What is it about?
Employees often go beyond their formal job descriptions—helping colleagues, volunteering for extra tasks, and supporting organizational goals. These discretionary actions are known as Organizational Citizenship Behavior (OCB). This study examines how job resources—such as job satisfaction, performance feedback, development opportunities, autonomy, and task variety—encourage OCB, and whether work engagement plays a key role in explaining this relationship. Using survey data from 329 employees of the Secretariat General of the Ministry of Finance of Indonesia, the study applies Structural Equation Modeling (SEM) to test how these job resources influence OCB directly and indirectly through work engagement.
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Why is it important?
The study shows that: 1. Job satisfaction, performance feedback, development opportunities, autonomy, and task variety all have a direct positive effect on OCB. 2. Job satisfaction, performance feedback, and autonomy significantly increase work engagement. 3. Development opportunities and task variety do not significantly influence work engagement, even though they still directly predict OCB. 4. Work engagement itself strongly and positively influences OCB, confirming its role as a motivational mechanism. 5. Work engagement partially mediates the relationship between certain job resources and OCB. These findings support the idea that engaged employees are more willing to invest extra effort and display citizenship behaviors. For public-sector leaders and HR practitioners, the results suggest that fostering OCB is not only about formal incentives or rules. Instead, organizations should: 1. Improve job satisfaction through fair policies and supportive leadership. 2. Provide clear and constructive performance feedback. 3. Enhance employee autonomy to strengthen engagement. 4. Recognize that some job resources may encourage OCB directly, even if they do not always increase engagement. 5. By strategically managing job resources, public organizations can strengthen work engagement and encourage behaviors that improve overall organizational performance.
Perspectives
As a co-author, I was particularly motivated to conduct this study because empirical research on organizational citizenship behavior in the public sector remains limited. In practice, public organizations depend heavily on employees’ willingness to contribute beyond formal job requirements, yet this contribution is often taken for granted. I hope this study helps bridge academic theory and public-sector practice, and encourages further research on engagement and discretionary behavior in government institutions.
Assoc. Prof. Imam Salehudin
Universitas Indonesia
Read the Original
This page is a summary of: From Job Resources to Organizational Citizenship Behavior: The Mediating Role of Work Engagement, Jurnal Organisasi dan Manajemen, December 2025, Universitas Terbuka,
DOI: 10.33830/jom.v21i2.10664.2025.
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