2.1 Organizational Citizenship Behavior (OCB)
Robbins and Judge (2013) defines OCB as a choice behavior that does not form part of an employee’s formal work obligations, but supports the effective functioning of the organization. Internal organs (Gao & He, 2017) explain OCB is a behavior that is an individual choice and initiative, not related to the organization’s formal reward system but in an aggregate way to increase organizational effectiveness, this is supported by the opinion of According to Pourkiani et al. (2014, p. 283), OCB has many dimensions. These authors reported the following dimensions: organizational commitment, chivalry, relief behavior, organizational obedience, civic virtue, individual initiative, self improvement, social costume, self satisfaction, personal development, altruism, consciousness, effective and active assistance, persisting with extra effort and enthusiasm, defending and supporting organizational objectives, social manner. OCB according to (Gibson et al., 2011) consists of Altruism, Conscientiousness, Spormanship, Civic Virtue and Courtesy. Meanwhile, according to Organ, Podsakoff, and MacKenzie (2005) OCB consists of Altruism, Courtesy, Conscientiousness, Spormanship, Civic Virtue, Cheerleading, and Peacemaking.
Furthermore according to Podsakoff et al., In Munawir et al. (2019) OCB measuring instruments namely Conscientiousness, Altruism, Civic Virtue, Sportmanship, and Courtesy.
Based on the explanation above it can be synthesized that OCB is an organizational behavior in the form of voluntary employees to do extra work which includes altruism, conscientiousness, sportmanship, courtessy and civic virtue.
2.2 Transformational Leadership
Colquitt, Lepine, Wesson, and Gellatly (2011) leadership is defined as the use of power and influence to direct the activities of subordinates towards achieving the goals of the organization. Furthermore according to Robbins and Judge (2013) that leadership is an attitude to influence the group in order to achieve a predetermined organizational goal.
Meanwhile, according to Al-Hussami, M, 2008, transformational leadership is defined as a leader who changes the values, needs, aspirations, priorities of followers and also a leader who motivates their followers to exceed expectations.. From the understanding that has been stated by several experts above, it can be concluded that the transformational leadership style is a process of influencing influence between leaders and employees where the leader provides motivation so that employees are able to complete their tasks above the minimum requirements set by the company. Researchers have identified that transformational leadership is pertinent to the academicians of higher education, i.e. transformational instructor – leadership (Balwant, 2016).. Robbins and Judge (2013) explained that there are
Inspirational motivation, Intellectual stiulation, and Individualized consideration.
Meanwhile, according to Podsakoff et al., (2000), tates that there are six dimensions namely Articulating a vision, Fostering the shared group goals, Providing an appropriate model, Having high expectation of followers' performance, Providing individualized consideration and Intellectual stimulation. In this study the dimensions used are according to Robbins &
Judge (2013), namely Idealized influence, Inspirational motivation, Intellectual stiulation, and Individualized consideration. The results of previous studies conducted by (Rodrigues
& Ferreira, 2015), (Choudhary et al., 2016) and (Lee, Woo, & Kim, 2018) revealed the results that there was a positive and significant relationship between transformational leadership styles and OCB. In addition, research from (Irshad and Hashmi, 2014; Lian and Tui, 2012; Ahmed, 2012), explains that transformational leadership style affects OCB by 31.5% and the rest is influenced by other factors. On the other hand, research conducted by The literature review reveals that numerous revisions have been undertaken regarding the connection between transformational leadership and OCB (Bass, 1985; Burns, 1978;
).
2.3 Organizational Culture
Deery et al., (2016), OCB is an individual contribution that causes higher performance.
Tharp (2009) acknowledges organizational culture as an important aspect for space planners.
Then, he analyzes the 4 types of organizational culture, which are knows as: Control (hierarchy), compete (market), collaborate (clan) and create (adhocracy).. Thus, the success of an organization highly depends on the types of organizational cultures that are being practiced by the organizations (Ezirim, Nwibere, & Emecheta, 2012; Habib, Aslam, Hussain, Yasmeen, & Ibrahim, 2014). Furthermore, according to Carmeli (2005) examined the influence of five dimensions of organizational culture (i.e. job challenge, communication, trust, innovation and social cohesiveness) on employees’ withdrawal intentions and behavior and he found that an organizational culture that provides challenging jobs diminishes employees’ absenteeism and withdrawal intentions from the occupationFrom the understanding that has been explained, it can be concluded that organizational culture is a combination of values, habits, beliefs, attitudes and actions that become the identity of the organization, refers to the same system and distinguishes it from other organizations or companies. Then there are several types of organizational culture according to Colquitt et al., (2019), namely the first Fragmanted culture, Mercenary culture, Network culture, and communal culture.
MacIntosh & Doherty (2008) states that are dimensions appeared to be consistent with at least one of the cultural values represented in the OCP, OCI and/or OCAI organizational culture survey frameworks; namely, connectedness, formalization, work ethic, sales, organizational presence, and creativity.
Robbins & Judge (2013) states that there are seven dimensions of organizational culture, namely innovation and the courage to take risks, attention to details, results orientation, people orientation, team orientation, aggressiveness and stability. While Hofstede (2011) in collaboration with Bob Waisfisz classifies organizational culture in eight dimensions, namely Hofstede’s Multifocus Model. It conveys the six autonomous dimensions and there are two semi autonomous dimensions. Hofstede defines organizational culture as the way in which members of an organization relate to each other, to their work and to the outside world in comparison to other organizations. The Dimensions enables a tangible alignment of Organizational Culture and Strategy. Hofstede’s six autonomous dimensions are well knows as these dimension of: means-oriented versus goal-oriented, internally driven vs.externally driven, Easygoing work discipline vs. Strict work discipline, Local vs. Professional, Open system vs. Closed system, Employee-oriented vs. Work-oriented. And the semi-autonomous
Commented [D1]: Byk sitasi ats buku nya Robbins, sebaiknya gunakan journal.
with organization. In this study the dimensions used are innovation and courage to take risks (initiative, risk taking), attention to details (accuracy, analysis), results orientation (focus on results), people orientation (effect of management decisions on people in the organization), orientasitim (work activities on teams rather than individuals), and aggressiveness (aggressive, competitive).
The results of previous studies conducted by Ebrahimpour, H., Zahed, A., Khaleghkhah, A., & Sepehri, M. B. (2011), explain the influence of organizational culture on OCB. The results of this study are supported by Ryu, E.; Ryu, B (2015) and research from Zeyada (2018) which explains the positive and significant influence between organizational culture on OCB.
Research Hypothesis
H1: There is an influence of transformational leadership on OCB H2: There is an influence of organizational culture on OCB 3. Research Methodology
This research was conducted at PO. Putra Karya Jasa Usaha is one of the otobus companies engaged in offering services, particularly in providing land transportation and the largest domestic land travel package in Tangerang. The unit of analysis of this research is the employee drivers and ticketting section. The population used in this study were all drivers and ticketting employees with a total population of 158 employees. Sampling used a probability sampling technique that is simple random sampling. The number of samples is determined by using a sample size table for a certain population size based on (Sekaran &
Bougie, 2016) so a sample of 113 respondents is obtained.
The research method uses descriptive and explanatory. Collecting data is done through questionnaires. The statements in the questionnaire are measured using a Likert scale. The data that has been obtained are analyzed in order to obtain information and conclusions can be drawn appropriately and correctly. Thus it is necessary to analyze data in accordance with the objectives of the research that has been formulated, and to test the hypotheses that have been set.
In data quality testing is to test the validity of the instrument. Continue to test the level of data reliability using the Cronbach Alpha indicator. In this study, the data collected
application using SmartPLS software version 2.0.M3.
There are several tests used such as instrument testing, evaluation of measurement models, and convergent validity, discriminant validity, and composite reliability.