The Influence of Person Organization Fit (POFit), and Developing

Expectancy on Organizational Citizenship Behaviour (OCB) and

Employee Peformance of Local Water Companies in South

Kalimantan Province

Fanlia Prima Jaya, Sulaiman, Muhammad Rudiansyah and Devi Rusvitawati

Departement of Management,Sekolah Tinggi Ilmu Manajemen Indonesia (STIMI) Banjarmasin, Kuripan, Banjarmasin,

Indonesia

Keywords: POFit, Developing Expectancy, OCB, Employee Peformance.

Abstract: The study was conducted to explore the relationship of Person Organization Fit (POFit), and Developing

Expectancy on Orgaizational Citizenship Behaviour (OCB) and Employee Peformance on Local Water

Companies in South Kalimantan Province. The populatian of this study is 1277 employees of Local Water

Companies in Regencies and Cities of South Kalimantan Province. In order to determine the sample, this

study used Harun Al Rasyid Formula. The questionnaires were distributed to 168 sample respondents. The

data were analyzed by using AMOS Software Version 20.0 and equation of SEM model. The result showed

that Developing Expectancy has no influence on OCB. However each variabel POFit and Developing

Expectancy has a significant influence on Employee Peformance. OCB has a significant influence on

Employee Peformance.

1 INTRODUCTION

The quality of employees is one of the keys in

determining the development of an organization, both

institutions and companies. It is the driving force of

an organization. To achieve organizational

objectives, professional employees are required.

Therefore, an organization can experience growth and

sustainability depending on the performance of its

employees. Employee’s Performance is the

responsibility of every company. It ranges from

recruitment to employee’s satisfaction while doing

the job. When they feel comfortable with their work

without excessive burden, it will give satisfaction.

The satisfaction encourages a good performance for

the company through their increased performance. So

the providing services to consumers will be better.

Consequently, it will create a good impact for

improving the company’s performance.

Theoretically, there are some concepts affecting

the employee’s performance such as; Person

Organization Fit, (Kristof, 1996; Netemeyer et al.,

1999, Valentine et al., 2002; Vancouver et al., 1994)

and Developing Expectancy, (Wund And Stern in

Walgito (2005:224), Charles R. Synder (1994), and

Victor H. Vroom (1964) Furthermore, based on

empirical studies on The Influence of Organizational

Citizenship behavior (OCB) on employee’s

performance as intervening variables, Dennis Organ

(1997), Barnard (in Jahangir, Akbar, Haq, 2004),

Podsakoff, et al. (2009)

Based on the Background above, the problems

proposed are as follows:

Does Person Organization Fit (POFit) have

significant influence on Organizational Citizenship

Behaviour (OCB) of local Water Companies in South

Kalimantan Province?

Does Developing Expectancy have significant

influence on Organizational Citizenship Behaviour

(OCB) of local Water Companies in South

Kalimantan Province?

Does Person Organization Fit (POFit) have

significant influence on Employee Peformance of

local Water Companies in South Kalimantan

Province?Does Developing Expectancy have

significant influence on Employee Peformance of

local Water Companies in South Kalimantan

Province?

Does Organizational Citizenship Behaviour

(OCB) have significant influence on Employee

Jaya, F., , S., Rudiansyah, M. and Rusvitawati, D.

The Inﬂuence of Person Organization Fit (POFit), and Developing Expectancy on Organizational Citizenship Behaviour (OCB) and Employee Peformance of Local Water Companies in South

Kalimantan Province.

DOI: 10.5220/0009023200002297

In Proceedings of the Borneo International Conference on Education and Social Sciences (BICESS 2018), pages 501-509

ISBN: 978-989-758-470-1

501

Peformance of local Water Companies in South

Kalimantan Province?

2 LITERATURE REVIEW

2.1 Person Organization Fit (POFit)

Person Organization Fit (P-O Fit) is broadly defined

as the compatibility between organizational values

and individual values, (Kristof, 1996; Netemeyer et

al., 1999; Vancouver et al., 1994). It is the

appropriateness between individual personality and

organizational characteristics (Bowen et al, 1997). It

is a multidimensional building consisting of three

types: values, personality, and work environment,

Handler (2004). The suitability between employees

and organizations is strongly emphasized in PO Fit

(Barrick,et.al.2005). Robert L. Mathis and John H.

Jackson (2004: 191) define Person Organization Fit

as the congruence between individuals and

organizational factors. It means that Individual

suitability with the organization is an adjustment

between the individual with the factors of the

company's organization. A selection method takes

into account the suitability between the individual and

the valuesof the organization. It is a technique that

places the selection process as a means to interact

between the organization and the individual. Person

Job Fit and Person Organization Fit are taken into

account and defined simply rather than the traditional

selection model. According to Bowen et.al (1997: 48)

the selection indicators of Person Organization Fit are

as follows: suitability of knowledge of prospective

employees with organizational values, conformity of

candidate’s skills with organizational values,

conformity of candidate’s capability with

organizational values, suitability of candidate needs

with environmental values of organization,

conformity between personal values of prospective

employees and organizational values.

2.2 Developing Expectancy

Wundt and Stren in Walgito (2005) according to

Wundt there are three kinds of dimensions of feelings

prossessed by a person, the first dimension is the

feeling of pleasure or displeasure experienced by the

individual, second dimension is a exited feeling and

innert feeling and third dimension is a expectancy

feeling and release feeling. And stern distinguish

feelings in three groups to as feeling now, feelings are

coming, feeling of the past. Charles R Syander (1994)

view this theory on the influence of positive thought,

he thinks Expectancy is the whole of the ability of the

individual to generate the path to achieve the desired

goal, along with the motivation to use the pathways.

And Victor H Vroom (1964) in his Expectancy theory

trying to explain what drives individuals to make

decisions. First every individual believes that he

behaves in certain way, then he will gain certain

things (Outcome Expectancy), second each result has

a value or appeal to a particular person (Valence), and

third each result relates to a perception of how

difficult it is to achieve that result (Effort Expectancy

2.3 Organizational Citizenship

Behaviour (OCB)

Dennis Organ (1997) first proposed the concept of

OCB. He defines it as individual behavior that is

discretionary or explicitly recognized by the formal

reward system. It prompts the effective functioning of

the organization. By discretionary, the behavior is not

an enforceable requirement of the role or job

description. It is the obvious specifiable terms of the

person's employment contract with the organization.

The behavior is rather a matter of personal choice that

its omission is not generally understood as

punishable. OCB is an individual voluntary behavior

beyond a job description that is explicitly recognized

by a formal reward system. It can improve

effectiveness of an organization. Barnard (in

Jahangir, Akbar, Haq, 2004) stated a similar concept

of OCB as the willingness of individuals to contribute

cooperative efforts to attain the organizational goals

effectively. Podsakoff, et al. (2009) states OCB

affects not only for the organization but also for

individuals. employees displaying OCBs will tend to

get better performance ratings from their leaders than

those who do not feature OCB. The OCBs employees

will be preferred and considered more favorable to

the organization. The leaders are aware that OCB

plays an important role in the success of an

organization. As a form of an employee's

commitment, it will assess the performance of

employees. Furthermore, a better employee

performance appraisal is often associated with

rewards, promotions, or bonuses. OCB has shown

some positive impact on employee performance and

ultimately leads to organizational effectiveness.

Based on the opinions of Dennis Organ (1997) and

Podsakoff, et.al. (2009), it can be stated that

Organizational Citizenship Behavior (OCB) has 8

dimensions or indicators as follows: Altruism,

Courtesy, Sportsmanship, Civic Virtue,

Conscientiousness, Organizational compliance,

Organizational loyalty, Self development.

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2.4 Employee Performance

Employee performance is work result of employees

both in quality and quantity in achieving the job

requirements provided. It is based on predetermined

work standards (Simamora, 2007: 500). It ,according

to Robbins, S.P. (2007: 145), is a measure of

effectiveness in achieving the goal. It is the ratio of

the effective output and the input required to achieve

the goal. So if a person has been accepted and placed

in a particular work unit he must be managed to show

his good performance. The leader must be responsible

for his performance. Meanwhile, according to Dessler

(2006: 87) stated that it is the comparison between the

actual achievement and the expected performance of

employees. The expected work performance is a

standard achievement arranged as a reference in

accordance with its position compared with the

standards made. In addition it can also show the

employee’s performance against the other employees.

Mathis and Jackson (2006) state that there are several

dimensions of performance, they are: Quantity,

Quality, Timeliness, Attendance, Ability to work

together. These dimensions, according to Gomes,

F.C., et.al. (2001) expand the dimensions of

employee’s performance based on: work quantity,

work quality, Job Knowledge, Creativeness.

Meanwhile, according to Bernarddin and Russel (in

Ruky, 2006: 15) performance is defined as the record

of outcomes produced on a specified job function

during the period. Bernarddin and Russell (1995)

proposed six primary criteria that can be used to

measure performance: Quality, Quantity, Timeliness,

Cost effectiveness, Need for supervision,

Interpersonal Impact. Soedjono (2005) mentions 6

criteria that can be used to measure the performance

of employees: Quality, Quantity, Timeliness,

Effectiveness, Self-reliance, and Work commitment.

Not all performance measurement criteria are used to

appraise l in an employee’s performance. It should be

adjusted to the type of work assessed.

The opinions of experts as an indicator of

employee’s performance in this research (Mathis and

Jackson (2006), Gomes, FC, et.al. (2001), Bernarddin

and Russel (1995), and Soedjono (2005) are

synergized. The indicators of employee’s

performance appraisal in the research are: work

quantity, work quality, timeliness, attendance, ability

to cooperation, job knowledge, creativeness, cost

effectiveness, need supervision, interpersonal impact,

outonomous, work commitment, and trust.

3 METHODOLOGY

3.1 Section Titles

According to Mohammad Nazir (2002:99) research

design is all the necessary processes in planning and

implementation research. In this design an image or

diagram is need to provide early clues to the clarity

of further research and to facilitate further data

analysis. This research is used to explore the

influence of latent variables : Person Organization

Fit, and Developing Expectancy on Organizational

Citizenship Behaviour and employess’s Peformance

of local water Companies in South Kalimantan

Province. This study identifies the causal relationship

between variables with explanatory survey method.

The definition of this survey method is limited to the

definition of the survey, where information is

collected form some populations as Burhan Bungin

(2009:112). It states that generally the definition of

the survey is limited to the definition of the sample,

in which information is collected from some

populations. The purpose of the survey are explaining

and studying the phenomenon with the relationship

of research variabels

3.2 Population and Sampling

The Population of this study is 1277 employees of

local water companies in south Kalimantan Province.

According to Harun Alrasyid Formula (1991:36)

Note :

N = number of Emplyee

Population n = sample size of

respondent

α = Risk (5%)

BE = Bound of Eror

Based on the Harun Alrasyid Formula, the size of

the respondent’s sample in this study is as follows :

Based on Harun Alrasyid Formula Calculation,

the size of the sample is at least 168 respondents.

The Inﬂuence of Person Organization Fit (POFit), and Developing Expectancy on Organizational Citizenship Behaviour (OCB) and

Employee Peformance of Local Water Companies in South Kalimantan Province

503

Furthermore, according to Ferdinand (2006) to

conduct analysis by using Structural Equation

Modeling (SEM), the respondent sample used must

meet the requirement form 100 to 200 respondents.

Thus the number of samples of 168 respondents has

met the SEM criteria.

The data used in this research are valid and

reliable. The type of data used is quantitative data that

measures the influence person organization fit and

Developing Expectancy on Organizational

Citizenship Behaviour, and employee’s performance

based on the size scale, the type of data used is

ordinal, interval, and ratio. Besides they contain the

elements of naming and sequence, they also have

significant and comparable interval properties. Data

sources in this research are primary data and

secondary data. Primary data are obtained directly

from the respondents through the questionnaire.

Meanwhile the secondary data are obtained from

other parties who have collected and published the

data first.

This study aims to explore and analyze the causal

relationship between exogenous and endogenous

variables both intervening and dependent endogen. It

also aims to check the validity and reliability of the

research instrument as a whole. Therefore, Structural

Equation-Model (SEM) analysis technique using

AMOS program package (Analysis of Moment

Structure) version 22.0 is used

3.3 Validity Test

Ghozali (2011) states that validity means the accuracy

of a measuring instrument in performing its function.

It has high validity if it performs its measuring

function well, or gives a measured result. According

to the purpose of the measurement, a valid measuring

instrument is not only able to disclose data accurately

but also provide a careful picture of the data. Being

careful means that the measurement is able to provide

a picture of the smallest differences of each subject.

Loading factor that has fulfilled the convergent

validity is when ≥ 0,5 (Ghozali, 2011).

3.4 Reliability Test

Realibility Test Besides validity, a measuring

instrument must also be reliable. It is reliable if it

gives consistent results. It can give relatively no

different results when the same subject is re-

measured. Reliability refers to the internal

consistency and stability of the value of a particular

measurement scale. It concentrates on the problem of

measurement accuracy and results. The approach

used to assess the magnitude of composite reliability

and variance - extracted from each construct is the

formulation as follows:

From the above formula, the Standard Loading is

obtained directly from standardized loading for

indicator (from AMOS calculation). €j is the

measurement error of each indicator. The score of this

extracted variance is recommended at a level of at

least 0.50 (Ferdinand, 2006). The limit score used to

assess an acceptable level of reliability is 0.60

(Nunully in Arikunto, 2003). If the research is

exploratory then the score below 0.60 is still

acceptable along with the empirical reasons seen in

the exploration process.

3.5 Hypothesis Testing

The research is about the Influence of Person

organization fit and Development Expectancy on

Organizational Citizenship Behaviour, and

employee’s Performance of Local Water Companies

(PDAM) in South Kalimantan Province. In

conducting hypothesis testing, the data obtained are

then processed in accordance with the needs of the

analysis. For the purposes of discussion, data

processed and presented are based on the principles

of descriptive statistics. Meanwhile for the purposes

of hypothesis analysis and testing it uses inferential

statistics. To test the hypothesis it uses multivariate

analysis with Structural Equation Model (SEM) by

using program of AMOS version 22.0. Test is done to

identify whether the proposed hypothesis can be

accepted by comparing probability score (p) with

significant level of α which is determined equal to

0,05. If the probability scores (P) is smaller than α

(0.05), then the hypothesis is acceptable. Vice versa,

if the probability score (p) is greater than the score of

α (0.05), then the hypothesis is not accepted.

However, prior to hypothesis testing, confirmatory

factor analysis is firstly done to see the dimensions

that can be used to form factors or constructs.

3.6 SEM Model Analysis

Statistical analysis of inferential data using the

Structural Equation Model (SEM) technique allows a

researcher to examine several dependent variables

with some independent variables (Ferdinand, 2006).

Thus the indixes that can be used to test the feasibility

of a model can be summarized in the following table.

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Table 1. Index Goodness of Fit

Goodness o

Cut Off Value

Index

Chi-square

≤ X

table

2. Probabilit

≥ 0.05

3. CMIN/DF

≤ 2.00

CFI

≥ 0.95

RMSEA

≤ 0.08

6. GFI

≥ 0.90

7. AGFI

≥ 0.90

TLI

≥ 0.95

Hypothesis testing is conducted by testing the

significance of regression based on F test at α = 0.05

on each coefficient equation, either directly or

partially. After testing the basic assumptions of SEM

and the test of conformity and statistical tests, the next

step is to modify the model that does not meet the

requirements of the tests done. After the model is

estimated, the residual must be small or close to zero.

The frequency distribution of the residual

covariance must be symmetric (Tabachnick and

Fidell, 2007). Hair et al. (1998) provides a guide to

consider whether modifications should be made to a

model or not by looking at a number of residuals

produced by the model. If the residual amount is

greater than 5% of all residual covariance, then

modification needs to be considered. If the residual

score is too large (> 2.58), then another way of

modifying is to consider adding a new path to the

estimated model.

4 RESULT AND DISCUSSION

4.1 Instrument Validity Test

Validity test instrument aims at discovering the level

of validity or degree of accuracy of the instrument

used in data collection. An instrument is valid if it is

able to measure what is desired, and can reveal the

data of the variables studied appropriately. The high

degree of validity indicates the extent to which the

data collected does not deviate from the description

of the variable in question. The validity of an item /

instrument indicator can be determined by comparing

the Pearson Product Moment correlation index on a

significance level of 95% degree of confidence with

a critical value r-table at the significance level of α =

5% on its degrees of freedom = n- (k + 1) = 105- (4 +

1) = 100 is 0.196

The Test Result of Validity and Reliability of the

Instrument can be Explained Below :

The result of Product Moment Correlation test on

variable Person Organization Fit (X

1) shows a

significant correlation indicated by the score table of

Pearson Product Moment correlation index value

which is greater than r-table so that instrument to all

indicators forming variable Person Organization Fit

1) is valid to test the hypothesis. The result of

Product Moment Correlation test on variable

Developing Expectancy (X

2) shows a significant

correlation indicated by the score table of Pearson

Product Moment correlation index value which is

greater than r-table so that instrument to all indicators

forming variable Developing Expectancy (X

2) is valid

to test the hypothesis. The result of Product Moment

Correlation Test on Organizational Citizenship

Behavior (Z) variable correlated significantly with

the score table indicated by the Pearson Product

Moment correlation index value, which is greater

than the r-table so that the instrument against all the

indicators forming the Organizational Citizenship

Behavior (Z) variable is valid to test the hypothesis.

The result of the test of the product moment

correlation on employees’ performance variable (Y)

shows a significant correlation. This is indicated by

the Pearson Product Moment score table correlation

index value that is greater than the r-table so that the

instrument of all indicators forming Employee

Performance (Y) is valid and can be used to test the

hypothesis.

4.2 Instrument Reliability Test

The aim of reliability test is to discover the

consistency of measuring instruments used. The

questionnaire as a measuring tool is consistent when

it gives the consistent results for repeatedly

measuring. Nunully in Arikunto (2003) states that an

indicator is considered reliable if the Cronbach alpha

value is > 0.60. The result of instrument reliability can

be seen as follows:

Table 2. The Result of Questionnaire Reliability

Variable

Reliability

Description

POFit

0,912

Reliable

Developing Expectanc

0,817

Reliable

OCB

0.930

Reliable

Employee Performance

0.959

Reliable

Table 2 shows that all variables tested are reliable

because each variable has the value that is greater

than 0.60. The conclusion is that the reliability value

The Inﬂuence of Person Organization Fit (POFit), and Developing Expectancy on Organizational Citizenship Behaviour (OCB) and

Employee Peformance of Local Water Companies in South Kalimantan Province

505

is categorized very high because it is in the range

above 0.80.

4.3 The Test of Confirmatory Factor

Analysis (CFA)

This section presents the results of preliminary

analysis before testing the full model of structural

equations (SEM). The latent variables in the research

model will be examined by discussing the level of

reliability in building the variables through the

Confirmatory Factor Analysis (CFA) model.

Confirmatory Factor Analysis (CFA) Test and

Convergent Validity Test are conducted to confirm

every indicator that has been made based on previous

research and existing theories is valid to explain the

construct of research variables consisting of Person

Organization Fit and Developing Expectancy,

Organizational Citizenship Behavior, and Employee

Performance. Confirmatory Factor Analysis (CFA)

test results meet criteria if Critical Ratio (CR) is >

1.96 with its Probability is 0.5.

The following is the result of the Confirmatory

Factor Analysis (CFA) test of the significance of each

loading value of the former indicator of Person

Organization Fit (X

1) construct.

Table 3. CFA Person Organization Fit (X1)

Indicator SLE

Descri

tion

Knowledge (X

1.1

) 0.721 fix fix

Valid

Skill (X

1.2

)

0.703

8.258 ***

Valid

Abilities (X

1.3

)

0.711

8.518 ***

Valid

Personal Needs (X

1.4

)

0.642

7.758 ***

Valid

Personal Value (X

1.5

)

0.690

8.235 ***

Valid

Table 3 above shows that the loading value factor

of Knowledge (X

1.1) is 0.721 greater than 0.5

meaning that the valid indicator can be applied to

measure the person organization fit construct.

Similarly, the loading value factor of skill (X

1.2) is

0.703, the loading value factor of abilities (X1.3) is

0.711, loading value factor of Personal Needs (X1.4)

is 0.642, and the loading value factor of personal

value (X

1.5) is 0.690. It is shown that all indicators

have the value loading factor greater than 0.5 which

means they are valid and can be applied to measure

the constructs of the person organization fit.

The following is the result of the Confirmatory

Factor Analysis (CFA) test of the significance of

each loading value of the former indicator of

Developing Expectancy (X

2) construct

Table 4. CFA Developing Expectancy (X2)

Indicator SLE

P Descri

tion

Feeling (X

2.1

) 0.639 fix fix Valid

PositiveThinking(X

2.2

) 0.701

7.721 ***

Valid

Motivation (X

2.3

) 0.641

7.206 ***

Valid

Table 4 above shows that the loading value factor

of Feeling (X2.1) is 0.639 greater than 0.5 meaning

that the valid indicator can be applied to measure the

Developing Expectancy construct. Similarly, the

loading value factor of Positive Thingking (X

2.2) is

0.701, the loading value factor of Motivation (X2.3) is

0.641. It is shown that all indicators have the value

loading factor greater than 0.5 which means they are

valid and can be applied to measure the constructs of

the Developing Expectancy.

This is the result of the validity test of the

significance of each loading value of each former

indicator of Organizational Citizenship Behaviour

Construct (Z).

Table 5. CFA Organizational Citizenship Behaviour (Z)

Indicator

SLE CR P Description

Altruism

(

)

0.629 7.071 ***

Valid

Courtes

(

)

0.639 7.213 ***

Valid

ortmanshi

(

)

0.641 7.206 ***

Valid

Civic Virtue

(

)

0.661 7.285 ***

Valid

Conscientiousness

(

)

0.720 7.844 ***

Valid

an Com

liance

(

)

0.701 7.711 ***

Valid

an Lo

alt

(

)

0.667 7.395 ***

Valid

Self Develo

ment

(

)

0.656

fix

Valid

Table 5 above shows that the loading factor value

of Altruism (Z

1) is 0.629 greater than 0.5 which

means that the valid indicator can be used to measure

the construct of Organizational Citizenship

Behavior. The value of loading factor of Courtesy

2.) is 0.629, the loading factor value of

Sportmanship (Z

3) is 0.639, the loading factor value

of Civic Virtue (Z

4) is 0.661, the loading factor value

of Conscientiousness (Z

5) is 0.720, the loading factor

value of Organizational Compliance (Z

6) is 0.701, the

loading factor value of Organizational Loyalty (Z

7) is

0.667 , and the loading factor value of Self

Development (Z

8) is 0.656. All indicators have the

loading factor values which are greater than 0.5.This

means that all the indicators are valid and can be

applied to measure the construct of Organizational

Citizenship Behavior.

Below is the result of the validity test of the

significance of each loading value of each former

indicator of the employees’ performance (Y).

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506

Table 6. CFA Employee Performance

Indicator SLE

CR P

Description

Quantity of Wor

0.598 Fix Fix

Valid

Quality of Wor

0.614

8.565 ***

Valid

Time Lines 0.763

6.307 ***

Valid

Attendance 0.671

5.758 ***

Valid

Ability to cooperat. 0.745

6.188 ***

Valid

Job Knowledge 0.747

6.171 ***

Valid

Creativeness

0.693

5.864 ***

Valid

Cost Effectiveness 0.680

5.799 ***

Valid

eed Supervision 0.623

5.390 ***

Valid

Interpersonal Imp. 0.767

6.232 ***

Valid

Outonomus 0.795

6.410 ***

Valid

Work Commitmen

0.698

5.870 ***

Valid

Trus

0.747

6.121 ***

Valid

Based on Table 6 above it can be explained that

the loading factor factor Quantity of Work (Y

.) is

0.598 greater than 0.5, which means that the indicator

is valid, can be used to measure construct Employee

Performance. Thus the value of loading factor Quality

of Work (Y

) is 0.614, Time Lines (Y

.) Is 0.763,

Attendance (Y

) is 0.671, Ability to Cooperation (Y

is 0.745, Job Knowledge (Y

) is 0.747, Creativeness

) is 0.693, Cost Effectiveness (Y

) is 0.680, Need

Supervision (Y

) is 0.623, Interpersonal Impact (Y

)

is 0.767, Outonomus (Y

) is 0.795, Work

Commitment (Y

) is 0.698 and Trust (Y

) is 0.747

which all indicators have a loading factor value

greater than 0.5. This means that all indicators

forming employee performance variable is valid and

can be used to measure the employee performance

construct.

4.4 Evaluation on the Criteria of the

Model

The following equation structure model is conducted

to discover the various assumptions required in this

study. It is also conducted to find out if there is the

need of modification of the Full Model. Based on

Table 7, it is known that the seven parameters of

goodness of fit index looks good, so the Model

Structure Equation modification can be seen in figure

1 below.

Figure 1. Structural Equation Model: Person Organization

fit and Develping Expectancy toward the Organizational

Citizenship Behaviour and Employees’ Performance

Table 7. Below shows the result of confirmatory factor

analysis on the value of goodness of fit index

Goodness of Cut off Resul

Evaluation

Fit Index Value Anal

sis Model

Chisquare ≤ X2tabel832.265 Goo

CMIN/DF ≤ 2,00 1.062 Goo

GFI ≥ 0,90 0.896 Mar

inal

AGFI ≥ 0,90 0.893 Mar

inal

CFI ≥ 0,95 0.956 Goo

TLI ≥ 0,95 0.952 Goo

RMSEA ≤ 0,08 0.082 Mar

inal

Based on Table 8 it is known that the four

parameters of the Goodness of Fit index are good,

and three parameters are marginal and therefore the

result of the Equation Structure Model can be used as

a basis for Assumption Testing in Structural Equation

Model (SEM).

4.5 Hypotesis Test of Structural

Equational Model

The following table is the result of the analysis of

hypothesis testing on the structural equation model of

Person Organization Fit and Developing

Expectancy on Organizational Citizenship

Behavior and Employee Performance.

The Inﬂuence of Person Organization Fit (POFit), and Developing Expectancy on Organizational Citizenship Behaviour (OCB) and

Employee Peformance of Local Water Companies in South Kalimantan Province

507

Table 8. Result of Hypotesis Test

Variabel Coef CR PValue Descr

POFit  OCB 1.326 10.298 *** Si

DE  OCB -0.197 -2.735 0.006

on si

POFit  EP 0.421 6.388 *** Si

DE  EP 0.105 1.844 0.065 Si

OCB  EP 0.438 6.319 *** Si

Based on Table 8, the results hypothesis testing

can be explained of as follows:

Hypothesis one (H1) State the Person

Organization Fit affect Significantly on the

Organizational Citizenship Behaviour. The path

coefficient marked positive 1.326 with value of C.R.

10.298 is greater than 1.96, and that probability value

is *** < α equal 5%, meaning that Person

Organization Fit has a significant effect on

Organizational Citizenship Behaviour. Hypothesis

two (H2) Developing Expectancy affects

insignificantly to Organizational Citizenship

Behaviour. The negative path coefecient is –0.197

with value C.R. equal to (-2.735) to be smaller than

1.96, and that probability value equal to 0.006 > α

equal 5% meaning that Developing Expectancy has

no significant effect to Organizational Citizenship

Behaviour. Hypothesis three (H3) State the Person

Organization Fit affect Significantly on the Employee

Performance. The path coefficient marked positive

0.421 with value of C.R. 6.388 is greater than 1.96,

and that probability value is *** < α equal 5%,

meaning that Person Organization Fit has a

significant effect on Employe Performance.

Hypothesis Four (H4) Developing Expectancy affects

significantly to Employee Performance. The positive

path coefecient is 0.105 with value C.R. equal to

(1.844) to be smaller than 1.96, and that probability

value equal to 0.065 < α equal 5% meaning that

Developing Expectancy has significant effect to

Employee Performance. Hypotesis five (H5) states

the Organizational Citizenship Behaviour affect on

Employee Performance. The path coeffiecent marked

positive 0.438 with C.R Value of 6.319 is greater than

1.96 and the probability value is is *** < α equal 5%,

meaning that Organizational Citizenship Behaviour

has a significant effect on Employee Performance.

The Research conducted on the subject of local

water companies employees in south Kalimantan

province show that Developing Expectancy which is

has no significant effect on Organizational

Citizenship Behaviour, but significant effect on

Employee Peformance. The finding show that

feeling, Positif Thingking, and motivation is not have

effect on Organizational Citizenship Behaviour

because Organizational Citizenship Behaviour in

local water companies employees in south

Kalimantan province is different they have other

expectancy on this job.

6 CONCLUSION

The perception of Person Organization Fit has a

positively significant effect on the Organizational

Citizenship Behavior, as it is shown from the test

result. If the perception of Person Organization Fit on

the Organizational Citizenship Behavior is well

applied to local water companies employee in south

Kalimantan, then the organizational citizenship

behavior will be better or fit. The Perception

Developing Expectancy to Organizational

Citizenship Behaviour of local water companies

employee in south Kalimantan is very low. As the

result, it can be stated the Developing Expectancy is

not significant and does not affect the organizational

Citizenship Behaviour on local water companies

employee in south Kalimantan. The perception of

Person Organization Fit has a positively significant

effect on Employee Performance, because it has been

verified. If the perception of Person Organization Fit

on Employee Performance is applied well to local

water companies employee in south Kalimantan, then

the performance of the employees will be better. The

perception of Developing Expectancy has a positively

significant effect on Employee Performance, because

it has been verified. If the perception of Developing

Expectancy on Employee Performance is applied

well to local water companies employee in south

Kalimantan, then the performance of the employees

will be better. The perception of Organizational

Citizenship Behavior significantly influences the

performance of local water companies employee in

south Kalimantan Province. Because it has been

verified. It means that if the perception of

Organizational Citizenship Behavior is applied

properly, then the performance of employees will be

better.

Some suggestions are recommended to the

owners and the coach. The coach is either the Mayor

or the regent needs to delegate some of his

authorithies on the selection of the requirement and

palacement of employees below the Board of

Directors. The employess need the Developing

Expectancy in this companies to make the

Performance will be better, and the leaders of local

BICESS 2018 - Borneo International Conference On Education And Social

508

water companies employee in south Kalimantan

Province can optimize Person Organization Fit.

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The Inﬂuence of Person Organization Fit (POFit), and Developing Expectancy on Organizational Citizenship Behaviour (OCB) and

Employee Peformance of Local Water Companies in South Kalimantan Province

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