Moderating Effect of Organizational Citizenship Behavior Ensuring Emotional Intelligence on Employee Performance
Keywords:
Emotional Intelligence, Employee Performance, organizational citizenship behaviorAbstract
Employees are the main guarantee for the quality of agency services. However, low staff in completing work is a problem faced worldwide. This study aims to explore the interaction between emotional intelligence and organizational citizenship behavior and its impact on employee performance. This study wants to identify whether the combination of both (emotional intelligence and organizational citizenship behavior) has a more significant impact on employee performance compared to emotional intelligence or organizational citizenship behavior alone. The associative quantitative approach has been used by researchers, the population in this study were employees of the Tangerang Regency Housing, Settlement & Cemetery Office, with a total population of 172 employees, the sampling that researchers did by drawing all 172 respondents into the sample. Data collection that researchers did with primary data in the form of a questionnaire with an interval scale of 1-10, the closer to the number 1 is strongly disagree, thus the closer to the number 10 is strongly agree. Data analysis in this study used SEM-PLS including Outer model, inner model and Bootstrapping. The results of this study are emotional intelligence affects employee performance, organizational citizenship behavior affects employee performance, organizational citizenship behavior moderates strengthening the influence of emotional intelligence on employee performance. It is hoped that this research will be useful theoretically and practically in the human resource management landscape.
References
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Daulay, N. F., & Nuvriasari, A. (2024). The Influence of Organizational Culture and Locus of Control on Organizational Citizenship Behavior and Its Impact on Employee Performance at PT PLN (Persero) Central Java & DIY Yogyakarta Distribution Main Unit. Formosa Journal of Multidisciplinary Research, 3(4), 229–244. https://doi.org/10.55927/fjmr.v3i4.8995
Dewi, K. S., & Soeling, P. D. (2024). Does Psychological Capital Mediate the Relationship Between Transformational Leadership and Adaptive Performance of Civil Servant? Technium Social Sciences Journal, 53, 12–30. https://doi.org/10.47577/tssj.v53i1.10322
Duong, T. H. N., & Nguyen, T. T. (2023). Impact of Emotional Intelligence on Employees’ JobEmployees'cEmployees'SJobEmployees'ceecom Joint Stock Company. Journal of Janta Multiple Campus, 3–19. https://doi.org/10.2991/978-94-6463-150-0_2
Enaifoghe, A., Ndebele, N. C., Durokifa, A., & Thusi, X. (2024). Drivers of digital transformation and their efficacy in public sector human resource management. Digital Transformation in Public Sector Human Resource Management, 39–59. https://doi.org/10.4018/979-8-3693-2889-7.ch003
Ghozali. I & Latan. H. (2015). Partial Least Square, Konsep, Teknik dan Aplikasi Menggunakan Program Smart PLS 3.0 (2nd ed.). Universitas Diponegoro Semarang.
Gunawan, R., Haerofiatna, & Haryadi, D. (2022). The effect of extrinsic motivation, interpersonal trust, and organizational commitment in improving employee performance. Enrichment: Journal of Management, 12(5), 3670–3677. www.enrichment.iocspublisher.org
Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203
Haryadi, D., Setiawati, E. T., & Juhandi. (2022). The Role Of Organizational Culture in Improving Employee Performance Through Work Discipline. Journal of Mantik, 6(1), 686–698.
Hasibuan, J. S., Jufrizen, Nasution, A. S. S., & Sari, M. (2024). Organizational Citizenship Behavior as A Moderator in Employee Performance: A Study on Emotional Intelligence and Job Satisfaction. International Journal of Sustainable Development and Planning, 19(1), 365–374. https://doi.org/10.18280/ijsdp.190135
Heintzman, R., & Marson, D. B. (2024). Can Public Sector Service Delivery Be Improved? Canadian Public Administration, 67(4), 548–561. https://doi.org/10.1111/capa.12595
Henseler, J., Hubona, G., & Ray, P. A. (2016). Using PLS path modeling in new technology research: updated guidelines. Industrial Management & Data Systems, 116(1), 2–20. https://doi.org/10.1108/IMDS-09-2015-0382
Hidayat, R., Silviyanti, I. H., Rojul, Putri Indah Lestari, & Haryadi, D. (2024). The Influence of Competence and Work Discipline on the Performance of Government Employees. Journal of Indonesian Scholars for Social Research, 3(1), 73–81. https://doi.org/10.59065/jissr.v3i1.93
Iyanda, M. O., Taiwo, B. O., Fissha, Y., Akinlabi, A. A., Phili, K., Ikeda, H., & Kawamura, Y. (2024). Enhancing the occupational safety and well-being of mining and construction workers: an application of emotional intelligence training (EIT). Safety in Extreme Environments, 6(2), 79–93. https://doi.org/10.1007/s42797-023-00098-0
Jufrizen, J., Khair, H., & Loviky, F. B. (2023). Work Engagement and Emotional Intelligence on Personnel Performance: The Mediating Role of Job Satisfaction. International Journal of Business Economics (IJBE), 5(1). https://doi.org/10.30596/ijbe.v5i1.16499
Jufrizen, J., Khair, H., & Sari, A. P. (2023). Work Engagement: Determinants and Its Effect On Organizational Citizenship Behavior. Jurnal Manajemen, 27(2), 254–275. https://doi.org/10.24912/jm.v27i2.1130
Junianto, O., Arafah, W., & Kusnadi. (2024). The Influence of Strategic Competence, Transformational Leadership and Good Corporate Governance on The Organizational Performance of The Presidential Security Forces Mediated by Organizational Citizenship Behavior. International Journal of Scientific and Management Research, 07(02), 96–107. https://doi.org/10.37502/IJSMR.2024.7209
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