ROLE OF EXTRA EMPLOYEE BANK PERKREDITAN RAKYAT IN THE NEW NORMAL PERIOD IN BALI

ROLE OF EXTRA EMPLOYEE BANK PERKREDITAN RAKYAT

IN THE NEW NORMAL PERIOD IN BALI

I Wayan Gede Supartha¹

¹Faculty of Economics and Business, Udayana University, Bali, Indonesia

Email : wayangedesupartha@unud.ac.id

PRELIMINARY

The banking sector, especially the Rural Credit Bank (BPR) was affected by Covid-19 in the form of a decline in financial transaction activities. In Badung Regency and Denpasar City, which is 65 BPR. From the operational side, the main problem faced by BPR in New Normal is to continue to provide excellent service (face to face) and the call to Work in Office with strict health protocols by the Government of Indonesia. In this regard, BPR responds to this by: reducing working hours, adding self-protection tools (PPE), implementing occupational health protocols, physical distancing, increasing immunity, providing hand sanitaizers, masks, prioritizing customer interests, and employee safety, improving behavior wise, increase politeness and do not like to complain to keep providing excellent service. 

From the aspect of work motivation, organizations are required to provide higher rewards to employees, as compensation for work risks in providing face to face services. From the aspect of the role of extra employees or Organizational Citizenship Behavior (OCB), employees have not been able to fully put the interests of others, behave wisely and complain. From the aspect of individual employee performance, timeliness, cooperation and work performance have not been maximally implemented.

Work motivation is a process that describes the strength, direction and perseverance of a person in achieving goals, so as to realize the goals set (Robbins and Judge, 2015). Siroos and Asghar (2014) states that motivation significantly influences employee performance. Likewise Nurun et. al. (2017) states that work motivation has a significant effect on employee performance. Whereas Hue et. al (2014) and Noermijati (2015) stated, motivation does not significantly influence employee performance.

Extra role behaviors outside of the job description, called Organizational Citizenship Behavior (OCB) are also able to affect performance effectively (Podssakoff et al. 2000). OCB contributes to performance improvement and strengthens the ability of organizations to adapt effectively (Podssakoff et al., 2000). Thus OCB is an extra employee role behavior that positively impacts employee and organizational performance (BPR). The linkage of work motivation to OCB was investigated by Khadija et. al (2014), Moradi (2015) which states that work motivation has a significant effect on OCB. Whereas Hue et. al. (2014) states, work motivation does not have a significant effect on OCB. Thus, it needs to be discussed about "The Role of Extra Employees of Rural Credit Bank (BPR) in the New Normal Period in Bali".

THEORY REVIEW

Work motivation

The concept of motivation is used to explain the desire to behave, direction or choice, intensity or effort, ongoing, and completion or actual work performance (Pintrich, 2002). Motivation is an ongoing process of individual efforts towards achieving the goals and objectives of an organization (Robbins and Judge, 2015). Whereas Luthans (2011) explains that there are two motivations namely intrinsic and extrinsic which are able to encourage someone to achieve satisfaction in working.

 Extra Role or Organizational Citizenship Behavior (OCB)

            Kumar et. al. (2009) defines OCB as individual behavior that contributes to the creation of organizational effectiveness. Whereas Shweta and Sriarang (2009) states that OCB is characterized by efforts in any form that are carried out based on employee discretion that provides benefits to the organization without expecting anything in return. Rastgar et. al. (2014) explained that employees who engage in extra behavior, surely their performance will increase. Organizational Citizenship Behavior can be interpreted as the behavior / attitudes of workers who exceed their formal role. Organ (1990) developed OCB with five dimensions, namely: altruism, civic vertue, conscientiousness, courtesy and sportsmanship.

Employee Performance

            Performance is the quality and quantity of work achieved by an employee in carrying out their duties in accordance with the responsibilities given to him (Robbins and Judge, 2015). According to Luthans (2011) performance is a measure of the personnel department regarding employee performance or performance. For this reason, employee performance consists of: employee behavior in carrying out their work and work targets that must be achieved according to organizational targets (Borman and Motowidlo, 1993). There are several criteria for measuring individual employee performance, including; quality, quantity, timeliness, effectiveness, independence and work commitment. In this study employee performance was measured using a combination of Bernardin and Russel (2002) indicators with Luthans (2011) measurement indicators, namely: quality, quantity, time, attendance and cooperation.

RESULTS AND DISCUSSION

1)  Description of Respondents' Answers

            Based on respondents' answers to work motivation variables, the mean value of motivation variables was 2.98. This means that the majority of respondents perceive the work motivation of employees at BPR in Badung Regency and Denpasar City is sufficient.

Based on respondents' answers to the variable organizational citizenship behavior obtained an average value of 3.04 means that the majority of respondents perceive OCB in BPRs in Badung Regency and Denpasar City sufficiently. Based on the assessment of respondents shows that the indicator of attitude do not like to complain / sportmanship has the highest average score of 3.22 and is in the sufficient category.

Based on respondents' answers to employee performance variables, the average value of 2.95 was obtained, meaning that majority of respondents perceived employee performance at BPRs in Badung Regency and Denpasar City sufficiently. Based on the assessment of respondents showed that the indicator of cooperation has the highest average score of 3.22, while the indicator of the quantity of work has the lowest average score of 2.66.

2)  Effect of Exogenous Variables

         Based on the value of the path coefficient and t-statistic values indicate that there is a positive and significant influence of the variable work motivation on employee performance. This means that the better the work motivation, the employee's performance will also increase. Based on the value of the path coefficient and the t-statistic value shows that there is a positive and significant influence of OCB variables on employee performance. Based on the value of the path coefficient and the t-statistic value shows that there is a positive and significant influence of the work motivation variable on OCB. This means that the better the work motivation, the better OCB will be. Based on the value of the path coefficient and the t-statistic value shows that there is a positive and significant influence of OCB variables in mediating the effect of work motivation on employee performance. This means that the better the work motivation and OCB, the employee's performance will increase.

CONCLUSION

Based on the discussion, the following conclusions can be drawn:

1.   Work motivation has a positive and significant effect on employee performance.

2.   Organization citizenship behavior (OCB) has a positive and significant effect on employee performance.

3.   Work motivation has a positive and significant effect on organizational citizenship behavior (OCB).

4. Organization citizenship behavior (OCB) mediates the effect of work motivation on employee performance positively and significantly. This means increasing work motivation and Organization citizenship behavior (OCB), so the performance of employees at BPR in Badung Regency and Denpasar City is increasing.

SUGGESTION

1.   Work motivation variable.

       All work motivation indicators need to be improved, namely items: work environment, compensation, occupational health equipment, occupational health operational standards, relationships with colleagues, BPR policies in providing services and performance appraisals, encouragement for achievement, encouragement for self-recognition, encouragement to provide excellent service, responsible, career development.

 2.   OCB Variable

       All OCB indicators need to be improved, namely items: putting the interests of others first, wise behavior, caution, courtesy and complaining

 3.   Employee Performance Variables

       All employee performance indicators need to be improved, namely items: mastering the task area, doing work effectively, reaching work volume, managing work priorities, completing work on time, working hours according to the rules and completing assignments before time ends.

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