The study examined the effects of motivation, work environment, workplace spirituality, and leadership style on OCB, with job satisfaction serving as a mediating variable. Using a quantitative approach, the researchers collected primary data via Likert-scale questionnaires distributed through Google Forms to 132 employees in beauty clinics across Batam City. The sample size was determined based on Krejcie and Morgan’s calculation, with at least 100 respondents required for valid results.
The research identified a substantial positive relationship between the work environment and OCB, mediated by job satisfaction. Employees who reported a favourable work environment also expressed higher job satisfaction, which in turn positively influenced their organisational citizenship behaviours. This finding underscores the importance of creating a supportive and comfortable workplace to encourage employees to go beyond their basic job requirements.
The study’s positive correlation between leadership style and OCB, again through the medium of job satisfaction, was another important finding. Effective leadership, particularly styles that foster inclusivity and support, were shown to enhance job satisfaction among employees. This increased job satisfaction then translated into higher levels of OCB, indicating that good leadership can indirectly promote behaviours that benefit the organisation.
Job satisfaction emerged as a pivotal factor in mediating the relationships between both the work environment and leadership style in OCB. This suggests that efforts to improve job satisfaction could have far-reaching benefits for organisational behaviour and performance. Employees who are satisfied with their jobs are more likely to engage in positive behaviours that support their colleagues and contribute to the overall success of the organisation.
Interestingly, the study found no connection between motivation and OCB or between workplace spirituality and OCB when job satisfaction was a mediator. These results suggest that while motivation and spirituality are important, their direct impact on OCB might be less significant than previously thought, at least within the context of beauty clinics in Batam City.
By investing in a positive work environment, managers can improve job satisfaction, which in turn can lead to enhanced organisational citizenship behaviours. This might include improving physical workplace conditions, ensuring adequate resources, and fostering a supportive and inclusive workplace culture.
Leadership development programmes that focus on inclusive, supportive, and transformational leadership styles can be beneficial. Leaders who can effectively communicate, support their teams, and foster a positive organisational culture are likely to see higher levels of job satisfaction and, consequently, higher OCB among their employees.
Since job satisfaction plays a crucial role in mediating the relationship between both work environment and leadership style with OCB, efforts to enhance job satisfaction should be prioritised. This could involve regular employee feedback mechanisms, career development opportunities, and recognition of employee achievements.
While motivation and workplace spirituality are important, their direct impact on OCB might not be as strong as other factors. Managers should consider integrating these aspects into broader strategies that also focus on improving job satisfaction and leadership effectiveness.
