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Jurnal Ekonomi, Volume 12, No 04 2023
ISSN: 2301-6280 (print) ISSN: 2721-9879 (online)

THE EFFECT OF HAPPINESS AT WORK AND ORGANIZATIONAL

COMMITMENT ON EMPLOYEE PERFORMANCE WITH
ORGANIZATIONAL CITIZENSHIP BEHAVIOR AS
INTERVENING VARIABLE
Putri Hermania1, Heriyadi2, Ilzar Daud3, Ramadania4, Rizky Fauzan5
Faculty of Economics and Business, Universitas Tanjungpura, Indonesia1,2,3,4,5

ARTICLE INFO ABSTRACT

An organization is the entity that involves a group of people working
together to reach a common goal or a collective goal. In order to reach
the goals of an organization, the organization relies heavily on the
human resources within it. Organizations have always had a long-term
vision and mission, so there will always be a need for staff who are also
Keywords: aligned with the vision and long-term mission of the organization.
Happiness at Work, Organizational Most researchers have shown that Happiness at Work (HAW) and
Commitment, Performance, Organizational Commitment considerably influence employee
Organizational Citizenship Behavior performance, mental health, creative Performance, and psychological
capital. This research is purpose to specify the influence of significant
variables factor on the Civil Registry Service Office West Kalimantan to
achieve an organization's goal. The data collected in this study is as
many as 200 respondents and will be analyzed with the Structural
Equation Model (SEM) using AMOS 23 with quantitative methods.
E-mail:
[Link]@[Link].id1
Copyright © 2023 Economic Journal. All rights reserved.
heriyadi@[Link].id2
is Licensed under a Creative Commons Attribution-NonCommercial 4.0
[Link]@[Link].id3
International License (CC BY-NC 4.0)
ramadhania@[Link].id4

1. INTRODUCTION
An organization is an entity that involves a group of people working together toward a common
goal or a collective goal. In order to reach the goals of an organization, an organization relies heavily on
human resources it. Human resources is known as one of the most dynamic assets for the advancement
and growth of an organization. Therefore, the organization and its management must make reasonable
changes and moves to improve human resources. If the employees are satisfied and happy with the
management of their organization, then they will do the best for the organization's good [1]. Human
resource is crucial to organizational effectiveness as it significantly supports organizational competitive
advantage through a team of dedicated workers [2].
Human resource management (HRM) is recognized as one of the most critical factors determining
the success of an organization. The measure of human resource success in an organization can be seen in
the Performance of its workers. Generally, the organization's leader expects every worker to perform the
assigned tasks [3]. An employee's Performance is related to the results of a person's Work in an
organization or company. Work results can be quality, quantity, and timeliness, but evaluating
Performance in an organization is the key to staff development. [4]. Performance evaluation is a form of
performance evaluation. Performance shows whether the staff is successful in carrying out tasks and
achieving the desired goals or not. Therefore, the organization focuses on the exploitation of human
resources, particularly the Performance of the staff as a source of strategic profits [5].
One of the factors that can influence Performance is happiness at Work. Happiness at Work is
explain as a condition that contributes positively to the productivity of an organization [6]. Employees
which are not happy with their work spend only 40% of their time on duty. An organization loses around
100 working days or around 3.5 months for every unhappy employee. In order to be happy at Work,
somebody must have a sense of achieving his potential. [7]. So, when workers in an organization are
pleased at Work, then the organization's productivity will also increase.

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Furthermore, based on previous theories and research, it is known that Organizational

Commitment is a factor that also improves staff performance. Organizational commitment is significantly
positively affect on improving the Performance within an organization [8]. Organizational commitment
refers to a psychological state that characterizes the connection between an individual and an
organization, with consequential effects on the individual's inclination to remain with or depart from the
organization. Understanding organizational Commitment will contribute to the management's approach
to managing the organization, especially about the existence of employees [9].
The study aims to find a descriptive objective of Happiness at Work and Organizational
Commitment that affects officials' Performance in the Civil Registry Service Office West Kalimantan
through Organizational Citizenship Behavior as mediation. Civil Registry Service Office West Kalimantan
is an implementing element of the Government of the Region in the occupation and civil registration field
in West Kalimantan. The main task of Civil Registry Service Office West Kalimantan is to formulate the
policy of the region in the area of registration of the population, the building of the civilian registration,
management of the administrative information of the occupation, also disclosure of the data of
occupations and inter-agency relations in the Province of West Kalimantan.
Literature Review
Happiness at Work
Happiness generally relates to how a person experiences and evaluates their life [10]. Happiness
can be regarded as a person's subjective experience of judging himself as happy, considering to what
extent he believes or does not [11]. Given that most of the time most people spend working,
understanding the role by Work and play in the workplace is crucial. Since that understanding can help
create global happiness for individuals and societies. Most researchers have shown that Happiness at
Work (HAW) considerably influences staff performance, mental health, creativeness, and psychological
capital [12]. HAW is defined as the extent to which an employee can experience an acceptable level of
positive satisfaction and compassion in the workplace [13]. High job demands will reduce employee
happiness, increasing relocation intentions and counterproductive work behavior. In addition, happy
employees can be promoted faster, gain more support from their superiors, tend to complete their tasks
effectively, and generate new innovative ideas for their organizations.
Organizational Commitment
Organizational Commitment indicates to the someone’s psychological bond to the organization,
including a sense of work commitment, loyalty, and confidence in the organization's values [14].
Organizational engagement includes a firm belief and acceptance of the goals and values and a firm desire
to remain working with the organization. Employee ethics is a fundamental aspect of establishing a
positive professional rapport, encompassing an individual's capacity to make informed decisions and
behave appropriately within the organizational context. This form of commitment distinguishes itself
from other types, such as employment ethos support, career commitment, employment engagement, and
trade union commitment, by placing emphasis on values, careers, and jobs [15]. The readiness of social
performers to give their energy and loyalty to the social system, the attachment of social systems of
personal relationships that are seen as self-expression.
Organizational Citizenship Behavior
OCB is voluntary behavior against things that take precedence over the organization's interests as
the essence of performance-based satisfaction, not formally ordered and not directly and explicitly
related to a formal system of rewards [16]. OCB is behavior that increases social value and maintenance
and a psychological environment that supports work outcomes. There are five indicators in defining OCB,
consisting of altruism, that is, a person who takes the interests of others more seriously than his interests.
Courtesy, helping others voluntarily and openly, is both a duty and a virtue. Civic virtue, engaged in
organizational activities, and cared for the organization's survival. Conscientiousness is when employees
take actions that benefit the organization beyond what is required. Sportsmanship shows the voice of
confusion or tolerance to survive an unpleasant situation without complaining [17].
Performance
Performance is derived from the word work achievement. The term performance is come from the
job and actual of Performance, which is the quality and quantity of Work reached by an worker in the
Performance of his duties by the responsibilities assigned to him within a specified period [18].Individual
performance is a determinant of work performance. Performance on individual jobs is determined by
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adherence to standardized job descriptions. Furthermore, work performance can be influenced by other
factors, including positive interpersonal interactions, absences, withdrawal behaviors, and behaviors that
pose a risk to workplace safety.
Conceptual Framework
Based on the description, it can be built conceptual framework as follows:

H3

H6
H1
HAW (X1)

H5
OCB (Z) Performance (Y)

OC (X2) H2 H7
H4

Research Hypothesis
Based on the problem formula, the conceptual framework above, the research hypothesis
submitted by the researchers is as follows:
1. HAW has a significant impact on OCB.
2. OC has a significant impact on OCB.
3. OCB has a significant impact on Performance.
4. HAW has a significant impact on Performance.
5. OC has a significant impact on Performance.
6. HAW affects Performance significantly positively through OCB.
7. OC affects Performance significantly positively through OBC.

2. METHOD
Measurements
In this study, the instrument to be used is a questionnaire. The questionnaire uses a Likert scale of
measurements 1 to 5 with categories: strongly agree (score 5); agree (score 4); neutral (score 3);
Disagree (score 2); strongly disagree (score 1). Questionnaire contains four variables: happiness at Work
and Organizational Commitment as an independent variable, Performance as a dependent variable, and
OCB as an intervening variable. Happiness at Work is measured based on five dimensions developed by
[19]. Organizational Commitment is measured based on three dimensions developed by Allen & Meyer
(1990) [20]. Then, OCB is measured based on five dimensions developed by Allison et al (2001) [21].
While Performance is measured based on six dimensions development by Bernadin & Rusell (1993) [22].
Sampling and Data Collection
This study was carried out in West Kalimantan. The population in this study are Civil Registry
Service Office workers who have worked in the organization for at least five months. In this study, the
sample decision-making technique used is purposive sampling. This technique is perfectly suitable for
quantitative research or research that does not generalize. The data obtained from the Civil Registry
Service Office West Kalimantan is 200 samples.
Data Analysis
Data collected in this research will be analyzed with the Structural Equation Model (SEM) using
AMOS 23. Using SEM, three analysis activities can be performed simultaneously: validity and reliability
testing of instruments related to confirmative factor analysis. The overall matching of the model is
measured with CMIN/DF, RMSEA, RMR, GFI, TLI, IFI, CFI. The validity evaluation performed should be
≥0.50 because it relies on the Standardized Loading Factor (SLF) value (Hair et al., 2014) and for the

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tabulation of the Construct Reliability (CR) and Average Variance Extracted (AVE) values on the construct
reliability. The analysis carried out is a structural model analysis, where this model is used to assess the
research hypotheses has been accepted or not. The analysis will show the t-count value on each
coefficient. The hypothesis can be said to have a causal relationship when the t -t-count value ≥ t table
(1.96) with a significant degree α (generally α = 0.05). The indirect effect of the mediated variable is
determined by performing the Sobel test.
Respondent Characteristics
Table 1 Characteristics of Respondent
Categories Item F %
Gender Men 62 31%
Women 138 69%
Total 200 100%
Age. 20-25 y.o 34 17%
26-30 y.o 107 53.5%
31-35 y.o 52 26%
36-40 y.o 6 3%
>40 y.o 1 0.5%
Total 200 100%
Educational Level Senior High 13 6.5%
Diploma 23 11.5%
Bachelor 162 81%
Master 2 1%
Total 200 100%
Period of work 0-5 years 120 60%
6-10 years 72 36%
11-15 years 7 3.5%
>15 years 1 0.5%
Total 200 100%
Division Population Administration 11 5.5%
Population Registration Field 37 18.5%
Civil Registration Field 19 9.5%
Secretariat 23 11.5%
Data and Information Fields 38 19%
Technical Implementation Unit 30 15%
Functional Position Groups 19 9.5%
Etc. 23 11.5%
Total 200 100%
Table 1 shows that the majority of respondents are woman138 or 69%, then dominate by staff
with an average age of 26-30 y.o as 107 respondents or 53.5% and most staff have a Bachelor's education
background that is 162 respondents, or 81%, 120 respondents or 60% have a working time of 0-5 years
and the majority come from the data and information fields is 38 respondent or 19%.
Types of Research Data
The primary data source is by distributing research questionnaires to respondents or research
samples. The secondary data in this study are journal articles, books,website government and website
validated data relating to the research conducted.
Operational Definition of Research Variables
Table 2 Measurement Model
Variables Indicators Items SLF AVE C.R
Happiness at Work Personal Growth I got a chance to learn new things. 0.55 0.67 0.92
Meaning The Work done has meaning. 0.59
Autonomy I have enough rights and authority 0.60
to do my job.
Behavioral Norms I know the expectations of the 0.52
organization by being here.
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Variables Indicators Items SLF AVE C.R

Supportive Relations I got the support of the top to be 0.92
able to develop the potential in the
organization.
Feedback I get clear and consistent 0.92
instructions when working and
finishing a job.
Organizational Affective I am being like a part of the family 0.75 0.63 0.89
Commitments (X2) Commitment in this company.

Continuance It would be too detrimental for me 0.58

Commitment to leave this company.
Normative This organization deserves my 0.61
Commitment loyalty and Commitment.
Organizational Altruism I am always willing to help the new 0.74 0.64 0.90
Citizenship Behavior staff orientation process without
(Z) asking.
Courtesy I am always willing to give advice 0.67
and information to colleagues in
need.
Civic Virtue I have always watched andined 0.63
activities like teamwork.
Conscientiousness I am always on time in the office. 0.55
Sportsmanship I am avoiding complaining about 0.69
the job.
Performance (Y) Quality I was able to finish the job well as 0.65 0.58 0.89
expected.
Quantity I can meet the work targets that 0.54
have been set.
Timeliness I came and went home to work on 0.51
time.
Cost Effectiveness I can work effectively and 0.59
efficiently.
Need for Supervisor I am open to criticism and advice 0.51
from the leadership.
Interpersonal I have a good relationship with my 0.65
Impact colleagues.
Table 2 shows the validity and reliability of the full model. The value of the SLF the entire variable
indicator on the full model has a value above 0.50. This indicates that the entire indicator is declared valid
and capable of measuring the full construction of the built model. The entire instrument is announced
reliable and consistently measure the construction of a full model. It is shown from the AVE of the overall
instrument indicator obtaining a value of ≥ 0.50 and the C.R obtaining a value of ≥ 0.7.
Table 3 Goodness of Fit Index (GOF)
GOF Cut off Value Results
CMIN/DF ≤ 3.00 1.661
RMSEA ≤ 0.08 0.058
RMR < 0.05 0.028
IFI ≥ 0.90 0.914
TLI ≥ 0.90 0.899
CFI ≥ 0.90 0.912
From the GOF measurement in Table 3, it showed that the model compatibility requirements are
acceptable. The data describes that five measurements are categorized well. CMIN/DF = 1.661 (≤3.00),
RMSEA = 0.058 (≤0.08), and RMR = 0.028 (<0.05). As well as IFI = 0.914 and CFI= 0.912 have exceeded
the prescribed standard, i.e., ≥0.90. So, the model built by the researchers has been suitable and qualified.
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3. RESULT AND DISCUSSION

Result
The value of testing the research hypothesis can be described as shown below:

Figure 1. Full Model Structural Test

Table 4 Hypothesis Testing

Item Std Estimate S.E. C.R P-Value Conclusion
HAW EP 0.362 0.099 3.668 0.000 Accepted
OC  EP 0.192 0.086 2.229 0.026 Accepted
HAW  OCB 0.227 0.103 2.214 0.027 Accepted
OC  OCB 0.343 0.096 3.558 0.000 Accepted
OCB  EP -0.175 0.084 -2.085 0.037 Accepted.
From the Table 4 above, the T-score value of Happiness at Work's impact on Performance is 3.668,
is bigger than the t-table value (1.96). Similarly, the p-value is less than 0.001, smaller than 0.05 (α =
0.05). This result related to the first hypothesis, where Happiness at Work significantly impacts on
Performance. For the second hypothesis, the t- value of Organizational Commitment to Performance is
2.229, more than 1.96, and the p-value is 0.026, less than 0.05. For the third hypothesis, the t-score value
of Happiness at Work on OCB was 2.214, and the p-value was 0.027. This indicates that Happiness at
Work significantly positively affects OCB. The fourth, the t-score value of Organizational Commitment to
OCB was 3.558, and the p-value was less than 0.001, indicating that Organizational Commitment has a
positive significant effect on organizational citizenship behavior. Fifth hypothesis, OCB has a negative
significant effect on Performance. This means that even if the employees have a big commitment, it will
not affect their level of Performance. This means that even if the employees have a big commitment, it will
not affect their level of Performance.
Hypothesis Testing Mediation
Mediation analysis uses the Sobel Test to prove the indirect relationship between mediation
carried out by Organizational Citizenship Behavior. This mediation effect will affect Happiness at Work on
Employee Performance through OCB and the relationship of Organizational Commitment to performance
through OCB. The results are attached to Table 5.

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Table 5 Sobel Test – Significance of Mediation

Hypothesis Path Sobel P- Conclusion
Test Value
H6 Happiness At Work  Employee Performance -1.513 0.13 Rejected
through OCB
H7 Organizational Commitment  Employee -1.523 0.127 Rejected
Performance through OCB
From the Table 5 obtained Sobel's statistical test value is -1.513, and the p- value of 0.13. These
results show that the statistical value of Sobel test on the sixth hypothesis is smaller than the t-table
(1.96). It can be concluded that there is no significant effect of Happiness at Work on Performance
through OCB. Further results on the seventh hypothesis, where the statistic values of Sobel's test are -
1.523, smaller than 1.96, and the p- value is 0.12, more than 0.05 (α = 0.05). This means that the
hypotheses are rejected or, in other words, there is no significant effect of Organizational Commitment to
Performance through OCB.
Discussion
Happiness is about how a person experiences and evaluates their life. Given that most of the time
for some people is spent on Work, understanding the role of Work and the workplace is crucial because
that understanding can help create happiness for individuals and societies globally. Therefore, the greater
the employee's happiness at Work, the better the Performance. The findings on this case are supported by
previous research by (Sumakud & Trang, 2021), which stated that happiness at Work affects the
Performance of employees declared acceptable or proven, which means that any increase in Happiness at
Work will affect an increase in employee performance.
Organizational Commitment is an attitude that reflects the extent to which an individual knows
and attached to the organization (Griffin et al., 2010). These findings are reinforced by previous research
that states that employees have a high degree of organizational Commitment, when they have confidence
and are able to accept goals and judge the organization, have a desire to strive towards achieving the
goals of the company, and have a strong desire for survival as a part of the organization. This means that
the higher a person's Commitment to the organization then affects the improvement in Performance.
(Andriyani et al., 2020).
The third hypothesis shows that Happiness at Work significantly influences OCB. This means that
the greater the Happiness at Work, the greater the OCB. This study is supported by previous studies that
indicate a very significant influence between Happiness at Work on OCB by controlling the balance of
working life. Happiness at Work is one of these positive effects. (Pratama et al., 2022; Jex & Britt, 2014).
An officer who feels happy at Work will contribute more to his job and to his organization. (Pratama et al.,
2022; Pryce-Jones, 2010).
Then, on the fourth hypothesis, the result shows OC had a positive and significant influence on
OCB. This significant result was due to employees feeling to be part of the family of the organization,
employees appreciating and making the best use of job opportunities for their survival, and employees
believing that their contributions and potential within the organization are worthy of consideration. This
study's results align with research conducted by (Wibawa & Mahardika, 2019) that OC a positive and
significant impact toward OCB. High-commitment employees are more likely to speak positively about
their organization and avoid complaining about their Work. In addition, the employee volunteered to help
with orientation and disseminate information to other individuals in need. (Pratama et al., 2022; Rini et
al., 2013; Ratnaningsih, 2013).
Based on the fifth hypothesis, the result shows that the OCB positively and significantly impacts
Employee Performance. The concept of OCB is always to teach to care and help each other to achieve the
organization's goals. That means that every employee who has an OCB is an individual who is committed
to doing the job so that the Performance achieved will be maximum. Based on the research results, the
sixth hypothesis suggests that OCB does not mediate between Happiness at Work and Officer
performance. Unfortunately, few researchers have studied the influence of Happiness at Work and
performance mediated by OCBs. However, a previous study (Yasa et al., 2021) stated a direct relationship
between happiness in the workplace and employee performance, and another study (2020) found a direct
relationship between OCB and staff performance.

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On the seventh hypothesis, the result showed that OCB behavior did not mediate between
Organizational Commitment and Staff Performance. The staff's Commitment to the organization in the
workplace becomes the organization's demands on its members. Organizational Commitment is an
essential dimension of behavior that can be used to assess an employee's tendency to survive as an
organization member. Employees with high organizational Commitment have differences in attitude from
respondents with low Commitment. High-Commitment makes individuals aware about the fate of the
organization and strives to make the organization in a better way.

4. CONCLUSION
This research was conducted at the Civil Registry Service Office, West Kalimantan with a total of
200 employee respondents using SEM and the AMOS analysis method. Recent studies report that happy
employees are more engaged in job roles while enjoying higher satisfaction. According to the American
Psychological Association (2014), recruiters recommend the importance of making employees happy, and
recruits are increasingly intensifying their efforts for the happiness of their workers. Among practitioners
and academics, their primary concern is employee involvement because employees have a greater level of
motivation, show more engagement in their Work and organizations, and show greater productivity and
willingness to exceed expectations in helping their organization survive and grow.

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The Effect Of Happiness At Work And Organizational Commitment On Employee Performance With
Organizational Citizenship Behavior As Intervening Variable. Putri Hermania,[Link]
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