9/08/582
August, 2018|Volume 09|Issue 08|
Section: Management and Economics
Effect of Organizational Culture and Organizational Commitment to

Employee Performance through Organizational Citizenship Behavior
(OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi
Bali)
Anom Suwibawa, Anak Agung Putu Agung, I Ketut Setia Sapta
Department of Magister Management, Mahasaraswati University Denpasar
Corresponding Author: Emmanuel Ifeanyi Orji

Received: 2018-07-22; Accepted 2018-08-17,
Abstract:
Organizational culture as the values, principles, traditions and ways of working shared by members of the
organization and affect the way they act. Organizational commitment has an important role of employee
performance. The commitment can be realized if the individual in the organization, running their rights and
obligations according to their duties and functions and functions within the organization, because the
achievement of organizational goals is the work of all members of the organization that are collective
Vipraprastha, Sudja, & Yuesti (2018).
Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of
respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or
often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis.
The results of this study indicate that: 1) organizational culture has a positive and significant effect on
Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and
significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior
employee, 4) organizational culture has a positive effect on the performance of employees, either partially or
through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on
employee performance.
Keywords: Organizational Culture, Organizational Commitment, Organizational Citizenship Behavior

(OCB) and Employee Performance.
International Journal of Contemporary Research and Review, Vol. 9, Issue. 08, Page no: ME 20997-21013
DOI: https://doi.org/10.15520/ijcrr/2018/9/08/582 Page | 20997
Anom Suwibawa et al. Effect of Organizational Culture and Organizational Commitment to Employee Performance through
Organizational Citizenship Behavior (OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi Bali)
1. Introduction: has experienced technical and technical capabilities,

always featuring high OCB displays and even some
Background of the study:
low ones. Conversely, not all employees who have
Organizational culture as values, principles, low ability to work, always look low OCB and even
traditions and practices shared by the members of some are high. There are even some employees who
the organization and affect them act. Organizational have the ability to work that is not too high or
commitment has an important role of employee ordinary, but displays a fairly high OCB. The result
performance. The commitment can be realized if the of research of Venty (2015) get result that
individual in the organization, running their rights organizational culture and organizational
and obligations according to their duties and commitment have an effect on signifikan to
functions and functions within the organization, employees performance through Organizational
because the achievement of organizational goals is Citizenship Behavior (OCB). This research is
the work of all members of the organization that are supported by Alizadeh (2012), Linda (2013),
collective. Sofiah. P (2014), and Hasni (2015).
According to Armstrong and Baron (Wibowo, This is reflected in the behavior of employees where
2007: 7) explains that performance is a worker who not all employees who have a high ability to help
has a relationship with organizational strategic colleagues or superiors in resolving work problems
goals, consumer satisfaction, and economic that have no relationship with the task and field. In
contribution. employee performance is the one addition, not all employees have high loyalty,
measuring point in the usage of a company to honesty, ketekukan, creativity and discipline, which
achieve its objectives. is part of the work culture. Besides, not all
Currently there are some weaknesses of OCB employees have a sense of concern for fellow co-
employee application at the Agency for Regional workers, organizational development, early entry,
Development Planning, Research and Development volunteer to take responsibility if colleagues do not
(BAPPEDA LITBANG) of Bali Province. Among enter the office and provide peer-to-peer motivation
other levels of discipline and morale that show the in performance improvement.
level of conscientiousness and sportmanship are low When viewed from two sides of interest, ie
and the ability of employees who are still lacking in employees as individuals and organizations or
operating the existing equipment. The relationship agencies in the process are mutually filling, where
between OCB and performance in journals put employees need rewards from organizations or
forward by Waltz and Niehoff (2004) suggests an agencies and vice versa organizations or agencies
effective level of organization in the presence of require employees to excel, resulting in a balance
employees with OCB. This supports the on the interests of both parties. Here is very
development of employee performance as expressed important to realize that employee behavior should
by Nufus (2011) in his study of OCB on be run well and controlled in accordance with the
performance. work and field respectively, so that individual
The fact that is seen so far in BAPPEDA LITBANG behavior of employees can be directed in
Bali Province is not all employees who have high accordance with the expectations of the
work ability with organizational culture and organization to achieve the goals set.
organizational commitment that already exist, At BAPPEDA LITBANG Bali Province is still low.
characterized by the level of honesty, diligence, It can be seen from the percentage of answers to
creativity, discipline, menguasi Science and each question item that is still below 50%. The low
Information Technology (Science and Technology), level of OCB in BAPPEDA LITBANG Bali
Province must be considered by the organization c) Budayam facilitates the emergence of a

because OCB can affect the performance of commitment to a greater extent than the self-
employees. OCB is an invisible and very important importance of individuals;
behavior for BAPPEDA LITBANG. Bali Province d) Culture is a social glue that helps to unify the
in order to support the delegation and completion of organization by providing the right standards to
organizational tasks. be done by its competitor;
Problem Formulation:
e) Culture as the macerating controlling
Based on the background of problems that become mechanism that guides and establishes
the subject matter in this study are as follows: capacities of employees.
a) Does the organizational culture affect the Organizational culture is one of the most complex.
Organizational Citizenship Behavior (OCB)?
For that reason, in the measurement of cultural or
b) Does the organization's commitment affect the organizational status, it is necessary to indicate the
Organizational Citizenship Behavior (OCB)? characteristics of the cultural culture of the
organization as a manifestation of its existence. The
c) Does Organizational Citizenship Behavior
following is the cultural indicator of the
(OCB) affect the performance of BAPPEDA
LITBANG employee of Bali Province? organization put forward by Robbins & Coulter in
Anadana (2009: 167).
d) Does the organizational culture affect the
a) Innovation and risk-taking, ie the degree to
performance of BAPPEDA LITBANG
which employees are encouraged to be
employee of Bali Province?
innovative and to take risks;
e) Does the organization's commitment affect the
b) Attention to a detailed or detailed knowledge, to
performance of BAPPEDA LITBANG
the extent that the employee is expected to show
employee of Bali Province?
certain precision, detailed analysis;
2. Theoretical Overview:
c) The orientation of the result, ie the leader's
Organizational Culture:
leadership dadapan focuses on the outcome or
Organizational culture is defined as a cognitive
output and note partonetheacountthis
framework that contains shared attitudes, values,
norms and expectations shared by members of the d) The orientation of the person, to the extent that
organization (Greenberg and Baron, 2000). management's decisions affect the people in the
Organizational culture is concerned with the context organization;
of organizational development, meaning that culture e) Team orientation, ie the degree to which the job
is rooted in organizational history, believed to be is organized based on the goals and not the
together and not easily manipulated directly individual;
(Schenieder, 1996, in Cahyono 2005).
f) Aggressiveness, ie the degree to which the
The cultural functions of the organization according employee is aggressive and competing, not from
to Robbins (2009: 248) are as follows: cooperation
a) Culture creates a clear distinction between one g) Stability / stability, to which some decisions and
organization and another; organizational actions emphasize efforts to
b) Budaya member asuatura said entitybagi- maintain the statusquo.
members of the organization;
Organizational Commitment: because they feel they need it and there is

considerable loss of costs when leaving the
In organization, commitment is often calendars with
organization (such as retirement, status, seniority),
work satisfaction. Sutrisno (2010: 295) assumes that
or difficulty finding alternative employment else
the higher the employee job satisfaction will be the
where.
higher the work commitment. Many organizations
in their development experience various c) Normative commitment:
macammasis resulted by the emergence of groups Normative commitment is the belief of the
that create the organization that jadikacau. employee that he or she feels to be living or staying
Differences, expectations, interests, perceptions and in the organization because of a personal loyalty, so
other conflict sectors can threaten the group's life that employees with high normative commitment
and cause problems of problems as well as strikes will persist in the organization because they feel
of employees, high absences and unrestricted levels they have to do, by obeying the rules set by the
of recovery. organization and not make an effort to leave the
According to Robbins and Judge (2008: 100-102), organization.
the Commitment of the organization is the
Organizational Citizenship Behavior (OCB):
circumstance in which the employee sided with a
particular organization and its goals and wishes to Organ (1988) defines Organizational Citizenship
retain the members of the organization. Thus, high- Behavior (OCB) as a free individual behavior, not
involvement of workers means the existence of directly or explicitly related to the reward system
certain individuals, while high organizational and can improve the function of organizational
commitment among the organizations that recruit effectiveness. Less than a decade later the organ
them. Three dimensions of organizational realizes there is a weakness in its definition. So as
commitment are: to revise the definition of OCB to "behavior that
shows maintenance and improvement in the
a) Effective Commitment: implementation of tasks both in social and
Affective commitment is defined to the degree to psychological context".
which an individual is psychologically bound to an
Organizational Citizenship Behavior (OCB)
organization that employs it through feelings such
dimensions:
as loyalty, affection, as it agrees with organizational Organizational Citizenship Behavior (OCB) is well-
goals. Based on that definition, the affective
known in organizational behavior when it first
commitment of an individual relates to the introduces 20 years of age with the basic theory of
emotional bond or identification with the disposition / personality and work attitude. Organ
organization, assumes that the problem faced by the (1988) suggests five primary dimensions of OCB, ie
employee is an employee's own problem, and the
employee feels part of the organization. Thus, a) Altruism:
employees with strong affective commitment will Their conduct in dealing with their difficulty in the
continue to work within the organization because situation that is being faced with the task in the
they want to do so. organization of the other person's problems. The
b) Continuous Commitment: dimension leads to the exclusion of those who are
not entitled to obligations.
Commitment based on losses when leaving the
organization, which is often interpreted as a b) Civic Virtue:
calculative commitment. In other words, an Behavior that indicates the responsibility, and is
employee has a strong continuous commitment involved in the life of the organization. Participation
and participation support in maintaining the There are various theories about employee
organization for good in good condition. performance indicators. One of the indicators of
Fadel employee performance (2009: 195) suggests
c) Conscientiousness:
several indicators used to measure employee
Behavior that is done directly to falling behind the performance are:
rules involved in the organization.Shows them to
improve the way in which they perform their work a) Understanding of basic tasks and functions:
In running tupoksi, subordinates must first
in the way of organizational performance
understand about the main tasks and functions of
performance. By acting actions that benefit the
each and do the task in accordance with what is the
organization beyond what is required.
responsibility.
d) Courtesy: b) Innovation:
Courtesy Behavior that shows socialization by way Have a positive innovation and convey to the
of discussion before deciding something. Maintain employer as well as discuss about the work on the
good relationships with colleagues to avoid job.
interpersonal problems. This dimension appreciates c) Speed of Work:
and cares for others In implementing the workthe speed of work must be
observed by using following any work.
e) Sportsmanship:
d) Accuracy of Work:
Behavior that indicates that someone wants to Not only fast, but in menyelesaik antuglu aryawan
tolerate his / her absence does not create damaging jugaharus discipline in doing the tasks carefully in
issues and does not complain. the work and do re-checking.
Employee Performance: e) Cooperation:
An organization, whether private or private, will The ability to work with other jobs is like accepting
always be a group of people who play an active role and respecting the opinions of others.
to find out what the organization wants to be. The 3. Conceptual Framework and Research
purpose of the organization would not be achieved Hypotheses:
if the performance of members or employees is not
Hypothesis Formulation:
maximal. According to Mangkunegara (2002: 67) in
Pasolong (2010: 176) performance is the result of 1. The influence of Organizational Culture on
work in quality and quantity achieved by a person Organizational Citizenship Behavior (OCB).
in performing its functions in accordance with the Organizational culture within a given frame work
responsibilities given to him. can shape OCB behavior among employees. This
Employee Performance Indicators: indicates that the higher the organizational culture
will shape the OCB behavior swmakin better. The
According to Keban (2004: 109) in Pasolong (2010:
results of the study showed that organizational
184) measurement of important employee
culture had a positive effect on OCB, Annisa and
performance performed by public service agencies.
Eko (2014) found that organizational culture had a
By knowing the weaknesses and the strengths, the
significant effect on OCB, in line with the research
obstacles and the success factors for the
of Muhdar , et al., (2015) which suggests that
performance of employees and institutions, then the
organizational culture is the most dominant variable
path to professionalization is made, that is to correct
having significant effect on Organizational
the mistakes done so far.
Citizenship Behavior (OCB).
Hypothesis 1: Organizational culture has a (2016) states that Organizational Citizenship

positive effect on Organizational Citizenship Behavior (OCB) has a positive and significant
Behavior (OCB) at BAPPEDA LITBANG Bali influence on employee performance, Yumna, et.al
(2017) suggests that Organizational Citizenship
Province.
Behavior (OCB) has a significant effect on
2. Influence Organizational Commitment to employee performance. Anna (2017) states that
Organizational Citizenship Behavior (OCB). organizations that have employees who have good
Organizational Citizenship Behavior (OCB) can Organizational Citizenship Behavior (OCB), will
have better performance than other organizations.
arise from a variety of factors within the
Hypothesis 3: Organizational Citizenship
organization, among them due to job satisfaction
Behavior (OCB) has a positive effect on
and employee commitment (Robbin& Judge, 2008).
Employee Performance at BAPPEDA LITBANG
When employees are satisfied with what is in the
Bali Province.
organization, then employees will provide
4. The influence of Organizational Culture on
maximum results and best performance. Likewise
Employee Performance:
with employees who are highly committed to the
Organizations are usually formed to achieve certain
organization, will do anything to advance the goals through the performance of all human
company because they believe and trust the resources in the organization. However,
organization in which the employee works organizational performance is largely determined by
(Luthans, 2005). the external and internal environmental conditions
At the time employees have a high commitment to of the organization, including organizational
the company, the employee wholeheartedly have culture. Yasin (2013) argues that one way to
satisfaction in working, and willing to take action improve corporate performance is to influence
aimed at advancing the company. Previous research organizational culture through management
which states that organizational commitment has an activities directly aimed at influencing the
effect on OCB, among others, maulida, et al., determinants of factors from organizational culture.
(2015) stating that organizational commitment has a The development of an adaptive and transformative
positive effect on OCB. Kurniawan (2015) stated organizational culture is a strategic and tactical
that organizational commitment has a significant management step for building an organization
effect on OCB. Putrana (2016) found that sustainably, enabling individuals to interact and
organizational commitment has a positive and integrate and improve performance.
significant influence on Organizational Citizenship With the existence of organizational culture then
Behavior (OCB). employees will feel connected, related, and no
obstacles to achieve optimal performance for the
Hypothesis 2: Organizational Commitment organization. Merina, et al., (2015) found that there
positively affects Organizational Citizenship is a positive influence between organizational
Behavior (OCB) at BAPPEDA LITBANG Bali culture on employee performance. Jesica, et al.,
Province. (2014) states that organizational culture is positively
associated with employee performance.
3. Effect of Organizational Citizenship
Behavior (OCB) on Employee Performance. Hypothesis 4: Organizational Culture has a
Organizational Citizenship Behavior (OCB) has a positive effect on Employee Performance at
role in the perspective of effectiveness of employee BAPPEDA LITBANG Bali Province
performance appraisal, especially in company 5. Effect of Organizational Commitment on
development, the more detail an employee
Employee Performance:
performance appraisal in a company hence more
related to Organizational Citizenship Behavior The concept of organizational commitment evolves
(OCB) issue as one alternative employee in the study of individual loyalty that is expected in
performance appraisal at company. Yoga, et.al the employee. A very close working attachment is a
perceived condition of employees, resulting in a 4. Research Methodology:

strong positive attitude toward the organization of
Research methods:
work they have. To achieve effectiveness in
carrying out the task, employees need to have a high Place of study is a place or area where research will
commitment to the task and organization. be implemented. This research was conducted at
BAPPEDA LITBANG Bali Province which is
A high commitment to the organization will located at Jl. Cok Agung Tresna Renon Denpasar.
increase the responsibility and sincerity of
employees in carrying out the task. Highly The large population in this study were 178
committed employees to the organization will work employees at BAPPEDA LITBANG Bali Province
wholeheartedly and will strive for the advancement with the following conditions :
of the organization, as they know they have become 1. Employee with status of Civil Servant who
part of the organization. Ida, et al., (2015) states that recorded active work
there is a positive and significant influence between 2. Have been working for at least 2 years at
organizational commitment to employee BAPPEDA LITBANG Bali Province
performance. Jesica, et al., (2014) states that
Based on these conditions, the total population in
organizational commitment is positively related to
BAPPEDA LITBANG Bali Province 86
employee performance. Kristanty (2017) states that
respondents.
organizational commitment has a positive effect
with a significant level of influence on employee This research is a kind of causal research because
performance. this research is aimed to know the causal
relationship between organizational culture
Hypothesis 5: Organizational Commitment has a variable, organizational commitment, and
positive effect on Employee Performance at Organizational CitizenshipBehavior (OCB) and
BAPPEDA LITBANG Bali Province employee performance. Techniques of collecting
data in the form of interviews, documentation and
Based on the translation of the framework that has distribution of questionnaires followed by validity
been exposed, the concept of linkage between and reliability test. Data analysis method used is
variables to be studied can be explained through the SEM (Structural Equation Modeling) analysis based
framework scheme in Figure 1 as follows : on component or variance that is PLS (Partial Least
Square).
5. Results:
Analysis
Hypothesis testing is done by t-statistics by sorting
for testing the direct and indirect effects or testing
the mediation variables. In the following sections
are described successively the test results of direct
influence and testing of mediation variables.
Direct Effect Testing
The significance of estimated parameters provides
useful information on the relationship between
research variables. The basis used in testing the
hypothesis is the value contained in the outputresult
for inner weight. Table 1 provides estimation output
Figure 1. Conceptual Framework for structural model testing
Tabel 1. Hypothesis Testing Results
Path coefficient T-
Conclusion
(Bootsrapping) Statistics
Organizational Culture  OCB H1 Be

0,591 6,215
accepted
Organizational Commitment  OCB H2 Be

0,270 2,418
accepted
OCB  Employee Performance H3 Be

0,519 4,193
accepted
Organizational Culture  Employee H4 Be

0,352 2,921
Performance accepted
Organizational Commitment  Employee

-0,071 0,873 H5 Rejected
Performance
The test results on the research hypothesis are as follows:
Hypothesis 1 Testing: This result can be seen on coefficient value of 0,591 with t-statistics value equal to,
215. The value of t-statistics is above the value of 1.96. Based on this hypothesis 1
is accepted
Hypothesis 2 Testing: This result can be seen on the coefficient of 0.270 with the value of t-statistics of
2.418. The value of t-statistics is above the value of 1.96. Based on this hypothesis
2 is accepted
Hypothesis 3 Testing: This result can be seen on the coefficient value of 0.519 with the value of t-statistics
of 4.193. The value of t-statistics is below the critical value of 1.96. Based on
thishypothesis 3 is accepted
Hypothesis 4 Testing: This result can be seen on the coefficient of 0.352 with the value of t-statistics of
2.921. The value of t-statistics is below the critical value of 1.96. Based on this
hypothesis 4 is accepted
Hypothesis 5 Testing: This result can be seen on the coefficient of -0.071 with the value of t-statistics of
0.873. The value of t-statistics is below the value of 1.96. Based on this hypothesis 5
declared rejected Based on the results of tests conducted using SmartPLS3.0
application can be presented images of the following research models:
Full Model Structural (PLS Bootstraping:
Indirect Influence Testing Through Mediation Variables:
Table 2 Recapitulation of OCB Mediation Mediation Testing Results:
Mediation Variable OCB (Y1) on : Effect Information
(A) (B) (C) (D)
Organizational Culture(X1) Employee 0,352 0,339 0,591(Sig) 0,517 Partial

Performance (Y2) (Sig)
(Sig) (Sig) Mediation
Organizational Commitment(X2) -0,071 (No -0,009 0,273 0,517 No

Employee Performance (Y2) Sig) (Sig) Mediation
(No (Sig)
Sig)
Information obtained from the above table is the submitted are as follows: Organizational
result of the test of mediation variables that can be CitizenshipBehavior (OCB) (Y1) able to mediate
positively and significantly on the indirect influence citizenshipbehavior (OCB) (Y1) not as mediation
of organizational culture (X1) on employee because the value of C and D is not significant and
performance (Y2). this is indicated from the the value of A is significant on indirect influence of
mediation test conducted, it appears the effects of organizational commitment (X2 ) on employee
A, C and D have significant value. Other performance (Y2). Other information that can be
information that can be conveyed, the effect of delivered, organizational citizenshipbehavior
mediating organizational citizenshipbehavior variable mediation effect (OCB) (Y1) on indirect
(OCB) variable (Y1) on the indirect effect of influence of organizational commitment (X2) on
organizational culture (X1) on employee employee performance (Y2) is no mediation. These
performance (Y2) is partial mediation. These findings provide clues that, the OCB variable (Y1)
findings provide clues that, organizational is not a mediating variable in the effect of
citizenshipbehavior (OCB) mediation (Y1) organizational commitment (X2) on employee
mediation variable is not a key determinant of performance (Y2).
influence on organizational culture (X1) on In order to know the overall effect for each
employee performance (Y2). relationship between the variables studied, it can be
Other information obtained from the above table is presented recapitulation of direct effects, indirect
the result of the test of mediation variables that can effects and total effects in the following table:
be submitted as follows: organizational
Table 3 Calculation of Direct, Indirect and Total Effects
No Relationship Variable Direct Indirect Total

Effects
Effects Effects
1 Organizational Culture(X1)  OCB (Y1) 0,591 - 0,591
2 Organizational Commitment(X2)  OCB (Y1) 0,270 - 0,270
3 Organizational Culture(X1) Employee Performance (Y2) 0,352 - 0,352
Organizational Culture (X1)  OCB (Y1) Employee 0,591*0,519

0,352 0,677
Performance (Y2) (0,306)
4 Organizational Commitment (X2) Employee Performance(Y2) -0,076 - -0,076
Organizational Commitment(X2)  OCB (Y1) Employee 0,273*0,517

-0,076 0,065
Performance (Y2) (0,141)
5 OCB (Y1) Employee Performance(Y2) 0,517 - 0,517
These findings provide clues that an increasingly (OCB) in the organization so that later can improve
qualified organizational culture makes employees employee performance that impact on the progress
increasing Organizational Citizenship Behavior of a sustainable company.
6. Discussion: indicates that the commitment of quality

organization leads to high Organizational
CitizenshipBehavior (OCB) employees. The results
are supported by research conducted by Maulida, et
al., (2015) which states that organizational
commitment has a significant positive effect on
Organizational CitizenshipBehavior (OCB).
The influence of Organizational
CitizenshipBehavior (OCB) on employee
performance at BAPPEDA LITBANG Bali
Province
The result of statistical analysis shows that
organizational culture has a positive and significant
effect on organizational commitment at BAPPEDA
LITBANG Bali Province (coefficient of line of
0,519 and t-statistics of 4,193) so that the analysis
of this research model shows that the satisfaction of
quality work will lead to organizational
The influence of organizational culture on commitment high. The results of this study are
Organizational CitizenshipBehavior (OCB) at supported by research conducted by Yumna, et al.,
BAPPEDA LITBANG Bali Province (2017) states that Organizational
CitizenshipBehavior (OCB) has a significant
The result of statistical analysis shows that
positive effect on employee performance.
organizational culture has positive and significant
effect on Organizational CitizenshipBehavior The influence of organizational culture on
(OCB) at BAPPEDA LITBANG Bali Province employee performance at BAPPEDA LITBANG
(path coefficient of 0,591 with t-statistics value Bali Province
6,215) so that analysis of this research model The result of statistical data analysis shows that
indicates that a qualified organizational culture will organizational culture has a positive effect on
leads to high Organizational Citizenship Behavior employee performance at BAPPEDA LITBANG
(OCB). The results are supported by research Bali Province (path coefficient 0,397 with t-
conducted by Annisa and Eko (2014) which states statistics value 2,921). The results are supported by
that organizational culture has a direct, positive and research conducted by Merina, et al., (2015) which
significant impact on OCB. states that organizational culture has a significant
Influence of organizational commitment to positive effect on employee performance.
Organizational Citizenship Behavior (OCB) at The influence of organizational culture on
BAPPEDA LITBANG Bali Province employee performance at BAPPEDA LITBANG
The result of statistical analysis shows that Bali Province
organizational commitment has positive and Result of indirect test of organizational culture
significant effect on Organizational Citizenship variable to employee of Bappeda Litbang Bali
Behavior (OCB) at BAPPEDA LITBANG Bali Province showed result (coefficient of path equal to
Province (path coefficient 0,270 with t-statistics 0,352 with t-statistics value 2,921) that
2,418) so that analysis of this research model organizational culture have significant influence to
performance through Organizational Citizenship performance through organizational citizenship

Behavior (OCB) at Bappeda Litbang Provinsi Bali. behavior (OCB) as intervening variable is as
These results are in accordance with the results of follows :
research Lexy Gery, et al., (2015) which states 1. Organizational culture has a positive effect on
organizational culture has a positive and significant Organizational Citizenship Behavior (OCB) in
impact on Employee Performance BAPPEDA LITBANG Bali Province, this
Influence of organizational commitment to indicates that the higher the organizational
employee performance at BAPPEDA LITBANG culture will be the higher the organizational
Bali Province citizenship behavior (OCB). Similarly, the
lower the organizational culture the lower the
The result of statistical data analysis shows that
organizational citizenship ehavior (OCB).
organizational commitment has a negative effect on
2. Organizational commitment has a positive effect
employee performance at BAPPEDA LITBANG
on organizational citizenship behavior (OCB) at
Bali Province (coefficient of line equal to -0,031
BAPPEDA LITBANG Bali Province, this
with value of t-statistics equal to 0,873). This
indicates that the higher the organizational
indicates that the organization's commitment is not
commitment the higher the organizational
strong in influencing the performance of employees
citizenship behavior (OCB). Similarly, the
in an organization. The results of this study are not
lower the organization's commitment the lower
in line with research conducted by Jesica, et al.,
the organizational citizenship behavior (OCB).
(2014) which states that organizational commitment
has a positive and significant impact on employee 3. Organizational Citizenship Behavior (OCB) has
performance. a positive effect on employee performance in
BAPPEDA LITBANG Bali Province, this
Influence of organizational commitment to
indicates that the higher organizational
employee performance at BAPPEDA LITBANG
citizenshipbehavior (OCB), the higher the
Bali Province
performance of the employee. Similarly, the
Result of indirect test of organizational commitment lower the organizational citizenship behavior
variable on employee performance of (OCB) the lower the performance of the
BappedaLitbang Bali Province show result employee.
(coefficient of line equal to -0,045 with t-statistics
4. Cultural oraganisasi positively affect the
value 0,873) that organizational culture have
performance of employees, either partially or
significant influence to performance through
through Organizational Citizenship Behavior
Organizational CitizenshipBehavior (OCB) at
(OCB) at BAPPEDA LITBANG Bali Province,
BappedaLitbangProvinsi Bali. This result is in
it indicates that the higher the organizational
accordance with the results of research Tri
culture will be the higher the performance of the
Bodroastuti (2016) stating organizational
employee. Similarly, the lower the
commitment not a positive influence on Employee
organizational culture the lower the
Performance.
performance of the employee.
7. Conclusions and Suggestions:
5. Organizational commitment does not affect the
Conclusions performance of employees at BAPPEDA
Based on the discussion of research results, it can be LITBANG Bali Province, this indicates that the
concluded that, the influence of organizational higher
culture and organizational commitment to employee
Suggestions employees will feel more eager to carry out

tasks, so will grow Organizational Citizenship
Based on these conclusions, it can be suggested as
Behavior (OCB) and employee performance
follows:
against instnasi
1. Optimizing the performance of employees and
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Organizational Culture and Commitment Impact Employee Performance

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Section: Management and Economics

Effect of Organizational Culture and Organizational Commitment to

Anom Suwibawa, Anak Agung Putu Agung, I Ketut Setia Sapta

Department of Magister Management, Mahasaraswati University Denpasar

Corresponding Author: Emmanuel Ifeanyi Orji

Keywords: Organizational Culture, Organizational Commitment, Organizational Citizenship Behavior

1. Introduction: has experienced technical and technical capabilities,

Province must be considered by the organization c) Budayam facilitates the emergence of a

Organizational Commitment: because they feel they need it and there is

Hypothesis 1: Organizational culture has a (2016) states that Organizational Citizenship

perceived condition of employees, resulting in a 4. Research Methodology:

Tabel 1. Hypothesis Testing Results

Organizational Culture  OCB H1 Be

Organizational Commitment  OCB H2 Be

OCB  Employee Performance H3 Be

Organizational Culture  Employee H4 Be

Organizational Commitment  Employee

The test results on the research hypothesis are as follows:

Full Model Structural (PLS Bootstraping:

Indirect Influence Testing Through Mediation Variables:

Table 2 Recapitulation of OCB Mediation Mediation Testing Results:

Mediation Variable OCB (Y1) on : Effect Information

(A) (B) (C) (D)

Organizational Culture(X1) Employee 0,352 0,339 0,591(Sig) 0,517 Partial

Organizational Commitment(X2) -0,071 (No -0,009 0,273 0,517 No

Table 3 Calculation of Direct, Indirect and Total Effects

No Relationship Variable Direct Indirect Total

1 Organizational Culture(X1)  OCB (Y1) 0,591 - 0,591

2 Organizational Commitment(X2)  OCB (Y1) 0,270 - 0,270

3 Organizational Culture(X1) Employee Performance (Y2) 0,352 - 0,352

Organizational Culture (X1)  OCB (Y1) Employee 0,591*0,519

4 Organizational Commitment (X2) Employee Performance(Y2) -0,076 - -0,076

Organizational Commitment(X2)  OCB (Y1) Employee 0,273*0,517

5 OCB (Y1) Employee Performance(Y2) 0,517 - 0,517

6. Discussion: indicates that the commitment of quality

performance through Organizational Citizenship performance through organizational citizenship

Suggestions employees will feel more eager to carry out

8. Annisa Trisia, Eko Sakapurnama. 2014. Effectiveness”.Organization Science, Vol.6,

Acitya–Jurnal Ilmiahuntag Semarang Ekonomidan Bisnis, Jurusan Manajemen

Margadan Pengairan Kabupaten Karawang. 51. Rivai, H. V. 2009. Manajemen Sumber

Ekonomi Universitas Sarjanawiyata “Pengaruh Budaya Organisasi Dan

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