Building Organizational Citizenship Behavior Lecturer to Achieve
the Best Performance at State University
Praptini Yulianti
Departement of Management Universitas Airlangga.
Keywords: Perceived Organizational Support, Organizational Identification, Affective Commitment, Organizational
Citizenship Behavior, Creative Organizational Climate.
Abstract: The development of higher educational institutions is inseparable from the role of lecturers. Lecturers’ best
performance is achieved when they carry out their tasks with creativity through Organizational Citizenship
Behavior. Organizational Citizenship Behavior can be built through lecturer’s Perceived Organizational
Support, Organizational Identification and Affective Commitment and lecturer’s Organizational Citizenship
Behavior can develop better with Creative Organizational Climate. This study examines the factors
affecting Organizational Citizenship Behavior which are Perceived Organizational Support, Organizational
Identification, Affective Commitment strengthened by Creative Organizational Climate as moderating
variable in state higher educational institutions. Using a sample of 200 lecturers of state university and data
analysis uses Structural Equation Modelling (SEM) with Analysis of Moment Structure (AMOS) program
version 20. The result of this study proves that Perceived Organizational Support significantly influences
Organizational Citizenship Behavior, Organizational Identification and Affective Commitment.
Organizational Identification significantly influences Affective Commitment and Affective Commitment
significantly influences Organizational Citizenship Behavior, however Organizational Identification does
not significantly influence Organizational Citizenship Behavior. Moreover, Creative Organizational Climate
strengthens the influence of Perceived Organizational Support (POS) on Organizational Citizenship
Behavior.
1 INTRODUCTION
Organizational Citizenship Behavior (OCB) is a
very important aspect to achieve the best
performance of lecturers in universities, so that the
study of the Organization Citizenship Behavior
(OCB) at higher education institutions will be
interested to do research. Organizational Citizenship
Behavior (OCB) is a behavior that is involved in
innovative activities (Katz and Kahn, 1966: 337) and
is not explicitly included in the description of duties
and is not formally linked to the performance of
duties of members of the organization (Organ,
1977).
Organizational Citizenship Behavior (OCB) is
not only as a citizen organization which is good
(good citizenship) to conduct voluntary help
colleagues who are having difficulty dealing with
the completion of work assignments (Organ et al.,
2006: 251) volunteer to help with the extra work,
(Van Scooter and Motowidlo, 1996) as well as
obedient and loyal to the organization (Van Dyne et
al., 1994), but organizational Citizenship behavior
(OCB) is also as a behavior that exceeds the job
description which is oriented to the self-
development (George and Brief, 1992) and changes
in the organization's performance (Woodman et al.,
1993). Organizational Citizenship Behavior (OCB)
is oriented to the change in performance is realized
with the innovative behavior by developing new
ways of working (Oldham and Cummings, 1996),
proactive behavior by offering input constructive
(Katz, 1964) as well as providing new ideas in work
(Van Dyne and Lepine, 1998).
Aquinis (2013: 92) states that it would be
difficult for an organization to achieve competitive
advantage when the organization's members do not
perform Organization Citizenship Behavior (OCB).
Perceived Organizational Support (POS) as
antecedents of Organizational Citizenship Behavior
(OCB) interesting to study at the State University
(PTN). State Universities is an organization owned
390
Yulianti, P.
Building Organizational Citizenship Behavior Lecturer to Achieve the Best Performance at State University.
In Proceedings of the 1st International Conference on Islamic Economics, Business, and Philanthropy (ICIEBP 2017) - Transforming Islamic Economy and Societies, pages 390-395
ISBN: 978-989-758-315-5
Copyright © 2018 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved

by the government and as a government-owned
organization; the management is generally based on
the rules that must be implemented, otherwise
known as bureaucratic organizations. As a
professional bureaucratic organization, the leaders of
public universities are required to professionally
manage the college not just implement the rules.
Perceived Organizational Support (POS) can be
influenced the OCB through organizational
commitment (Organ et al., 2006). Further specifics
Eisenberger and Rhoades (2002) and Setton et al.
(1996) stated that the Perceived Organizational
Support (POS) as the basis for the development of
affective commitment is positively correlated most
strongly with OCB compared with normative
commitment and continuance (Meyer et al., 2002).
Furthermore, Perceived Organizational Support
(POS) will also affect the OCB through
Organizational Identification (Rhoades and
Eisenberger, 2002; Celik, 2012; Dutton et al., 1994).
Creative Organizational Climate can be a moderator
effect of Perceived Organizational Support (POS) on
Organizational Citizenship Behavior. Creative
behavior is not only built on his personal qualities,
but also influenced by the creative climate of
organizational support (Isaksen et al., 2001).
The purpose of this study is to analyze and
provide evidence that lecturers’ best performance
can be achieved through Organizational Citizenship
Behavior which is influenced by Perceived
Organizational Support, Organizational
Identification, and Affective Commitment with
Creative Organizational Climate which is
moderating the effect of Perceived Organizational
Support to Organizational Citizenship Behavior on
lecturers of state higher educational institutions.
1.1 The Relationship between
Perceived Organizational Supports
with Organizational Citizenship
Behavior
Perceived organizational support is based on the
relation socio-exchange between employee and
organizations. The Norm of reciprocity said that
someone who is treated well by others so that will
have an obligation to reply as well as they get the
treatment (Blau, 1964: 88). Perceived Organizational
Support which is reflected by procedural justice will
give positive contribution for the organization’s goal
(Eisenberger et al., 2001). The policy which is given
by organizations such as fairness in the treatment,
support from leaders also human resources
management which can give the members of
organizations wants to give positive contribution for
organizations by behaved like OCB. George and
Brief (1992) also said that POS at the same level that
is high, will improve behavior of OCB with giving a
builder idea also trying to improve knowledge and
skills which is valuables for organizations. The
Result of Study by Paille et al. (2010) and Liu,
(2009) has proved that there is a significant
influence between Perceived Organizational Support
with OCB-O.
1.2 The Relationship between
Perceived Organizational Supports
with Affective Commitment
Eisenberger and Rhoades (2002) said that “POS is
positively related to offer constructive suggestion for
organizational improvement, and affective
organizational commitment”. Setton et al. (1996)
said that “employee’s perception of the support they
receive from their organization provides the basis for
the development of affective commitment. Affective
commitment is a commitment because there is a
positive emotion about organizations. POS is an
organizations commitment on employee and
affective commitment is an employee commitment
on organizations. POS that is positively felt by
organizations members can provide affective
commitment.
1.3 The Relationship between
Perceived Organizational Supports
with Organizational Identification
(OID)
Organizational Identification is a pride the members
of organizations on its organizations. Mael and
Ashforth (1992) argues that an employee that has
high identification will think and do from the
organization’s point of view (Van Knippenberg et al,
2007), POS is the form from internal respect that is
given by organizations with always value
organization members contribution through giving
chance to develop, participating on decision making,
giving the challenging tasks also valuing the
members of organization’s performance. The study
from Celik (2012) and Fuller et al. (2003) has
proved that Perceived Organizational Support has
positive influenced and significant with
Organizational Identification (OID).
Building Organizational Citizenship Behavior Lecturer to Achieve the Best Performance at State University
391

1.4 The Relationship between
Organizational Identification (OID)
with OCB
Organizational Identification is a way to explain the
relationship between organization members and
organizations where they work. Organizational
Identification can be defined as ‘perception of
family with or has a feel for organization’, where
organizations members defines in the term of
organizations where they work (Ashforth and Mael,
1989). Some studies have proved that organizational
identification that has high level will give better
values for organizations or employee. (Ashforth and
Mael, 1989) also said that personal identification by
the members of organizations is to improve their
Self–esteem. Organization Members is motivated by
needs of self-enhancement, they tend to identify
with an organization that gives positive quality for
them (Dutton et al., 1994). Organizational
Identification that has high level is not only direct
towards on better performance but also on
Organizational Citizenship Behavior (Van Dick et
al., 2005)
1.5 The Role of Creative
Organizational Climate as a
moderating The Relationship
between POS and OCB
Few studies have been stated that POS has a positive
effect on OCB (Moorman et al., 1998; Wayne et al.,
1997). OCB which is directed on the innovative will
be strengthening by Creative Organizational
Climate. Creativity Climate occurs not only by the
result of Individual process but also the products
from the result of interaction with socio-system.
Creativity cannot be occurred spontaneity (Kylen
and Shani, 2002), many external factors that is role
in stimulating and maximizing creativities. Climate
which is positive felt by the members of
organizations will provide the creativity. Amabile et
al. (1996) argues that organizational socio
environment which is creative characterized by a
commitment of organizational members on
organizational goals, freedoms and autonomies
related with choosing the tasks, some supports to
provide ideas, recognizing, and rewards from the
management for the creativity at works. Cilla (2011)
has been proved that Organizational Climates for
Creativity is significance influenced on OCB and
Jen Lin et al. (2011) has been proved that
Organizational Climate which oriented on excellent
services for services company as a moderating the
relationship between POS and OCB.
2 METHODOLOGIES
Population in this study is a state university lectures
in Surabaya. This study uses 35 indicators, that’s
why the minimum amount of the sample that is
needed is 35 x 5 or 175 samples. The measurement
of sample for SEM that is used estimation method
Maximum Likelihood Estimation (MLE) is about
100 - 200 sample (Hair et al., 1998: 605). Hair et al.
(1998: 604) argues that for the fit models so that
sample that is recommended is about 200 samples.
This research uses 200 samples. The measurement
of Perceived Organization Support has developed by
Rhoades and Eisenberger (2002) also Shore and
Shore (1995). The measurement of Organizational
Identification has developed by Mael and Ashforth
(1992), Cheney (1983), Vandenberg, et al., (1994).
The measurement of affective commitment has
developed by Allen and Meyer (1990). The
measurement of OCB has developed by Moon et al.
(2004). The measurement of Creative Organizational
has developed by Amabile et al. (1996) and Ekval et.
al. (1996).
3 RESULTS
Table 1: Results.
The result of this study proves that Perceived
Organizational Support (POS) has a significance
influence on Organizational Citizenship Behavior,
Organizational Identification and Affective
Commitment. Organizational Identification
ICIEBP 2017 - 1st International Conference on Islamic Economics, Business and Philanthropy
392

significantly influences Affective Commitment and
Affective Commitment significantly influences
Organizational Citizenship Behavior, however
Organizational Identification does not significantly
influence Organizational Citizenship Behavior.
Moreover, Creative Organizational Climate
strengthens the influence of Perceived
Organizational Support (POS) to Organizational
Citizenship Behavior. This study also proves that
Affective Commitment partially mediating the
relationship between Perceived Organizational
Support (POS) and Organizational Citizenship
Behavior, and also fully mediating the relationship
between Organizational Identification and
Organizational Citizenship Behavior. Besides, this
study proves that Organizational Identification
partially mediating the relationship between
Perceived Organizational Support (POS) and
Affective Commitment.
This result of this study provides empirical
contribution that higher educational institution is a
group of competent scholars. Rewards, faculties or
departments’ leaders concerns on the lecturers’
competence development can influence the
lecturers’ Organizational Citizenship Behavior. The
lecturers’ competence may lack its meaning for the
faculty or department if there is no climate which
supports lecturers’ competence as an important asset
for the state higher educational institutions. The
influence of Perceived Organizational Support to
Organizational Citizenship Behavior which is
strengthened by Creative Organizational Climate
proves that lecturers are “Human Capital” in state
higher educational institutions. This study also
contributes on the literature of Organizational
Behavior, that is the construct and measurement of
Organizational Citizenship Behavior should be
adapted according to the current conditions in which
members of organization are educated workers.
Moreover, the construct of Organizational
Identification construct is a construct that can be
differentiated from Organizational Commitment
Especially Affective Commitment. Identification on
Organizational Identification and Organizational
Commitment is different. Identification on
Organizational Identification is the feelings of unity
and pride as organizational members and is a
cognitive element, whereas identification on
Organizational Commitment due to the eagerness of
joining or for career, the eagerness to be involved
due to value internalization is an affective element to
motivate in work.
4 CONCLUSIONS
According to the result of this study, it is suggested
to higher educational institutions’ managers that
supports provided to lecturers are forms of
commitment of the head of faculty or department to
the lecturers. The head of faculties or departments
are expected to have creativity in building lecturers’
Perceived Organizational Support through the policy
for caring and appreciating the lecturers’
contribution. This policy in providing support to the
lecturers is not only supports for development and
rewards for successful lecturers but also with
creativity in creating policies as a form of the
faculties or departments’ concerns for the lecturers.
The thoughts underlying the support provision is that
the lecturers are human capital for faculties or
departments. Furthermore, procedural fairness
should be the basis for policy making as procedural
fairness is more experienced by the lecturers in their
daily activities in the faculties or departments.
Suggestions for future researchers, it is important to
analyze the relevance of Organizational Citizenship
Behavior (OCB) construct and identification
construct in Organizational Commitment and
Organizational Identification because they are
different constructs.
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