The Determinants of Organizational Citizenship Behavior and Job Satisfaction and Their Implications on Nurse Performance in the Impatient Room of Abdul Wahab Sjahranie Regional Public Hospital Samarinda

The purpose of this study is to analyze the influence of organizational culture, career development, and competence, toward organizational citizenship behavior, job satisfaction and nurse performance at the Abdul Wahab Sjahranie Regional Public Hospital Samarinda. This study uses survey techniques by distributing questionnaires. Then the data obtained is processed by Partial Least Square (PLS) method using Smart PLS. The population of this study is all nurses in the inpatient room at the AW Sjahranie Regional Public Hospital Samarinda, totaling 201 nurses. The sample of this study are 201 nurses. From the study results, it can be seen that organizational culture and job satisfaction have insignificant positive effect toward organizational citizenship behavior. Career development has insignificant negative effect on citizenship behavior. Competence has a significant and positive effect toward organizational citizenship behavior. Organizational culture has insignificant and positive effect toward job satisfaction. Career development has a significant and positive effect toward job satisfaction. Competence has insignificant negative effect toward job satisfaction. Organizational culture and job satisfaction have significant and positive effect on performance. Career development, competence and organizational citizenship behavior have insignificant positive effect on performance.


Organizational Culture and Job Satisfaction
explained that the founders of the organization can be the main source of organizational culture. Corporate culture provides guidance to an employee in working, interacting with his group, with systems and administration, and interacting with his manager. Rogga (2001) stated that organizational culture can enchance job satisfaction of employee. Organizational culture has been indicated to present an important role in job satisfaction (Adkins & Caldwell, 2004;Johnson & McIntyre, 1998;Lund, 2003). Certain cultural elements are more valuable toward job satisfaction than other variables (Egan et al., 2004;Lund, 2003;Macintosh & Doherty, 2005). Dessler (2000) argued that career planning & development provide satisfaction, personal development, and quality work life for employees. Training and development provide benefits such as employee satisfaction, increased enthusiasm, higher retention rates, lower turnover, improvements in employee withdrawals, better outcomes, and the fact that satisfied employees will produce satisfied customers (Ekayadi, 2009). Bogner and Thomas (2014) stated that competence is a special skill and knowledge that is directed towards achieving upper level of satisfaction. Haerani (2003) stated that a worker will have a relatively high job satisfaction and achievement if he has good competence, while workers who have low competence will have a low pattern of job satisfaction and performance. Individual competence has a positive impact toward job satisfaction, work motivation, and performance (Yukl, 2007).

Organizational Culture and Performance
Four factors of corporate culture (integrity, professionalism, exemplary, respect for human resources) together influence the six service productivity indicators, which include (1) work ethic, (2) alignment with customers, (3) ability to deal with customer's problems, (4) customer satisfaction, (5) qualified and capable employees and (6) improving quality, services and processes. The more effective corporate culture is applied, the more it will improve service productivity (Aluko, 2003;Eoh, 2001).

Career Development and Performance
Employee performance is much influenced by management's attention to the needs of employees (Holland & Gottfredson, 2009). One of them is a job position that suits their talents, interests and abilities, so that it becomes the main reference in employee career development. Trivellas et al. (2015) stated that the primary implication of the accounting managers is that employees are more likely to achieve higher job performance and subsequently effectiveness, as a result of strengthened general competencies. Thus, specific directions for managerial action have been derived. Sofyan, et al. (2016) also stated that there was a positive influence of career development on performance. Ley et al. (2007) Vol.11, No.27, 2019 3 organizational goals can be achieved. Competence affects employee performance. Robbins and Coulter (2009) stated that job satisfaction is a determinant of OCB. Satisfied employees will express positive things about the company, help other colleagues, and exceed formal work expectations. The willingness of employees to participate in organizations usually depends on what goals they want to achieve by joining the organization concerned (Rochmania, 2012). Workers with high levels of job satisfaction are more likely to be engage in OCB. Furthermore, individuals with higher levels of job satisfaction demonstrate deceased propensity to search for another job, and a decreasing propensity to leave (Jahangir, 2004). Robbins and Judge (2015) showed that organizations with employees who have good OCB will have better performance. Ahdiyana (2009) showed that positive behavior of employees through OCB is able to support individual performance and organizational performance for better organizational development.

Job Satisfaction and Performance
Job satisfaction is defined as a pleasant state or positive emotion that results from the assessment of a person's work or work experience. Job satisfaction results from employees' perceptions of how well their work can provide what they consider important. Five aspects of job satisfaction are measured by the Job Descriptive Index, namely the work itself (related to responsibility, interest and growth); quality of supervision (related to technical assistance and social support); relationships with colleagues (related to social harmony and respect); promotion opportunities (related to opportunities for further development); and payments (which are related to adequate payments and perceptions of fairness) (Luthans, 2002). Better performance typically leads to higher economic, sociological, and psychological rewards (Lawler & Porter, 1967). If these rewards are seen as fair and equitable, then improved satisfaction develops because employees feel that they are receiving rewards in proportion to their performance. On the other hand, if rewards are seen as inadequate for one 's level of performance, the dissatisfaction tends to rise. In either case, the level of satisfaction leads to either greater or lesser commitment, which then affects effort and eventually performance again. The result is a continuously operating performance satisfaction effort loop.

III. Data and Research Method 3.1 Population and Sample
This study uses survey techniques by distributing questionnaires. The data obtained is processed by statistical methods using Smart PLS software. Data analysis using Partial Least Square (PLS) method. This research is explanatory research which aims to test a theory or hypothesis. The population of this study is all nurses in the inpatient room at the AW Sjahranie Regional Public Hospital Samarinda, which numbered 201 nurses. The sampling technique is purposive sampling. The sample in this study were all nurses in the inpatient room of the AW Sjahranie Regional Public Hospital Samarinda.

Data Analysis
The data analysis technique used is Partial Least Square (PLS) method. This study uses survey techniques by distributing questionnaires. The indicators of the research variabel can be seen in Table 1.

Composite Reliability
The reliability of all constructs can be seen from the composite reliability value as shown in Table 3. Based on Table 3, the composite reliability value of all constructs > 0.70, so it is reliable.

The Goodness of Fit Model
Examination of the model can be seen from the value of R 2 (R-square) as shown in Table 4, meaning that the model can explain the influence of exogenous variables on endogenous variables.  Vol.11, No.27, 2019

Hypotheses Testing Results
Hypotheses test is done by t-test on each path of partial direct influence. The complete analysis results can be seen in Table 5.

V. Discussion
Based on the results of the analysis, the results of hypotheses testing are obtained as follows: 1) The coefficient value of the influence of organizational culture on OCB is 0.184 and p-value 0.072 > 0.05 so that organizational culture has insignificant positive effect on OCB. This result shows that the organizational culture variable (measured through aggressiveness as an indicator with the highest value), has not been able to encourage the optimization of OCB (measured through the behavioral dimension as the highest value indicator). 2) The coefficient value of the influence of career development on OCB is -0.039 and p-value 0.684 > 0.05 so that career development has insignificant negative effect on OCB. This result indicates that career development variable (measured through job appraisal as indicator with the highest score) has not been able to encourage the optimization of OCB.
3) The coefficient value of the influence of competence on OCB is 0.497 and p-value 0.003 < 0.05 so that competence has significant positive effect on OCB. This result shows that competence variable (measured through problem solving as an indicator with the highest score) is able to encourage the optimization of OCB. 4) The coefficient value of the influence of organizational culture on job satisfaction is 0.121 and p-value 0.191 > 0.05 so that organizational culture has insignificant positive effect on job satisfaction. This result indicates that organizational culture has not been able to encourage optimization of job satisfaction (measured through satisfaction with promotion as an indicator with the highest score). 5) The coefficient value of the influence of career development on job satisfaction is 0.561 and p-value 0.000 < 0.05 so that career development has a significant positive effect on job satisfaction. This result shows that career development variable is able to encourage optimization of job satisfaction. 6) The coefficient value of the influence of competence on job satisfaction id -0.049 and p-value 0.580 > 0.05 so that competence has insignificant negative effect on job satisfaction. This result shows that competence has not been able to encourage optimization of job satisfaction. 7) The coefficient value of the influence of organizational culture on nurse performance is 0.227 and p-value 0.007 < 0.05 so that organizational culture has a significant positive effect on nurse performance. This result shows that organizational culture is able to encourage optimization of nurse performance (which is measured through knowledge as an indicator with the highest value). 8) The coefficient value of the influence of career development on nurse performance is 0.017 and p-value 0.840 > 0.05 so that career development has insignificant positive effect on nurse performance. This result shows that career development variable has not been able to encourage the optimization of nurse performance. 9) The coefficient value of the influence of competence on nurse performance is 0.020 and p-value 0.822 > 0.05 so that competence has insignificant positive effect on nurse performance. This result shows that competence has not been able to encourage the optimization of nurse performance. 10) The coefficient value of the influence of job satisfaction on OCB is 0.161 and p-value 0.127 > 0.05 so that job satisfaction has insignificant positive effect on OCB. This result shows that job satisfaction has not been able to encourage the optimization of OCB. 11) The coefficient value of the influence of OCB on nurse performance is 0.163 and p-value 0.080 > 0.05 so that OCB has insignificant positive effect on performance. This result shows that OCB has not been able to encourage the optimization of nurse performance. 12) The coefficient value of the influence of job satisfaction on nurse performance is 0.422 and p-value 0.000 < 0.05 so that job satisfaction has a significant positive effect on nurse performance. This result shows that job satisfaction can drive the nurse performance.

VI. Conclusion and Recommendation
The results of this study can be summarized as follows: 1) Organizational culture, job satisfaction have insignificant positive effect on organizational citizenship behavior. 2) Career development has insignificant negative effect on organizational citizenship behavior.
3) Competence has significant positive effect on organizational citizenship behavior. 4) Organizational culture has insignificant positive effect on job satisfaction. 5) Career development has a significant positive effect on job satisfaction. 6) Competence has insignificant negative effect on job satisfaction. 7) Organizational culture, job satisfaction have significant positive effect on performance. 8) Career development, competence, Organizational citizenship behavior have insignificant positive effect on performance. Suggestions based on the results of this study are as follows: 1) Awards need to be given to employees who have good performance appraisals to encourage employees to have better behavior in Organizational Citizenship Behavior (OCB). 2) The social system stability which is the social glue of the organization with employees, needs to be improved through the provision of standard operating procedures. 3) Evaluation of employee development activities needs to be carried out continuously, as a consideration in carrying out further development activities, thus giving an impact on improving performance.