Jurnal Minds: Manajemen Ide dan Inspirasi

Vol.¬¬¬¬s, (months) 2018: ¬¬

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Employee Engagement on Organizational Citizenship Behavior

Lili Karmela Fitriani¹, Linda Wulandari ²

¹lili@[Link]
Universitas Kuningan

ABSTRACT: This research was conducted at Islamic Boarding School

in Kuningan. This study aims to determine the influence of Employee
Engagement and Job satisfaction on Organization Citizenship
Behavior through Job Organization commitment as an intervening
variable. This study includes a type of comparative causal research
with a quantitative approach. Data collection method in this study is
questionnaires. The population in this research is employees of
Boarding School with 130 respondents as samples. The result shows
that Employee Engagement has a significant effect on Organization
Commitment; Job satisfaction has a significant effect on Organization
Commitment; Employee Engagement has a significant effect on
Organizational Citizenship Behavior; Job satisfaction has a significant
effect on Organizational Citizenship Behavior; Organization
Commitment has a significant effect on Organizational Citizenship
Behavior;

Keywords: Employee Engagement, Job satisfaction, Organization

Commitment, Organizational Citizenship Behavior

INTRODUCTION
Human resources are an essential element of an organization
because of humans' role as planners, implementers, and supervisors
of all organizational activities. Without human resources, other
resources cannot be utilized or managed correctly, so that every
organization needs human resources who can work effectively to
achieve organizational goals.
Putri (2018) explains that high work quality is an organizational
demand shown not only through in-role behavior but also extra-role.
In-role behavior is doing work following the job description tasks,
while extra-role behavior is doing work outside the job description
without expecting a compliment and reward. They are commonly
referred to as Organizational Citizenship Behavior.

Lili & linda

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Organizational Citizenship Behavior (OCB) can be defined as the

behavior of employees who are voluntarily willing to work beyond
their job requirements. Meilina (2017) suggests several examples of
OCB, such as helping colleagues who are experiencing difficulties,
preventing conflicts that can harm the organization, completing work
that exceeds the set standards, volunteering in extra tasks, obeying
the rules and procedures in the organization.
Organizational Citizenship Behavior is necessary to study
because employees who implement OCB tend to maintain high-
performance levels consistently. Besides, Putri (2018) explains that
OCB can increase organizational effectiveness through social aspects
within the organization, such as teamwork, communication, and other
interpersonal skills.
According to Robbins & Coulter (2010), organizations with
employees with Organizational Citizenship Behavior are superior to
organizations that do not have these employees. This argument is
endorsed by Meilina (2017), who believes that companies can
significantly benefit from having OCB workers because they produce
efficiency that exceeds goals and conduct work that exceeds duties.
Organizations must then give consideration to the OCB and if the
organization lacks it, it would have an effect on increasing anomalies
in employee behavior and reducing the social dimensions of the
organization.
Organizational citizenship behavior can be affected by several
causes, one of those is employee engagement. Robbins & Judge
(2015) states that employee engagement is the interest, satisfaction,
and passion of a person for their work. They may have strong
knowledge about taking on an additional role with the job and the
company while the employee is engaged in their workplace.
Organizational Citizenship Behavior (OCB) is also affected by job
satisfaction. Wibowo (2016) argued that the main determinant of
staff's Organizational Citizenship Behavior is job satisfaction. More
satisfied employees will say positive things about the organization,
help other colleagues, and exceed normal work expectations.
Furthermore, OCB is also affected by organizational commitment.
Employees who have high organizational commitment will provide
maximum work results and even exceed organizational expectations.
Empirical researches show a significant impact of employee
engagement, job satisfaction, and organizational commitment on
Organizational Citizenship Behavior. Research by Sridhar &
Thiruvenkadam (2014) showed that employee engagement has a
major impact on organizational citizenship behavior. Study findings
from Pavalache-ilie (2014) found a major effect of job satisfaction on
organizational citizenship behavior. Another study by Zayas-Ortiz et
al.(2015) showed that organizational commitment positively and
significantly impact the Organizational Citizenship Behavior.
Triwibowo & Arsanti (2016) suggested that several Organizational
Citizenship Behavior studies place organizational commitment as a
variable that mediates the impact of certain variables on
Organizational Citizenship Behavior.

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However, there are different research results. According to

Putrana et al. (2016), job satisfaction does not impact Organizational
Citizenship Behavior. The concept of Organizational Citizenship
Behavior is voluntary behavior without taking direct compensation
into account and contributing to the workplace's psychological and
social environment (Darto, 2014).

LITERATURE AND MODEL DEVELOPMENT

Organizational Citizenship Behavior

Organizational Citizenship Behavior is the acts of employees
outside their roles (Wibowo, 2016). Meanwhile, according to Meilina
(2017), Organizational Citizenship Behavior is the actions of workers
who are able to operate without earning rewards for their ability to
exceed the indicated criteria. According to Robbins & Judge (2015),
Organizational Citizenship Behavior leads to the psychological and
social climate of the workplace as altruistic behaviour.
According to Organ (in Meilina, 2017), Organizational
Citizenship Behavior has five primary dimensions, as follows:
Altruism, Civic Virtue, Conscientiousness, Courtesy, and
Sportsmanship. Podsakof (in Darto, 2014) explains that to boost
operational efficiency, Organizational Citizenship Activity is
advantageous.

Employee Engagement
William Kahn first introduced the term employee engagement in
1990, which states that employee engagement uses a member in the
organization for their respective job roles by using and expressing
oneself, both physically, cognitively, and emotionally in the
organization. Robbins & Judge(2015) notes that the commitment of an
individual, happiness, and passion for their job is employee
engagement. Meanwhile, Noe (in Puspadewi, 2016) defines employee
engagement as the extent to which employees are fully engaged in
work to strengthen their commitment to work.
Sridhar & Thiruvenkadam (2014) have shown that the
association between employee engagement and OCB is positive. It
was clarified that there was a favorable association between
employee engagement and OCB, in line with Amanda's (2014)
research findings, indicating that the higher employee engagement,
the higher the Organizational Citizenship Behavior.
Other research results by Chhetri (2017) found that employee
engagement is a predictor of OCB and has a positive relationship with
OCB. Furthermore, Fauziridwan et al. (2018) indicated that employee
engagement would contribute to the Organizational Citizenship
Behavior since it focuses on employee participation and engagement.

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Thus, employee engagement will improve Organizational Citizenship

Behavior.
Saragih & Margaretha (2013) suggest that highly-engaged-
employees will be more committed to work and organization.
Furthermore, Puspadewi (2016) identified a positive and essential link
between employee engagement and organizational commitment.
Employee engagement has a positive and important association with
organizational commitment, in line with the research findings of
Haryanto et al. (2018). Thus, it can be concluded that employee
engagement is closely related to organizational commitment and
positively relates to organizational commitment.
H1: Employee engagement affects organizational commitment
H2: Employee engagement affects OCB

Job Satisfaction
Handoko (2012) explains job satisfaction as a positive or
negative mental condition for a job. Job satisfaction is directly
connected to employee perceptions about different aspects of
employment, including the condition at work, social effects at work,
compensation and leadership. Job satisfaction is a good feeling for job
created by evaluating specific features (Robbins & Judge, 2015).
Meanwhile, Umam (2010) notes that job satisfaction is the attitude of
a worker toward job that emerges on the basis of analyzing the work
situation. Job satisfaction depends on the appropriateness or
equilibrium between what is anticipated and truth.
According to Luthans (2011), several dimensions affect job
satisfaction, including the following: The work itself, Promotions,
Supervision, Work group, and Working conditions. More specific
impacts of job satisfaction and dissatisfaction are as follows: Robbins
& Judge (2015), Job Satisfaction and Performance, Job Satisfaction and
Organizational Citizenship Behavior, Job Satisfaction and Absence, Job
Satisfaction and Worker Turnover, Job Satisfaction and Deviations in
the Workplace.
Buhali & Margaretha (2013) clarified that work satisfaction has
an essential connection with organizational commitment. In line with
Cahya Utama & Wibawa's research (2016), job satisfaction has a
positive relationship with organizational commitment, meaning that if
job satisfaction increases, the organizational commitment will
increase. Furthermore, Triwibowo & Arsanti (2016) suggest that
employees who work happily will give good results and foster
commitment to the organization.
Meanwhile, Haryanto et al. (2018) suggested that a satisfied
employee tends to be absent less frequently, makes positive
contributions, and feels at home in the organization. Employees who
are pleased at work have a deeper devotion to their place of work. It
can also be inferred that job satisfaction is closely linked to
organizational involvement and has a positive correlation with
organizational engagement.
Wibowo (2016) indicated that the important aspect of
organizational citizenship behavior for workers is job satisfaction.

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More satisfied employees will say positive things about the

organization, help other colleagues, and exceed normal work
expectations. The findings of Nwibere's (2014) research indicate that
job satisfaction has a favorable and powerful association with OCB,
which means that OCB will improve if job satisfaction improves.
Another study by Kiswari et al. (2016) showed that job satisfaction
has the most dominant OCB relationship. Furthermore, Triwibowo &
Arsanti (2016) explained that in many research results related to
OCB, it had been identified that job satisfaction is a potential
predictor of OCB. Besides, Cahya Utama & Wibawa (2016) explained
that an increase in job satisfaction would affect employee’s OCB,
where this will positively influence the achievement of company
goals. Pavalache-ilie (2014) found that job satisfaction has an
important effect on the Organizational Citizenship Behavior.
H3: Job satisfaction positively affects Organizational commitment
H4: Job satisfaction positively affects OCB

Organizational Commitment
Lutans (2011) argued that organizational commitment is a
mindset expressing the commitment of workers to the company and
the continuing phase in which organizational members demonstrate
their support for the organization and its continued growth.
Furthermore, Wibowo (2016) described organizational commitment as
the emotions, behaviors, and actions of people who consider
themselves as part of the organization, are active in organizational
activities, and are committed to the organization in achieving
organizational objectives. Meanwhile, Robbins & Judge (2015)
describes organisational commitment as the individual's relative
strength in defining their participation in the organization,
characterized by the acceptance of organizational values and
objectives, the willingness to work for the organization, and the desire
to maintain membership in the organization. Meyer and Allen (in
Umam, 2010) formulate that there are three dimensions of
commitment in an organization, namely as follows: Affective
Commitment, Continuance Commitment, and Normative
Commitment.
Triwibowo & Arsanti (2016) explained that the employee will do
whatever it takes to advance the organization when they have a high
dedication to the organization because they believe in the
organization. Zayas-Ortiz et al. (2015) explained that organizational
commitments and OCB have a positive relationship. In line with the
results of research by Kusumaninggati et al. (2018), Organizational
commitment has a positive and essential correlation with OCB. It can
be said that when an employee's organizational commitment
increases, their OCB will also increase. Another study by Muhajir &
Arisandra (2018) showed that organizational commitment is positively

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and substantially linked to OCB and organizational engagement is

more critical than job satisfaction, which means that the OCB of an
individual would be more outstanding with organizational
commitment. Therefore it can be inferred that organizational
commitment is closely connected to OCB and has a
positive association with OCB.

H5: Organizational Commitment affects OCB

Employee
Engagement H1
H2 Organizational
Organization H5 Citizenship
Commitmen Behavior
H3
Job H4
Satisfaction

Figure 1: Empirical Research Mode

RESEARCH METHOD
The Islamic Boarding School’s 130 employees were used in this
study for the number of samples, consisting of teachers and
management staffs. The data collection technique is through the
distribution of questionnaires. Data analysis technique using
Structural Equation Modeling (SEM), which is operated through the
AMOS 23 program.

RESULTS AND DISCUSSION

Table 1
Validity test Result

Significa Informatio
Variable rhitung rtabel
nt n
Employee 0,443
X1 0,739 0,000 Valid
Engageme 8
nt 0,443
X2 0,837 0,000 Valid
(X1) 8
0,443
X3 0,830 0,000 Valid
8
0,443
X4 0,800 0,000 Valid
8
0,443
X5 0,890 0,000 Valid
8
X6 0,742 0,443 0,000 Valid

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8
0,443
X7 0,761 0,000 Valid
8
0,443
X8 0,806 0,000 Valid
8
0,443
X9 0,710 0,000 Valid
8
0,443
X10 0,861 0,000 Valid
8
0,443
X11 0,735 0,000 Valid
8
Job 0,443
X12 0,723 0,000 Valid
Satisfactio 8
n 0,443
X13 0,741 0,000 Valid
(X2) 8
0,443
X14 0,818 0,000 Valid
8
0,443
X15 0,721 0,000 Valid
8
0,443
X16 0,769 0,000 Valid
8
0,443
X17 0,818 0,000 Valid
8
0,443
X18 0,697 0,001 Valid
8
0,443
X19 0,629 0,003 Valid
8
0,443
X20 0,862 0,000 Valid
8
Organizati
0,443
on X21 0,691 0,001 Valid
8
Commitme
0,443
n X22 0,833 0,000 Valid
8
(Y1)
0,443
X23 0,654 0,002 Valid
8
0,443
X24 0,732 0,000 Valid
8
OCB 0,443
X25 0,856 0,000 Valid
(Y2) 8
X26 0,761 0,443 0,000 Valid

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8
0,443
X27 0,677 0,001 Valid
8
0,443
X28 0,619 0,004 Valid
8
0,443
X29 0,791 0,000 Valid
8
0,443
X30 0,703 0,000 Valid
8
0,443
X31 0,633 0,003 Valid
8
0,443
X32 0,925 0,000 Valid
8
0,443
X33 0,780 0,000 Valid
8
0,443
X34 0,720 0,000 Valid
8

Table 2

Reliability Test Result

Cronbach’s
Variable Information
Alpha
Employee Engagement
0,890 > 0,60 Reliable
(X1)
Job Satisfaction (X2) 0,933 > 0,60 Reliable
Organization
0,821 > 0,60 Reliable
Commitment (Y1)
OCB (Y2) 0,893 > 0,60 Reliable

Table 3

Identity of Respondents

Characteristics of Frequ Present

Respondents ency ation
of
Gender Female 10 7.7%
Male 120 92.3%
Age 20-30 years 71 54.6%
31-40 years 48 36.9%
> 41 years 11 8.5%
Working 1-3 years 43 32.3%

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Period
4-6 years 67 51.5%
7-9 years 12 9.2 %
> 9 years 9 6.9%
education Junior high 4 3.1%
school
SMA 54 41.5%
Diploma 1 0.8%
Bachelor 67 51.5%
Masters 4 3.1%
Source: data processing results, 2019

Confirmatory test results of 34 indicators, only 24 indicators can

be used in analyzing this research model. Variable Employee
Engagement has four indicators, Job Satisfaction 8 indicators,
Organizational Commitment 5 indicators, and OCB 7 indicators.

The full model test results showed the full model feasibility test index
value as follows (goodness fit index) is χ² = 277,812, Probability =
0.377, TLI = 0.996, CFI = 0.997, GFI = 0.938, AGFI = 0.915, DF =
249, CMIN / DF = 1.116 and RMSEA = 0.013. The model is fit so that
the analysis results can be seen in Figure 2:

Figure 2: Full SEM Model

Source: Primary data processed, 2019.

Table 4
Hypothesis Testing

Estima SE CR P Descriptio

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te n
.11 4.25
EE ---> KO .473 *** support
1 0
.10 361
KK ---> KO .395 *** support
9 7
.12 305
EE ---> OCB .560 *** support
8 7
.53 2,94
KK ---> OCB .182 .002 support
7 8
.22 2,99
KO ---> OCB .664 .003 support
2 3
*** = significance at 0,000
Source: processed primary data, 2020

Table 2 shows the hypothesis testing results; The probability of

significance is lower than 5% for any relationship between the
hypothesized variables. It can be concluded that all of the five
hypotheses are significant, which is supported by the sample data.

DISCUSSION
The analysis of the effect of employee engagement on
organizational commitment at the Islamic Boarding School obtained
significant results. These results shows that the higher the employee
engagement at Islamic Boarding School, the higher the
organizational commitment. This study supports the results of
research conducted by Puspadewi (2016), which explained that
employee engagement has a significant effect on organizational
commitment. Employees who have bonded with the company will
have a strong attachment to the organization and have a low
tendency to leave. Furthermore, Saragih & Margaretha (2013)
suggested that employees with a high engagement level will have a
high commitment to work and organization. Research results
Haryanto et al. (2018) explained that employee engagement
significantly affects organizational commitment.
The results showed that the Islamic Boarding School employees
felt proud of the work they had done and remained diligent at work
without feeling threatened by the challenges they faced. Other finding
showed employees find it difficult to separate themselves from work,
meaning that not all employees feel happy with themselves being
immersed, highly concentrated, and serious in doing their work. In
this case, there is a need for stimulants, such as giving rewards to
employees who can concentrate more and feel happy that they are
immersed in the work done.
Based on the analysis, it is known that employee’s job
satisfaction has a significant effect on organizational commitment.
These results mean that the higher the job satisfaction of employees
at the Islamic Boarding School in Kuningan, the higher the
organizational commitment. When employees are satisfied with their

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work conditions, they tend to work optimally by showing commitment

to the organization. This study supports the results of research
conducted by Cahya Utama & Wibawa (2016), which explains that job
satisfaction has a significant effect on organizational commitment.
Furthermore, Triwibowo & Arsanti (2016) argue that some elements
can build employee’s job satisfaction, and fulfillment of these
employees' needs and desires will increase their commitment. Job
satisfaction that is maintained continuously will cause a feeling of
commitment to the organization. Furthermore, Haryanto et al. (2018)
explained that with job satisfaction with the conditions within the
company, employees would be more enthusiastic at work and ready
to give their best to support the improvement of company
performance.
Based on the results, the employees of the Islamic Boarding
School in Kuningan were satisfied with their work environment. Still,
not all employees felt competent with their ability to work. In this
case, the Islamic Boarding School needs to pay attention to
employee’s competencies by providing opportunities for employees to
learn and accept responsibilities and hold training and development
programs to improve the employee’s competencies.
Based on the results, it was found that employee engagement
had a significant effect on Organizational Citizenship Behavior. These
results mean the higher the employee engagement at Islamic
Boarding School, the higher the Organizational Citizenship Behavior. If
employees are already engaged to an organization where they
worked, the employee will have a high awareness to do extra to the
job role and organization. This study's results support the results of
research conducted by Chhetri (2017), which shows that employee
engagement has a significant effect on Organizational Citizenship
Behavior. In line with research by Fauziridwan et al. (2018), which
explained that the higher the employee engagement, the higher the
OCB behavior of the SOE bank marketing staff in Purwokerto.
Furthermore, Sridhar & Thiruvenkadam (2014) showed that
employee engagement had a significant effect on OCB. Many
employees of the Islamic Boarding School are not yet disciplined in
terms of work attendance, so the boarding school needs to give
punishment to employees who are late for work to prevent it become
culture. Meanwhile, Boarding School employees maintain the right
name of the Pondok by always being careful about issues that can
harm the organization.
Based on the analysis, it is found that employee’s job satisfaction
has a significant effect on Organizational Citizenship Behavior. This
result means that the higher the job satisfaction of employees at
Islamic Boarding School, the higher the Organizational Citizenship
Behavior. Employees who are satisfied with their work tend to have
high Organizational Citizenship Behavior because satisfied employees

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will work optimally and encourage positive behaviors such as helping

colleagues, talking positively about the organization, and delivering
performance beyond the minimum requirements. This study supports
the results of research conducted by Nwibere (2014), which shows
that job satisfaction has a significant effect on OCB among employees
of the Niger Delta University, Nigeria. In line with the results of
research by Cahya Utama & Wibawa (2016), job satisfaction has a
significant effect on Bali Rani Hotel employees. Triwibowo & Arsanti
(2016), in their research, explain that satisfied employees are more
likely to do their more than the job description should be because
they want to repay their positive experiences at work. In simple
terms, it can be understood that when individuals feel satisfied with
their work, the resulting OCB behavior is a form of personal
appreciation for the organization where the individual works and has
provided a sense of satisfaction to the individual.
Based on the analysis results, it is found that organizational
commitment has a significant effect on OCB. This result means that
the higher the organizational commitment of employees at Islamic
Boarding School, the higher the OCB. Thus, organizational
commitment is needed by Islamic Boarding School employees
because it is a factor that can strengthen employee’s OCB. This
study's results support the results of research conducted by Zayas-
Ortiz et al. (2015), which shows that organizational commitment has a
significant effect on OCB. It is in line with the research results by
Muhajir & Arisandra (2018), which explains that organizational
commitment has a significant effect on Organizational Citizenship
Behavior (OCB) on SME employees in Lamongan.
Furthermore, Triwibowo & Arsanti (2016), in their research,
explained that employees with high organizational commitment would
do not only the tasks that have become their obligations but will
voluntarily do things that can be classified as extra effort. According
to Meilina (2017), normative commitment is a commitment at the
lowest level because this commitment is only based on workers'
obligation to join the organization. For example, due to contractual
ties, pressure from family, socialization, and others.

CONCLUSION AND RECOMMENDATION

From the results of data processing and analysis, it can be seen
that employees of have high levels of employee engagement, job
satisfaction, organizational commitment, and organizational
citizenship behavior. Employee engagement affects organizational
commitment and OCB, and then job satisfaction affects organizational
commitment and OCB. Besides, the organization's commitment also
affects the OCB of Islamic Boarding School. There is the need to
provide stimulants such as giving rewards to employees who can
work well. In increasing employee job satisfaction, it is necessary to
pay attention to employee competence by providing employees
opportunities to learn and accept responsibility and hold training and
development programs to improve employee’s competence. To
increase employee’s OCB, Boarding School needs to provide

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punishment to employees who are late for work so that the behavior
does not become a culture. Besides, it is necessary to maintain
employees with high affective commitment because they tend to
have high loyalty to the organization and are willing to do anything
for the organization's good.
Further research is expected to take a wider research area and
a larger population. Besides, it is expected to develop other
independent variables outside of this research model, especially for
other factors that can improve organizational citizenship behavior,
such as organizational culture, work motivation, and leadership style.

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