Organizational Citizenship Behavior as A Moderator in Employee Performance: A Study on Emotional Intelligence and Job Satisfaction

Abstract

This study aimed to determine and analyze: (1) the effect of emotional intelligence and job satisfaction on employee performance; (2) the effect of emotional intelligence on employee performance moderated by organizational citizenship behavior; and (3) the effect of job satisfaction on employee performance moderated by organizational citizenship behavior. This research uses associative research with a sample of 55 respondents who are North Sumatra National Land Agency Regional Office employees. Data of the study were collected through questionnaires, which contain a series of statements. In addition, Partial Least Square (SmartPLS) is used to assess and evaluate the five hypotheses proposed in this research as part of the data analysis strategies employed in this study. The study results show a positive and significant effect of emotional intelligence and job satisfaction on employee performance; there is no influence between emotional intelligence and employee performance moderated organizational citizenship behavior, and there is no influence between job satisfaction and employee performance moderated organizational citizenship behavior. Based on empirical evidence, it has been observed that enhancing employees' emotional stability can lead to improved job performance, hence enhancing overall organizational effectiveness. Furthermore, providing increased possibilities for employees to fulfill their job tasks will likely result in heightened job satisfaction. This study delineates the topic's significance for leaders in government offices and provides vital suggestions for future research.