The Role of Organizational Citizenship Behavior in Mediating Sharing Knowledge Behavior and Commitment to Employee Performance Regional Secretariat of Bombana Regency

  • Authors

    • Asriani Achmad Department of Management Science, Faculty of Management Sciences, Haluoleo University, Kendari, Sulawesi Tenggara 93232, ‎Indonesia
    • Nurwati Department of Human Resource Management, Faculty of Management, Haluoleo University, Kendari, Sulawesi Tenggara 93232, ‎Indonesia
    • Nasrul Department of Social Sciences, Faculty of Basic Education, Haluoleo University, Kendari, Sulawesi Tenggara 93232, Indonesia
    • Sri Wiyati Mahrani Department of Social Sciences, Faculty of Basic Education, Haluoleo University, Kendari, Sulawesi Tenggara 93232, Indonesia
    https://doi.org/10.14419/9759s124

    Received date: June 1, 2025

    Accepted date: June 24, 2025

    Published date: July 15, 2025

  • Employee Performance; Human Resources; Management; Organizational Citizenship Behavior; Organizational Commitment

  • Abstract

    This study aims to investigate how organizational commitment and knowledge sharing influence employee performance, with a ‎particular focus on the mediating role of Organizational Citizenship Behavior (OCB). The research was conducted among all 88 employees ‎of the Regional Secretariat of Bombana Regency using a quantitative, explanatory design. To assess causal relationships among the ‎variables, data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) via Smart PLS. The findings reveal that ‎both organizational commitment and knowledge-sharing behavior have a significant positive impact on employee performance and OCB. ‎Furthermore, OCB was found to mediate the relationship between knowledge sharing, organizational commitment, and employee ‎performance. These results suggest that fostering organizational engagement and a culture of knowledge exchange enhances OCB, which in ‎turn leads to improved employee performance in public governance environments. Based on these insights, organizations are encouraged to ‎cultivate a work culture that promotes collaboration and transparency, reward knowledge-sharing behaviors, and strengthen employee ‎commitment through equitable and supportive management practices to continuously enhance professionalism and performance outcomes‎.

  • References

    1. Uthman AA (2024), The relevance of human resources management to today’s business environment. International Journal of Social Science and Human Research, 7(5), 1-9. https://doi.org/10.47191/ijsshr/v7-i05-10.
    2. Panjaitan EHH, Rupianti R, Sukomardojo T, Astuti ART & Sutardjo A (2023), The role of human resource management in improving employee performance in private companies. Commitment of Scientific Journal of Management, 4(1), 225–233. https://doi.org/10.15575/jim.v4i1.23958.
    3. Nugroho NSH (2022), The role of human resources management in organizational perspective. Global Journal of Engineering and Technology Ad-vances, 10(3), 012–018. https://doi.org/10.30574/gjeta.2022.10.3.0040.
    4. Cayrat C & Boxall P (2023), The roles of the HR function: A systematic review of tensions, continuity and change. Human Resource Management Review, 33(4), 100984. https://doi.org/10.1016/j.hrmr.2023.100984.
    5. Ann CC, Sidik MJ, Shaleh SRM & Mustafa S (2024), Marine Biodiversity and Climate Change: Multidimensional Approaches for “The Ocean We Want” by 2030. In Springer eBooks (pp. 1429–1459). https://doi.org/10.1007/978-3-031-17463-6_117.
    6. Hidir A, Zunaidi A & Pattiasina PJ (2021), Understanding human resources management strategy in implementing good government practice: what research evidence says. International Research Journal of Management IT and Social Sciences, 8(3), 265–273. https://doi.org/10.21744/irjmis.v8n3.1658.
    7. Saputra DH, Muhlis LP, Ilmy M, Suparno A, Nasuhi M & Mufidah M (2021), Implementation of good governance and clean governance towards an effective and dignified bureaucracy. PINISI Discretion Review, 4(2), 327. https://doi.org/10.26858/pdr.v4i2.21491.
    8. Anderson HJ (2020), Organizational-Citizenship behavior. In Springer eBooks (pp. 3363–3365). https://doi.org/10.1007/978-3-319-24612-3_788.
    9. Kassa BY & Worku EK (2025), The Impact of artificial intelligence on organizational performance: The mediating role of employee productivity. Journal of Open Innovation Technology Market and Complexity, 100474. https://doi.org/10.1016/j.joitmc.2025.100474.
    10. Lin M, Liu Q & Li Z (2024), Perceived superior trust and organizational commitment among public employees: The mediating role of burnout and the moderating role of public service motivation. Heliyon, 10(3), e24997. https://doi.org/10.1016/j.heliyon.2024.e24997.
    11. Zhang, W., Zeng, X., Liang, H., Xue, Y., & Cao, X. (2023). Understanding how organizational culture affects innovation Performance: A Man-agement Context Perspective. Sustainability, 15(8), 6644. https://doi.org/10.3390/su15086644.
    12. Camacho LJ, Litheko A, Pasco M, Butac SR, Ramírez-Correa P, Salazar-Concha C & Magnait CPT (2024), Examining the role of organizational culture on citizenship behavior: the mediating effects of environmental knowledge and attitude toward energy savings. Administrative Sciences, 14(9), 193. https://doi.org/10.3390/admsci14090193.
    13. Rahman MHA & Karim DN (2022), Organizational justice and organizational citizenship behavior: the mediating role of work engagement. Heli-yon, 8(5), e09450. https://doi.org/10.1016/j.heliyon.2022.e09450.
    14. Nelwan OS & Lengkong VPK (2024), The influence of knowledge sharing, transformational leadership on Organizational citizenship behaviour (OCB) and job satisfaction in the MSMES sector in Minahasa. International Journal of Professional Business Review, 9(1), e4312. https://doi.org/10.26668/businessreview/2024.v9i1.4312.
    15. Luo L, Yang Y, Wu, G, Zheng J & Liu D (2023), Effects of organizational leadership on project citizenship behavior and management performance in complex construction projects. Buildings, 13(1), 259. https://doi.org/10.3390/buildings13010259.
    16. Hong Y, Kim B & Kim M (2023), The Knowledge-Sharing Implications of social responsibility of Firms: the importance of ethical climate. Behav-ioral Sciences, 13(7), 608. https://doi.org/10.3390/bs13070608.
    17. Setiawan A, Satoto E B & Qomariah N (2022), Effect of transformational leadership style, work motivation and work environment on employee performance with employee commitment as intervening variable (Study on Sub-District in Bondowoso Regency). International Journal of Man-agement Science and Information Technology, 2(2), 11–20. https://doi.org/10.35870/ijmsit.v2i2.473.
    18. Arees BAS (2025), Human resource planning activities and their role in achieving organizational goals. Journal of Lifestyle and SDGs Review, 5(4), e06023. https://doi.org/10.47172/2965-730X.SDGsReview.v5.n04.pe06023.
    19. Hakim A, Setyowati E & Anggaini NLV (2023), The role of Organizational citizenship behavior (OCB) as a mediating variable on the influence between motivation and employee performance. In Advances in Social Science, Education and Humanities Research (pp. 3–10). https://doi.org/10.2991/978-2-38476-082-4_2.
    20. Na-Nan K, Kanthong S, Joungtrakul J & Smith ID (2020), Mediating Effects of Job Satisfaction and Organizational Commitment between Prob-lems with Performance Appraisal and Organizational Citizenship Behavior. Journal of Open Innovation Technology Market and Complexity, 6(3), 64. https://doi.org/10.3390/joitmc6030064.
    21. Bozack A (2011), Social Cognitive Learning Theory. In Springer eBooks (pp. 1392–1394). https://doi.org/10.1007/978-0-387-79061-9_2715.
    22. Fan, Q., Wider, W., & Chan, C. K. (2023). The brief introduction to organizational citizenship behaviors and counterproductive work behaviors: a literature review. Frontiers in Psychology, 14. https://doi.org/10.3389/fpsyg.2023.1181930.
    23. Damayanti, N. F., & Darmawan, N. D. (2025). The Influence of Organizational Commitment and Job Satisfaction on Employee Performance. Jurnal Manajemen Bisnis Dan Terapan, 3(1), 104–108. https://doi.org/10.20961/meister.v3i1.2063.
    24. Merdiaty N, Putri AI & Mangundjaya WL (2023), The effect of organisational commitment to organisational citizenship behaviour through mean-ingful work as a mediator. International Journal of Research in Business and Social Science (2147-4478), 12(3), 196–206. https://doi.org/10.20525/ijrbs.v12i3.2517.
    25. Nguyen, H., Drejer, I., & Marques, P. (2024). Citizen engagement in public sector innovation: exploring the transition between paradigms. Public Management Review, 26(12), 3622–3642. https://doi.org/10.1080/14719037.2024.2347360.

  • Downloads

  • How to Cite

    Achmad, A., Nurwati, Nasrul, & Mahrani, S. W. . (2025). The Role of Organizational Citizenship Behavior in Mediating Sharing Knowledge Behavior and Commitment to Employee Performance Regional Secretariat of Bombana Regency. International Journal of Accounting and Economics Studies, 12(3), 69-73. https://doi.org/10.14419/9759s124