Work Status, Satisfaction and Organizational Citizenship Behavior: A Case Study on Bangka Islamic Bank, Province of Bangka Belitung

Hamsani Hamsani, Devi Valeriani and Nizwan Zukhri
Additional contact information
Hamsani Hamsani: Economic Faculty, Bangka Belitung University, Indonesia
Devi Valeriani: Economic Faculty, Bangka Belitung University, Indonesia
Nizwan Zukhri: Economic Faculty, Bangka Belitung University, Indonesia

International Review of Management and Marketing, 2019, vol. 9, issue 3, 1-8

Abstract: Permanent employees and contract employees plays an important role in the company. Therefore, every company must keep and maintain all the employees in order to be able to contribute as expected by the company. Good employees are not only able to do their duties and responsibilities, but willingly able to demonstrate an attitude beyond their duties and responsibilities as a form of sympathy to colleagues and companies. Attitude shown by employees voluntarily, without coercion and not related to salary or reward system, better known as organizational citizenship behavior (OCB). In the face of increasingly fierce competition, especially the banking sector, which is closely related to the ability of employees serving customers, OCB attitude that employees are needed to win the competition. But not easy to create the attitude of OCB employees. Many factors affect the attitude of OCB, such as work status and level of employee satisfaction. The purpose of this article to examine whether work status (permanent and contract) have a different level of satisfaction? Is there any difference OCB attitude shown by employees permanent and contract? Whether employee satisfaction has significant positive effect on the attitudes of employees OCB? Especially social satisfaction, extrinsic satisfaction (ES), and intrinsic satisfaction (IS). By using the 49 employees (30 permanent and 19 contract), Islamic Bank of Bangka, using descriptive quantitative analysis, the results showed that there was no difference in satisfaction and OCB attitudes among permanents employees and contract. Regression results indicate that social satisfaction and ES has a positive relationship to the attitude of OCB employees but not significant because P > 0.05 (respectively 0.075 and 0.07). IS showed a negative and significant relationship to the OCB (P

Keywords: Work Status; Social Satisfaction; Extrinsic Satisfaction; Intrinsic Satisfaction; Organizational Citizenship Behavior (search for similar items in EconPapers)
JEL-codes: D23 J28 J62 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (3)

Downloads: (external link)
https://www.econjournals.com/index.php/irmm/article/download/7838/pdf (application/pdf)
https://www.econjournals.com/index.php/irmm/article/view/7838/pdf (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eco:journ3:2019-03-1

Access Statistics for this article

International Review of Management and Marketing is currently edited by Ilhan Ozturk

More articles in International Review of Management and Marketing from Econjournals
Bibliographic data for series maintained by Ilhan Ozturk ().