Relationship Job Satisfaction and Affective Commitment in Organizations to Organizational Citizenship Behavior (OCB) on Pastors HKBP District X Medan Aceh
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Relationship Job Satisfaction and Affective Commitment in Organizations to Organizational Citizenship Behavior (OCB) on Pastors HKBP District X Medan Aceh
1
2
3 Hendra Victor Lumbantobing , Raras Sutaminingsih , Ekadanta Ginting 1 2 3
Faculty of Psychology, University of Sumatera Utara, Indonesia
Pastors are church workers who work in congregations, departments and institutions owned by an Abstract -
organization. They act as leaders and also servants in performing their duties. Therefore a pastor should be able to show the
dedication seen from the character of organizational citizenship behavior (OCB). This study aims to see the relationship
between job satisfaction and organizational affective commitment to organizational citizenship behavior (OCB). The number
of samples in this study there are 150 people. The sampling technique used is simple random sampling. The results of this
study indicate that there is a very significant relationship between job satisfaction and organizational affective commitment
to organizational citizenship behavior (OCB) which is shown from F = 659,149 (p <0,01) and coefficient of determination
(r square) is 0,900, that means OCB is affected by job satisfaction and affection commitment by 90%.
Organizational Citizenship Behavior, Job Satisfaction and Affection Commitment
Keywords -INTRODUCTION I.
Priests HKBP is a church worker who is in charge of the department and agency owned by HKBP. They act as leaders and servants in performing their duties. Therefore, HKBP priests are also required to have the character of organizational citizenship behavior (OCB). The form of OCB at the pastor of HKBP District X Medan of Aceh is shown from one of his services to provide counseling the community such as children, teenagers, married couples, parents both in churches and home visits. In the process of giving counseling can sometimes be done anytime even outside working hours and holidays still be given service, because the pastor is a spiritual leader who has committed and is expected to provide services for its members in spiritual matters, mentoring or caring in addition they must also be able to make concept or work program in each congregation or organization where they are assigned
According to Greenberg and Robert (2003), OCB is an action by an organization member that exceeds the formal requirements of its work. Aldag and Reschke (2001) also state that OCB is an individual contribution to work that exceeds the demands of its role in the workplace. The OCB involves behaviors such as helping others, volunteering for extra tasks, obeying the rules and procedures at work.
In fact, there are still any clergy who do not have OCB behavior, like one of the cases raised in social media Metrosiantar.com (2012) that is less good service provided by one of the pastor to a congregation of three mass do a demonstration in front of District X office Medan Aceh to prosecute the old priest to be replaced and transferred immediately. One of the problems raised was the policy that the pastor gave to closing the church on Sundays, consequently the congregation admitted it was difficult and constrained to worship with the policy of the old priest. From this case, we can conclude that the low organizational citizenship behavior possessed by the pastor can actually cause dissatisfaction from his congregations.
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According Boangmanalu (2008), the quality of a leader one of them judged from the quality of decisions made. According to him, even a bad decision is still better than not making a decision at all. Every decision must have risks, but every risk must be calculated first. So a leader according to Boangmanalu (2008), must quick take a decision, correct and correct decisions too.
Therefore, it is important for HKBP's organization to be able to shape good behavior as a clergyman as shown by the organizational citizenship behavior (OCB) within an organization. According to Organ (1997) that there are five dimensions that can be used to measure OCB's altruism behavior, courtesy, sportsmanship, civic virtue and conscientiousness. Based on these five dimensions, the organization can measure the extent of the OCB level of the clergy towards the organization.
Factors that influence the emergence of OCB behavior according to Jahangir and Haq, (2004) is the existence of job satisfaction and organizational commitment perceived by employees to the organization where he works. Hannam and Jimmieson Robbins, (2003) also suggested that the underlying factors of OCB are job satisfaction, organizational commitment, leadership characteristics, perceptions of fairness and individual characteristics. The existence of job satisfaction felt by a person will greatly assist the positive attitude of employees to the organization which then have an impact in the resulting performance. Of course the level of job satisfaction perceived by each individual is different.
According to Robbins (2003) that job satisfaction is a general attitude of a person to his work, the difference between the amount of rewards a worker receives and the amount they believe they should receive. Further Robbins (2003) states, someone with a high level of job satisfaction will show a positive attitude towards his job, otherwise someone who is not satisfied with his work will show a negative attitude. When a person feels satisfaction in working, he will strive to complete the task optimally. In addition Hasibuan (2001) also states that organizations that can create job satisfaction on employees so that employees will increase dedication, work morale, love and discipline. Luthans (2006) states that there are several aspects that can be seen that a person feels job satisfaction such as satisfaction with the job itself, satisfaction with the salary received, satisfaction with the promotion of work given, satisfied with colleagues and satisfied with the working conditions.
Based on the research conducted by Dickinson (2009) to see how the effect of some employee attitudes namely job satisfaction, relationship with superiors, his perception of acceptable justice, organizational commitment, job stress, outdoor stress, influence on extra role behavior or OCB indicates that there are a positive and significant relationship between the relationship with superiors, organizational commitment, and job stress with OCB. While job satisfaction, perceptions of justice and stress outside of work have no significant relationship with OCB. In addition, Chiboiwa, Chipunza and Samuel (2011) also conducted a study to evaluate the level of job satisfaction and OCB, and the relationship between job satisfactions with OCB showed that intrinsic job satisfaction was higher than extrinsic job satisfaction level. Employees have OCB on the highest altruism dimension among other OCB dimensions. Researchers also proved that there is a positive relationship between job satisfactions with OCB. On the contrary, based on Hermaningsih's (2012) research on "Spiritualias and Job Satisfaction as Organizational Citizenship Behavior Factor (OCB)" shows that job satisfaction did not significantly affect OCB's behavior, this is because job satisfaction felt more external so as not to show meaningful significance compared to the perceived satisfaction of his work
Organizational commitment is needed to keep employees in the organization. Mowday in (Tanriverdi, 2008) argues that organizational commitment is the relative strength of the individual in identifying his or her involvement into the organization. It is characterized by three things: acceptance of organizational values and objectives, readiness and willingness to strive sincerely on behalf of the organization, and the desire to maintain membership within the organization itself. The high organizational commitment of a person also affects the behavior of OCB employees, which is according toKumara's research (2014) on "The relationship between Organizational Commitment and Organizational Citizenship Behavior (OCB)" shows that there is a very significant positive relationship between organizational commitments with OCB. However, another study from Kusuma (2007) on "The Relationship between Organizational Commitment and Organizational Citizenship Behavior (OCB)" actually shows the opposite is that there is no relationship between organizational commitments with OCB.
Based on the results of the above research and the opinions of experts, the researchers are interested to examine more deeply about the relationship between job satisfaction and affective commitment in organizational to organizational citizenship behavior on pastor HKBP District X Medan Aceh
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This study aims to determine empirically whether or not there is a relationship between Job Satisfaction and Affective Commitment in the organization of Organizational Citizenship Behavior.The population in this study is all priests HKBP District X Medan Aceh, amounting to 180 people. The samples that will be based on researchers are 150 people. The sampling technique used is total sampling. The data analysis used in this study is multiple regression analysis that is processed with the help of SPSS version 20.0.
Measurement Instruments Organizational Citizenship Behavior
Measurement instruments in this study using Likert scale. For measurement Organizational Citizenship Behavior is based on the theory of Organ (1997) which suggests there are five dimensions of altruism, civic virtue, conscientiousness, courtesy and sportsmanship. The OCB scale consisting of 40 items has reliability (α) = 0.906
Measurement Instrument of Job Satisfaction
Measurement of job satisfaction is based on the aspects of job satisfaction proposed by Robbins (2003) that is satisfaction with the salary, the job itself, the attitude of superiors, colleagues and promotion. Job satisfaction scale consisting of 40 items has reliability (α) = 0,923
Measurement Instrument of Organizational Affective Commitment
Organizational commitment is measured by the dimensions of affective organizational commitment from Allen and Meyer (1990) theories that individuals are happy in the organization, have emotional ties to organizations and individuals feel as part of the organization. The organization's affective commitment scale consisting of 40 items has reliability (α) = 0.883
RESULTS AND DISCUSSIONS III.
1 Hypothesis in this research is H = There is a positive relationship between job satisfaction and affective commitment to
OCB. The statistical test of this first hypothesis is shown from the value of F = 659,149 (p <0.01) which means the first
2
hypothesis is accepted. The value of the coefficient of determination (r ) = 0.900 which means that OCB is affected by job satisfaction and affection commitment of 90% and the rest 10% is influenced by other factors. Affective Commitment is always the most important part of a pastor's life, because affective commitment will show the existence of a minister in performing his duties and ministry. As a pastor who has the value of affective commitment must have a synergistic, effective character, because the church that a priest serves must be a clean, transparent, and accountable church.Pastor HKBP District X Medan Aceh should understand the development of the local congregation that he serves, because the local congregation will be a potential source of information to accelerate the growth of service. The pastor's OCB behavior enables the pastor to get out of the routine so that the pastor can create holistic services, fix the educational facilities, by managing local human resources, so that the church is not only a spiritual center but will move into the center of human life The second hypothesis (H
2 ) = There is a positive relationship between job satisfaction with OCB on the priest HKBP. The
statistical test of this second hypothesis is shown from the value F = 1310.591 (p <0.01) which means the second hypothesis is accepted. This means there is a positive relationship between job satisfaction with OCB, where the higher job satisfaction is perceived, the higher the OCB behavior is shown otherwise the higher the job satisfaction owned the higher the behavior
2
of OCB owned. The value of coefficient of determination (r ) = 0.899 which means that OCB is influenced by job satisfaction of 89.9% while the remaining 10.1% is influenced by other factors besides job satisfaction. In addition, perceived job satisfaction was also partially affected the behavior of OCB owned by the priest HKBP, which is indicated from the results of this study that there is a positive influence between job satisfaction and OCB behavior. According to Robbins (2003) that job satisfaction is a general attitude of a person to his work, the difference between the amount of rewards a worker receives and the amount they believe they should receive.
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According to him, someone with a high level of job satisfaction will show a positive attitude towards his job, otherwise someone who is not satisfied with his work will show a negative attitude. When a person feels satisfaction in working, he will strive to complete the task optimally. This is also shown by the results of Murray's (1999) research in the Job satisfaction of the Professional and Paraprofessional Libarary Staff at the University of North Carolina at Chapel Hill stating that employees who have job satisfaction such as getting the attention of the company / organization, are rewarded for their performance and there opportunity to get promotion of position hence OCB behavior shown also increase.Waspodo and Lussy M (2012) from his research on "The Influence of Organizational Satisfaction and Climate on Organizational Citizenship Behavior (OCB) to employees at MercuBuana University Jakarta also showed similar results that job satisfaction and organizational climate simultaneously affect the OCB behavior of local employees.
If a person feels the satisfaction of the work he has done so far, then that is enough to be his motivation to stay and survive will be all the worrisome conditions that must be received. Job satisfaction will be felt if the person feels satisfaction such as: the satisfaction of the salary earned, the satisfaction of the job itself, the promotion that will be obtained, the boss at the workplace and also fellow employees.
The level of satisfaction of the pastor of HKBP in District X Medan in Aceh is quite good, which is seen from the interview result of the researcher with 10 pastors at HKBP in January 2017, there are four people who stated that they are quite satisfied with the condition of work environment in his church as well interaction with fellow co-workers who make them stay in work for the place for ± 5 years, in addition to the job satisfaction felt by the priest HKBP also seen from the loyalty of retired clergy who want to keep serving even though 65 years old The third hypothesis (H 3 ) = There is a positive relationship between affective commitment to OCB on the priest HKBP. The statistical test of this third hypothesis is shown from the value F = 493,676 (p <0.01) which means the third hypothesis is accepted. This means that there is a very significant influence between afketifcommitment to OCB behavior on the priest HKBP. The effective contribution given by affective commitment variable to OCB behavior is 76,9% and the rest of 23,1% is influenced by other factors which are not examined in this research.
Affective commitment held by a pastor is instrumental in organizational development. The affective commitment shown by the HKBP pastor is: faithful in spending his career in HKBP as a pastor, having a desire to always build and develop HKBP and proud to be a priest HKBP. Mowday
et al (Tanriverdi, 2008) suggests that organizational commitment is a relative
strength of the individual in identifying his or her involvement into the organization. It is characterized by three things: acceptance of organizational values and goals, readiness and willingness to strive seriously on behalf of the organization, and the desire to maintain membership within the organization itself. According Rhoades (2001), organizational commitment has three dimensions where each commitment has a different level or degree of rational commitment (
continuance commitment), normative commitment and affective commitment. Of the three
commitments, according to Boon's research
, et al (2006) that affective commitment is judged to be more powerful than
normative and rational commitment. Rhoades (2001), also states that in affective commitment is more related to the emotional, identification and involvement of individuals within an organization, these committed employees have an emotional attachment to the organization reflected through engagement and feelings of pleasure and enjoying their role in the organization.
The high organizational commitment of a person also affects the behavior of OCB employees, which is demonstrated by Kumara's research (2014) on "The relationship between Organizational Commitment and Organizational Citizenship Behavior (OCB)" indicates that there is a very significant positive relationship between organizational commitment with OCB. Organ & Ryan (1995) in Alizadeh (2012) says that Organizational Citizenship Behavior can arise from various factors in the organization, among them due to high organizational commitment. Gautam, Van Dick et al, (2004) expressed the importance of building Organizational Citizenship Behavior (OCB) in the work environment, not out of how committed in the employee. Employee commitment is the driving force in the creation Organizational Citizenship Behavior (OCB) in the organization
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Based on the results obtained in this study, it can be concluded that: 1.
There is a very significant relationship between job satisfaction and affective commitment to OCB at the pastor HKBP District X Medan Aceh 2. There is a positive and significant relationship between job satisfaction with OCB 3. There is a positive and significant correlation between affective commitment with OCB
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