Semuel Souhoka

The Effect of Human Resource Competence on Employee Performance through Organizational Citizenship Behavior (OCB) as a Mediating Variable in the National Unity and Political Agency of Western Seram Regency

Introduction

The effect of human resource competence on employee performance through organizational citizenship behavior (ocb) as a mediating variable in the national unity and political agency of western seram regency. Explore the impact of human resource competence on employee performance, mediated by Organizational Citizenship Behavior (OCB), in a public sector agency. Quantitative study findings & recommendations.

Abstract

At the Agency for National Unity and Politics of West Seram Regency, this study intends to examine the relationship between employee performance and human resource competency, using organizational citizenship behavior (OCB) as a mediating variable. 37 employees participated in the quantitative study, which used Partial Least Squares (PLS) to analyze the data. The results show that: (1) human resource competency considerably affects employee performance; and (2) human resource competency greatly affects OCB.; (3) OCB is significantly impacted by employee performance; and (4) OCB mediates the relationship between human resource competency and employee performance. The R-squared values show that OCB can be described by human resource competence by 56.4%, while employee performance can be explained by both OCB and HR competency by 38.8%. These findings are consistent with the competency theory of Spencer & Spencer (1993) and Organ’s OCB theory (1988), and reinforce previous studies emphasizing the importance of competence and extra-role behavior in enhancing employee performance. The study recommends continuous development of human resource competence and the creation of a supportive work climate that encourages OCB as strategic efforts to improve employee performance in the public sector.

Review

This study critically examines the intricate relationship between human resource competence and employee performance, specifically investigating the mediating role of Organizational Citizenship Behavior (OCB). Set within the distinct environment of the National Unity and Political Agency of Western Seram Regency, the research provides valuable insights into how these factors interact within a public sector context. Utilizing a quantitative methodology, the study collected data from 37 employees and employed Partial Least Squares (PLS) for analysis, aiming to unravel the mechanisms through which competence contributes to enhanced employee output. The findings presented are robust and significant across several dimensions. The research unequivocally demonstrates that human resource competence has a considerable direct effect on employee performance. Concurrently, human resource competence is shown to significantly influence OCB. Furthermore, OCB itself is found to significantly impact employee performance, establishing its critical role. Most notably, the study confirms that OCB acts as a significant mediating variable in the relationship between human resource competence and employee performance, highlighting an important indirect pathway. The reported R-squared values indicate that HR competence explains a substantial 56.4% of the variance in OCB, while OCB and HR competence together account for 38.8% of the variance in employee performance, showcasing meaningful explanatory power. These results are consistently aligned with foundational theories from Spencer & Spencer (competency theory) and Organ (OCB theory), reinforcing their applicability in this context. While the sample size of 37 is modest, the choice of PLS can be appropriate for exploratory studies or smaller populations. The practical implications of this research are highly relevant for the National Unity and Political Agency and other public sector organizations striving for improved performance. The findings strongly advocate for strategic investments in the continuous development of human resource competence, recognizing its direct and indirect benefits on employee output. Equally important, the study underscores the necessity of cultivating a supportive work climate that actively encourages and nurtures OCB, as this extra-role behavior serves as a vital link transforming individual competence into collective organizational effectiveness. These recommendations offer actionable guidance for enhancing organizational efficiency and underscore the dual importance of skilled personnel and a positive, engaging work culture.

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