AJMAAsian Journal of Management and Accounting2963-4547Formosa Publisher10.55927/ajma.v4i3.14933The Effect of Work Motivation and Organizational Commitment on Employee Performance with Organizational Citizenship Behavior (OCB) as an Intervening Variable in PKU Muhammadiyah Purbalingga General Hospital EmployeesAlfatoniM SidiqUniversitas Muhammadiyah Purwokerto, IndonesiaWidhiandonoHengkyUniversitas Muhammadiyah Purwokerto, Indonesiahengkywidhiandono@ump.ac.idDarmawanAkhmadUniversitas Muhammadiyah Purwokerto, IndonesiaHidayahAriniUniversitas Muhammadiyah Purwokerto, Indonesia280720250806202523062025250720254311131130
This study was conducted to examine the impact of work motivation and organizational commitment on employee performance with OCB as an intermediate variable, at PKU Muhammadiyah Purbalingga Hospital. Using a quantitative approach, the data in this study was obtained from the results of a questionnaire on 121 employees from a total population of 223 people who were selected by aksinally using the Slovin formula. The data was analyzed using SEM-based Partial Least Square (PLS) through Smart PLS 4.00 software. The results revealed: (1) work motivation significantly had a positive effect on OCB and employee performance; (2) organizational commitment significantly has a positive effect on OCB and performance; (3) OCB is able to effectively mediate between work motivation and organizational commitment and performance; and (4) OCB itself has been proven to improve employee performance.
Work MotivationOrganizational CommitmentOrganizational Citizenship BehaviorPerformancehttp://creativecommons.org/licenses/by/4.0/This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International License.INTRODUCTION
Human Resources is a key element that must be the main focus for
every organization, both agencies and companies. HR is not only a
vital component in the organizational structure, but also has a
central role in carrying out various operational activities (Budiyanto
et al., 2020) The role of humans in organizations is very important,
because they are the main driving force in realizing the goals and
visions that have been designed (Pesik et al., 2019).Therefore, HR
management must be designed optimally and efficiently in order to
support the smooth operation and achievement of the organization's
mission, including in the context of health services such as
hospitals.
Performance is also a determining factor in achieving goals in the
organization. In an era full of increasingly complex organizational
performance demands, superior, quality, high-performing, and competent
human resource management is needed. This is because the success of an
organization in achieving its goals is greatly influenced by the
quality of human resources in it (Anwar and Abdullah, 2021).
Hospitals are in the spotlight because they are the central part of
the health care system that serves patients. RSU PKU Muhammadiyah
Purbalingga is a general hospital located in Purbalingga Regency and
is under the management of the Muhammadiyah organization through the
local branch leadership. RSU PKU Muhammadiyah was established on
October 8, 1997, and is a class D hospital with no less than 50 beds.
At the beginning of its establishment, this hospital was established
to improve health services for the people of Purbalingga, especially
those who live in several districts such as Karangjambu, Karangreja,
Bobotsari, Karangmoncol, Kertanegara, Karanganyar, Kutasari, Rembang,
Mrebet, and Bojongsari (RSU PKU Muhammadiyah Purbalingga, 2023).
However, in practice there are still many employees who have not
achieved the predetermined performance standards during the execution
of the work.
Based on the results of interviews and surveys conducted at PKU
Muhammadiyah Purbalingga Hospital, it shows that the level of
performance does not meet the specified standards. This is evidenced
by the low level of employee discipline such as often being late
during shift changes, not doing attendance with fingers (fingerprint),
and being absent without clear reasons.
Optimal employee performance, of course, will have a major effect
on the level of operational effectiveness and efficiency at the
hospital. Performance can be interpreted as the level of organization
in carrying out individual tasks (Rahadi Dedi.R and Oktaliani.C, 2019)
Of course this indicates the level of desire of an individual or group
to fulfill their responsibilities.
The existence of employees in the hospital is an important aspect
that must receive the main attention of an agency, including
hospitals, which have close ties to the performance of employees in
it. Company / agency performance depends on the performance of its
employees, optimal performance can make a significant contribution to
the company and improve the quality of human resources in it, as
stated by (Esthi, 2020) This reflects that higher motivation in
employees can have a significant influence on their work achievements.
This is
due to the tendency of employees to work more optimally when they
feel motivated and have satisfaction with their work (Arifin Samsul
and Mardikaningsih Rahayu, 2022).
Motivation at work is an important factor that significantly
affects employee performance. Work motivation is an encouragement,
both internal and external encouragement, to make someone work more
optimally. As explained (Natalia and Netra, 2020) motivation is a
psychological mechanism that stimulates a person's work enthusiasm,
while directing and maintaining their efforts in achieving performance
targets. On the other hand, organizational commitment describes the
level of emotional involvement and dedication of employees to the
company where they work. If these two aspects can be maintained at an
optimal level, it will have a positive impact on improving work
performance.
One of the reasons for conducting this study is because of the
inconsistencies or differences in findings in previous studies, which
makes the need for more in-depth research to examine this matter.
Research conducted by (Assidiqi and Hapsari, 2024) shows positive
results where work motivation has a significant effect on employee
performance, these results are also supported by research conducted by
(Suryawan and Salsabilla, 2022).However, in contrast to research
conducted by (Abdan Muchammad and Prawirowati, 2023) whose research
results indicate that work motivation does not have a significant
effect on employee performance levels.
A high level of organizational commitment will make employees work
more responsibly and always support the company's interests. Strong
commitment from employees is positively correlated with improved
performance, decreased absenteeism, and minimal labor turnover (Yusuf
et al., 2024). Optimal employee performance is often owned by those
who have high commitment and loyalty to the company. Moreover,
organizational commitment is considered capable of motivating
employees to stay in the company while trying to make maximum
contributions to organizational development (Darmawan et al.,
2020).
Several empirical studies show mixed findings regarding
organizational commitment and performance. (Saragi et al., 2021) in
their research found a significant impact between organizational
commitment on improving performance. Similar findings were also
reinforced by the results of a study (Hutriany and Suarman, 2019)
which confirmed the positive relationship between the two variables.
On the other hand, (Rahman et al., 2022) actually got contradictory
results where organizational commitment did not show a significant
impact on employee performance.
Employee performance is not only influenced by work motivation and
organizational commitment, so a moderating variable is needed to
measure how much influence these two factors have on performance. One
of the variables that can act as a moderator is Organizational
Citizenship Behavior (OCB). OCB leads to voluntary attitudes shown by
employees such as willingness to help, care for colleagues, and be
cooperative, even though these behaviors are not regulated in the
company's formal reward system. Organ et al. (2006), OCB is a
person's
voluntary attitude and does not expect direct rewards, but can
contribute significantly to increasing organizational
effectiveness.
Research findings (Grahandika and Wijayati, 2021) reinforce the
view that OCB has a significant impact on employee performance.
Similar results were also found by (Asyari Raihan and Syarifudin,
2024). However, a recent study by (Yafiz, 2023) actually revealed
different results, namely OCB did not have a strong impact on
performance levels.
Referring to these problems, the purpose of this study is to
investigate the impact of work motivation and organizational
commitment on employee performance with Organizational Citizenship
Behaviour (OCB) as a mediating variable. This research is also
relevant for an agency or company to identify various factors that
affect performance.
LITERATURE REVIEWExpectancy Theory
Expectancy theory, which was introduced by Victor Vroom in 1964.
The concept stems from the idea that every human action is the
result of a conscious choice among various available alternatives.
According to this perspective, individuals tend to choose behaviors
that can provide maximum satisfaction while reducing pressure or
discomfort (Vroom, 1964).
In line with this, (Nasri and Charfeddine, 2012) in their
research identified three key elements that shape a person's work
motivation based on expectancy theory, namely expectancy,
instrumentality, and valency.
Employee Performance
Employee performance is determined by various aspects, both
internal and external factors. External factors include individual
capacity such as level of knowledge, technical ability, professional
competence, work motivation, and personality characteristics and
attitudes that have an impact on work productivity. Meanwhile,
external factors include managerial leadership patterns, the
dynamics of interpersonal relationships between colleagues, and the
physical conditions of the work environment (Ulyanah et al., 2021).
Mardjuni in (Nur Adinda et al., 2023) explains that performance is
the realization of strategic planning that makes optimal use of
resource potential. Achieving superior performance requires synergy
between leaders and staff through effective communication and
providing work stimulus, thus creating a conducive organizational
climate. In this context, the quality of managerial leadership also
plays a role as a determinant of the operational success of a
company.
Effect of Work Motivation on Employee Performance
According to Kasman (2021), work motivation is an internal drive
that motivates employees to take full responsibility for their work
and have a high desire to achieve the desired goals in the
organization.
Low work motivation can make someone unable to meet the
performance targets that have been decided. Motivation at work can
be interpreted as a psychological drive that is able to arouse a
person's work enthusiasm so that they are able to complete their
tasks optimally (Kristen et al., 2019). A number of recent
studies (Hidayat and Yusuf, 2022); (Hustia, 2020); (Putra et al.,
2023) consistently prove that work motivation has a significant
positive impact on improving employee performance.
H1 : Work Motivation (X1) has a significant positive effect on
Employee Performance (Y)
Effect of Organizational Commitment on Employee
Performance
(Budi Raharjo et al., 2023) defines organizational commitment as
the level of dedication to the organization. The existence of a
strong organizational commitment from members has a positive impact
on the achievement of overall organizational performance.
In addition to aspects of work motivation, there are aspects of
organizational commitment that must be considered to meet the
established performance standards. Meyyer and Allen in Santoso &
Kambara (2020) commitment to the organization is a psychological
construction of a member's personal relationship with his
organization and influences him to remain a member. This is
evidenced in research conducted (Badrianto and Astuti, 2023;
(Setyorini et al., 2021) Karlinda et al., (2022) said that
organizational commitment has a significant impact on employee
performance.
H2: Organizational Commitment (X2) has a significant effect on
Employee Performance (Y)
The Effect of Work Motivation on Organizational Citizenship
Behavior
Work motivation is a determining factor that has a complex impact
in the organizational environment. Its influence is not limited to
improving individual employee performance, but also contributes to
shaping voluntary behavior that benefits the organization (OCB).
Research (Pranata et al., 2022) quoting Setiana's opinion reveals
that strong work motivation not only develops HR potential
optimally, but also fulfills the psychological needs of employees as
a support for achieving company goals. This finding has been
strengthened by various recent studies. (Fitriani et al., 2025) and
(Widarko and Anwarodin, 2022) in their studies found a strong
correlation between the level of work motivation and the emergence
of Organizational Citizenship Behavior in the workplace. From these
results, it can be explained that strong work motivation is directly
proportional to the tendency of employees to display OCB.
H3 : Work Motivation (X1) has a significant effect on
Organizational Citizenship Behavior (Z)
Effect of Organizational Commitment on
Organizational Citizenship Behavior Turnipseed and
Rassuli in (Widarko and Anwarodin, 2022) define OCB as voluntary
actions of individuals that make a positive contribution to
the
organization.
OCB can be influenced by many factors, not only work motivation
but also other elements such as commitment to the organization.
Strong organizational commitment from employees will have a
constructive influence on the development of OCB. As stated by
Suparyadi (2015), organizational commitment
represents a form of loyalty that can be seen from the readiness
of employees to carry out additional work outside the job
description and prioritize organizational goals over individual
interests. Several empirical studies, including research by
(Setiawan Alhasani et al., 2021) and (Syarief et al., 2017), have
proven the existence of a meaningful bond from organizational
commitment with the emergence of OCB as an intervener.
H4 : Organizational Commitment (X2) has a significant effect on
Organizational Citizenship Behavior (Z)
Effect of Organizational Citizenship Behavior on Employee
Performance
Employee performance is not solely determined by work motivation
and loyalty to the company, but also by various other elements. A
crucial element is OCB, which is the positive attitude of workers
spontaneously without any official demands or special rewards, but
has a major influence on the smooth operation of the company.
According to the view of Robbins and Judge (2008: 40) in (Supit Isa,
2016), institutions that have staff with well-developed OCB tend to
show superior work achievements compared to their competitors. This
finding is in line with the results of research (Abrar, 2019) which
proves a positive correlation between OCB practices and increased
employee productivity.
H5 : Organizational Citizenship Behavior (Z) has a significant
positive effect on Employee Performance (Y)
The Role of OCB on the Effect of Work Motivation on Employee
Performance
Work motivation plays a role in employee performance, where the
motivation of a worker can also affect the performance output
obtained. When motivation is inadequate, this can result in a
decrease in their work performance. As a result, the minimum
performance targets set by the company or agency may not be
achieved. Research conducted by
(Donald Mon and Jennnifer, 2022) suggests that Organizational
Citizenship Behavior can affect work motivation on employee
performance.
H6: Work Motivation (X1) has a significant effect on Employee
Performance (Y) mediated by OCB (Z).
The Role of OCB on the Effect of Organizational Commitment on
Employee Performance
Strong and constructive organizational commitment can be a
driving force in increasing OCB while improving the quality of
employee performance. According to the results of the study (Ade
Wahyudi et al., 2022), OCB acts as a mediator that connects
organizational commitment to employee performance.
H7: Organizational Commitment (X2) has a significant effect on
Employee Performance (Y) mediated by Organizational Citizenship
Behavior (Z).
Figure 1. Conceptual overview
METHODOLOGY
This study applied a quantitative method with the research subjects
including all employees of PKU Muhammadiyah Purbalingga Hospital with
a total of 223 people. The sampling method was carried out by
accidental sampling involving 121 employees as participants in the
study. Accidental sampling is incidental sampling, where research
subjects are selected based on unplanned meetings between researchers
and respondents who meet the research requirements. In the data
analysis section, this study utilizes the Partial Least Square (PLS)
technique through the help of SmartPLS software.
The evaluation process begins with the application of the
structural model (outer model) which includes a series of statistical
tests including convergent validity, discriminant validity, and
reliability tests. This stage aims to test the hypothesis while
analyzing the relationship between research variables. After the outer
model meets all evaluation criteria, the next step moves on to testing
the structural model (inner model). Evaluation is carried out through
two main approaches: (1) analysis of the R-square value as an
indicator of reliability for the dependent construct, and (2)
examination of statistical significance based on the results of the
path coefficient test. Furthermore, the operational definition of
variables is explained in the table below:
Table 1. Research Indicators
Variabel
Operational Definition
Indicator
Work Motivation (X1)
Work Motivation: the energy possessed by employees in carrying out their duties well.
1. Job Suitability
2. Work Ethic
3. Team Work
4. Responsibility
Junianto et al. (2020)
Junianto et al. (2020)
Organizational Commitment (X2)
Commitment is the nature of an individual's relationship with the organization that makes it possible to remain a member of the organization, willingness to work for the benefit of the organization and trust and acceptance of the value value values of the organization's goals.
1. Remain a member of the Organization
2. Willingness to work for the benefit of the organization
3. Strong trust and acceptance of the value of the organization's goals
Ghoniyah N et al., 2011)
(Ghoniyah N et al., 2011)
Organizational Citizenship Behavior (Z)
OCB: a form of individual behavior in an organization that is voluntary and not explicitly stated in a formal employment contract. This behavior arises not because of the demands of a particular job or training outcome, but rather from personal initiative driven by self-awareness. The existence of OCB has a constructive impact on the development of the organization while providing positive benefits to individual actors.
1. Altruism
2. Conscientiousness
3. Courtesy
4. Civic Virtue
(Saragi et al., 2021)
(Saragi et al., 2021)
Employee Performance (Y)
Performance: a work result achieved in a certain time by employees who are in the performance of work tasks both in quantity and quality.
1. Quality
2. Quantity
3. Timeliness
4. Effectiveness
5. Independence
6. Commitment to work
Hikmah and Lukito (2021)
et al., 2012) in]Hikmah and Lukito (2021)
RESEARCH RESULT
The general overview of the respondents in this study is the
description of 121 respondents who were sampled as follows:
Table 2. Respondent Characteristics
Characteristics
N
%
Gender
- Man
43
35,5
- Woman
78
64,5
Age
- ≥ 21 - 30 years old
77
63,6
- ≥ 31 - 40 Years Old
38
31,4
- ≥ 41 - 50 Years Old
6
5
Education
- High School/Equivalent
8
6,6
- Diploma (D3)
28
23,1
- Bachelor (S1)
84
69,4
- Magister (S2)
1
0,8
Testing Outer models
The model will be analyzed using the Structural
Equation Modeling (SEM) approach using the
Partial Least Square (PLS) method supported by SmartPLS
software which produces the outer model as follows:
Figure 2. SmartPLS software
Source: Data processed via SmartPLS 2024
Validitas Convergence
The validity of the convergence can be assessed through the
reliability of the item at the loading factor quantity. Loading
factor is the correlation value of the question score with the
indicator construct score used to measure a certain concept.
Table 3. Direct Loading Factor
Indicator
Loading factor
Rule of thumb
Conclusion
Work motivation (WM)
WM1
0.731
0.600
Valid
WM2
0.820
0.600
Valid
WM3
0.847
0.600
Valid
WM4
0.851
0.600
Valid
WM5
0.811
0.600
Valid
Organizational commitment (OC)
OC1
0.848
0.600
Valid
OC2
0.846
0.600
Valid
OC3
0.809
0.600
Valid
OC4
0.860
0.600
Valid
Employee performance (EP)
EP1
0.767
0.600
Valid
EP2
0.901
0.600
Valid
EP3
0.914
0.600
Valid
EP4
0.817
0.600
Valid
EP5
0.854
0.600
Valid
EP6
0.814
0.600
Valid
Organizational citizenship behavior (OCB)
OCB1
0.835
0.600
Valid
OCB2
0.756
0.600
Valid
OCB3
0.862
0.600
Valid
OCB4
0.826
0.600
Valid
OCB5
0.863
0.600
Valid
The convergent validity of the measurement model can be
evaluated by analyzing the correlation between the value of the
item and its construct score (loading factor). The standard of
assessment refers to the provision that the value of the loading
factor of each instrument must exceed the minimum threshold of
0.6 based on the rule of thumb. The results of data processing
show that all research items have met these requirements, it can
be concluded that all question items on this instrument are valid
and suitable for use.
Uji Construct Reliability and Validity
Table 4. Construct Reliability and Validity
Cronbach's Alpha
rho_A
Reliabilitas Komposit
Rata-rata Varians Diekstrak (AVE)
Employee Performance
0,920
0,922
0,938
0,716
Organizational Commitment
0,862
0,863
0,906
0,708
OCB
0,886
0,893
0,916
0,688
Work Motivation
0,871
0,877
0,907
0,661
Based on the table above, the value of the construct and AVE
variables of the variables Organizational Commitment,
Organizational Citizenship Behavior, and Work Motivation to
Employee Performance greater than 0.5, then all of these variables
can be declared reliable.
Table 5. Fornell-Larcker Criterion
EP
OC
OCB
WM
EP
0,846
OC
0,857
0,841
OCB
0,930
0,834
0,829
WM
0,941
0,796
0,939
0,813
Based on the results of the calculation on the Fornell-Lacker
criterion, it shows that the loading value of each measured
indicator is higher than cross loading. The
results can be concluded that all constructs already have good
discriminant validity.
Based on the results of the composite reliability test, it can
be described if all variables meet the prerequisites and are
declared reliable.
Inner Model Testing
After the outer model successfully passes the testing stage,
the next step is to evaluate the inner model,
which is carried out to analyze the r-square
value (reliability of the indicator) for the dependent construct
and assess the statistical significance through a path
coefficient test. A high r-square
indicates that the predictive model in the study has a good level
of accuracy. Meanwhile, path coefficients are
used to measure how significant the hypothesis test results
are.
R-square Analysis
The determination coefficient (R²) test was performed to
analyze the impact of the independent variable with the bound
variable. The results of this measurement are then displayed in
the form of the value of the determination coefficient as
follows:
Table 6. R-Square Test Results
Variabel
R square
Adjusted R Square
EP
0,922
0,920
OCB
0,902
0,900
The results revealed that the R-square at EP was 0.922, meaning
that the combination of work motivation, organizational
commitment, and OCB could explain 92.2% of the variation in
employee performance, and the remaining 7.8% was influenced by
other factors that were not studied. At the
R-square OCB of 0.902. meaning that work
motivation and organizational commitment were simultaneously able
to explain 90.2% of OCB variations, the remaining 9.8% were
explained by other variables that were not studied.
Test Model Fit
The fit model has a qualification that the value of the SRMR must be ≤ 0.08, while the Chi-Square result is the bigger the better.
Table 7. Model Fit Test Results
Hasil
Keterangan
SRMR
0,088
Fit
Chi-square
2225,790
Fit
Based on the test results of the fit model in table 6, using
SRMR and Chi- Square values shows that this model is fit based on
the results of the SRMR test because the SRMR value is ≤ 0.08.
Meanwhile, Chi-Square's results are considered high because they
have a high value of 2225,790.
Partial Test
This study tested the hypothesis using the bootstrapping
technique, where the data used came from the previous measurement
stage. Hypothesis testing is included in the structural model and
aims to test the relationships between variables through practical
simulations. In addition, the bootstrapping method is also able to
show the direction of the relationship as well as the level of
significance of each latent variable. In this test, the
t-statistical value (t-count) obtained from bootstrapping was
compared to the t-table limit value of 1.65 at a significance of
5% (p-value < 0.05). The relationship is considered significant
if the t-count is greater than the t-table. The results can be
seen in the following table:
Table 8. Path Coefficient
Sampel asli (O)
Rata-rata sampel (M)
Standar deviasi (STDEV)
T Statistik (|O/STDEV|)
P value
OC → EP
0,243
0,228
0,095
2,572
0,010
OC → OCB
0,237
0,234
0,053
4,506
0,000
OCB → EP
0,213
0,209
0,065
3,301
0,001
WM → EP
0,548
0,565
0,109
5,017
0,000
WM → OCB
0,750
0,753
0,049
15,272
0,000
OC → OCB → EP
0,051
0,048
0,020
2,538
0,011
WM → OCB → EP
0,160
0,153
0,050
3,216
0,001
The explanation is as follows:
Organizational Commitment -> Employee Performance was
found to have a P value of 0.010 < 0.05, then H1 was
accepted, namely Organizational Commitment has a good
(positive) effect on Employee Performance.
OCB's Organizational Commitment > was found to have a P
value of 0.000 < 0.05, then H2 was accepted, namely the
Organizational Commitment had a good (positive) effect on
OCB.
OCB -> Employee Performance is found to have a P value
of 0.001 < 0.05, then H3 is accepted, namely OCB has a good
(positive) effect on Employee Performance.
Work Motivation -> Employee Performance is found to
have a P value of
0.000 < 0.05, then H4 is accepted, namely Work Motivation
has a good (positive) effect on Employee Performance.
Work Motivation -> OCB obtained a P value of 0.000 <
0.05, then H5 was accepted, namely Work Motivation has a good
(positive) effect on OCB.
OCB organizational commitment Employee performance was
found to be P 0.011 < 0.05, then H6 was accepted, namely
organizational commitment has a positive effect on employee
performance through OCB as an intervention variable.
OCB Work Motivation Employee performance was found
to be P 0.001
< 0.05, then H7 was accepted, namely Work motivation has a
positive effect on employee performance through OCB as an
intervention variable
DISCUSSIONEffect of Work Motivation on Employee Performance
The analysis shows that work motivation (WM) contributes
positively to employee performance (EP). It is concluded that if
work motivation increases, then employee performance also increases.
This finding is consistent with the study results (Werda and
Prabowo, 2023) and (Putra et al., 2023). However, the results of
this study are inversely proportional to those shown by (Firya and
Hadi Sucipto, 2024), (Ernawati et al., 2023) and (Imani et al.,
2023) showing that work motivation has no significant effect on
performance.
The implication based on these results is that PKU Muhammadiyah
Purbalingga Hospital shows that increasing Work Motivation can
improve Employee Performance.
Effect of Organizational Commitment on Employee
Performance
There is a correlation between organizational commitment (OC) and
employee performance (EP). This indicates that increasing
organizational commitment can contribute to the growth of employee
performance. This finding is in line with the results of research
(Saragi et al., 2021) where organizational commitment has a real
effect on performance. The study results(Widhiandono et al., 2022)
;(Rahmawati et al., 2019) and (Pangaila et al., 2022) further
strengthen these findings, providing additional evidence of the
positive relationship between the two variables. However, the
findings conducted by (Nurul et al., 2022) and (Saputri et al.,
2023) showed insignificant results.
The implication based on these results is that RSU PKU
Muhammadiyah Purbalingga shows that good management of
Organizational Commitment can strengthen Employee Performance.
Effect of Work Motivation on OCB
The results revealed a positive influence between work motivation
(WM) and OCB. It can be said that increasing work motivation will
increase employee OCB behavior. This finding is in line with
research (Putu et al., 2018) which resulted in a significant
relationship between work motivation and OCB. Recent research from
(Saputra et al., 2021) as well as a study by (Muchtadin and
Sundary
Zelvy, 2022) further strengthens these findings, showing the
consistency of results regarding the relationship between the two
variables. However, according to (Putro et al., 2025) and (Praja
Mukti et al., 2022) in their research shows that there is no
significant influence between work motivation and OCB. The
implication based on these results is that PKU Muhammadiyah
Purbalingga Hospital shows that good management of work motivation
can have an effect on increasing OCB.
Effect of OCB on Employee Performance
There is a strong correlation between OCB and employee work
performance. OCB itself has several important dimensions including
altruism, civic virtue, awareness, courtesy, and sportsmanship.
Employee performance itself plays a crucial role in determining the
progress of a company. As a form of voluntary behavior, OCB is an
individual action that arises initiative without being strictly
regulated by a formal reward system, but contributes greatly to the
operational effectiveness of the organization (Lestari et al.,
2018).
Based on the results of the study, it can be concluded that OCB
has a significant effect in improving performance. So that it
indicates an increase in the value of OCB has a unidirectional
relationship with improving performance. These findings are in line
with (Hamzah, 2021) and (Elena and Surya, 2024) both studies also
show that OCB has a major impact on employee performance. However,
in research conducted by (mayang sari et al., 2024) indicates that
OCB has no significant effect on employee performance.
The implication based on these results is that PKU Muhammadiyah
Purbalingga Hospital shows that good management of Organizational
Citizenship Behavior values can have an effect on improving employee
performance.
Effect of Work Motivation on Employee Performance through
OCB
The study results indicate that work motivation indirectly has a
positive effect on employee performance through OCB. This indicates
that OCB mediates the relationship between work motivation and
performance at RSU PKU Muhammadiyah Purbalingga.
This finding is consistent with the results of the study (Donald
Mon and Jennnifer, 2022) which states that OCB fully mediates work
motivation on employee performance. (Prasetia et al., 2022) further
strengthens this conclusion. However, in research conducted by
(Aiditiar and Nur Diana, 2024) found that OCB cannot mediate between
work motivation and employee performance.
From this description, it is concluded that high work motivation
can encourage OCB behavior, which has the potential to make a
positive contribution to improving the performance of staff at PKU
Muhammadiyah Purbalingga Hospital.
Effect of Organizational Commitment on Employee Performance
through OCB
From the findings it is concluded that organizational commitment
indirectly has a positive effect on employee performance with the
mediating role of OCB. This finding is in line with the study
(Wahyudi Komang et al., 2022) where OCB is able to mediate the
relationship between organizational
commitment and employee performance. In addition, (Hikmah and
Susanta, 2018) further strengthens these findings. However, in
research conducted by (Garibaldi and Riyanto, 2023) suggests that
OCB cannot mediate the relationship between Organizational
Commitment and Employee Performance.
The implication based on this is that it is concluded that the
stronger organizational commitment motivation can create OCB
behavior and will improve the performance of PKU Muhammadiyah
Purbalingga Hospital employees.
CONCLUSIONS AND RECOMMENDATION
Based on the research data, it reveals that RSU PKU Muhammadiyah
Purbalingga still needs to pay more attention to the needs of
employees. By paying attention to this aspect, it is expected to raise
employees' awareness to work voluntarily and help coworkers without
coercion. On the other hand, the institution also needs to be
consistent in maintaining and improving the level of discipline by
strictly implementing various work rules and procedures. These steps
are considered important to encourage an overall improvement in the
performance of all employees.
This research can be used as a reference for future studies in
exploring the factors that influence OCB and performance. Future
research is recommended to develop more variables that have the
potential to have a positive impact on employee performance, not only
limited to agencies but also to the scope of the company.
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