The Effect of Career Development, Non-Financial Compensation, and Transformational Leadership on Organizational Citizenship Behavior (OCB) through Job Satisfaction among Government Employees with Work Agreements (PPPK) at Dinas Bina Marga Cipta Karya dan
Abstract
This study aims to analyze the effects of career development, non-financial compensation, and transformational leadership on Organizational Citizenship Behavior (OCB) through job satisfaction as an intervening variable among Government Employees with Work Agreements (PPPK) at the Department of Highways, Human Settlements and Spatial Planning of West Sumatra Province. This quantitative study involved 104 PPPK employees selected using saturated sampling. Data were collected through questionnaires and analyzed using Structural Equation Modeling-Partial Least Square (SEM-PLS) with SmartPLS 4. The results showed that career development, non-financial compensation, and transformational leadership had positive and significant effects on job satisfaction. Career development and non-financial compensation did not have significant direct effects on OCB, while transformational leadership and job satisfaction had positive and significant effects on OCB. Job satisfaction did not mediate the effect of career development on OCB, but positively and significantly mediated the effects of non-financial compensation and transformational leadership on OCB. The R-square values were 0.648 for job satisfaction and 0.558 for OCB. These findings indicate that job satisfaction is an important mechanism for strengthening OCB among PPPK employees.
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[8] F. Hermawan et al., “The role of transformational leadership, job satisfaction and organizational commitment on organizational citizenship behavior (OCB) of SMEs employees in the digital era,” J. Infrastructure, Policy Dev., vol. 8, no. 7, pp. 1–16, 2024, doi: 10.24294/jipd.v8i7.5194.
[9] M. Soelton et al., “How Organizational Citizenship Behavior Stimulant: Transformational Leadership Identification Model Approaches,” J. Apl. Bisnis dan Manaj., vol. 10, no. 3, p. 883, 2024, doi: 10.17358/jabm.10.3.883.
[10] U. Fatuhrahmah, M. E. D. Ardian, and M. R. Husada, “Kepemimpinan transformasional dalam pembentukan Organizational Citizenship Behavior (OCB) Polisi: Kepuasan kerja sebagai mediator,” J. Psikol. Indones., vol. 12, no. 2, pp. 104–124, 2023, doi: https://doi.org/10.30996/persona.v12i2.9685.
[11] T. S. Putri, Elfiswandi, and J. Veri, “Peran Kepuasan Kerja Dalam Memediasi Hubungan Gaya Pimpinan Di Kantor Gubernur Sumatera Barat,” J. Publicuho, vol. 8, no. 2, pp. 845–862, 2025, doi: https://doi.org/10.35817/publicuho.v8i2.721 PERAN.
[12] Sholikhah and C. W. Wolor, “Pengaruh keterlibatan pekerjaan dan kepuasaan kerja terhadap perilaku kewarganegaraan organisasi (OCB) yang dimediasi oleh komitmen organisasi di PT Top Karir Indonesia,” J. Ris. Manaj. Sains Indones., vol. 13, no. 2, pp. 354–367, 2022, doi: doi.org/10.21009/JRMSL.013.2.010.
[13] M. Naimah, F. Tentama, and E. Y. D. Sari, “Pengaruh Kepemimpinan Transformasional dan Keterlibatan Kerja terhadap Organizational Citizenship Behavior (OCB) melalui Mediator Kepuasan Kerja,” J. Pemikir. dan Penelit. Psikol., vol. 27, no. 2, pp. 197–222, 2022, doi: 10.20885/psikologika.vol27.iss2.art2.
[14] C. Yolanda, E. Elfiswandi, and J. Veri, “Peran Organizational Citizenship Behavior Dalam Memediasi Hubungan Motivasi Kerja, Budaya Organisasi, dan Kinerja pada Pegawai Dinas Pendidikan dan Kebudayaan Kota Padang,” J. Publicuho, vol. 8, no. 2, pp. 747–762, 2025, doi: https://johttps://doi.org/10.35817/publicuho.v8i2.709 PERAN.
[15] J. F. Hair, Jr., G. T. M. Hult, C. M. Ringle, and M. Sarstedt, A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM), 3 th., vol. 3, no. 1. SAGE Publications, 2022.
[16] Sugiyono, Metode Penelitian Kuantitatif, Kualitatif dan R&D. Bandung: CV. Alfabeta, 2022.
[17] A. Maulana, M. Fadhilah, and K. C. Kirana, “Pengaruh kompensasi, kepemimpinan transformasional, dan lingkungan kerja terhadap organizational citizenship behavior (OCB) melalui motivasi kerja sebagai variabel intervening,” J. Manaj., vol. 14, no. 1, pp. 65–75, 2022, doi: 10.29264/jmmn.v14i1.10607.
[18] A. Soejanto and J. A. Turangan, “Pengaruh kepemimpinan transformasional, kompensasi dan motivasi kerja terhadap kepuasan kerja karyawan,” J. Manajerial dan Kewirausahaan, vol. 07, no. 01, pp. 1–9, 2025, doi: 10.24912/jmk.v7i1.32959.
[19] S. Zulkarnaen and A. Arijanto, “The Influence of Transformational Leadership and Compensation on Organizational Citizenship Behavior (OCB) with Mediation of Work Satisfaction Study at PT Jasa Raharja Branch DKI Jakarta,” Indones. J. Bus. Anal., vol. 4, no. 1, pp. 53–70, 2024, doi: 10.55927/ijba.v4i1.7733.
Published
2026-08-24
How to Cite
KASWANTI, Ferna; ELFISWANDI, Elfiswandi; VERI, Jhon.
The Effect of Career Development, Non-Financial Compensation, and Transformational Leadership on Organizational Citizenship Behavior (OCB) through Job Satisfaction among Government Employees with Work Agreements (PPPK) at Dinas Bina Marga Cipta Karya dan.
International Journal of Informatics, Economics, Management and Science, [S.l.], v. 5, n. 2, p. 230-241, aug. 2026.
ISSN 2809-8471.
Available at: <https://journal.stmikjayakarta.ac.id/index.php/ijiems/article/view/2661>. Date accessed: 30 aug. 2026.
doi: https://doi.org/10.52362/ijiems.v5i2.2661.
Section
Artikel
This work is licensed under a Creative Commons Attribution 4.0 International License.
