The Knowledge Sharing Anomaly to Improve Organizational Citizenship Behavior

Abstract

Companies need skilled and qualified human resources in the competitive business world because human resources need to be well organized and developed to complete their work optimally so that human resources provide maximum contribution to produce high performance for progress. The purpose of this research is to determine the influence of self-efficacy and knowledge sharing on Organizational Citizenship Behavior (OCB) in mediating job satisfaction. This research uses a quantitative descriptive approach with a permanent employee population of 50 people. This research uses the Smart-PLS 3.3.9 analysis method. The data collection technique was carried out using a questionnaire. The research results show that self-efficacy has no effect on OCB, knowledge sharing has a positive and significant effect on OCB, self-efficacy has a positive and significant effect on job satisfaction and knowledge-sharing affects job satisfaction. Job satisfaction influences OCB, and job satisfaction can partially mediate the influence of knowledge sharing on OCB, and job satisfaction can mediate the influence of self-efficacy on OCB. An interesting finding, where self-efficacy is not significant to OCB, Negative self-efficacy is not able to improve relationships between employees in forming OCB behavior, so it cannot improve employee performance as a group or individually. In this case it can be seen from the behavior of employees collectively, they are unable to develop or are not moving towards development ideal behavior both individually and in groups of employees to produce performance the organization is not getting any better either.