FACTORS AFFECTING ORGANIZATIONAL EFFECTIVENESS AT
EMPLOYEES OF PT. CIMB MERCHANT BANK
Aisyah Gayatri1,
Netania Emilisa2
Universitas Trisakti, Jakarta, Indonesia
Aisyahgayatri99@gmail.com1, netania@trisakti.ac.id2
|
KEYWORDS |
ABSTRACT |
|
Organizational Citizenship Behavior; PT. Bank
commercial climb; Organizational Effectiveness. |
Introduction: In this study, we
focus on Organizational Citizenship Behavior (OCB) as an extra role behavior
and seek to examine the moderation of Organizational Citizenship Behavior
mediated to Organizational Citizenship Behavior in the context of developing
countries. Methods: This study aims to
analyze the effect of Organizational Effectiveness, Organizational
Citizenship Behavior, Happiness at Work, and Self-Efficacy, on employees of
PT Bank Cimb Niaga, Tbk in Jakarta. This research was carried out in the form
of a field study and used SPSS Amos data because the data was collected only
at one time to look for relationships between variables. This sample was
taken from employees of Private Banking Services, West Jakarta, in the
customer, teller, marketing, finance, accounting, and IT department as
respondents. The population studied is 240 employees in Private Banking
Services in West Jakarta. Ressult: The description of
data describes the respondents' characteristics based on the questionnaire's
criteria. Male and female respondents have the same number because the
sampling was conducted in the customer service, teller, marketing, finance,
accounting, and IT divisions. Concluison: Happiness at Work positively
and significantly affects Organizational Citizenship Behavior at PT. Bank
Cimb Niaga, Tbk in Jakarta. Self Efficacy has a positive and significant
effect on Organizational Citizenship Behavior at PT. Bank Cimb Niaga, Tbk in
Jakarta. Organizational Citizenship Behavior has a positive effect on
Organizational Effectiveness at PT. Bank Cimb Niaga, Tbk in Jakarta. |
|
DOI: 10.58860/ijsh.v2i2.21 |
|
Corresponding Author: Aisha Gayatri*
Email: Aisyahgayatri99@gmail.com
INTRODUCTION
Literature shows that employees' extra-role behavior
(company-specific behavior) is positively and significantly related to
Organizational Effectiveness. In this study, we focus on Organizational
Citizenship Behavior (OCB) as extra-role behavior and seek to examine the
moderation of Organizational Citizenship Behavior mediated Organizational
Citizenship Behavior in the context of developing countries. Research also shows
that Organizational Citizenship Behavior contributes significantly to
Organizational Effectiveness. Given its importance in predicting Organizational
Effectiveness, Organizational Citizenship Behavior remains a prominent research theme in
contemporary literature. These studies have examined Organizational Citizenship
Behavior's antecedents or consequences, including Organizational Effectiveness (Anwar, SE, Muafi, Widodo, & John
Suprihanto, 2022). It is well established that Organizational Citizenship Behavior leads to
Organizational Effectiveness. However, there is a lack of evidence regarding
the how (mediation) and when (moderation) components in Organizational
Citizenship Behavior research.
Employees with good Organizational Citizenship
Behavior will significantly assist companies or institutions in achieving their
goals (Barlian, 2016). Not all employees practice Organizational Citizenship Behavior at work.
Therefore, the Company believes employee engagement, organizational commitment,
and Organizational Citizenship Behavior can improve employee performance,
especially at PT. Bank Central Asia, Tbk (Fatoni et al., 2018).
Organizational Citizenship Behavior can increase a
company's competitive advantage because employees must work hard to satisfy
consumer desires (Emilisa & Lunarindiah, 2018). Behavior
that goes beyond formal obligations to an employee is influenced by corporate
responsibility towards employees and the environment (Emilisa & Lunarindiah, 2018). Social
responsibility is important because companies are in a society where every
company activity impacts the environment (Emilisa & Lunarindiah, 2018). Organizational Citizenship Behavior is "free individual behavior and
is not recognized by the formal reward system explicitly, and in the aggregate
encourages the effective functioning of the organization" (Fatoni et al., 2018). The
reason for choosing Self Efficacy (PsyCap-based variable) as an independent
variable is that we want to expand the legitimacy of Organizational Citizenship
Behavior by using a more contemporary and popular perspective, namely the
PsyCap perspective. PsyCap has emerged as a popular contemporary framework for
explaining the relationship between individual characteristics, beliefs, and
task performance (Tayal et al., 2022).
Happiness At Work (HAW) is essential in motivating and
retaining employees (Fisher, 2010). The concept of Happiness At Work is prevalent
in Western countries or developed countries but has received less attention in
developing countries. Happiness occurs when employees experience a pleasant and
enjoyable work environment (Salas-Vallina & Alegre, 2021).
Bank effectiveness is neglected by particular
challenges such as increasing competition, cultural shifts, changing regulatory
compliance, disruptive technologies, changing business models, increasing
customer expectations, customer retention, digitization, and continuous
innovation. (Febrianty et al., 2020). These challenges have placed significant pressure on employees in the
banking sector; for example, adopting disruptive technologies in banking is
unavoidable to help its Effectiveness, but this can increase employee anxiety
because it will impact their work in various ways (Tayal et al., 2022). Likewise, the other challenges mentioned above
will harm employee performance and affect bank effectiveness. However, it is
evident that the Effectiveness and sustainability of a bank significantly
depend on a competent workforce that goes above and beyond and puts in extra
effort (Tayal et al., 2022).
Diversity management practices are essential in
private sector banks because technological innovation, disinvestment, and entry
of foreign institutions have created a global working environment (Salas-Vallina & Alegre, 2021). According
to (Manto, 2021), effective management of a
diverse workforce generates significant benefits. It positively contributes to
organizational success, whereas inappropriate diversity management causes
conflict, absenteeism, turnover, and lower levels of Organizational
Chitizenship Behavior. Diversity management creates employee respect and
inclusion and positively influences performance (Agustina & Mahfudz, 2021).
Happiness At work and diversity management help create
a conducive organizational environment and are considered predictors of
Organizational Citizenship Behavior (Rakahim, 2020) . Happiness At work affects the perception of diversity management practices
to which employees feel belonging. Limited studies are exploring the mediating
effect of diversity management on the relationship between Happiness at Work
and Organizational Citizenship Behavior. This study discusses this research gap.
The reason behind this research is that when employees experience Happiness At
Work and organizational HR policies support diversity, then employees tend to
show organizational citizenship behavior.
Based on the background explanation above, the title
of this study is: "The Influence of Happiness at Work and Organizational
Citizenship Behavior on Self-Efficacy Mediated by Organizational Effectiveness
on PT Bank Cimb Niaga Tbk's employees in Jakarta."
This research aims to analyze the influence of
Organizational Effectiveness, Organizational Citizenship Behavior, Happiness at
Work, and Self Efficacy on PT Bank Cimb Niaga, Tbk employees in Jakarta. The organizational theory includes a high-level
goals approach, a resource systems approach, a process approach, and a
multi-component approach to understanding organizational Effectiveness. Define
Organizational Effectiveness as the achievement of participant-driven goals.
This is measured comprehensively by combining financial, operational,
structural, and attitudinal/behavior indicators to provide satisfaction and
enable the long-term survival and sustainability of the organization.
METHODS
Our research results are supported by previous research conducted in
different cultural settings (Salas-Vallina & Alegre, 2021) (Tayal et al., 2022). Hypothesis
testing was conducted to test the effect of Happiness at Work and Self Efficacy
on Organizational Effectiveness mediated by Organizational Citizenship Behavior
among Private Banking Service employees in Jakarta. This research was carried
out as a field study and used SPSS Amos data because the data was collected
only at one time to look for relationships between variables. The unit of
analysis used is the individual, namely employees of PT Bank Cimb Niaga in
Jakarta.
The sampling method used in this study is target sampling, which is a
method that takes into account specific criteria (Firmansyah, 2022). This sample
was taken from employees of Private Banking Services in West Jakarta in the
customer, teller, marketing, finance, accounting, and IT departments as
respondents. The population studied is 240 employees in Private Banking
Services in West Jakarta. When identifying studies, the minimum sample size
used is 5-10 times the number of question items. This study has 48 question
items. Therefore, the number of samples to be used in this study are:
Sample size =
number of question items x 5 (minimum sample) or 10 (maximum sample)
-
Minimum sample = 48 x 5= 240
-
Maximum sample = 48 x 10= 480
From the explanation above, it is known that the
minimum sample size in this study is 240 respondents, and the maximum sample is
480 respondents. Then the sample used in this study is a minimum sample of 240.
RESULTS AND DISCUSSION
A. Data Description
The
description of data describes the respondents' characteristics based on the
questionnaire's criteria. Following are the results of the tabulation of the
characteristics of the respondents based on the results obtained:
1. Gender
Table 1. Respondents' Demographic Characteristics by
Gender
|
Gender |
Employee |
|
|
Frequency |
Percentage (%) |
|
|
Male |
102 |
41.5 |
|
Female |
144 |
58.5 |
|
Total |
246 |
100 |
Source: Data processed using SPSS
version 23
Table
1 shows the profile of respondents based on gender. The number of male and
female employees is the same, namely 246 employee respondents each.
The
number of male and female respondents is the same because the sampling was conducted
in the customer service, teller, marketing, finance,
accounting, and
IT divisions. Where in the customer service, teller, and
marketing division, the majority of respondents were women and in this division,
there was a more significant number of respondents, and the majority of
respondents were women men who were considered to have deeper capabilities to
do heavy work and in other divisions (finance, accounting, and IT ) ( Anisa ,
2019) .
2. Age
Table
2. Demographic Characteristics of Respondents by Age
|
Age |
Employee |
|
|
Frequency |
Percentage (%) |
|
|
20-25 years |
190 |
77.2 |
|
26-30 years |
43 |
17.5 |
|
31-35 years |
10 |
4.1 |
|
36-40 years |
1 |
0.4 |
|
≥ 40 years |
2 |
0.8 |
|
Total |
246 |
100 |
Source: Data processed using SPSS version 23.
Table
2 shows the profile of respondents based on age. Employees aged between 20 to
25 years were the majority, obtained as many as 190 people compared to
employees aged 36 to 40 years of 1 person and over 40 years of 2 people.
Employees
aged 20 to 25 years have more enthusiasm at work so that these employees can
make a better contribution to the Company. This age range can be categorized as
productive age; that is, a person has more energetic characteristics to work
hard and smart, has views and plans for life ahead and is independent.
3. Last Education
Table 3. Demographic
Characteristics of the Latest Education Respondents
|
Last education |
Employee |
|
|
Frequency |
Percentage (%) |
|
|
Diploma III |
34 |
13.8 |
|
Bachelor I |
209 |
85.0 |
|
Undergraduate II |
1 |
0.4 |
|
Undergraduate III |
2 |
0.8 |
|
Total |
246 |
100 |
Source: Data processed using SPSS version 23.
Table 3 shows the profile of
respondents based on the employee's last education. Employees who have the last
education at bachelor level (Bachelor I) are seen in the majority, obtained as
many as 209 respondents compared to employees who have the last education
(Bachelor II) by one respondent, last education (Bachelor II) by two and
diploma (D III) by 34 respondents. Seeing the fact that the number of employees
with an undergraduate education level I is recruited more by companies compared
to employees with an education level (Bachelor II), (Bachelor III) and diploma
(D III), this is because companies need more employees who have the last
undergraduate education ( Bachelor I) who are considered able to carry out the
tasks assigned following the procedures set by the Company.
B. Data analysis
The statistical results of the variables Happiness at Work, Self
Efficacy, Organizational Citizenship Behavior, and Organizational Effectiveness
can be seen in the table below:
1. Happiness At Work
Table 4 Descriptive Statistics of
Happiness at Work
|
Happiness At Work Statement Items |
Means |
|
At My Workplace, I Feel Full of Energy. |
4,305 |
|
I find the work I do meaningful and purposeful. |
4,333 |
|
Time flies when I am working. |
4,431 |
|
At My Job, I Feel Strong and Passionate. |
4,362 |
|
I Am Enthusiastic with My Job. |
4,317 |
|
When I Work, I Forget Everything Else Around Me. |
3,785 |
|
My Work Inspires Me. |
4,098 |
|
I Feel Happy When I Work Intensely. |
4,244 |
|
I Am Proud of The Work I Do. |
4,431 |
|
I Am Immersed in My Work. |
3,801 |
|
I Can Keep Working for A Very Long Time at A Time. |
3,955 |
|
For Me, My Job Is Challenging. |
4,207 |
|
I Get Away When I Work |
4,122 |
|
At My Job, I am Very Tough, mentally. |
4,228 |
|
It's Hard to Get Away from My Job. |
3,923 |
|
At My Workplace, I Always Survive, Even When Things Aren't Going Well. |
4,191 |
|
Means |
4,171 |
Source:
Data processed using SPSS version 23
In Table 4 above, the total Mean is
4,171, which means that respondents feel Happiness at Work at PT. Bank Cimb
Niaga Tbk in jakarta. This shows the lowest Mean value of 3,785, which means
that employees simply feel they
forget everything around them when they are working.
2. Self
Efficacy
Table 5 Descriptive Statistics of Self Efficacy
|
Self-Efficacy Statement Items |
Means |
|
I will be able to achieve most of the goals that I have set for myself. |
4,402 |
|
When faced with a difficult task, I believe I will complete it. |
4,346 |
|
In general, I think I can achieve the results that are important to me. |
4,537 |
|
I can succeed at almost any endeavor I set my mind on. |
4,472 |
|
I will successfully overcome many challenges. |
4,224 |
|
I am confident that I can perform many different tasks effectively. |
3,874 |
|
Compared to other people, I can do most tasks very well. |
4,276 |
|
Even when things are difficult, I can perform quite well. |
4,402 |
|
Means |
4,317 |
Source: Data processed using SPSS
version 23
Table 5 above shows that the total
Mean is 4,317, which means that the respondent feels Self Efficacy at PT. Bank
Cimb Niaga, Tbk in Jakarta. This shows the lowest Mean value of 3,874, which
means that employees feel confident that
they can do many different tasks effectively.
3. Organizational
Citizenship Behavior
Table 6
Descriptive Statistics of Organizational Citizenship Behavior
|
Organizational
Citizenship Behavior Statement Items |
Means |
|
I help colleagues in need. |
4,398 |
|
I help co-workers with work-related
problems. |
4,435 |
|
I try to be very thorough when I work. |
4,358 |
|
I try to be disciplined even when others do
not supervise me. |
4,362 |
|
I instruct my co-workers to follow the rules
and regulations. |
4,301 |
|
I voluntarily do extra work. |
4.142 |
|
I try to tell my co-workers to correct their
mistakes if something goes wrong. |
4.138 |
|
I can finish all my work. |
4,313 |
|
Means |
4,306 |
Source: Data processed using SPSS
version 23
Table
6 above shows that the total Mean is 4,306, which means that respondents really
feel the Organizational Citizenship Behavior at PT. Bank Cimb Niaga, Tbk in
jakarta. This shows the lowest Mean value of 4.138, which means that employees try to tell their co-workers to correct
their mistakes if something goes wrong.
4. Organizational
Effectiveness
Table 7. Descriptive Statistics of Organizational
Effectiveness
|
Statement
Items. |
Means |
|
The Company Follows Formalized Strategic Planning. |
4,289 |
|
Increasing Company Market Competition. |
4,382 |
|
The Company Has Various Kinds of Clients. |
4,488 |
|
Markets in which the company acts are diversified. |
4,325 |
|
The Company Has Product Diversification. |
4,268 |
|
4,179 |
|
|
The Company Analyzes Its Independence with Relation to Suppliers. |
4,183 |
|
Companies Analyze Economic Dynamics in
Planning Their Actions. |
4,252 |
|
The Company Considers the Effect of Regulatory Group Performance in
Planning Actions. |
4,256 |
|
Technology Is a Fundamental Variable in
Corporate Planning. |
4,337 |
|
Companies evaluate their product life cycles and innovations per market
demand to achieve strategic collaborations. |
4,305 |
|
The Company Encourages Partnership Policies with Other Companies to
Achieve Strategic Collaboration. |
4,370 |
|
The Company Evaluates Its Market Image. |
4,407 |
|
Innovation is a Strategic Focus for the Company. |
4,447 |
|
The Company Evaluates the Possible Environmental/Ecological Impacts of
Its Actions. |
4,317 |
|
The Company Analyzes the Effect of Political
Scenarios in Planning Actions. |
4,256 |
|
Means |
4,316 |
Source: Data processed using SPSS
version 23.
Table 7 above shows that the total Mean is 4,316, which means that the
respondent feels the Organizational Effectiveness at PT. Bank Cimb Niaga, Tbk
in Jakarta. This shows the lowest Mean value of 4,179, which means that the
Company considers the community when planning its actions.
5. Hypothesis Test Results
Test hypothesis the test aims to determine whether there is
influence from the variable independent of the dependent variable mediated by intervening variables. Testing the hypothesis in this study was carried
out using the simple linear regression analysis method, and the following result:
a.
Hypothesis 1 :
Hypothesis First test influences Happiness
At Work on Organizational Citizenship Behavior, in where is the hypothesis alternative (Ha) is as follows :
Ha 1: Happiness
at Work positively affects Organizational Citizenship Behavior.
Table
8. Hypothesis Test Results
|
Estimation (Β) |
P-Value (< 0.05) |
Decision |
|
|
Happiness At work → Organizational Citizenship Behavior |
0.330 |
0.000 |
Ha1: Supported |
Source: Data processed using AMOS version 23.
Happiness at work has a
coefficient value of 0.330, meaning that the higher the perception of Happiness
at Work can increase the perception of Organizational
Citizenship Behavior is equal to 0.330 units. The results of statistical
testing showed a beta sign following the proposed hypothesis, where Happiness
at Work has a positive effect on Organizational
Citizenship Behavior in the output table above. Based on the test results above, it obtained a
significance value of 0.000/2 = 0.000 <0.05 (alpha 5%) so that Ho was
rejected or Ha was accepted, and it can be concluded that statistically, there
is a significant positive effect between Happiness at Work on Organizational Citizenship Behavior.
The second hypothesis examines the
effect of Self Efficacy on Organizational Citizenship Behavior, whereas the alternative hypothesis
(Ha) is as follows :
H a 2: Self Efficacy positive effect on Organizational
Citizenship Behavior.
Table
9 Hypothesis
Test Results s
|
Estimation (β) |
p-values (< 0.05) |
Decision |
|
|
Self Efficacy → Organizational Citizenship Behavior |
0.668 |
0.000 |
Ha2: supported |
Source:
Data processed using AMOS version 23
Self Efficacy has
a coefficient value of 0.668, meaning that the higher the perception of Self
Efficacy, can increase the perception of Organizational
Citizenship Behavior is equal to 0.668 units. The results of statistical tests
showed a beta sign following the proposed hypothesis, which is Self Efficacy a positive effect on Organizational
Citizenship Behavior in the output table above. Based on the test results above, it obtained a
significance value of 0.000/2 = 0.000 <0.05 (alpha 5%) so that Ho was
rejected or Ha was accepted, and it can be concluded that statistically, there
is a significant positive effect between Self
Efficacy on Organizational Citizenship
Behavior.
c. Hypothesis
3 :
The third hypothesis
examines the influence of Organizational Citizenship Behavior
on Organizational Effectiveness, whereas the alternative hypothesis
(Ha) is as follows:
Ha3: Organizational
Citizenship Behavior has
a positive effect on Organizational Effectiveness.
Table
10. Hypothesis
Test Results s
|
Estimation (β) |
p-values (< 0.05) |
Decision |
|
|
Organizational Citizenship Behavio → Organizational Effectiveness |
0.309 |
0.004 |
Ha3: supported |
Source: Data processed
using AMOS version 23.
Organizational
Citizenship Behavior has a coefficient value of 0.309, meaning that the higher
the perception of Organizational Effectiveness, the
higher the perception of Organizational Effectiveness is 0.309 units.
The results of statistical tests showed a beta sign following the proposed
hypothesis, where Organizational Citizenship Behavior had a positive effect on Organizational Effectiveness in the output table
above. Based on the test results above, it
obtained a significance value of 0.008/2 = 0.004 <0.05 (alpha 5%) so that Ho
was rejected or Ha was accepted, and it can be concluded that statistically,
there is a significant positive effect between Organizational Citizenship Behavior on Organizational
Effectiveness.
d. Hypothesis
4 :
The fourth hypothesis
examines the effect of Happiness At Work on Organizational Effectiveness, whereas the alternative hypothesis
(Ha) is as follows:
H a4: Happiness
at Work has a positive effect on Organizational Effectiveness.
Table 11. Hypothesis
Test Results
|
Estimation (β) |
p-values (< 0.05) |
Decision |
|
|
Happiness At work →Organizational Effectiveness |
0.291 |
0.001 |
Ha4: supported |
Source:
Data processed using AMOS version 23.
Happiness at work has a
coefficient value of 0.291, meaning that the higher the perception of Happiness
at Work, can increase the perception of Organizational
Effectiveness, which is equal to 0.291 units. The results of statistical
testing showed a beta sign following the proposed hypothesis, where Happiness
at Work has a positive effect on Organizational
Effectiveness in the output table above. Based
on the test results above, a significance value of 0.002/2 = 0.001 <0.05
(alpha 5%) is obtained so that Ho is rejected or Ha is accepted, and it can be
concluded that statistically, there is a significant positive effect between
Happiness at Work on Organizational
Effectiveness.
e. Hypothesis
5 :
The fifth hypothesis
tests the influence of Happiness at Work on Organizational Effectiveness is mediated
by Organizational Citizenship Behavior, where the alternative hypothesis sounds (Ha) is as
follows:
H a5: Happiness
at Work positively affects Organizational
Effectiveness mediated by Organizational
Citizenship Behavior.
Table 12. Hypothesis
Test Results s
|
Estimation (β) |
p-values (< 0.05) |
Decision |
|
|
Happiness At work → Organizational Effectiveness→
Organizational Citizenship Behavior |
0.102 |
0.000 |
Ha5: supported |
Source:
Data processed using AMOS version 23
The calculation results show that Happiness at Work
affects Organizational Effectiveness, as indicated by a coefficient value of
0.102. Increased Happiness at Work will increase Organizational Effectiveness
by 0.102 units or vice versa, which Organizational Citizenship Behavior
mediates. These results indicate that the theoretical hypothesis proposed is
proven to have a positive indirect effect between Happiness at Work on
Organizational Effectiveness which is mediated by Organizational Citizenship
Behavior and has a significance value of 0.000 <0.05 (alpha 5%).
f.
Hypothesis 6 :
The sixth hypothesis
tests the effect Self Efficacy on Organizational Effectiveness,
whereas the alternative hypothesis (Ha) sounds
as follows:
H a6: Self
Efficacy positive
effect on Organizational Effectiveness.
Table 13. Hypothesis
Test Results s
|
hypothesis |
Estimation
(β) |
p-values (< 0.05) |
Decision |
|
Self
Efficacy →Organizational
Effectiveness |
0.391 |
0.0015 |
Ha6:
supported |
Source:
Data processed using AMOS version 23.
Self Efficacy has
a coefficient value of 0.391, meaning that the higher the perception of Self
Efficacy, the more it can increase the perception of Organizational
Effectiveness, equal to 0.391 units. The results of statistical tests showed a
beta sign following the proposed hypothesis, which is Self Efficacy positive effect on Organizational
Effectiveness in the output table above. Based
on the test results above, it obtained a significance value of 0.003/2 = 0.0015
<0.05 (alpha 5%) so that Ho was rejected or Ha was accepted, and it can be
concluded that statistically, there is a statistically significant positive
effect between Self Efficacy on Organizational Effectiveness.
g.
Hypothesis 7 :
The seventh hypothesis
tests the influence Self Efficacy on Organizational Effectiveness is mediated by
Organizational Citizenship Behavior, where the alternative hypothesis
sounds (Ha) is as follows:
Table 14. Hypothesis Test Results s
|
hypothesis |
Estimation
(β) |
p-values (< 0.05) |
Decision |
|
Self
Efficacy → Organizational Effectiveness→ Organizational
Citizenship Behavior |
0.206 |
0.000 |
Ha5:
supported |
Source: Data processed using AMOS version 23.
The calculation results show that Self Efficacy affects
Organizational Effectiveness, as indicated by a coefficient value of 0.206. An
increase in Self Efficacy will increase Organizational Effectiveness by 0.206
units or vice versa, which Organizational Citizenship Behavior mediates. These
results indicate that the theoretical hypothesis proposed is proven to have a
positive indirect effect between Self Efficacy on Organizational Effectiveness,
which is mediated by Organizational Citizenship Behavior and has a significance
value of 0.000 <0.05 (alpha 5%).
CONCLUSION
Based on the
research objectives that have been stated in the previous chapter regarding the
influence of Happiness at Work and Self Efficacy on Organizational Effectiveness
mediated by Organizational Citizenship Behavior at PT Bank Cimb Niaga, Tbk, it
is concluded that: 1. Happiness at Work has a positive and significant effect
on Organizational Citizenship Behavior on employees of PT. Bank Cimb Niaga, Tbk
in Jakarta. 2. Self Efficacy has a positive and significant effect on the Organizational
Citizenship Behavior of employees of PT. Bank Cimb Niaga Tbk in Jakarta. 3.
Organizational Citizenship Behavior positively affects Organizational
Effectiveness at PT. Bank Cimb Niaga, Tbk in Jakarta.
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