The rule of organizational citizenship behavior and innovative work behavior in mediating the influence of organizational commitment and culture to employee performance Tomy Fitrioa*, Budiyantoa and Agustedia

Article history: Received: April 29, 2020 Received in revised format: July 3

Based on the results of research that are varied between one to another and different from previous studies, researchers conclude that there is inconsistency of the results of previous researchers. That is the research gap we found about the effects of several variables of organizational commitment, organizational culture, OCB, and IWB to employee performance. Escalated and deepened research needs to be done to find the gap analysis between researchers' finding for the last decade. Referring to the concept of performance and empirical studies conducted by previous researchers, this study examines the concept of employee performance empirically, by taking the object of research is Bank Riau Kepri, and the population is employees of Bank Riau Kepri, the variables that are observed by researchers in this study are organizational commitment, organizational culture, OCB, IWB, and employee performance. Specifically, we elaborate to determine the rule of other mentioned variables to employee performance. The selection of these variables is based on previous research which still shows the gap research and for the solution of the gap the researcher uses a mediation approach, the reason behind the use of the mediation approach is derived from empirical and theoretical studies point-of-view. The researcher suspects that there are other variables that are exclusive and can fill the gap research due to OCB and IWB. It is expected that the mediating variables can be a solution to the gap between endogenous and exogenous variables in this study.

The Influence of Organizational Commitment to Employee Performance
Meyer and Allen (1997: 11) brought up a model of organizational commitment that consists of three components related to the state of psychology: affective commitment, continuance commitment and normative commitment. Wirawan (2017: 773) then added one more component which is the intermediate commitment or stepping stone commitment. Davis and Newstrom (2001: 211) define organizational commitment as the emotional connection that employees feel with their work, a level of loyalty related to his association with the organization the employee experiences, and the willingness to continue to participate or work with the organization. Franke and Felfe, (2008) state the conceptual framework, antecedents, correlations, and consequences of organizational commitment that: job characteristics, compensation, work climate, leadership, age, education, organizational justice and organizational support are factors that influence organizational commitment. While the factors that are influenced by organizational commitment are: motivation, performance, organizational citizenship behavior, well-being, desire to change, absence, desire to leave, and work stress. Meyer and Allen, (1991) proposed a model of organizational correlation. The organization related to: commitment, job satisfaction, job involvement, and occupational commitment. Affective commitment is related to individual characteristics, work experience, the desire to stop and quit work. Continuance commitment is related to individual characteristics, work alternatives, work behavior, attendance and organizational citizenship behavior. Normative commitment relates to individual characteristics, socialization, experience, organization, investment, employee health and selfwelfare.
H 1 : Organizational commitment influences the employee performance.

The Influence of Organizational Culture to Employee Performance
Hofstede (2010: 219) mentions that, "Culture is the programming of the collective mind that distinguishes members of one group or category of people from another". Wirawan (2017: 9) defines organizational culture as the norms, values, assumptions, philosophies of organizations developed by leaders organization and applied in the organizational behavior of members of the organization In general, organizational culture is formulated as a vision, mission, strategic objectives, and strategic values, organizational culture is taught to members of the organization and monitored systematically. Meanwhile, Neiva et al. (2015) states that this organizational culture has an impact on employees / workers such as: providing work morale and enjoying the work environment, perceiving individual and group satisfaction, persuading employees to be able to achieve certain levels of performance goals. Cameron and Quiin (2011) have developed special measurement tools to measure organizational culture and are known as OCAI (Organizational Culture Assessment Instrument). The OCAI measuring device consists of 24 question items with 6 indicators. The six indicators are: (1) Dominant Characteristics, (2) Organizational Leadership, (3) Management of Employees, (4) Organization Glue, (5) Strategic Emphases, (6) Criteria of Success. According to Robert and Kinicki (2005: 80) there are several factors that influence organizational culture in a company. The factors are as follows: (1) value, (2) trust, (3) desired behavior, (4) very important circumstances, (5) respective guidelines for selecting or evaluating events, and (6) behavior.
H 2 : Organizational culture influences the employee performance. (OCB) in Mediating the Influence of Organizational Commitment to Employee Performance Organ (1988: 27) defines OCB as human behavior that is not mandatory for an individual where the formal reward system does not directly or clearly recognize and totally contribute to the organizational effectiveness function. The organ explains what he means by not compulsorily as behavior that is not a written requirement of the role or job description, namely the conditions that have been determined from an individual's employment contract with the organization. Wirawan, (2017: 780) defines OCB is voluntary behavior in the workplace carried out by employees freely that is outside of one's job requirements and organizational requirements so that there is no organizational reward system that if implemented by employees will improve the functioning of the organization. The factors affecting that influence the emergence of OCB are quite complex and interrelated with one another. Among these factors that will be discussed include organizational culture and climate, personality and mood, perceptions of organizational support, perceptions of supervisors, subordinates, years of service and sex (Organ, 1995). Rauf, (2016) states that OCB influences the performance of organizations and individuals both positively or negatively. Organ (1988: 56) suggests five indicators used to measure OCB, namely as follows: (1) Altruism, (2) Consciousness, (3) Sportmanship, (4) Civic Virtue, and (5) Courtessy.

Organizational Citizenship Behavior
H 3 : Organizational Citizenship Behavior (OCB) mediates the influence of organizational commitment to employee performance. Hurley and Hult (1998) state that innovation can be seen as the extent to which an organization produces, receives and implements new ideas, processes, products, or services. The Indonesian Dictionary or Kamus Besar Bahasa Indonesia (KKBI) defines innovation as new discoveries that are different from those that has already existed or that have been known before (ideas, methods, or tools) (http://kbbi.web.id/). Damanpour (2010) argues that organizations innovate regularly because of pressure from the external environment, such as competition, deregulation, isomorphism, scarcity of resources, and customer demand, or because of internal organizational choices, such as gaining different competencies, achieving higher levels of aspirations, and increasing range and quality of service. Pervaiz (2010) states that corporate innovation can produce R&D (Research and Development), production renewal, and marketing approaches. It ultimately leads to the commercialization of the innovations. In other words, innovation is the process of realizing new ideas, which are different from the past, by means of production or by making it become evident, where innovation includes generation of evaluations, new concepts and implementations, use of new and different methods and technologies to improve quality or lower costs, to meet or exceed company targets. Yuan and Woodman (2010) describe factors that influence innovative work behavior, namely: (1) organizational culture and climate, (2) relationships with supervisors, (3) job characteristics, (4) social / group context, and (5) individual differences. According to Stoffers, (2009) IWB affects the objective organizational performance and perceived organizational performance. Jong and Hartog (2010) say that IWB is a form of behavior that aims to achieve the initiation and introduction of an idea, process, procedure or new product that is useful for organizations in this research is the company. According to Jong and Hartog (2010) there are 4 (four) indicators to measure innovative work behavior, namely: (1) Idea Exploration, (2) Idea Generation, (3) Idea Championing, and (4) Idea Implementation.

Innovative Work Behavior (IWB) in Mediating the Influence of Organizational Ethic to Employee Performance
H 4 : Innovative Work Behavior (IWB) mediates the influence of organizational culture to employee performance.

Previous Research
Previous research related to the rule of OCB and IWB in mediating the influence of organizational commitment and culture to employee performance can be seen in Table 1.

Stating the Research Problems
The research problems in this study are defined as follows:  Does organizational commitment influence the performance of Bank Riau Kepri employees?  Does organizational culture influence the performance of Bank Riau Kepri employees?  Does OCB mediate the influence of organizational commitment on the performance of Bank Riau Kepri employees?  Does IWB mediate the influence of organizational culture on the performance of Bank Riau Kepri employees?

Conceptual Framework
The conceptual framework in this study can be seen in Fig. 1.

Research Methodology
This research is a quantitative research under a positivistic approach using descriptive quantitative methods. Creswell (2008: 5) says that quantitative research is a method for testing certain theories by examining the relationships between variables, including independent, dependent, and intervening variables. The population of this study was 1050 people. Arifin (2011: 224) states that if the population members are above 1000, then the sample can be taken 10-15% of the total amount of expected objects. In this study, the researchers took a sample of 10% of the population that is 105 people. The stratified proportional random sampling method was chosen as sampling technique. The questionnaire was tested to determine the validity and reliability using the help of IBM SPSS 24 application while the hypothesis was tested using the help of SMARTPLS 3.0 application. Organizational Commitment Indicators were developed from Allen and Meyer (1991) and Steers and Porter (1974), consisting of: Affective commitment, Continuance commitment, and Normative commitment. Organizational Culture Indicators were developed from Cameron and Quinn (2011)

Instrument Testing
If the correlation coefficient (r count) ≥ 0.3, it can be concluded that the statement items are valid. Meanwhile, if the correlation coefficient (r count) ≤ 0.3, then it can be concluded that the statement items are invalid (Sugiyono 2016: 183). From the test results all statement items have a correlation coefficient value ≥ 0.3, so it can be concluded that all statement items are valid. Variables are declared reliable if the Cronbach Alpha coefficient value > 0.60, it means that the reliability level of 0.60 is a reliable indication of a construct (Sugiyono 2016: 184). From the test results all Cronbach Alpha values > 0.6. This means that each questionnaire statement item from each variable is able to form the construct of the variable. Thus, the list of statements of all questionnaires is reliable to measure each variable.

Validity Test
The results of construct validity testing can be seen in Fig. 2.

Fig. 2 . Validity Testing 1356
A loading value of 0.7 or more is considered very satisfactory (Henseler et al., 2009;Gotz et al., 2010) while indicators that have a loading factor value of 0.5 are considered acceptable and indicators with a loading factor value of less than 0.5 must be excluded (Chin, 1995;Hair et al., 2010). From Fig. 2 it can be seen that all factor loading values are greater than 0.7 meaning that all indicators on the research variables are valid.

Reliability Test
The results of construct validity testing can be seen in Table 2. Reliability testing in PLS can be done using two methods, namely Cronbach Alpha and composite reliability. Cronbach Alpha measures the lower limit of reliability while composite reliability measures the true value of the reliability of a construct (Chin, 1995). Composite reliability is considered better in estimating the internal consistency of a construct (Werst et al., 1974). Rule of thumb value of Cronbach Alpha and composite reliability must be greater than 0.70 although the value of 0.60 is still acceptable (Hair et al, 2006). From Table 2 we can see that Cronbach Alpha and composite reliability are greater than 0.70. This means that the construct validity parameter was gained and the research model consists of organizational commitment, organizational culture, OCB, IWB, and employee performance. It can also be said that the instrument was reliable to be used. Table 3 shows the results of analysis of determinacy coefficient or R-Square. R 2 results of 0.67, 0.33 and 0.19 for endogenous variables in the structural models indicate that the models fit the category of "good", "moderate" and "weak" respectively (Ghozali, 2014). Goodness of fit on the model using SmartPLS can be obtained from the R 2 . The higher the R 2 then the more the model can be accepted increasingly or it can be said that the model is suitable and fit. The calculation results of R 2 to employee performance variable show the value of 0.903 and it is more than 0.67. It means that the model is fit. The range variations from research data can be defined by structural models and have values that are relevant to higher values. Table 4 shows the results of hypotheses testing in this study. Abdillah and Jogiyanto (2015: 197) stated that the path coefficient score or the inner model shown by the statistical T value must be higher 1.96 for hypothesis testing at significant value level or alpha (α) of 5% percent.

H1:
Organizational Commitment Influences the Employee Performance.
The influence of organizational commitment variable to employee performance variable is 0.067 with a t-statistics value of 0.796, where the t-statistics value is smaller than 1.96. So, it can be concluded that the organizational commitment variable has no influence to employee performance variable. This means that regardless of organizational commitment increase, there will no improvement in employee performance at Bank Riau Kepri. Thus, the first hypothesis stating that organizational commitment influences the employee performance at Bank Riau Kepri is rejected (H 1 is rejected). H2: Organizational Culture Influences the Employee Performance.
The influence of organizational culture variable to employee performance variable is 0.327 with a t-statistics value of 3.356, where the t-statistics value is greater than 1.96. So, it can be concluded that organizational culture variable has an influence to employee performance variable. This means that if organizational culture is improved, there will be also an improvement in employee performance. Thus, the second hypothesis stating that organizational culture influences the employee performance at Bank Riau Kepri is accepted (H 2 is accepted).

H3: Organizational Citizenship Behavior (OCB) Mediates the Influence of Organizational Commitment to Employee
Performance.
The influence of organizational commitment variable on employee performance through OCB variable is 0.182 with a t-statistics value of 2.191, where the t-statistics value is greater than 1.96. So, it can be concluded that the organizational commitment variable has an influence to employee performance variable through OCB variable. This means that if OCB is improved, it will lead to the improvement in employee performance. Thus, the third hypothesis stating that OCB mediates the influence of organizational commitment to employee performance at Bank Riau Kepri is accepted (H 3 is accepted).
H4: Innovative Work Behavior (IWB) Mediates the Influence of Organizational Culture to Employee Performance.
The influence of organizational culture variable on employee performance variable through IWB variable is 0.309 with a tstatistics value of 5.001, where the t-statistics value is greater than 1.96. So, it can be concluded that the organizational culture variable has an influence to employee performance variable through IWB variable. This means that if the IWB is improved, it will lead to the improvement in employee performance. Thus, the fourth hypothesis stating that IWB mediates the influence of organizational cultural to employee performance at Bank Riau Kepri is accepted (H 4 is accepted).

Discussion
Hypotheses test results conducted indicate that organizational commitment does not significantly influence employee performance. This is in line with research by Suwibawa et al. (2018) which states that organizational commitment has no effect on the performance of Bappeda R&D staff in the Province of Bali; Yiing and Ahmad, (2009) who stated that organizational commitment had no effect on the performance of MBA part time student employees in Malaysia; Sutopo (2018) who stated that organizational commitment has no effect on the performance of employees of the education department's financial staff in Klaten; and Renyut et al. (2017) research which shows that organizational commitment does not have a significant effect on employee performance in the Maluku governor's office. In contrary, the results of the hypotheses test conducted also show that organizational culture has a significant influence to employee performance. This is in line with the results of research by Emeka and Philemon, (2012) which states that organizational culture influences employee performance in the manufacturing industry in Enugu; Muhammad and Mukzam, (2017) who stated that organizational culture influences the performance of employees of BRI Bank in Tuban Branch; Wagiman, (2018) who stated that organizational culture influences the performance of employees of BRI Regional Office in Semarang; Isa et al., (2016) which states that organizational culture influences the performance of employees of public sector organizations in Oman; and Shahzad (2014) research which shows that organizational culture influences the performance of software house employees in Pakistan. The results of the hypotheses test conducted show that organizational commitment significantly influences employee performance through the OCB variable or it can be said that OCB mediates the influence of organizational commitment to employee performance. This is in line with research of Sutrisno et al. (2018) that shows OCB mediates the effect of organizational commitment on the performance of employees of PT Fumira Semarang; Suprianto, (2014) who shows that organizational citizenship behavior mediates the effect of organizational commitment on the performance of employees of PT Dan Liris Sukoharjo; and Rahayu (2017) who finds that OCB mediates the effect of organizational commitment on the performance of medical employees at Fathma Medika Gresik Hospital. 1358 The results of the hypotheses test conducted show that organizational culture significantly influences employee performance through the IWB variable or it can be said that IWB mediates the influence organizational culture to employee performance. This is in line with Purba's research (2009)  . This idea was emerged from the results of the study known that the highest value indicator on OCB is altruism and the lowest value indicator of IWB is exploration ideas, meaning that if the exploration of these ideas combined with altruism, then the results will produce an innovative concept of citizenship behavior, with the following dimensions: (1) Innovative Altruism, (2) Innovative Consciousness, (3) Innovative Sportmanship, (4) Innovative Civic Virtue, (5) Innovative Courtessy. This new concept needs to be tested empirically.

Conclusions and Implications
Based on the results of the research and discussion in the previous chapter, the several conclusions can be drawn to answer the research questions as follows: a. The variable of organizational commitment does not significantly influence employee performance at Bank Riau Kepri. This means that the hypothesis stating that organizational commitment influences the employee performance at Bank Riau Kepri is rejected. b. The variable of organizational culture significantly influences employee performance at Bank Riau Kepri. This means that the hypothesis stating that organizational culture influences the employee performance at Bank Riau Kepri is accepted. c. The variable of OCB fully mediates the influence of organizational commitment on employee performance. This means that the hypothesis stating that OCB mediates the influence of organizational commitment to employee performance at Bank Riau Kepri is accepted. d. The variable of IWB partially mediates some of the effects of organizational culture on employee performance. This means that the hypothesis stating that IWB mediates the influence of organizational cultural to employee performance at Bank Riau Kepri is accepted.
This study only discusses the variables of organizational commitment, organizational culture, OCB and IWB that affect employee performance. This study only explains the role of OCB and IWB as mediating variables. In the future if organizational culture variables are used as mediating variables between OCB or IWB toward employee performance, it may provide new escalation scope and sequence for research results in the field of employee performance.