Determinant of Organizational Citizenship Behaviour and the
Implication to Satisfaction and Retention Employees at Public
Hospital in Pandemic Covid-19
Nurul Fitriah
Doctoral Program of Public Administration, Faculty of Social and Political Sciences, Universitas Sriwijaya,
Bukit Lama, Ilir Barat I 30128, Palembang, Sumatera Selatan, Indonesia.
Keywords: Organizational Citizenship Behaviour, Satisfaction, Retention, Public Service
Abstract: A good organization in business or no business reach goal is to do various activities and will be faced the
amount of challenges. They could in the form of how integrate all activities in the organization to lead to the
achievement of goals, and how overcome problems that arise from environment external. Culture organization
becomes something that important and attached in manage organization. Organizational Citizenship Behavior
or OCB is behavior employees who are volunteer working that is exceeded from standard assigned task, to
help continuity organization in reach the goal, Robbin (2016). The problem is that the determinant of
organizational citizenship behaviour and the implications to satisfaction and retention employees at public
hospital in Pandemic. Therefore, this paper proposes a more determinant of Organizational Citizenship.
During the current pandemic experienced by Indonesian people Health Services Facilities needed an
employee culture organization in facing this situation. This article has been prepared using the three-step
method, beginning with browsing the literature. Next, find the main idea of each article. Finally, write in
paraphrase style, not in direct quotation. The results of this study are recommendations related to working
culture in public organization. With the paradigmatic concept of public service and Organizational Citizenship
Behavior can support the satisfaction and retention employees. The kind of determinant Organizational
Citizenship Behavior is important because it is very much in line with the culture of public service
organization in pandemic.
1 INTRODUCTION
Culture organization Becomes something important
and attached in managing organization.
Organizational Citizenship Behavior or OCB is
behavior employees who are volunteer work that
exceeds from standard assigned task to help the
company in reach the goals. Robbin (2016)
emphasize that cooperative behaviors and each other
which is outside formal condition important for
functioning organization. Behavior addition outside
the description profession in organization often called
as behavior citizenship in organization or
Organizational citizenship behavior (OCB).
According to Podsakoff, 1996 OCB influence
effectiveness organization. Organizational
Citizenship Behavior appears because there are many
factors which cause an employee to do OCB
(Warawan, 2013).
Organizational Citizenship Behavior (OCB) is
behavior individual which extra, which no by direct
or explicit could recognized in something system
formal work, and able Upgrade effectiveness function
organization. Shweta and Sriarang (2009) state that
OCB be marked with business in shape whatever
which done based on wisdom employee which give
benefit for organization without expect reward
whatever.
OCB is a form of voluntary activity from
members of the organization that supports
organizational functions. This behavior is usually
expressed in the form of actions that show
selflessness and concern for others. Employees who
have OCB will control their own behavior so that they
are able to choose the best behavior for the benefit of
the organization. Successful organizations need
workers who are willing to do more than their job and
seek to perform beyond what is expected by the
company. OCB behavior towards employees
452
Fitriah, N.
Determinant of Organizational Citizenship Behaviour and the Implication to Satisfaction and Retention Employees at Public Hospital in Pandemic Covid-19.
DOI: 10.5220/0011904900003460
In Proceedings of the 4th International Conference on Social and Political Development (ICOSOP 2022) - Human Security and Agile Government, pages 452-457
ISBN: 978-989-758-618-7; ISSN: 2975-8300
Copyright
c
 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

deserves special attention and appreciation so that
employees will continue to be motivated to do OCB.
These behaviors include helping colleagues, obeying
rules and procedures at work, volunteering for extra
assignments. (Novelia et al, 2016).
OCB's contribution is possible contributor or no
possible profitable in the future. The main thing is
increasing rewards to OCB is no direct and not sure,
compared with formal contributions such as high
productivity or good technique or innovative
solutions (Organ & Ryan, 1995). by In general, OCB
refers to behavior that is not is part from the employee
job description formally (for example, helping
colleague work ; polite to others), or employee
behavior no valued formally (Jex , 2002). Culture
organization in service health can too influence
quality something service. During the current
pandemic experienced Indonesian people Facilities
Health Services to be end spear in face situation
moment this.
Pandemic is global transmission of disease
emerging and reemerging infections that affect many
people, often cause many death and disturbing life
social and economic. Pandemic disease respiratory
tract caused by spread via droplet and interpersonal
contact (Jamison et al , 2017). Experience To do
treatment on condition pandemic potential cause
consequence period long and long term short for self
nurse, environment social and professional nursing
(Fernandes et al ., 2020).
2 CONCEPT AND HISTORY
The concept was first drawn from Barnard’s (1938)
concept on willing to cooperate and Katz’s (1964)
and Katz and Kahn (1966) difference between
innovative and spontaneous behaviour and
dependable role performance by organisation.
Although the concept OCBs initially did not having
substantial influence on the area, related and interest
concepts such as prosocial organisational behaviour
(O’Reilly and Chatman, 1986; George and
Bettenhausen, 1990), extra-role behaviour,
organisational spontaneity (George and Jones, 1997),
etc., have improved the concept rapidly during the
past few years. In 1983–1988, there were 13 papers
published on the concept between the six-year
periods, while there are more than 122 papers were
published on these topics during the six-year period
between 1993–1998. Meanwhile, during this period
there is also an increased interest in citizenship-like
behaviour and it is extended the area of organisational
behaviour into a different variety of disciplines and
domains including people management, labour and
industrial law (Cappelli and Rogovsky, 1998),
hospital and health administration (Bolon and Organ,
1990), community psychology (Podsakoff et al.,
1993), etc. According to Chen et al. (1998), the
conceptualisation of OCB commonly enters into the
ER equation. Researchers almost for more than 65
years have been paying attention in employee’s
cooperative types of behaviours. OCBs are common
and widespread form of behaviour in the working
area and always have a positive impact on the work
environment. It provides a frame of the mind for the
employee to demonstrate civic virtue behaviour when
they feel that they are encouraged and supported by
their top management. Koster and Sanders (2006)
indicated that these behaviours are characterised as an
individual’s attribute of the employee which
enlightens the reason why some employees behave
more considerately than others. Moreover, successful
organisations have employees who go much forth
from their basic responsibilities and freely give their
energy and time (job altruism) and contribute to the
smooth functioning of the organisation (Jahangir et
al., 2004). OCB is not specified by any contract or not
even expected by an average employee, this
behaviour is organisationally desirable because this
behaviour assist resource transformation, adaptability
and innovation in order to increase the organisation
efficiency as is shown by Turnipseed (1996). Most
recently, Lavelle (2010) indicated that demonstrating
of OCB entails personal motivations that go beyond
the need to demand something in return for being
treated fairly. Morrison (1994) theorised and proved
report showing that employees are most likely to view
OCBs when the employees have such behaviours as
in-role rather than extra-role behaviours and he
argued that when employees are more indeed to
engage in OCB they should more perceive it with in-
role behaviour rather than extra-role behaviour. The
organisation invests substantial amount of time,
money and resources to hire an employee. There is no
surprise the organisation loses the money and
resources that they had invested on the particular
employee when he leaves the organisation.
Concept of Organizational Citizenship Behavior
(OCB) or can also be called as behavior role extra
(extra-role) in organization is concept belonging to
new developed, however in practice has been done by
humans. The OCB concept was first introduced by
Organ in 1987 developed by character others. A
number of expert give definition about OCB.
According to Organ (1988) OCB is defined as
behavior free individual related by direct or explicit
with reward system, however could upgrade
Determinant of Organizational Citizenship Behaviour and the Implication to Satisfaction and Retention Employees at Public Hospital in
Pandemic Covid-19
453

effectiveness function organization in line with
Organ's opinion, Robbins (2006) also argued that
OCB is behavior performed by volunteer with free
choose, no becomes part from formal obligations, as
well as exceed condition work, join play a role in
success organization, support functioning
organization by effective, as well no by direct or
explicit recognized by the system formal award. Next
behavior the covers behavior help friend work,
orientation help employee new in department the
place work, mentoring supervisors with his duties, do
work extra if needed, and help solve problem in repair
products and procedures (Hoffman, 2007; Cardona, et
al., 2003).
Greenberg & Baron (in Sumiyarsih et al., 2012),
defines OCB as behavior that is informal, beyond
normal expectations of the organization and all it's in
the end could make well-being organization. OCB is
employee’s behavior in his contribution outside from
daily routine for interest organization. Furthermore,
Borman and Motowidlo (1993) stated that OCB can
upgrade performance organization (organizational
performance) because behavior is the "lubricant" of
machine social in organization. The interaction social
to members organization is became smooth, so reduce
happening disputes, and improve efficiency. OCB is
free and voluntary (Organ, et al. 2006).
Organisational Citizenship Behaviour (OCB),
characterised by individuals voluntarily extending
contributions that are above and beyond their
respective job duties, is regarded as a factor
influencing an organisation’s effectiveness (Organ
1990). Organ (1988) proposes that there is no perfect
management system and that it is not possible to
effectively reach organisational goals if staff
members perform only their own work. A better
management system must encourage extra behaviour
that enhances organisational effectiveness. This extra
behaviour is called OCB. OCB is defined as
‘individual behaviour that is discretionary, not
directly or explicitly recognised by the formal reward
system and that in the aggregate promotes the
effective functioning of the organisation’. In these
uncertain times, it is important for hospital
administrators to deeply understand the concept of
OCB and to attempt to retain employees capable of
exhibiting such behaviour (Bolon 1997). Nurses
account for the largest group of health care
professionals offering direct patient care in hospitals
and the quality of care for hospital patients is strongly
linked to nursing staff performance metrics
(Hassmiller & Maureen 2006). According to the
notion of the service-profit chain (Heskett et al.
1994), employees’ ability to extend quality service
will strengthen customer satisfaction especially in
pandemic.
OCB is behavior extra employees, namely mark
plus employee performed on base will employee
alone for give contribution to organization. In other
words OCB is behavior choice individuals
(employees) who do with volunteer for work
profession outside formal requirements of workers,
which in the end effective Upgrade well-being
organization. According to Organ (2006) OCB is
behavior individual who is free (discretionary), no
related by direct or explicit with system awards as
well as could Upgrade efficiency and effectiveness
functions organization.
Aspects that can becomes size for evaluate is a
employee own OCB behavior or not. According to
Organ (2006), includes :
(1) Behavior help (altruism). Behavior help
related with readiness employee for want to help or
help other employees without there is coercion.
(2) Habits social (civic virtues). Behavior habit
social related with concern employee to continuity
future life organization. This thing could showed
through willingness employee for support
organizations, such as willing for represent
organization follow meetings outside office hours on
name organization.
(3) Ethos work (conscientiousness). Ethos work
related with readiness employee for To do
performance that exceeds minimum standards. This
thing showed through willingness employee for give
mark plus with To do profession exceed specified
requirements.
(4) Behavior appropriate and courteous. Behavior
appropriate and polite related with behavior volunteer
employees for lighten up problem about profession
colleague work. This thing showed with behavior
willing employees for To do guidance or consultation
for employees who experience difficulty in work
work, effort for avoid happening conflict that can
cause problem in organization.
(5) Tolerance to things that are less than ideal
(sportsmanship).
Government center and region since beginning
March 2020 issued various continued policy with set
Large Scale Social Restrictions (PSBB). Large Scale
Social Restrictions (PSBB) is policy that government
issued through Regulation Government Number 21 of
2020 concerning Restrictions Social Scale Big In
frame Acceleration Handling Corona Virus Disease
2019 (COVID-19). Large Scale Social Restrictions
(PSBB) is restrictions activity certain resident in a
suspected area infected with Corona Virus Disease
2019 (COVID-19) so appearance for prevent
ICOSOP 2022 - International Conference on Social and Political Development 4
454

possibility spread of Corona Virus Disease 2019
(COVID-19). This PSBB policy then next with
Enforcement Restrictions Emergency Community
Activities (PPKM) implemented since take effect on
July 3, 2021, in the middle soaring Covid-19 cases.
Emergency PPKM applied in 48 districts / cities that
have registered mark assessment level 4 where the
city of Palembang is included in the Implementation
of Emergency PPKM since end month July until early
September 2021. The implementation of Work From
Home is carried out every year moving employee
serviced make public but for essential sectors as
House sick no apply. Increase Covid-19 cases make
House sick covid referral for add total The place
Sleep in serve Covid-19 patient, this naturally impact
will increase total Source Power Man specifically
nurse in serve Patient take care stay at Covid 19 so
recruitment power. Covid volunteers continue carried
out which resulted in filtered power only prioritized
have registration letter, fresh graduate and not yet
own experience work because recruitment and
personnel who have there is currently to do isolation
independent in the middle increase total treated
patients due to Covid 19.
3 CONCLUSIONS
This has necessitated the nurses to go an extra mile
reflecting a sense of responsibility towards patients,
colleagues, hospitals, society, and nation and
discharge their duties performing activities beyond
the formal job descriptions, formal reward system, or
direct and explicit recognition. In the present study,
the researchers have empirically investigated the
nature, extent, and mechanism of the impact of
variables transformational leadership, job
satisfaction, and emotional intelligence that lead to
nurses displaying the organizational citizenship
behaviour at this unprecedented juncture of time in
Indonesia.
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