The Impact of Organizational Culture, Leadership, Self Efficacy on Employee Performance With Organizational Citizenship Behavior (OCB) As an Intervening Variable (Study on the Maha Bhoga Marga Foundation)

Verasea MANURUNG; Yeyen  KOMALASARI; Raden Tri Priyono Budi  SANTOSO; I Wayan Ruspendi JUNAEDI

doi:10.38142/jtep.v4i2.1064

Authors

Verasea MANURUNG Dhayana Pura University, Indonesia
Yeyen KOMALASARI Dhayana Pura University, Indonesia
Raden Tri Priyono Budi SANTOSO Dhayana Pura University, Indonesia
I Wayan Ruspendi JUNAEDI Dhayana Pura University, Indonesia

DOI:

https://doi.org/10.38142/jtep.v4i2.1064

Keywords:

Organizational Culture, Leadership, Self-Efficacy, Organizational Citizenship Behavior (OCB), Employee Performance

Abstract

The research aims to explore the impact of organizational culture, leadership, self-efficacy on employee performance with Organizational Citizenship Behavior (OCB) as an intervening variable (study at the Maha Bhoga Marga Foundation). This study utilizes a quantitative approach through questionnaire methods, interviews, observations, literature review, and documentation. Data analysis will be conducted using Partial Least Squares (PLS), which is a component of the Structural Equation Modeling (SEM) framework. The research is conducted on 50 permanent employees with over 5 years of service. The results indicate that organizational culture, leadership, and self-efficacy have a positive influence on employee performance. Similarly, OCB as an intervening variable has a positive impact on employee performance by mediating organizational culture, leadership, and self-efficacy. The relationship between OCB and the phenomenon that employee performance affects organizational culture, leadership, and self-efficacy. The findings of this study are expected to contribute to a better understanding of employee performance and OCB as an intervening variable.

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