INTRODUCTION
Employee
behavior is very related to the performance of an organization and is the most
important aspect that should be focused by the leader of the organization.
Within the organization, every employee must have the same vision that is to
achieve the goals of the organization. In work, employees can do work both
formally (in accordance with the job description) and non-formal (outside of
the job description). When an employee is involved in a job outside of his job
description it is called organizational citizenship behavior (OCB). Such
behavior is an initiative and choice of employees with the aim of improving
productivity and efficiency of organizational performance (Organ et al., 2005).
OCB behavior is behavior that exceeds the required role but does not become
explicitly recognized as part of an employee's employment obligations (Tecualu, 2015).
There are five dimensions of OCB including conscientiousness, courtesy, civic
virtue, sportsmanship, and altruism.
Perceived
Organizational Support (POS) i.e. a belief from employees that the organization
values contributions and cares about the welfare of employees (Wu & Liu, 2014). POS is able to
assist karyawab in maximizing positive performance
and minimizing negative performance as a form of reciprocal relationship
between the organization and employees. Shore and Wayne in (Emanuel, 2011)
found that POS was capable of being a predictor of OCB. (Rhoades & Eisenberger, 2002)
suggests that POS antecedents are fairness in the form of fair organizational
procedures in the distribution of resources among employees, the support of
superiors, as well as organizational awards and working conditions (salaries,
bonuses, and others).
Judging
from other aspects, employee engagement is an important factor to be studied in
the business world today. according to (A. B. Bakker & Demerouti, 2017),
employees who are able to engage with their work will be able to produce
productivity, innovation, and good performance. (Harter et al., 2002)
explained that employee engagement is a form of involvement of a person and his
satisfaction as a form of enthusiasm in work. Employee engagement is a positive
behavior in work, able to complete the work with the thinking power described
by vigor, dedication, and absorption. Vigor is a high level of energy in work.
Dedication is an engagement that includes inspiration, pride, enthusiasm, and
challenge. Absorption is the final dimension of engagement which is the
condition in which employees are focused on a job.
Indonesia
today is entering a period of demographic bonuses, which in this era is
inseparable from the role of millennials. In this era, every employee is
required to be able to show performance that can exceed the expectations of the
organization. PT Tatalogam Lestari is a company
engaged in the manufacturing sector in the Jakarta area. 75% of the company's
employees are millennials. Based on observations, millennial employees in the
company are able to apply OCB behavior in work. However, some other employees
still find it difficult to implement the OCB behavior. Based on this
phenomenon, in this study will be explored further related to the role of
employee engagement in mediating the influence of perceived organizational
support on OCB behavior in employees of PT Tatalogam
Lestari, especially if reviewed in terms of millennials.
Tinjauan Teori Dan Pengembangan Hipotesis
1.
Organizational Citizenship Behavior (OCB)
OCB
is the conduct of an employee who is conducted voluntarily and sincerely without
(Organ et al., 2005)
dalam (Maryati & Fernado, 2018). (Organ et al., 2005) explains
that OCB is an individual contribution in depth beyond the demands of workplace
roles and rewards based on performance. Organ, Podsakof,
and Mackenzie in (Kusumajati, 2014),
explains that OCB has five-dimensional Altruism, Conscientiousness, Civic
Virtue, Courtesy, and Sportmanships.
2.
Perceived Organizational Support (POS)
POS
is a perspective on an employee's belief in the extent to which an organization
is able to appreciate the contributions of its employees. (Rhoades et al., 2001). (Robbins et al., 2015)
pos as a feeling of the extent to which employees believe that the organization
is able to appreciate and care about their contributions. Antecedent POS as
described (Rhoades & Eisenberger, 2002)
in (Ariarni & Afrianty, 2017)
among others:
- Fairness:
Organizations have fair procedures in the distribution of resources among
employees.
- Superior
support: Supervisors have a responsibility to direct and evaluate the
performance of their subordinates.
- Organizational
awards and working conditions: Includes salary,
benefits, bonuses, promotions, training, development.
3.
Employee Engagement
This
concept is a positive employee treatment to the organization, where the value
of the organization can be implemented by employees in realizing the goals of
the organization (Robbins et al., 2015)
in (Setiawan & Widjaja, 2018).
This concept can also be interpreted as the extent to which employees are
encouraged to contribute to the success of the organization. (Albrecht, 2010).
(A. Bakker et al., 2003)
explaining there are three dimensions of employee engagement, among others,
passion, dedication, and passion. Gallup Organization (Setiawan & Widjaja, 2018)
divide employee type based on their engagement level as engaged employees,
actively disengaged employees, and not engaged employees.
METHOD
The target
in this study is employees who work at the head office of PT Tatalogam Lestari, where a sample of 110 millennial
employees was sampled. Based on that, the sampling technique used is purposive
sampling. Data collection instruments using questionnaires that are shared
directly with respondents. Data analysis in this study using SEM analysis with SmartPLS.
RESULTS AND
DISCUSSION
By (Hair Jr et al., 2016),
there are several stages in conducting analysis using SEM PLS, namely model
specification testing (inner and outer model), reliability and validity
testing, and structural model evaluation.
A.
Pengujian Convergent
& Discriminant Validity
Source: SmartPLS
data processing results
Figure 1. Loading Factor Value
Source: SmartPLS data processing results
Figure 2.
Cross Loadings
Source: SmartPLS data
processing results
Figure 3. AVE Results
Based on
the results of convergent test and discriminant validity obtained the results
of factor loading values of each indicator above 0.5. It can be concluded that
the indicator is valid. In addition, the RESULT AVE value of each variable all
shows a value greater than 0.5 where it can be stated that each variable has a
good discriminant validity.
- Composite
Reliability Test
Source : SmartPLS data processing
results
Figure 5.
Composite Reliability
The
value of the above results shows the reliability test results of each variable
of this study, which can be shown that the composite reliability value has met
the criteria that is above 0.7. It can be concluded that all research variables
are reliable.
- Coefficient Path
Test
Source : SmartPLS data processing
results
Figure
6. Bootstrapping Model
The value of the coefficient of path in the model indicates the effect of
employee engagement on OCB of 14,778. While the influence of POS on OCB amounted
to 3,744 and the influence of POS on employee engagement amounted to 2,339.
Results showed that the overall model had a positive coefficient of path,
meaning the influence between independent variables on dependents tended to be
strong.
3.
R-Square test
Based on the test of r-square value obtained results that the ability of
POS variables in explaining employee engagement by 7.2% while the ability of
POS variables in explaining OCB by 72.7%Hipotesis test
Source
: SmartPLS data
processing results
Figure 7.
Hypothesis Test Results
a.
Hipotesis Test 2
H1: POS
affects OCB on millennial employees.
Based on
the above results with a t-count value of 3,744 < 1.96, then hypothesis one
can be accepted and proven which means that POS has a significant positive
effect on OCB. Thus, employees' perception of organizational support can
improve OCB behavior in employees of PT Tatalogam
Lestari. This was supported by (Fauzy &
Luterlean, 2020) Maula &A frianty (2017) who
found that there was a positive and significant influence between POS and OCB. (Setiawan &
Widjaja, 2018) and (Aswin & Rahyuda, 2017) also showed similar results that there was a
significant influence between POS and OCB. It shows that if employees believe
and feel the support and concern of the organization towards the welfare of
employees then employees will contribute that exceeds the demands of their role
at PT Tatalogam Lestari.
b.
Hipotesis Test 2
H2: POS
affects Employee Engagement on millennial employees.
Based on
the results of t-count value of 2,339 < 1.96, the second hypothesis can be
accepted and proven which means that POS has a significant positive effect on
employee engagement. Thus, if the employee experiences support from the
organization towards the employee, it will affect the employee's support to the
organization at PT Tatalogam Lestari. This is in line
with the results of the (Ariarni &
Afrianty, 2017) and (Prawira, 2019), that
there is a positive influence between POS and Employee Engagement. When
employees feel that their contributions are appreciated, it will affect the
support given to their organization. according to (Harter et al., 2002) employee
engagement is a form of one's involvement, as well as satisfaction as a form of
employee enthusiasm in work.
c. Hipotesis Test 3
H3 : Employee Engagement affect OCB on millennial
employees.
Based on
the results of the t-count value of 14,778 < 1.96, the three hypotheses are
accepted and can be proven which means that employee engagement has a
significant positive effect on OCB. So it can be
concluded that the level of employee engagement affects the level of employee
OCB at PT Tatalogam Lestari. The higher the
engagement rate, the higher the employee's OCB level. OCB is an individual
choice and initiative in improving organizational performance efficiency (Organ et al., 2005). The test results reinforce
the research conducted by (Amanda et al., 2014), (Tjahjaningsih, 2016), (Andriani, 2017) positive results for
employee engagement and OCB variable relationships. Konrad, et al.. (Soegandhi, 2013) suggest that work behaviors
such as helping others, being friendly and working together tend to be done by
women rather than men. In the demographic data presented earlier, it can be
seen that the number of female respondents is more than the number of male
respondents, causing the dimension to be the most selected dimension. In
addition, the conscientiousness dimension is also a dimension that many
employees choose to do. Employees at PT Tatalogam
Lestari work and strive to exceed what the company expects even though it is
not its obligation. according to (Organ, 1994) OCB behavior can leave a
positive impression on stakeholders in the organization that will ultimately
lead to workplace benefits, such as raises or promotions. But besides, after
being traced based on the item statement about civic virtue dimension not all
respondents agreed to routinely follow the activities held meksipun
organiasi basically it indicates responsibility on
the life of the organization. This can be due to the cultural and climatic
influences of the organization. By Internal Organs (Soegandhi, 2013) suggest that organizational
culture is a key early condition in triggering ocb.
d.
Hipotesis Test 4
H4: Employee
Engagement mediates the effect of POS on OCB on millennial employees.
The above
result with a t-count value of 2,291 > 1.96 then the fourth hypothesis is
acceptable and proven which means that employee engagement mediates the influence
of POS on OCB. This means that employee engagement is able to strengthen the
relationship between POS to OCB at PT Tatalogam
Lestari. These results support research conducted by (Pertiwi, 2019) that employee engagement
variables can mediate the effect of POS on OCB. (Gallup et al., 2006) define employee engagement
as the involvement and enthusiasm of employees in completing their work. POS
meets emotional social needs, resulting in greater identification and
commitment to the organization, an increased desire to help the organization succeed,
and greater psychological well-being. according to (Wulandari & Yuniawan,
2017) employees who feel tied to
the company, there will be a high insiative to do the
maximum work. So it can be concluded that if employees
at PT Tatalogam Lestari have a high POS level, then
employees will provide positive reciprocity by being tied or engaged with the
organization and their work so as to encourage OCB behavior in employees.
CONCLUSION
Based on the results of the
analysis can be obtained the following conclusions:
1.
POS affects OCB on
millennial employees at PT Tatalogam Lestari. This
result means that the better employee perception of organizational support can
improve OCB behavior in employees of PT Tatalogam
Lestari.
2.
POS affects Employee
Engagement on millennial employees at PT Tatalogam
Lestari. Thus, it can be interpreted that if the employee feels the support
from the organization towards the employee it will affect the employee's
support to the organization at PT Tatalogam Lestari.
3.
Employee Engagement affects
OCB on millennial employees at PT Tatalogam Lestari.
Therefore, the higher the employee engagement level at PT Tatalogam
Lestari, the higher the LEVEL of OCB shown by employees.
4.
Employee Engagement mediates
the influence of POS on OCB on millennial employees at PT Tatalogam
Lestari. Therefore, it can be interpreted that if employees at PT Tatalogam Lestari feel the support of the organization,
then the employee will provide positive reciprocity by being bound or engaged
with the organization and its work so as to encourage OCB behavior in
employees.
Ocb behavior of millennial employees at PT Tatalogam
Lestari is quite good where the behavior is influenced by perceived
organizational support and employee engagement. Employee engagement can also
mediate the influence of Perceived Organizational Support on Organizational
Citizenship Behavior on millennial employees at PT Tatalogam
Lestari.
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The Role of Employee Engagement in Mediating Perceived
Organizational Support for Millennial Employee Organizational Citizenship
Behavior