Journal of International Conference Proceedings (JICP) Vol. 4 No.

3, 193-209,
December, 2021
P-ISSN: 2622-0989/E-ISSN: 2621-993X
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Factors affecting Organizational Citizenship Behavior and

Health Worker Innovative Behavior: The Role of Person-
Job Fit as a Moderating Variable
Yanto Tjoa1, M. Arief2
Doctor of Research in Management, BINUS Business School, Bina Nusantara
University1,2
Jl. Hang Lekir I No. 6, Senayan, Kebayoran Baru, Jakarta Selatan, DKI Jakarta,
Indonesia
Correspondence Email: [email protected]
ORCID ID: https://orcid.org/0000-0003-1931-1776

ARTICLE INFORMATION ABSTRACT

Publication Information This research aims to determine factors

affecting organizational citizenship behavior
Research Article and health worker innovative behavior such
as transformational leadership, perceived
HOW TO CITE organizational support, innovative work
behavior, employee creativity, with person-
Tjoa, Y., Arief, M. (2021). Factors affecting job fit as the moderating variable. This
Organizational Citizenship Behavior and research is included in descriptive
Health Worker Innovative Behavior: The quantitative research with a quantitative
Role of Person-Job Fit as a Moderating approach. The data analysis technique in
Variable. Journal of International this study used Partial Least Square (PLS).
Conference Proceedings, 4(3), 193-209. PLS is a Structural Equation Modeling
(SEM) equation model with an approach
DOI: based on variance or component-based
https://doi.org/10.32535/jicp.v4i3.1311 structural equation modeling. The results of
this research show that of several factors
Copyright@ year owned by Author(s). related to employees and their
Published by JICP organizations, only transformational
leadership that does not affect innovative
work behavior.

Keywords: Health Worker, Hospital,

Innovative Behavior, Organizational
This is an open-access article. Citizenship Behavior, Person-Job Fit
License: Attribution-Noncommercial-Share
Alike (CC BY-NC-SA) JEL Classification: M00, M10, M19

Received: 21 November 2021

Accepted: 1 December
Published: 11 December 2021

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INTRODUCTION

Quality health services are the goal of the government by increasing access and quality
of health services. The success of hospitals in providing health services requires various
important elements, one of which is human resources. Competition in the field of health
services is also getting tougher, for that, every hospital must be able to be better by
prioritizing good service (Tutik & Arief, 2016). Good hospital human resource
performance is the hope of all patients. According to Mangkunegara (2015) Performance
is the result of work in quality and quantity achieved in carrying out the tasks and
responsibilities assigned to him. Hospital human resource performance is measured by
the services provided to patients so that patients feel satisfied or dissatisfied
(Dwidienawati et al., 2018).

Every organization including hospitals, will basically try to develop through various things
in facing various changes in a fast-paced world. One of them changes that require an
organization to understand every individual or member behavior in its organization,
because there will always be a time when individuals in the organization will take turns
or change (Susanti & Arief, 2015). Understanding of these behaviors is very important,
by understanding each individual which includes colleagues, superiors, subordinates
and even the wider organizational environment (internal & external) (Heide et al., 2018).
This behavior can make it easier for individuals to think, behave and act appropriately,
so that each individual in it always behaves innovatively to achieve effective and efficient
organizational goals. Understanding individual organizational behavior or organizational
citizenship behavior and creating innovative work behavior is also influenced by several
factors which are transformational leadership, perceived organizational support, and
employee creativity.(Ahmad & Zafar, 2018).

In understanding individuals, organizations need transformational leaders who will start

everything with a vision, namely views and hopes for the future that can be achieved
together by integrating all the strengths, abilities, and existence of their followers. It could
be that a vision is developed by the leader or has been institutionalized formulated by
previous predecessors, is still authentic, and in line with the development of current
demands (Andriani, 2018). The existence of transformational leaders also requires
support from the entire organization known as perceived organizational support (POS),
which is an attitude, contribution, or treatment given by the organization used as a
stimulus by its employees about how far the organization where they work appreciates
their contributions and cares about their welfare. Then, the last factor is employee
creativity, employee creativity is the long-term survival of a company because with the
creativity of employees it will have the potential to create new ideas and develop existing
products (Nazir et al., 2019). There is also a job-fit person who can be used as a
moderator in influencing innovative work behavior (Li et al., 2019). Person job-fit
considered as a compatibility between individuals and the work or tasks they perform in
the workplace. Based on the description above, this research is focused on examining
several factors that influence innovative work behavior through organizational citizenship
behavior and Person Job-Fit as a moderator in this study.

LITERATURE REVIEW

Leadership Transformation
Transformational leadership is the last approach that has been hotly discussed in the
last two decades. Transformational leadership essentially emphasizes that a leader
needs to motivate their subordinates to carry out their responsibilities more than they
expect (Suifan et al., 2018). Transformational leaders must be able to define,
communicate, and articulate the vision of the organization and subordinates must accept

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and recognize the leader. Leaders seek to expand and increase needs beyond personal
interests and encourage these changes towards common interests including
organizational interests (Williams et al., 2018). Thus, it can be concluded that leadership
is the ability possessed by a leader to influence, move, and guide their subordinates to
work according to the expected goals. Dimensions in measuring leadership
transformation are as follows (Oberer & Erkollar, 2018).

Table 1. Dimension and Indicator of Leadership Transformation

No. Dimension Indicator

1. Leaders are the pride of the company
2. Leaders prioritize common interests
1. Charisma
3. Leaders can be trusted to bring the company's
progress
4. Leaders build employee optimism
Inspirational
2. 5. Leaders foster employee confidence
Motivation
6. Leaders foster employee confidence
7. Leaders encourage employees' creative ideas
Intellectual
3. 8. Leaders encourage employees to keep learning
Stimulation
9. Leaders encourage employees to keep learning
10. Leaders are willing to be mentors to foster
4. Consideration
employees
11. Leaders are willing to be mentors to foster
5. Individual employees
12. Leaders support employee skill development

Perceived Organizational Support

Perceived Organizational Support (POS) is an important concept in the organizational
behavior literature where organizational support can provide an explanation of the
relationship between organizational treatment, attitudes, and behavior of employees
towards their work and organization (Côté et al., 2021). POS is an organizational support
that assesses the extent to which the organization contributes, pays attention to welfare,
hears complaints, pays attention to life, and treats employees fairly. POS is the degree
to which employees believe the organization values their contributions and cares about
their well-being (Eisenberger et al., 2020). Therefore, it can be concluded that POS is a
form of attitude, contribution, or treatment given by an organization used as a stimulus
by its employees about how far the organization where they work appreciates their
contributions and cares about their welfare. Dimensions in the measurement of
perceived organizational support according to Kurtessis et al. (2015) are as follows.

Table 2. Dimension and Indicator of Perceived Organizational Support

No. Dimension Indicator

1. Fairness in opportunity for competency
1. Justice Support improvement
2. Fairness in career development opportunities
3. The boss gives direction at work
Support from
4. Appreciation for existence
2. superiors or
5. Superiors are responsive to complaints and
supervisors
opinions of subordinates
Employee Welfare 6. The organization's concern for the welfare of its
3.
Support employees

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7. The existence of organizational concern for

employee job satisfaction
8. The existence of the organization's concern for
the comfort of the working environment of
employees

Employee Creativity
Employee creativity is the long-term survival of a company because with the creativity of
employees it will have the potential to create new ideas and develop existing products.
Creative employees have different characteristics from employees who are less creative.
Creative employees will have good ability and knowledge development, while less
creative employees will work according to their pre-existing abilities and work styles and
are unable to create new ideas (Castillo-Vergara et al., 2018). Creative employees will
usually be independent and often act out of the ordinary, take risks, and will have an
interest and openness to new experiments (Ogbeibu et al., 2018). Creativity has several
dimensions as follows.

Table 3. Dimension and Indicator of Employee Creativity

No. Dimension Indicator

Curiosity to try new things
Curiosity
1. Desire to find useful information
Optimism about the products offered
Optimistic
2. Optimism about ability
Level of adaptation to change
Flexible
3. Accepting input from outside
Looking for solutions in solving problems
Looking for a solution
4. Best solution implemented
Imagination level to advance business
Imagining
5. Often using imagination
Happy to challenge
Dare to take risks
6. Accepting the possibility of failure

Organizational Citizenship Behavior (OCB)

Organizational Citizenship Behavior (OCB) is part of the science of organizational
behavior. OCB is a form of work behavior that is usually not seen or taken into account.
OCB is an extra role performance separate from in-role performance according to the
job description (Gong et al., 2018). The second approach is to view OCB from a political
principle or philosophy (Ningrum et al., 2020). This approach identifies the behavior of
organizational members with citizenship behavior. The existence of OCB is the impact
of the beliefs and perceptions of individuals in the organization on the fulfillment of
psychological agreements and contracts. This behavior arises because the individual
feels as a member of the organization who has a sense of satisfaction when they can do
something more than the organization. Dimensions in the measurement of
Organizational Citizenship Behavior (OCB) according to Organs, (2016) developed by
Rahman & Rubel, (2018) are as follows.

Table 4. Dimension and Indicator of Organizational Citizenship Behavior

No. Dimension Indicator

Courtesy 1. Employees work together
2. Employees care and appreciate
3. Employees obey the rules

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Employees help co-workers who are absent

Altruism
4. Employees help co-workers at work
Employees build image
Civic Virtue 5. Employees attend and participate in meetings
6. Employees keep up with changes
Employees don't take long to eat
7. Employees are always on time
Conscientiousness
8. Employees tend to be creative
9. Employees don't complain much

Person-Job Fit
Person-job fit is defined as the compatibility between individuals and the work or tasks
they perform at work. Person-job fit is a match between employees and the work they
are getting by looking at the abilities possessed by employees and the demands of the
work they are charged with (KERSE, 2018). Person-job fit is assessed by determining
the work required in accordance with the job analysis that has been determined by the
competent authorities in the organization so that the talent, knowledge, and ability to
work are in accordance with the demands of the job (Suwanti, 2018). According to Cable
& Derue, (2002), there are indicators to measure person-job fit shown in the following
table.

Table 5. Dimension and Indicator of Person-Job Fit

No. Dimension Indicator

Match between employee needs related to work
and those that can be met
1. The attributes that employees look for in a job
Need-supplies fit
best by the current job
2. The work that employees do today provides
almost everything one could want in a job
Excellent match between job demands and
employee's personal skills
3. Match between the training offered by the job
Demand-abilities fit and the needs of the employee
4. Match between the abilities possessed by
employees from education and experience
with the current work position

Innovative Work Behavior

Innovation is defined as the introduction and application of new ideas, processes,
products, or procedures designed for better (profitable) performance in jobs, work
groups, organizations, or the wider community. Innovation is a process of thinking and
implementing these thoughts to produce new things in the form of products, services,
processes, methods, policies, etc. (Yunis et al., 2018). In the context of organizational
innovation, one alternative to forming an innovative organization is through innovation
by members or individuals of the organization. Innovative behavior as the sum total of
individual actions that lead to the emergence, introduction, and application of something
new and beneficial at all levels of the organization. Innovative behavior is a gradual
process of identifying the problem, generating an idea or solution, building support for
the idea, and implementing the idea. Therefore, it can be concluded that innovative work
behavior is a series of individual behaviors that lead to exploration, emergence,
introduction and application of new ideas in a group/organization regarding methods,
processes, products and services, value to the organization (Hughes et al., 2018).

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Dimensions according to De Jong & Den Hartog, (2010) in measuring innovative work
behavior are as follows.

Table 6. Dimension and Indicator of Innovative Work Behavior

No. Dimension Indicator

Looking for new ideas related to work
1. Looking for solutions related to problem
Idea Explanation solving
2. Having more sensitivity to the work
environment
Idea Generation Thinking of ways to develop oneself
Championing Idea Having the ability to convince other individuals
regarding the implementation of their ideas
Idea Implementation Taking an active role in the implementation of
ideas

Transformational Person Job Fit (6)

Leadership H4 H1

H8
H9

H10 Innovative Work

Perceived Organizational Behavior
Organization Support H5 Citizenship Behavior H7
H11

H6 H3

Employee Creativity

(12)
H2

H1: Effect of Transformational Leadership (X1) on Innovative Work Behavior (Y)

H2: Effect of Perceived Organizational Support (X2) on Innovative Work Behavior (Y)
H3: Effect of Employee Creativity (X3) on Organizational Citizenship Behavior (M)
H4: Effect of Transformational Leadership (X1) on Organizational Citizenship Behavior
(M)
H5: Effect of Perceived Organizational Support (X2) on Organizational Citizenship
Behavior (M)
H6: Effect of Employee Creativity (X3) on Innovative Work Behavior (Y)
H7: Effect of Organizational Citizenship Behavior (M) on Innovative Work Behavior (Y)
H8: Effect of Organizational Citizenship Behavior (M) on Innovative Work Behavior (Y)
Moderated by Person Job Fit (Z)
H9: Effect of Transformational Leadership (X1) on Innovative Work Behavior (Y)
mediated by Organizational Citizenship Behavior (M)
H10: Effect of Employee Creativity (X3) on Innovative Work Behavior (Y) mediated by
Organizational Citizenship Behavior (M)

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H11: Effect of Perceived Organizational Support (X2) on Innovative Work Behavior (Y)
Mediated by Organizational Citizenship Behavior (M)

RESEARCH METHOD

This research is included in descriptive quantitative research. Sugiyono (2017) said that
research methods are basically scientific characteristics to obtain data with certain goals
and uses. The method used in the quantitative approach. According to Resseffendi
(2010), descriptive research is research that uses observations, interviews, or
questionnaires about the current situation regarding the subject researching. Through
questionnaires, the data to test for hypotension or answer a question is collected.
Through this descriptive research, the researcher will explain what actually happened
about the current situation being studied.

The data analysis technique in this study uses Partial Least Square (PLS). PLS is a
Structural Equation Modeling (SEM) equation model with an approach based on variance
or component-based structural equation modeling. According to Ghozali & Latan (2015),
the purpose of PLS-SEM is to develop a theory or build a theory (prediction orientation).
PLS is used to explain whether there is a relationship between latent variables
(prediction). PLS is a powerful analytical method because it does not assume current
data with a certain scale measurement, the number of samples is small (Ghozali, 2011).

RESULT

Outer Model Analysis

Validity Test
Validity test is used to measure the validity of a questionnaire. In this research, validity
testing is carried out using convergent validity and AVE. The instrument is declared valid
if the AVE value is > 0.05 and outer loading value (>0.6).

Figure 1. Hypothesis Result

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Table 6. Validity Test Result

Variable Indicator AVE Outer Loading Result

EC.1 0.533 0.718 Valid

EC.10 0.715 Valid
EC.11 0.722 Valid
EC.12 0.711 Valid
EC.2 0.716 Valid
EC.3 0.782 Valid
Employee Creativity (X3)
EC.4 0.750 Valid
EC.5 0.753 Valid
EC.6 0.715 Valid
EC.7 0.754 Valid
EC.8 0.701 Valid
EC.9 0.717 Valid
Innovative Work Behavior (Y) IWB.1 0.654 0.820 Valid
IWB.2 0.864 Valid
IWB.3 0.851 Valid
IWB.4 0.797 Valid
IWB.5 0.782 Valid
IWB.6 0.731 Valid
Organizational Citizenship OCB.1 0.555 0.723 Valid
Behavior (M) OCB.10 0.724 Valid
OCB.11 0.703 Valid
OCB.12 0.768 Valid
OCB.2 0.829 Valid
OCB.3 0.726 Valid
OCB.4 0.728 Valid
OCB.5 0.721 Valid
OCB.6 0.791 Valid
OCB.7 0.766 Valid
OCB.8 0.736 Valid
OCB.9 0.713 Valid
Perceived Organizational POS.1 0.549 0.761 Valid
Support (X2) POS.2 0.745 Valid
POS.3 0.764 Valid
POS.4 0.729 Valid
POS.5 0.723 Valid
POS.6 0.754 Valid
POS.7 0.741 Valid
POS.8 0.710 Valid
Person Job Fit (Z) PJF.1 0.550 0.716 Valid
PJF.2 0.732 Valid
PJF.3 0.756 Valid
PJF.4 0.727 Valid
PJF.5 0.766 Valid
PJF.6 0.753 Valid
Employee Creativity (X3) TL.1 0.564 0.730 Valid
TL.10 0.714 Valid

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TL.11 0.740 Valid

TL.12 0.767 Valid
TL.2 0.780 Valid
TL.3 0.752 Valid
TL.4 0.741 Valid
TL.5 0.764 Valid
TL.6 0.789 Valid
TL.7 0.728 Valid
TL.8 0.716 Valid
TL.9 0.782 Valid
Organizational Citizenship 1.000 1.175 Valid
Behavior (M) * Person Job Fit
(Z)

Reliability Test
Researchers use two types of reliability tests, namely Cronbach Alpha test and
Composite Reliability Test. Cronbach Alpha measures the lowest value (lowerbound)
reliability. The data is declared good if the data has a Cronbach alpha value> 0.7.
Meanwhile, composite reliability measures the actual reliability value of a variable. The
data is declared to have high reliability if it has a composite reliability score >0.7.

Table 7. Reliability Test Result

Cronbach's Composite
Alpha Reliability
Employee Creativity (X3) 0.920 0.932
Innovative Work Behavior (Y) 0.893 0.919
Organizational Citizenship Behavior (M)* Person 1.000 1.000
Job Fit (Z)
Organizational Citizenship Behavior (M) 0.927 0.937
Perceived Organizational Support (X2) 0.883 0.907
Person Job Fit (Z) 0.836 0.880
Transformational Leadership (X1) 0.929 0.939

R-Square Test
The coefficient determination (R-Square) test is used in the measurement to measure
how much the endogenous variable is influenced by other variables. Based on the data
analysis carried out through the use of the smartPLS program, the R-Square value is
obtained as shown in the following table.

Table 8. R-Square Test Result

R Square R Square Adjusted

Innovative Work Behavior (Y) 0.810 0.791
Organizational Citizenship Behavior (M) 0.948 0.946
Based on the test results, the r-square score for innovative work behavior is 0.810, which
means that Innovative work behavior is influenced by organizational citizenship behavior,
leadership transformation, and employee creativity by 81% and the other 19% are
influenced by variables that have not been explained in this study. The r-square score

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for organizational citizenship behavior is 0.948, which means leader ship transformation,
perceived organization support and employee creativity affect organizational citizenship
behavior by 94.8% and the other 5.2% are influenced by variables that have not been
explained in this study.

Hypothesis Test

Table 9. Hypothesis Test Result

HYPOTHESIS β T Statistics P Information

(|O/STDEV|) Values
Effect of Transformational Leadership 0.374 2.038 0.021 Significant
(X1) on Innovative Work Behavior (Y) Positive
Effect of Perceived Organizational 0.034 2,691 0.038 Significant
Support (X2) on Innovative Work Positive
Behavior (Y)
The Effect of Employee Creativity (X3) 0.708 7.247 0.000 Significant
on Organizational Citizenship Behavior Positive
(M)
Effect of Transformational Leadership 0.218 2,335 0.020 Significant
(X1) on Organizational Citizenship Positive
Behavior (M)
Effect of Perceived Organizational 0.066 2,077 0.023 Significant
Support (X2) on Organizational Positive
Citizenship Behavior (M)
Effect of Employee Creativity (X3) on 0.281 1992 0.026 Significant
Innovative Work Behavior (Y) Positive
Effect of Organizational Citizenship 0.117 1.084 0.442 Not
Behavior (M) on Innovative Work Significant
Behavior (Y)
Effect of Organizational Citizenship 0.038 2,087 0.033 Significant
Behavior (M) on Innovative Work Positive
Behavior (Y) moderated by Person Job
Fit (Z)
Effect of Transformational Leadership 0.081 2,991 0.015 Significant
(X1) on Innovative Work Behavior (Y) Positive
moderated by Organizational
Citizenship Behavior (M)
Effect of Employee Creativity (X3) on 0.265 2.018 0.044 Significant
Innovative Work Behavior (Y) Positive
moderated by Organizational
Citizenship Behavior (M)
Effect of Perceived Organizational 0.025 2,645 0.037 Significant
Support (X2) on Innovative Work Positive
Behavior (Y) moderated by
Organizational Citizenship Behavior (M)

DISCUSSION

Effect of Transformational Leadership (X1) on Innovative Work Behavior (Y)

The results of testing the Transformational Leadership hypothesis on Innovative Work
Behavior obtained a positive beta score (p = 0.374) with p values of 0.021 (p <0.05) with
a t statistic of 2.038 (p> 1.98) indicating that there is a significant positive effect between
Transformational Leadership variables on Innovative Work Behavior. . Transformational

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leadership is the ability of a leader to motivate his subordinates to carry out their
responsibilities more than they expect. The influence of leaders on change in the
organization is stated by (Hersey 2000: 491) that influential leaders, namely leaders who
do not implement changes in vacuum conditions, but changes in the organization are
carefully refined through the creation of various parts. Furthermore, according to (Hersey
2000) with considerations and views on the factors that influence the success of change
in the organization, as well as positive impacts can be proposed for the occurrence of
change in the organization. The figure of a strong leader in an effort to make changes in
the organization is one of the predictors of the success of company innovation. In
changes within the organization, a strong leader can be through the actions of the leader
in influencing his organizational team members which directs his team members to be
able to achieve change within the organization. In the context of organizational
innovation, one alternative to forming an innovative organization is through innovation
by members (individuals) of the organization. This is obtained through the role of leaders
who are willing to move forward and are willing to bring change as the principles of
transformational leadership. Transformational leadership emphasizes for leaders to
continue to motivate employees to achieve organizational goals. This research is in line
with the results of research by Le & Lei, (2019) where organizations can benefit from an
innovative workforce by choosing, transformational leaders who facilitate employees to
proactively create challenging and resourceful work environments.

Effect of Perceived Organizational Support (X2) on Innovative Work Behavior (Y)

The results of hypothesis testing the effect of perceived organizational support on
innovative work behavior obtain a positive beta score (p = 0.034) with p-values of 0.038
(p<0.05) and a t-statistic of 2.691 (p>1.96). It indicates that there is a significant positive
effect between variables. The higher the organizational support, the better the innovative
work behavior will be. The attitude, contribution, or treatment given by the organization
is used as a stimulus by its employees about how far the organization where they work
appreciates their contributions and cares about their welfare. With the support from the
organization, employees will have a sense of responsibility to continue to innovate in
order to achieve organizational goals. This research is in line with the research
conducted by Garg & Dhar, (2017) and Hadi et al., (2019).

Effect of Employee Creativity (X3) on Innovative Work Behavior (Y)

The results of hypothesis testing the effect of employee creativity on innovative work
behavior obtain a positive beta score (p=0.281) with p-values 0.026 (p<0.05) and a t-
statistic of 1.992 (p>1.96). It indicates that there is a significant positive effect between
employee creativity and innovation work behavior. The higher the employee creativity,
the higher the innovative work behavior that will arise from the employee. Employee
creativity is the long-term survival of a company because with the creativity of employees
it will have the potential to create new ideas and develop existing products. The creative
behavior of these employees can make it easier for individuals to think, behave, and act
appropriately, so that each individual always behaves innovatively to achieve effective
and efficient organizational goals. This result is also in line with the research conducted
by Hong et al., (2018) and Ferreira et al., (2020) stated that there is a good effect
between employee creativity and innovative work behavior.

Effect of Transformational Leadership (X1) on Organizational Citizenship Behavior

(M)
The results of testing the effect of transformational leadership on organizational
citizenship behavior obtain a positive beta score (p = 0.218) with p-values of 0.020
(p<0.05) and a t-statistic of 2.335 (p>1.96). It indicates that there is a significant positive
effect between the variables. It shows that the level of organizational citizenship behavior
is influenced by their perception of the transformational leadership style. The higher the

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transformational leadership, the higher the organizational citizenship behavior. Results

of research conducted by Rita et al., (2018) shows that transformational leadership has
an effect on organizational commitment. Thus, the findings of this study support previous
research, that transformational leadership has a positive and significant effect on
organizational citizenship behavior. The results of this study are in accordance with
hypothesis one (H1) proposed and according to research conducted by Vipraprastha et
al., (2018) which states that transformational leadership has a significant positive effect
on OCB.

Effect of Perceived Organizational Support (X2) on Organizational Citizenship

Behavior (M)
The results of hypothesis testing the effect of perceived organizational support on
organizational citizenship behavior obtain a positive beta score (p = 0.066) with p-values
of 0.023 (p<0.05) and a t-statistic of 2.077 (p>1.96). It indicates that there is a significant
positive effect between perceived organizational support and organizational citizenship
behavior. The more employees are supported by the organization, the higher the
employee's organizational citizenship behavior. This is supported by research by Buil et
al., (2019) which shows that POS has a positive effect on OCB. Tremblay (2017) found
that POS has a positive relationship with OCB. Perception of organizational support as
employees' global beliefs about the extent to which the organization cares about their
welfare and appreciates their contribution; with the organization's sense of caring for
employee welfare, it will lead to a sense of satisfaction at work (Hameed et al., 2019).
When employees feel they have the support of the organization and are accompanied
by high job satisfaction, it is believed to increase employee OCB behavior.

The Effect of Employee Creativity (X3) on Organizational Citizenship Behavior (M)

The results of testing the effect of employee creativity on organizational citizenship
behavior obtain a positive beta score (p = 0.708) with p-values of 0.000 (p<0.05) and a
t-statistic of 7,247 (p>1.96). It indicates that there is a significant positive effect between
employee creativity on organizational citizenship behavior. The higher the employee's
creativity, the higher the organizational citizenship Behavior. Creative employees will
usually be independent and often act out of the ordinary, take risks, and will have an
interest and openness to new experiments. It will bring up individual feelings as members
of the organization who have a sense of satisfaction if they can do something more than
the organization; it is called organizational citizenship behavior. This research is in line
with the research conducted by Peng et al., (2018) and Carnevale et al., (2017).

Effect of Organizational Citizenship Behavior (M) on Innovative Work Behavior (Y)

The results of testing the effect of organizational citizenship behavior on innovative work
behavior obtain a positive beta score (p = 0.117) with p-values of 0.442 (p>0.05) with t-
statistic of 1.098 (p>1.96). It indicates that there is an insignificant positive effect between
organizational citizenship behavior and innovative work behavior. OCB is a form of
behavior that is an individual choice and initiative, not related to the organization's formal
reward system but in aggregate increases organizational effectiveness. Finding an
employee with a good OCB is not an easy thing, considering that the formation of OCB
is also motivated by many factors, especially the role of the work environment. Working
hours that are equivalent to salary, bonuses and other facilities offered by the company
as well as promising careers, seniority, leadership within the company, company policies
(Piercy et al., 2006). It was revealed by Kloutsiniotis & Mihail, (2020) that every employee
wants an award that is commensurate with the effort and time they give. Especially if the
company environment is so compartmentalized for juniors and seniors, then this creates
a reluctance for new employees to increase OCB. Piercy et al., (2006) also stated that,
OCB requires a long time which is also influenced by the type and tenure of the
employee. This result rejects the results of research conducted by Kloutsiniotis & Mihail,

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(2020) and Akhigbe & Yakubu, (2021) that OCB has an effect on Innovative Work
Behavior.

Effect of Organizational Citizenship Behavior (M) on Innovative Work Behavior (Y)

moderated by Person Job Fit (Z)
Hypothesis testing results the effect of organizational citizenship behavior on innovative
work behavior moderated by person-job fit obtain positive beta score (p=0.038) with p-
values of 0.033 (p<0.05) and t-statistic of 2.087 (p>1.96). It shows that there is a
significant positive effect between organizational citizenship behavior on innovative work
behavior moderated by person-job fit. With this influence, it shows that a person's
suitability for a job can moderate organizational citizenship behavior on innovative work
behaviors that arise. An employee who has organizational citizenship behavior will create
a higher innovative work environment. Therefore, a company needs to consider
organizational citizenship behavior facilities for its employees. This is in line with
research from Cho & Song (2021) who states that innovative behavior and OCB will have
a positive effect on each other. On the other hand, the lack of organizational support will
decrease the behavior.

Effect of Transformational Leadership (X1) on Innovative Work Behavior (Y)

Moderated by Organizational Citizenship Behavior (M)
The results of hypothesis testing effect of transformational leadership on innovative work
behavior moderated by organizational citizenship behavior obtain a positive beta score
(p = 0.081) with p-values of 0.015 (p <0.05) and t-statistic of 2.991 (p> 1.96). It shows
that there is a significant positive effect between transformational leadership on
innovative work behavior moderated by organizational citizenship behavior. In other
words, the higher the transformational leadership, the higher the innovative work
behavior of an employee is. It is also reinforced by OCB which can properly improve the
relationship between the two. This is also shown by research from Afsar et al. (2014)
who stated that the relationship between transformational leadership and IWB is stronger
among employees with higher interdependent self-construal and lower independent self-
construal.

Effect of Employee Creativity (X3) on Innovative Work Behavior (Y) Moderated by

Organizational Citizenship Behavior (M)
The results of hypothesis testing the effect of employee creativity on innovative work
behavior moderated by organizational citizenship behavior obtained a positive beta
score (p = 0.265) with p-values of 0.044 (p <0.05) and t-statistic of 2.018 (p> 1.96). It
shows that there is a significant positive effect between employee creativity and
innovative work behavior moderated by organizational citizenship behavior. In other
words, the higher the creativity of a company's employees, the higher the innovative work
environment in a company. This is also reinforced by OCB which can properly improve
the relationship between the two. This is also shown by a study by Volery & Tarabashkina
(2021) which states that employees' perceptions of innovation-related practices and
procedures play a more influential role for generating and implementing ideas than the
quality of supervisory relationships or reward systems. Thus, if employees are satisfied
with the broad organizational rules and procedures, which govern the dynamics of the
exchange, they are more likely to engage in Innovative Work Behavior (IWB).

Effect of Perceived Organizational Support (X2) on Innovative Work Behavior (Y)

Moderated by Organizational Citizenship Behavior (M)
The results of hypothesis testing the effect of perceived organizational support on
innovative work behavior (y) moderated by organizational citizenship behavior obtain a
positive beta score (p = 0.025) with p-values of 0.037 (p <0.05) and t-statistic of 2.645
(p> 1.96). It shows that there is a significant positive effect between perceived

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organizational support on innovative work behavior moderated by organizational

citizenship behavior. In other words, the higher the perceived organizational support, the
higher the innovative work environment felt by employees in a company. This is also
reinforced by OCB which can properly improve the relationship between the two. This is
also supported by research by Shaheen et al. (2016) who states that the relationship
between Perceived Organizational Support (POS) which was further validated in the
regression analysis found that POS is a positive predictor of OCB and its two dimensions.

CONCLUSION

In a company, employees and the organization are important conditions for it to grow.
Therefore, several things involving these two things need to be improved in this regard
are transformational leadership, perceived organizational support, innovative work
behavior, employee creativity, organizational citizenship behavior, and person job fit. In
various tests and studies that have been carried out, it was found that (1)
transformational leadership does not affect innovative work behavior, (2) perceived
organizational support has a significant positive effect on innovative work behavior, (3)
employee creativity has a significant positive effect on innovative work behavior, (4)
transformational leadership has a significant positive effect on organizational citizenship,
(5) perceived organizational support significantly affects organizational citizenship
behavior, (6) employee creativity significantly affects organizational citizenship behavior,
(7) organizational citizenship behavior significantly affects innovative work behavior, (8)
organizational citizenship behavior significantly positive influence innovative work
behavior moderated by person job fit, (9) transformational leadership significantly
positive influence innovative work behavior moderated by organizational citizenship
behavior, (10) employee creativity significantly positive influence innovative work
behavior moderated by organizational citizenship behavior, and (11) perceived
organizational support for innovative work behavior moderated by organizational
citizenship behavior. It shows that of several factors related to employees and their
organizations, only transformational leadership that does not affect innovative work
behavior.

ACKNOWLEDGMENT
We are thankful to our colleagues who provided expertise that greatly assisted the
research. We have to the publication team for their comments on an earlier version of
the manuscript, although any errors are our own and should not tarnish the reputations
of these esteemed professionals.

DECLARATION OF CONFLICTING INTERESTS

The Authors declare that there is no conflict of interest.

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