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September 5, 2025East Asian Journal of Multidisciplinary Research0 citationsOpen Access

The Role of Organizational Citizenship Behavior (OCB) in Mediating the Relationship Between Work Environment and Employee Performance: A Case in PT Air Minum Giri Menang

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SMSiti MaulidaABAbdul Azis Bagis

Key Points

  • The findings show that organizational citizenship behavior fully mediates the link between work environment and employee performance, highlighting its crucial role.
  • Data analysis revealed that the work environment does not directly affect employee performance, with significance levels measured using PLS-SEM.
  • This research employed a causal-associative design, analyzing data from 100 permanent employees, utilizing a structured Likert scale questionnaire.
  • The results suggest enhancing the internal environment and fostering organizational citizenship behavior can boost employee performance.

Abstract

This study aims to examine the influence of the work environment on employee performance, with Organizational Citizenship Behavior (OCB) serving as a mediating variable. The research adopts a quantitative approach with a causal-associative design. Data were collected through a structured questionnaire using a Likert scale, distributed to 100 permanent employees of PT Air Minum Giri Menang (Perseroda), selected using purposive sampling. The data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) with the SmartPLS software. The results show that the work environment does not have a direct and significant effect on employee performance. The findings also demonstrate that OCB fully mediates the relationship between the work environment and employee performance. It is recommended that organizational members require the support of a conducive internal environment and a high level of organizational citizenship behavior to improve their performance.

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Cite This Study

Maulida et al. (2025) studied this question.

synapsesocial.com/papers/68bb5f586d6d5674bcd0379fhttps://doi.org/10.55927/eajmr.v4i8.328
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