Organizational Citizenship Behavior and Employee Job Satisfaction:

An Empirical Inquiry from Private Hospitals

Winarto

and Jon Henri Purba

Faculty of Economics, the Methodist University of Indonesia, Medan –Indonesia

Keywords: Organizational Citizenship Behaviour, Job Satisfaction, Employees

Abstract: Both organizational citizenship behaviour and job satisfaction have been acknowledged as prominent

constructs in the organizational behaviour field. This research aims to describe the level of organizational

citizenship behaviour and job satisfaction in health service institution, especially private hospitals. Using a

purposive sampling technique; this research conducted a survey among employees in two private hospitals

in Medan. A self-reported questionnaire has been used to collect the data from the respondents. The data

analysis revealed that the organizational citizenship behaviour and employee job satisfaction were relatively

above the average, which may foster service quality, service delivery to the public, as well as employee and

organizational performance. This paper also offers managerial implications and suggestions for future

inquiries.

1 INTRODUCTION

Health service quality becomes one of the priorities

in Indonesia development. The government provides

a variety of public services to support health

programs and the success of public health

development. In order to reach the goals, the

government asks all stakeholders to offer excellent

health service quality for society. Hospitals as one of

health institutions are encouraged to provide health

services to the community, especially to make it

easier for the community to get health services;

provide protection for patient safety, community,

hospital environment and human resources in

hospitals; improve quality and maintain hospital

service standards; and provide legal certainty to

patients, communities, hospital human resources,

and hospitals.

Hospitals have challenges to manage their human

resources and their employees in order to support the

goals. They have a big role for delivering excellent

health services and enhancing organizational

performance in general. Therefore, hospitals need to

make sure their employees’ job satisfaction as it is

related to individual performance. In addition, by

improving employees’ job satisfaction, the

employees are willing to work above the

expectations and standards. These behaviours are

voluntarily displayed by the employees depending

on personal choice without a written role and

contract. This is called organizational citizenship

behaviours concept (Hereinafter called OCBs). The

concept is a significant factor that can contribute to

the organization performance and sustainability

(Bateman and Organ, 1983; Foote and Tang, 2008).

Organ (1988) defined organizational citizenship

behaviours as “individual behavior that is

discretionary, not directly or explicitly recognized

by the formal reward system, and that in the

aggregate promotes the effective functioning of the

organization”. The concepts gains many attentions

from organizational behaviours researchers in order

to understand the nature, the antecedents and the

consequences (Organ, Podsakoff and MacKenzie,

2006).

The purpose of the research is to describe the

level of job satisfaction and organizational

citizenship behaviour among hospital employees in

2 private hospitals in Medan. The following parts

will explain the theoretical framework, the research

methods, results and discussion, as well as the

conclusions.

Winarto, . and Purba, J.

Organizational Citizenship Behavior and Employee Job Satisfaction: An Empirical Inquiry from Private Hospitals.

DOI: 10.5220/0009507808390842

In Proceedings of the 1st Unimed International Conference on Economics Education and Social Science (UNICEES 2018), pages 839-842

ISBN: 978-989-758-432-9

839

2 THEORICAL FRAMEWORK

The theoretical framework explains two concepts

that are used in the research; job satisfaction and

organizational citizenship behaviours.

Job satisfaction concept has been acknowledged

as a complex and multidimensional concepts which

cover cognitive, affective and behaviour aspects and

has been influenced by individuals aspect (e.g.

personality, motivation, values, perceptions ), and

team process or group dynamics (e.g.

communication, conflict, and leadership style)

(Robbins and Judge, 2013; Omar and Hussin, 2013).

To measure job satisfaction concept, previous

literature has been using a single global rating and

the summation of job facets (Robbins and Judge,

2013). The single global rating means that

researchers only ask one question, are you satisfied

with your job? The summation of job facets, on the

other hand, measures the details of the job

dimensions. For example, Okpara (2004) identifies 5

job satisfaction dimensions, that is related to salary,

promotion, supervision, job itself, and colleagues.

On the one hand, when employees have positive

ratings, they will have high job satisfaction. On the

other hand, if employees have negative scores on

their ratings, they will have low job satisfaction

(Robbins and Judge, 2013). Employees who are

satisfied with their job will tend for speak positive

about organization, help colleagues with their works,

and will do something that exceeds beyond normal

states (Mohammad, Habib and Alias, 2011)

The next concept that is used in this research is

organizational citizenship behaviours. This concept

is believed as behaviour that can give positive

impact for the organizational performance and

improve efficiency (Podsakoff et al., 2000), and it

has 7 dimensions: Helping Behaviour,

Sportsmanship, Organizational Loyalty,

Organizational Compliance, Individual Initiative,

Civic Virtue, and Self Development.

The first dimension is helping behaviour. It

means individuals behaviour that helps colleagues in

work to complete task in a voluntary manner. This

dimension has been considered as an important

dimension in organizational citizenship behaviour

concepts. The second dimension is sportsmanship.

The dimension is interpreted as the willingness to

tolerate discomfort that is not inevitable and to work

without complaint. The third dimension is

organizational loyalty. This dimension is related to

the willingness to promote, protect, commit, and

defend organization to any external threats. In

addition, the employees also are loyal to the

organizations in difficult conditions.

The fourth dimension is organizational

compliance. It means the employees internalize,

comply and accept organization rules and procedure,

even when someone is not watching or monitoring

them. The fifth dimension is individual initiative. It

means voluntary behaviour related to enthusiasm for

creatively and innovatively thinking and asking for

task improvement and the organizational

performance. The employees also encourage others

to do similar things.

The sixth dimension is civic virtue. It means the

interest to participate in organization, indicated by

willingness to participate in organizational activities,

monitor threats and opportunities from environment

external change for organizational improvement.

The last dimension is self-development. It means the

willingness to improve knowledge, expertise and

ability in a voluntary manner.

3 RESEARCH METHOD

The research aims to describe the level of job

satisfaction and organizational citizenship behaviour

among private hospitals employees in Medan. The

respondents were medical and non-medical

employees in two private hospitals. We used a

purposive sampling technique where the respondents

were selected based on some criteria (Zikmund et

al., 2010): medical or non-medical employees, and

have been working for at least 6 months. The total

respondents of this study were 220 employees, with

a composition of 55% female employees, and 45%

male employees.

There are 5 empirical indicators used to measure

job satisfaction (Braun et al., 2013; Foote and Tang,

2008). Examples of the indicators: I enjoy my work;

My work does not make me bored; I will continue to

work. Meanwhile, organizational citizenship

behaviour has 7 empirical indicators. Some

examples are as follows: Helping coworkers and

clients with sincerity and joy; doing work without

complaining.

Table 1: Criteria/Class

Criteria

Cate

4.21 – 5.00 Very High

3.41 – 4.20 Above Average

2.61 – 3.40 Average

1.81 – 2.60 Below Average

1.00 – 1.80 Very Low

We use a descriptive technique to analyse the

data. Table 1 above illustrates the group category

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

840

that will be employed to categorize the average and

group it. It ranges from Very High category to Very

Low category.

4 RESULTS

This part describes the data and statistical analysis

based on the descriptive statistic. The following

table (Table 2) below depicts the respondents’

characteristic based on the gender and the employee

types: medical or non-medical employees.

Table 2: Respondents Characteristic

Gende

pes

Male 98 Medical 118

Female 122 Non-Medical 102

Total 220 Total 220

Based on the table above, the number of male

employees is 98 persons (45%), while the number of

female employees is 122 persons (55%). Moreover,

the number of medical employees on this survey is

118 persons (54%), while the number of non-

medical employees is 102 persons (46%).

The descriptive analysis is explained from the

questionnaire which has been filled by the

employees. Table 3 below summarizes the finding of

the descriptive analysis.

Table 3: Descriptive Analysis - Job Satisfaction

No Empirical

Indicators

Average Category

1 Continue the

job

3.76 Above

average

2 The job not

boring

3.85 Above

average

3 Satisfied with

my leader

3.87 Above

average

4 Satisfied with

unit placement

3.82 Above

average

5 Satisfied with

the job

3.90 Above

average

Total Average 3.84 Above

average

The job satisfaction concept is measured by five

indicators. The descriptive analysis shows that the

average of each item is classified on the fourth

category; 3.41 – 4.20 or Above Average. Generally,

the total average is 3.84, and classified on the Above

Average category.

Table 4 illustrates the descriptive analysis of

organizational citizenship behaviour concept. It is

measured by seven indicators. The descriptive

analysis shows that the average of each item is

classified on the fourth category; 3.41 – 4.20 or

Above Average. Overall, the total average is 3.83,

and the category is Above Average.

Table 4: Descriptive Analysis – Organizational

Citizenship Behaviour

No Empirical

Indicators

Average Category

1 Help coworkers

and clients

3.87 Above

average

2 Work without

complaints

3.80 Above

average

3 Promote and loyal

to organization

3.77 Above

average

4 Comply and

organization rules

and procedure

3.67 Above

average

5 Enthusiasm,

Creative and

innovative for

organization

3.89 Above

average

6 Participate in

organizational

activities

3.96 Above

average

7 Willingness to

improve

knowledge,

expertise and

ability

3.85 Above

average

Total Average 3.83 Above

average

5 CONCLUSIONS

The research aims to describe the level of job

satisfaction and organizational citizenship behaviour

of private hospital employees in Medan. The

descriptive analysis shows that employees have an

above average level on both job satisfaction and

organizational citizenship behaviour. This means

that private hospital employees are satisfied with

their overall job, although the ratings still can be

improved. They also have an above average level of

organizational citizenship behaviour. When the

Organizational Citizenship Behavior and Employee Job Satisfaction: An Empirical Inquiry from Private Hospitals

841

behaviour is transformed and reflected into daily and

routine activities, the organization will obtain

benefits from it.

This research has limitations, however. Firstly,

the research measured both concepts once, and used

a cross-sectional method. For the next inquiry, it is

suggested to measure the job satisfaction and

organizational citizenship behaviour for several

times. Thus, it is a longitudinal approach. Secondly,

this research used a self-reported questionnaire

which could have a bias. The future research can

employ different research instruments/sources which

can be used to triangulate the responses from the

respondents/sources. Lastly, future research could

conduct a cause-effect research to examine the

relationship between job satisfaction and

organizational citizenship behaviour.

ACKNOWLEDGEMENT

The authors would like to thank to the Directorate of

Research and Community Service, Ministry of

Research, Technology and Higher Education that

has given funding for the research in 2018, and also

for the Methodist University of Indonesia.

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