S38178188

American International Journal of Business Management (AIJBM)
ISSN- 2379-106X, www.aijbm.com Volume 3, Issue 8 (August 2020), PP 178-188
*Corresponding Author: Mochamad Soelton www.aijbm.com 178 | Page
Conceptualizing The Role of Organizational Commitment
Mochamad Soelton1,*
Marco Suatoni 2
, Tantri Yanuar Rahmat Syah3
,
Yanto Ramli4
, Puji Santoso5
, Bella Amanda6
and Rini Octaviani7
14567
Department of Management, Faculty of Economics and Business, Universitas Mercu Buana, Indonesia
2
International Economics and Trade, Southeast University, Nanjing - China
3
Department of Management, Faculty of Economics and Business, Universitas Esa Unggul, Indonesia
*Corresponding author: Mochamad Soelton1,
ABSTRACT: This study aims to examine and analyze the influence of organizational culture, work
environment and organizational commitment on organizational citizenship behavior and employee performance.
This research was conducted on 60 respondents using a quantitative descriptive approach. The approach used in
this research is Structural Equation Model (SEM) with Smart-PLS analysis tools. The results showed that
organizational culture, The work environment, Organizational commitment has a significant positive effect on
organizational behavior citizenship. Organizational Culture, Work environment, Organizational Commitment
has a significant positive effect on Employee Performance. Organizational Citizenship Behavior has a
significant positive effect on employee performance.
KEYWORDS:- Cultural Organization, Work Environment, Organizational Commitment, Organizational
Citizenship Behavior, Employee Performance
I. INTRODUCTION
Planned and sustainable human resource development is an absolute necessity especially for the future
of the organization. Management is required to develop new ways to keep employees at high productivity and
develop their potential to make maximum contributions to the organization. (Kartika, 2016; Mugiono et al,
2020; Nurhayati, 2017; Hafid and Prasetio, 2017).. An employee will have a high level of performance if there
is a match between work and ability. If this is fulfilled, then there will be a feeling of responsibility towards its
workers and their willingness to participate in achieving organizational goals through the implementation of
tasks to the fullest. (Jufnidar, 2018). According to Elisa Hilda (2016), To be able to survive and continue its
business, companies need to improve themselves and begin to consider all aspects related to the company's
operations.
Acording Soelton et al, 2020; Ramli et al, 2019; Sebayang, 2017; Makel and Trang , 2015, argue that
efforts to improve employee performance, including by paying attention to the work environment, because
everything around workers can affect themselves in carrying out the tasks that are charged. So that it will affect
the organization's culture, work environment and commitment to work so that organizational citizenship
behavior will be realized which will affect employee performance in order to increase company productivity.
Every individual who is incorporated in an organization has a different culture. Like humans, organizations also
have certain characteristics. Through these characteristics we can also find out how the character of the
organization. We are familiar with this organizational culture (Soelton et al, 2020; Soelton et al, 2018; Kartika,
Ika. 2016).
Organizational culture directs employee behavior to improve work skills, commitment and loyalty, and
extra role behavior such as: helping co-workers, volunteering to do extra activities, avoiding conflicts with
coworkers, protecting organizational property, respecting applicable regulations, tolerating less than ideal /
pleasant situations, giving constructive advice, and not wasting time at work. (Andi Tri Haryono, 2016).
According to Soelton and Saptarini (2018), organizational culture refers to a system of shared meanings shared
by members that distinguishes the organization from other organizations. The formation of an organizational
culture based on the vision and mission of the organization or company created as an effort to fulfill the creation
of company goals. Each organization has a different culture so employees must adjust the organizational culture
where the employee is located. Organizational culture as a foundation for employees both in norms and
employee behavior in an effort to achieve organizational goals. (Putra, Susilo, Aini, 2018). Waspodo,
Lindawati, Sholikhah, (2019). Explain to create a pleasant friendly atmosphere where employees can have
identification with the organization and feel satisfied with their work, and explain individual perceptions about
the work environment based on their daily experiences.
Research conducted by Sukmawati and Surachman (2013), states that psychological evaluation of the
work environment by individuals is starting to become increasingly important for extra role behavior (OCB),
which can further explain what individual needs are in the workplace. A work environment that is in accordance

with the needs of employees will create positive work enthusiasm so that employees will further enhance good
work performance, employees will feel responsible for their work so that they do not require more supervision
from the company but instead remind and supervise each other so that together the same can achieve the
achievements and goals that the company expects (Lindawati, 2019).
The factors that influence OCB and other performance are Organizational Commitment. According to
Soelton and Rahasidhi (2018), states that an organizational commitment shows a power of someone in
identifying involvement in an organization. So that organizational commitment will create a sense of belonging
for employees towards the organization. It can also be concluded that organizational commitment is an attitude
regarding employee loyalty to the organization and is an ongoing process of organizational members to express
their concern for the organization and this continues to success and prosperity. (Restu Fajar Nurhayati, 2019).
According to Soelton & Yasintha (2018), argues that if the office wants to create a comfortable work
environment situation, it should pay more attention to the arrangement of workspaces such as the placement of
work equipment, lighting, noise, and comfort that can later improve a better work environment.
II. LITERATURE REVIEW
2.1. Cultural Organization
According to Darsono and Siswandoko (2013), organizational culture is the values, morals, beliefs,
and rules that already exist in every member of the organization (or for each party that has an interest in a
particular organization) to serve as the basis for behaving in achieving goals and objectives organization.
According to Robbins & Coulter (2012), organizational culture is a strong culture characterized by the core
values of the organization that are held and agreed upon and run by its members.
2.2. Work Environment
According to Sedarmayanti (2009), the definition of a work environment is the overall tools and
materials faced, the surrounding environment in which a person works, his work methods, and his work
arrangements both as individuals and as groups. According Sedarmayanti (2009), stated that in general the work
environment is divided into 2 dimensions namely: (1) physical work environment, and (2) non-physical work
environment.
2.3. Organizational Commitment
Whereas Steers (Nydia, 2012), defines organizational commitment as a sense of identification (trust in
organizational values), involvement (willingness to do their best for the sake of the organization) and loyalty
(the desire to remain a member of the organization concerned) expressed by an employee towards his
organization.Meyer, Allen, and Smith in Andre Sakti (2018), stated three components of organizational
commitment, namely: affective commitment, rational commitment (continuance commitment), and normative
commitment. These three forms of commitment describe an individual's relationship with the organization that
influences emotional ties to continue or not to membership in the organization.
2.4. Organizational Citizenship Behavior
According to Organ in Melinda, Rika (2018), organizational citizenship behavior is a form of behavior
that is an individual choice and initiative, not related to the organization's formal reward system but in the
aggregate increases organizational effectiveness. Dimitriades (2007), defines OCB as individual behavior that is
free, is not directly or explicitly related to the reward system and can enhance the company's effective
functioning.
2.5. Employee Performance
According Sedarmayanti (2011) revealed that performance that means the work of a worker, a
management process or an organization as a whole, where the results of the work must be demonstrated
concrete and measurable evidence (compared to predetermined standards). Simamora's opinion (Mangkunegara,
2009) which says that performance is influenced by three factors or dimensions, namely individual factors /
dimensions (individual attributes), psychological factors / dimensions (work effort), and organizational support
factors/dimensions.
2.6. Conceptual Framework
This model was made based on the review of the literature for this paper and is shown in Fig.

Figure 1. Framework
Regarding the previous, the following hypotheses are proposed:
1. Cultural Organizations has a positive and significant effect on Organizational Citizenship Behavior.
2. Work Environment Has a Positive and Significant Impact on Organizational Citizenship Behavior.
3. Organizational commitment has a positive and significant effect on Organizational Citizenship Behavior.
4. Cultural organizations has a positive and significant effect on employee performance.
5. The work environment has a positive and significant effect on employee performance.
6. Organizational commitment has a positive and significant effect on employee performance
7. Organizational Citizenship behavior has a positive and significant effect on employee performance
III. METHODOLOGY
The variables in this study consisted of the independent variable (X) and the dependent variable (Y).
The research design used is causal using a quantitative analysis approach. According to Sugiyono (2014), causal
design is a causal relationship between the independent variable and the dependent variable. This study is a
study to determine the effect of three independent variables namely cultural organization, work environment,
and organizational commitment to the dependent variable, organizational citizenship behavior and employee
performance. In this case, this study aims to determine the effect of cultural organization, work environment,
and organizational commitment to organizational citizenship behavior and employee performance. The
population in this study were all employees 60 people. Dtermination of the sample used in this study uses the
type of saturated sample method. According to Arikunto (2012) if the total population is less than 100 people,
then the total sample is taken, but if the population is greater than 100 people, then it can be taken 10-15% or
20-25% of the total population. Based on this study because the population is not greater than 100 respondents,
the authors take 100% of the population with 60 employees. The method of data analysis in this study uses
component or variance based Structural Equation Modeling (SEM) where the data processing uses the Smart-
Partial Least Square (Smart-PLS) version 3.0 program. PLS (Partial Least Square) is a model of SEM-based
variance.
Table 4.10 Validity Result
Variable Indicator
Outer Loading
Description
Organizational Culture CO1 0,641 Valid
CO2 0,619 Valid
CO3 0,633 Valid
CO4 0,617 Valid
CO6 0,682 Valid
CO8 0,644 Valid

Variable Indicator
Outer Loading
Description
Work Environment L1
0,611 ValidL2 0,854 Valid
L3 0,818 Valid
L4 0,879 Valid
L6 0,811 Valid
L8 0,661 Valid
L9 0,650 Valid
Organizational
Commitment
K1 0,817 Valid
K2 0,646 Valid
K3 0,622 Valid
K5 0,54 Valid
K6 0,655 Valid
Organizational
Citizenship
Behavior
OCB1 0,611 Valid
OCB2 0,64 Valid
OCB3 0,872 Valid
OCB5 0,557 Valid
Employee Performance KK1 0,587 Valid
KK2 0,643 Valid
KK3 0,802 Valid
KK5 0,872 Valid
KK6 0,911 Valid
KK7 0,918 Valid
KK 9 0,226 Valid
Figure 4.2

IV. RESULTS AND DISCUSSION
The results of the modification of the convergent validity test in Table 4.10 and Figure 4.2, can be seen
that all indicators meet the convergent validity because they have a loading factor value above 0.50
Table 4.13 AVE Result
Table 4.14
From the data in Tables 4.12 and 4.13 it can be concluded that the square root of the average variance extracted
(√AVE) for each construct is greater than the correlation between one construct and the other constructs in the
model. AVE value based on the table above, it can be concluded that the construct in the estimated model meets
the criteria of discriminant validity.
Table 4.16
Based on Tables 4.15 and 4.16 that the results of testing the reliability and cronbach's alpha composite showed
satisfactory value, because all latent variables have a reliable composite value and cronbach's alpha ≥0.70. This
states that all latent variables are said to be reliable.
Table 4.17

The variable model of organizational citizenship behavior and employee performance can be said to be
strong because it has a value above 0.67. model of the influence of independent latent variables (cultural
organization, work environment, and organizational commitment) on organizational citizenship behavior and
employee performance gives an r-square value of 0.792 (organizational citizenship behavior) which can be
explained by the variability of cultural organization constructs, work environment, and organizational
commitment of 79.2% while 20.8% is explained by other variables outside of the study and by 0.815 (employee
performance) which can be interpreted that the variability in the construct of employee performance can be
explained by the variability of the construct of cultural organization, work environment, organizational
commitment and organizational citizenship behavior by 81 , 5% while 18.5% explained by other variables
outside the study.
The calculation results above show a predictive-relevance value of 0.961 which is greater than 0 (zero).
This means that 96.1% of the variation in the variable organizational citizenship behavior and employee
performance (the dependent variable) is explained by the independent variables used. thus the model is said to
have a relevant predictive value.
4.1. Hypothesis Test
Estimated values for path relationships in the structural model must be significant. Significance values
in this hypothesis can be obtained by the bootstrapping procedure. See the significance of the hypotheses by
looking at the parameter coefficient values and the T-statistical significance values on the bootstrapping report
algorithm. To find out the significance or not seen from the T-table at alpha 0.05 (5%) = 1.96, then the T-table
is compared with the T-count (T-statistic).
Table 4.18

Figure 4.3
4.2. The influence of Cultural Organizations influences Organizational Citizenship Behavior
Based on the hypothesis test in this study the results obtained T-statistic value of 3.787 original sample
value of 0.573, and P value of 0.005. The T-statistic value is greater than the T-table value of 1.96, the original
sample value shows a positive value, and the P Values value is less than 0.05, these results indicate that the
cultural organization has a positive and significant effect on organizational citizenship behavior. (Rothmann and
Hamukang'andu, 2013; Stephen and Julita, 2013; Sayed and Abed, 2018; Rothmann and Baumann, 2014)
4.3. Effect of Work Environment influences Organizational Citizenship Behavior
Based on the hypothesis test in this study, the T-statistic value was 4.558, the original sample value
was 0.480, and the P value of 0.000. The T-statistic value is greater than the T-table value of 1.96, the original
sample value shows a positive value and the P Values value is less than 0.05, these results indicate that the work
environment has a positive and significant effect on organizational citizenship behavior. (Park and Ono, 2016;
Guarnaccia and Scrima, 2016; Ardy, 2018; Hashish, Abdell and Mousa, 2018)
4.4. Effect of Organizational Commitment on Organizational Citizenship Behavior
Based on the hypothesis test in this study, the T-statistic value was 2.962, the original sample value was 0.116,
and the P value of 0.000. The T-statistic value is greater than the T-table value of 1.96, the original sample
value shows a positive value, and the P Values value is less than 0.05, these results indicate that organizational
commitment has a positive and significant effect on organizational citizenship behavior. (Park and Ono, 2016;
Guarnaccia and Scrima, 2016; Ardy, 2018; Hashish, Abdell and Mousa, 2018)
4.5. The Effect of Cultural Organizations on Employee Performance
Based on the hypothesis test in this study, the T-statistic value of 2.704 was obtained, the original
sample value was 0.366 and the P value of values was 0.001. The T-statistic value is greater than the T-table
value of 1.96, the original sample value shows a positive value, and the P Values value is less than 0.05, these
results indicate that the cultural organization has a positive and significant effect on employee performance.
(Rudyanto and Lyly, 2016; Saleem, Iqbal and Amin, 2018; Natrajan, Sanjeev and Singh, 2019)
4.6. Effect of Work Environment on Employee Performance
Based on the hypothesis test in this study, the T-statistic value was 2,539, the original sample value
was 0.420 and the P value of 0.001. The T-statistic value is greater than the T-table value of 1.96, the original
sample value shows a positive value, and the P Values value is less than 0.05, these results indicate that the
work environment has a positive and significant effect on employee performance. (Kurniawati, Sunaryo and
Khoirul, 2019; Winarno and Hermana, 2019; Liu and Huang, 2019; Aktar and Pangil, 2018)
4.7. Effect of Organizational Commitment on Employee Performance
sample value shows a positive value, and the P Values value is less than 0.05, these results indicate that

organizational commitment has a positive and significant effect on employee performance. (Kurniawati,
Sunaryo and Khoirul, 2019; Winarno and Hermana, 2019; Liu and Huang, 2019; Aktar and Pangil, 2018)
4.8. The Effect of Organizational Citizenship Behavior on Employee Performance
sample value shows a positive value, and the P Values value is less than 0.05, these results indicate that
organizational citizenship behavior has a positive and significant effect on employee performance. (Rudyanto
and Lyly, 2016; Saleem, Iqbal and Amin, 2018; Natrajan, Sanjeev and Singh, 2019)
V. CONCLUSIONS AND RECOMMENDATIONS
5.1. Conclusion
1) Cultural organization has a positive and significant effect on organizational citizenship behavior. This
means that if the organizational culture in a company is good, the better the voluntary commitment of
someone expected by the company (OCB).
2) The work environment has a positive and significant effect on organizational citizenship behavior. This
means that if the working environment in a good and good company, the better the voluntary
commitment of someone expected by the company (OCB).
3) Organizational commitment has a positive and significant effect on organizational citizenship
behavior. This means that the higher the organizational commitment an employee receives, the better
the voluntary commitment of someone expected by the company (OCB).
4) Cultural organization has a positive and significant effect on the employees performance. This means
that if the organizational culture of a company is good, the better and the better performance of
employees.
5) The work environment has a positive and significant effect on the employees performance. This means
that if the work environment in a company looks comfortable and good, it will improve the
performance of employees and employees become comfortable.
6) Organizational commitment has a positive and significant effect on the employees performance. This
means that if the commitment in an organization goes well, then it can make employee performance
more improved and better.
7) Organizational citizenship behavior has a positive and significant effect on the employees
performance. This means that if organizational citizenship behavior in a company is good by
volunteering someone to work well, then it can improve employee performance.
5.2. Recommendations
1) Companies pay more attention to the comfort of organizations in the company so that each employee
can feel comfortable in working.
2) The company should pay attention to the work space for its employees so that employees can work
better in doing their jobs.
3) The company can make decisions for the responsibilities of each of its employees so that the
responsibilities do not match the work and level accepted by the employee.
4) The company must be able to control every performance and result of every employee's work, so that
they can see and reprimand employees who are not working well.
5) The company must pay attention to the skills of each employee, by holding training every year so that
the skills and abilities of each employee can be improved.
Further Research Suggestions, This study aims to examine and analyze the influence of organizational
culture, work environment and organizational commitment on organizational citizenship behavior and employee
performance. The results showed that organizational culture, The work environment,
Organizational commitment has a significant positive effect on organizational behavior citizenship.
Organizational Culture, Work environment , Organizational Commitment has a s ignificant positive effect on
Employee Performance. Organizational Citizenship Behavior has a significant positive effect on employee
performance. According to the hypothesis we developed, we can look for it in the future with a variety of
variables and more population

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Competence in Outsourcing Industries. Jurnal Ekonomi. 23 (Juli 2018), 240-250

[42]. M Soelton, D Yasintha. 2018. Pengaruh Kepemimpinan Transformasional, Lingkungan Kerja Fisik
dan Stres kerja terhadap Kinerja Pegawai Kantor Kelurahan Kecamatan Penjaringan Jakarta Utara.
Jurnal Ekonomi. 23 (Maret 2018), 20-32
[43]. M Soelton, R Pratama. 2018. Effect of Recruitment Process, Selection, and Compensation on
Frontliner Performance in Bank Industry. Proceeding International Conference on Management
Economics and Business of Universitas Mercu Buana (ICMEB 2018). Jilid 2018. ISBN 978-979-
99488-3-0
[44]. M Soelton, S Ria, F Arifin. 2018. Effect of Organizational Culture, Job Satisfaction, and Engagement
on Employee Performance in Government Company. Proceeding International Conference on
Management Economics and Business of Universitas Mercu Buana (ICMEB 2018). Jilid 2018. ISBN
978-979-99488-3-0
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[50]. Soelton, M., Umar, M. (2018). Recognizing How The Time Demands of Work Influences the Turn
Over Intention in Banking Industry. European Journal of Business and Management (EJBM), 12 (19).
[51]. Soelton, M. (2018). How Culture, Training Standard and Discipline on the Employee Performance
Affect Hotel Management. European Research Studies Journal, 21(4), 378-385.
[52]. Soelton, M., & Nugrahati, T. (2018). How Complaining Behaviors Effect on Coping Stress and
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[53]. Soelton, M., & Oktapriatna, N. (2018). How Complaining Behaviors Effect on Performance in
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[54]. Soelton, M., & Rakasidhi, J. (2018). How to Implementation Organization Citizenship Behaviors with
performance on Accident insurance service. European Journal of Business and Management
(EJBM), 10(15), 10-16.
[55]. Soelton, M., Pebriani, P., Umar, M., Triwulan, J., & Wilantara, J. How transformational leadership,
communication, and workload on the employee performance affect shoes industries. South East Asia
Journal of Contemporary Business, Economics and Law, Vol. 17, Issue 5(December) ISSN 2289-1560.
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Pendidikan. PT. RAJAGRAFINDO PERSADA. Jakarta.
*Corresponding author: Mochamad Soelton1,
14567
Department of Management, Faculty of Economics and Business,
Universitas Mercu Buana, Indonesia

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