81 

 
INTRODUCTION 

One of the most critical management in banking, besides bank marketing, is the 
management of human resources. This is because H.R. is the backbone of a bank's operational 
activities. For this reason, the provision of Banker H.R. as the driving force for bank operations 
must be prepared as early as possible. 

In addition, the human resources owned by the bank must have the ability to carry out 
every banking transaction, bearing in mind that the service provided by these employees will 
determine the success or failure of the bank in the future. Therefore, the owned capabilities must 
be continuously honed through work experience, employee training, and development. 

 THE INFLUENCE OF ORGANIZATIONAL CULTURE AND 
ORGANIZATIONAL CITIZENSHIP BEHAVIOR ON PERFORMANCE 
THROUGH JOB SATISFACTION AT PT BANK BPD BALI DENPASAR 
HEAD OFFICE 

Volume: 4 

Number: 1 

Page: 81 - 93 

I Putu WISMAYADI1,  Endang SUSWATI2,  M. Jamal Abdul NASIR3 

1.Program Master of Management Gajayana University, Malang, Indonesia 

Corresponding author: I Putu Wismayadi 

Email: putu_wisma@yahoo.com 

Article History: 

Received: 2022-10-18 

Revised: 2022-12-26 

Accepted: 2023-01-17 

Abstract: 

Performance is the result of the work of employees or groups of employees 
during a specific period compared to the performance standards that the 
company has determined. Many variables influence it, including 
organizational culture, organizational citizenship behavior, and job 
satisfaction. This study aims to examine and analyze the effect of 1) 
organizational culture on performance, 2) organizational citizenship behavior 
on performance, 3) organizational culture on job satisfaction, 4) organizational 
citizenship behavior on job satisfaction, 5) job satisfaction on performance, 6) 
organizational culture on performance through job satisfaction, 7) 
organizational citizenship behavior on performance through job satisfaction. 
This research was conducted at The Bali Regional Development Bank 
Denpasar Head Office using an explanatory research approach with a census 
sample technique obtained by as many as 57 employees. Data were collected 
using a questionnaire method given directly to respondents, then analyzed 
using path analysis. The results conclude that all the proposed hypotheses are 
accepted, namely: 1) organizational culture has a significant effect on 
performance, 2) organizational citizenship behavior has a significant effect on 
performance, 3) organizational culture has a significant effect on job 
satisfaction, 4) organizational citizenship behavior has a significant effect on 
job satisfaction, 5) Job satisfaction has a significant effect on performance, 6) 
organizational culture has a significant effect on performance through job 
satisfaction, 7) organizational citizenship behavior has a significant effect on 
performance through job satisfaction. 

Keywords:  Organizational Culture, Performance, Job Satisfaction, Influence 

 

 

 

Cite this as: WISMAYADI, I. P. (2022). “The Influence of Organizational 
Culture and Organizational Citizenship Behavior on Performance Through Job 
Satisfaction at Pt Bank BPD Bali Denpasar Head Office.”  International Journal 
of Environmental, Sustainability, and Social Sciences, 4 (1), 81 - 93. 



 
   

 

 

 

 

 
    

 

 

  

 

82 

The main challenge that must be answered by companies in the future, including the 
banking industry, is to increase their ability to create better organizations and manage them with 
higher efficiency, effectiveness, and productivity levels. These challenges arise due to changing 
human dynamics, which in turn bring about various types of changes, both internal to the 
company and external. 

About H.R. in the banking industry, it is necessary to pay attention to the variables of 
Organizational Culture, Organizational Citizenship Behavior (OCB), Job Satisfaction, and 
Performance. Organizational culture leads to appropriate behaviors, binds and motivates every 
individual, and directs efforts to find solutions in ambiguous situations (Turner & Lawner, 2018). 
Humans, or someone in organizational life, tries to determine and form an activity plan for all 
parties so that activities do not conflict with each individual's various attitudes and behaviors. 
Something that is meant is Organizational Culture, where individuals are, such as beliefs, values, 
assumptions, hopes, and so on (Dessler, 2017). 

Furthermore, performance is a function of motivation and the ability to complete a task or 
job. One must have a certain degree of willingness and level of willingness. A person's 
willingness and skills are only effective enough to do something with a clear understanding of 
what to do and how to do it (Hersey & Blanchard, 2018). In line with this, Malthis and Jackson 
(2016) said that the level of success of a person in carrying out their work tasks is called the level 
of performance. A person whose level of performance is high is called a productive person, 
whereas someone whose level does not reach the standard is said to be a person who is 
unproductive or has low performance. 

The reality in the company, based on the results of questions and answers conducted by 
researchers to several employees in the Marketing Division, is that the performance of existing 
employees varies and tends to decrease. Many variables affect Employee Performance, including 
Organizational Culture, Organizational Citizenship Behavior (OCB), and Job Satisfaction. 

Organizational Culture has shared patterns, values, and beliefs that help people 
understand organizational functions and provide them with organizational behavior norms 
(Davis & Newstrom, 2017). Dessler (2017) also stated that organizational culture is a shared 
philosophy, ideology, values, assumptions, beliefs, expectations, attitudes, and norms that unite 
employees. 

Aldag and Resckhe (2017) explain that Organizational Citizenship Behavior (OCB) is an 
individual contribution that exceeds the demands of roles in the workplace. Organizational 
Citizenship Behavior (OCB) involves several behaviors, including helping others, volunteering 
for extra tasks, and complying with workplace rules and procedures. These behaviors describe 
"employee added value," which is a form of prosocial behavior, namely social behavior that is 
positive, constructive, and meaningful to help. 

Wexley and Yukl (2017) explain that Job Satisfaction is a generalization of attitudes toward 
work based on aspects of their work, namely: (a) job satisfaction is a person's feeling that arises 
when what is felt from work done is considered adequate when compared to what has been done 
or the work charged; (b) the level of job satisfaction experienced by each person will vary 
according to the perception of each individual. It is not pleasant where employees perceive their 
work. Job Satisfaction reflects a person's feelings towards his work. This can be seen in the 
positive attitude of employees towards work and everything that is faced in the work 
environment. 

Variables that affect employee performance, including organizational culture and job 
satisfaction, have been proven by Zulkarnain et al.'s research. (2020), which proves that 
Organizational Culture and Job Satisfaction as independent variables affect performance as the 



 
   

 

 

 

 

 
    

 

 

  

 

83 

dependent variable. Furthermore, Anwar and Ahmadi's research (2021) proves that 
organizational citizenship behavior affects employee performance. However, current research is 
different from previous research. The difference lies in the analysis tool. Current research uses 
path analysis, while previous research uses multiple linear regression analysis. The novelty of the 
current research is that there is a mediating variable in the form of job satisfaction, 
Organizational Culture and Organizational Citizenship Behavior (OCB) variables as the 
independent variable and performance as the dependent variable, and the analysis tool uses path 
analysis. 

Current research is essential to provide empirical evidence about the effect of 
Organizational Culture and Organizational Citizenship Behavior (OCB) on Performance through 
Job Satisfaction at P.T. Bank BPD Bali Denpasar Head Office so that the results can be used as 
information in H.R. management, primarily related to the variables Organizational Culture, 
Organizational Citizenship Behavior (OCB), Job Satisfaction and Performance. 

Based on the background stated above, the purpose of this research is to be able to test and 
analyze the influence of Organizational Culture on Performance, to test and analyze the effect of 
Organizational Citizenship Behavior (OCB) on performance, to test and analyze the influence of 
Organizational Culture on Job Satisfaction, to test and analyze the effect of Organizational 
Citizenship Behavior (OCB) on Job Satisfaction, to test and analyze the effect of Job Satisfaction 
on Performance, to test and analyze the influence of Organizational Culture on Performance 
through Job Satisfaction, to test and analyze the effect of Organizational Citizenship Behavior 
(OCB) on Performance through Job Satisfaction. 

The results of this study are expected to contribute to the science of H.R. Management, 
especially in identifying the variables of Organizational Culture, Organizational Citizenship 
Behavior (OCB), Job Satisfaction, and Employee Performance. It can also be a reference for other 
researchers who intend to conduct studies in the field of H.R. and organizational behavior, 
particularly on Organizational Culture, Organizational Citizenship Behavior (OCB), Job 
Satisfaction, and Employee Performance. The results of this study are also expected to be input 
and suggestions for the management of P.T. Bank BPD Bali Denpasar Head Office, significantly 
to strengthen and improve employee performance in order to improve service quality so that it 
can help develop optimization of service management at P.T. Bank BPD Bali Denpasar Head 
Office. Furthermore, this research is expected to find concepts that can be used by management 
in order to establish policies related to improving employee performance. 

It can also be used as a reference, especially for students, lecturers, and subsequent 
researchers, as scientific support and to sharpen analysis related to the influence of 
Organizational Culture and Organizational Citizenship Behavior (OCB) on Performance through 
Job Satisfaction. 

Research Dr. Dyah Sawitri, Dr. Endang Suswati, and Khasbulloh Huda (2016) entitled, The 
Impact of Job Satisfaction, Organizational Commitment, Organizational Citizenship Behavior 
(OCB) on Employees Performance. Variables: job satisfaction, organizational commitment, 
organizational citizenship behavior (OCB), and performance. Analysis tool: Multivariate 
regression with SEM (structural equation modeling). Organizational citizenship behavior (OCB) 
mediates (strengthens) the effect of job satisfaction and organizational commitment on 
performance. 

Research by Lestari and Ghaby (2018), Effects of Organizational Citizenship Behavior 
(OCB) and Leadership Style on Job Satisfaction and Performance. Variables: organizational 
citizenship behavior (OCB), leadership style, job satisfaction, and performance. Analysis tool: A 



 
   

 

 

 

 

 
    

 

 

  

 

84 

path analysis. Job satisfaction mediates (strengthens) the effect of organizational citizenship 
behavior (OCB) and leadership style on performance. 

Brahmachari and Suprayetno's research (2019) entitled, Effects of Work Motivation, 
Leadership and Organizational Culture on Job Satisfaction and Their Impact on Performance. 
Variables: work motivation, leadership, organizational culture, job satisfaction, and performance 
Analysis tool: A path analysis. Job satisfaction mediates (strengthens) the influence of 
organizational culture and leadership motivation on performance. 

Source: Dr. Dyah Sawitri, Dr. Endang Suswati, and Khasbulloh Huda (2016), Lestari and 
Ghaby (2018), Chaerani and Nimran (2018), Brahmasari and Suprayetno, (2019), Ariantonio 
(2020), Prasetyo et al. (2020), Al-Paksi (2020), Setiawan et al. (2020), Zukarnaen et al. (2020), 
Surya. and Wijaya (2020), Anwar and Ahmadi (2021), and Indra Setiawan Alhasani, Endang 
Suswati, and G. Budi Wahyono (2021). 

Table 2.1 above shows that the difference between the current study and several previous 
studies lies in the population, sample, location, year, and some of the independent, dependent, 
and mediating variables. With these differences, the results of the current study can complement 
the results of several previous studies. 

 
METHOD 

The place for carrying out this research is at P.T. Bank BPD Bali Denpasar Head Office, 
Jalan Raya Niti Mandala Renon, Denpasar, with the consideration that: (1) P.T. Bank BPD Bali is 
the only Conventional Commercial Bank headquartered in Bali Province, so that resources are 
needed good human resources, in the sense of being professional and having good performance 
to be able to carry out their responsibilities in the banking sector. This is because the achievement 
of the vision, mission, and objectives of P.T. Bank BPD Bali is primarily determined by the 
excellent performance of all its employees, (2) to the best of the author's knowledge, meanwhile, 
at P.T. Bank BPD Bali Denpasar Head Office there has never been researched on Organizational 
Culture, Organizational Citizenship Behavior (OCB), Job Satisfaction and Performance. 
Therefore, by conducting this research, the results can be used by companies in H.R. 
management to improve employee performance. The time for research starts in May-June 2022. 

The population is the entire research subject or the number of analysis units whose 
characteristics will be suspected (Singarimbun & Effendi, 2017). The population in this study 
were all employees of P.T. Bank BPD Bali Denpasar Head Office with a total number of 
employees of P.T. Bank BPD Bali Denpasar Head Office for the Marketing Division of 57 
employees, with details: 23 people in the credit department, 20 in funds and services and treasury 
division of 14 people. According to Hermawan and Amirullah (2016), the sample is a sub-group 
of the population selected for use in research. The sampling technique uses census sampling 
(saturated sample), where the entire population can be used as a sample. According to 
Hermawan and Amirullah (2016), the census includes all population or research object elements. 
Thus, the sample in this study was 57 employees. 

This study uses qualitative data types sourced from primary data, namely respondents. In 
addition, the qualitative data is related to the research variables, namely: Organizational Culture, 
Organizational Citizenship Behavior (OCB) (as independent variables: x1 and x2), Job Satisfaction 
(as mediating variable: y1), and Employee Performance (as dependent variable: y2), sourced from 
employees of P.T. Bank BPD Bali Denpasar Head Office. This qualitative data is then quantified 
using a Likert scale so that it can be analyzed using parametric statistics (Ferdinand, 2018, p. 213) 
with the help of SPSS software version 26. 

 



 
   

 

 

 

 

 
    

 

 

  

 

85 

RESULT AND DISCUSSION  

Variable Data X1 (Organizational Culture) 

Table 1. Variable Data Frequency Distribution X1 (Organizational Culture) 

Item Description 
Quantity 

Average 
Frequency Percentage 

X1.1 

Competent. 
I conduct evaluations for continuous 

improvement of the execution of work. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 

2 
30 
13 
9 
3 

 
 
 
 

3.5 
52.6 
22.8 
15.8 
5.3 

 

Quantity and average 57 100 2.67 

X1.2 
 

Integrity. 
I am honest and do not receive rewarding 

work-related services. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 

7 
21 
15 
9 
5 

 
 
 

12.3 
36.8 
26.3 
15.8 
8.8 

 

Quantity and average 57 100 2.72 

X1.3 

Teamwork. 
I assist colleagues when needed. 

a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 

9 
23 
14 
3 
8 

 
 
 

15.8 
40.4 
24.6 
5.3 

14.0 

 

Quantity and average 57 100 2.61 

X1.4 

Customer Awareness. 
I still maintain a good relationship with my 

clients. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 

2 
19 
22 
7 
7 

 
 
 

3.5 
33.3 
38.6 
12.3 
12.3 

 

Quantity and average 57 100 2.96 

Average organizational culture   2.74 

Source: primary data processed by researchers in 2022, in appendix 2. 
 

Table 2. it appears that the distribution of the average score of answers from 57 
respondents to the organizational citizenship behavior (OCB) variable of 2.92, based on 
Darmadi et al. (2017), is in the range of the average value of 2.60 < N.R. ≤ 3.40, so it can be 
stated that the approval is sufficient. Therefore, in the future, it will need to be increased so 
that the approval is high 



 
   

 

 

 

 

 
    

 

 

  

 

86 

Table 3. Variable Data Frequency Distribution Y1 (Job Satisfaction) 

Item Description 
Quantity 

Average 
Frequency Percentage 

Y1.1 
 

The Job It Self. 
I am satisfied to be given a job according to my talents and 

interests. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 

7 
21 
16 
8 
5 

 
 
 
 

12.3 
36.8 
28.1 
14.0 
8.8 

 

Quantity and average 57 100 2.70 

Y1.2 

Salary. 
I am satisfied with the salary delivery system that follows the 

SOP. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 

4 
17 
12 
18 
6 

 
 
 
 

7.0 
29.8 
21.1 
31.6 
10.5 

 
 
 
 

Quantity and average 57 100 3.09 

Y1.3 

Promotion. 
I am satisfied with the promotion policy following the SOP. 

a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 

6 
20 
13 
11 
7 

 
 
 

10.5 
35.1 
22.8 
19.3 
12.3 

 
 

Quantity and average 57 100 2.88 

Y1.4 

Supervision. 
I am satisfied because the superior in assessing work 

performance is carried out objectively. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Simply Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 

4 
17 
15 
15 
6 

 
 
 
 

7.0 
29.8 
26.3 
26.3 
10.5 

 

Quantity and average 57 100 3.04 

Y1.5 Co-Worker. 
I feel satisfied because the family atmosphere at work is well-built.  
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Simply Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 

9 
12 
17 
12 
7 

 
 
 
 

15.8 
21.1 
29.8 
21.1 
12.3 

 
 
 



 
   

 

 

 

 

 
    

 

 

  

 

87 

Source: primary data processed by researchers in 2022, in appendix 2. 
 

 It appears that the distribution of the average score of answers from 57 respondents to the 
job satisfaction variable of 2.93, based on Darmadi et al. (2017), is in the range of the average 
value of 2.60 < N.R. ≤ 3.40, so it can be stated that the approval is sufficient. Therefore, it will be 
necessary to increase the approval is high in the future.  

 

Table 4. Y2 Variable Data Frequency Distribution (Performance) 

Item Description 
Jumlah Average 

Frequency Percentage 

Y2.1 
 

Quality of work. 
I have the skills and prowess to get the job done. 

a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Simply Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 

3 
19 
23 
8 
4 

 
 
 
 

5.3 
33.3 
40.4 
14.0 
7.0 

 

Quantity and average 57 100 2.84 

Continued............ 
 

.......continued 1 

Item Information 
Number 

Average 
Frequency Percentage 

 

Y2.3 

Work Completion Time. 
I completed the work thoroughly without any delay 

according to the bank's business plan. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Simply Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 

5 
20 
18 
8 
6 

 
 
 
 

8.8 
35.1 
31.6 
14.0 
10.5 

 
 
 
 

Quantity and average 57 100 2.82 

Y2.4 

Cost Efficiency. 
In completing the work, I have my creativity and authority 
that can be accounted for according to the bank's business 

plan. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Simply Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 
 

4 
16 
21 
10 
6 

 
 
 
 
 

7.0 
28.1 
36.8 
17.5 
10.5 

 

Quantity and average 57 100 2.96 

Y2.5 
Work Supervision. 

I have always adhered to the rules that apply within the 
 
 

 
 

 

Quantity and average 57 100 2.93 
Average job satisfaction 2.93 



 
   

 

 

 

 

 
    

 

 

  

 

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organization, including punctuality and attendance. 
a. Strongly Disagree (score 1) 
b. Tidak Setuju (skor 2) 
c. Cukup Setuju (skor 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 

5 
23 
17 
6 
6 

 
 

8.8 
40.4 
29.8 
10.5 
10.5 

Quantity and average 57 100 2.74 

Y2.6 

Employment Relations. 
I can work with other employees in completing specific work 

in a team. 
a. Strongly Disagree (score 1) 
b. Disagree (score 2) 
c. Simply Agree (score 3) 
d. Agree (score 4) 
e. Strongly Agree (score 5) 

 
 
 
 

4 
18 
19 
10 
6 

 
 
 
 

7.0 
31.6 
33.3 
17.5 
10.5 

 

Jumlah dan rata-rata 57 100 2.93 

Rata-rata kinerja 2.86 
Source: primary data processed by researchers in 2022, in appendix 2. 
 

It appears that the distribution of the average score of answers from 57 respondents to the 
performance variable is 2.86, based on Darmadi, et al. (2017) is in the range of average values of 
2.60 < N.R. ≤ 3.40, so it can be stated that the approval is sufficient. Therefore, in the future, it 
needs to be increased so that the approval is high. 

Furthermore, based on Table 4.10, the direct and indirect effects can be seen, with the 
explanation that the direct influence path coefficient X1 => Y2 is 1.303, while the indirect 
influence path coefficient X1 => Y1 => Y2 = 1.528*2.283 = 3.488 > 1.303. Thus, organizational 
culture influences performance through job satisfaction. This is because the path coefficient is 
greater than the direct effect. 

And the direct influence path coefficient X2 => Y2 is 1.432, while the indirect influence path 
coefficient X2 => Y1 => Y = 1.786*2.283 = 4.077 > 1.432. Thus, organizational citizenship behavior 
(OCB) must affect performance through job satisfaction. This is because the path coefficient is 
greater than the direct effect. 

Furthermore, based on the Sobel test, the path X1 => Y1 => Y2 has a probability value 
smaller than alpha 0.05. This shows that organizational culture influences performance through 
job satisfaction. Likewise, based on the Sobel test, the path X2 => Y1 => Y2 has a probability 
value smaller than alpha 0.05. This shows that organizational citizenship behavior (OCB) affects 
employee performance through job satisfaction. 

 
RESULT AND DISCUSSION 

Organizational Culture influences performance. This study proves that organizational 
culture influences performance. Furthermore, empirical evidence proves that respondents' answers 
to organizational culture indicators are stated to be sufficiently. Therefore, in the future 
organizational culture needs to be improved so that performance increases, as follows: 

Competent. Based on the results of the questionnaire, it can be seen that competent 
indicators in organizational culture are in the approved category by Bank BPD Bali employees of 
43.86% while 56.14% are in the disagree category, so competent indicators in organizational culture 
are still not considered something that should be mandatory in improving performance, although 



 
   

 

 

 

 

 
    

 

 

  

 

89 

on average the approval is quite feasible, namely 2.67, however, in the future, it is necessary to 
improve the mindset because empirical evidence shows that competent indicators in this 
organizational culture can improve employee performance. 

 Integrity. Based on the questionnaire results, it can be seen that the indicators of integrity in 
organizational culture are in the category of approval by Bank BPD Bali employees by 50.88% 
while 49.12% are in the category of disagreeing, so the indicators of integrity in organizational 
culture are considered mandatory. On average, the approval is feasible in improving performance, 
namely 2.72. However, improving the mindset in the future is necessary because, empirically, the 
indicator of integrity in organizational culture can improve employee performance. 

 Teamwork. Based on the results of the questionnaire, it can be seen that the teamwork 
indicator in organizational culture is in the category approved by Bank BPD Bali employees by 
43.86% while 56.14% are in the disagree category, so the teamwork indicator in organizational 
culture is still not considered something mandatory in improving performance, although on 
average the approval is quite feasible, namely 2.61, however, in the future it is necessary to 
improve the mindset because empirical evidence shows that teamwork indicators in this 
organizational culture can improve employee performance. 

Customer Awareness. Based on the results of the questionnaire, it can be seen that the 
indicator of customer awareness in organizational culture is in the category approved by Bank 
BPD Bali employees by 63.16% while 36.84% are in the category of disagreeing so the indicator of 
customer awareness in organizational culture is considered something mandatory in improving 
performance, although on average the approval is quite feasible, namely 2.96, however, in the 
future it is necessary to improve the mindset because empirical evidence shows that customer 
awareness indicators in organizational culture can improve employee performance. 
Organizational Citizenship Behavior (OCB) affects performance. 

This study proves that organizational citizenship behavior (OCB) affects performance. 
Empirical evidence proves that respondents' answers to organizational citizenship behavior (OCB) 
indicators are sufficient. Therefore, in the future organizational citizenship behavior (OCB) needs 
to be improved so that performance increases, taking into account the factors that influence 
organizational citizenship behavior (OCB). ) as follows: 
  Altruism. Based on the results of the questionnaire, it can be seen that the altruism indicator 
in organizational citizenship behavior (OCB) is in the category approved by Bank BPD Bali 
employees by 56.14% while 43.86% is in the disagree category, so the altruism indicator in 
organizational citizenship behavior (OCB) this has been considered as something mandatory in 
improving performance, even though on average the approval is quite feasible, namely 2.88, 
however, in the future it is necessary to improve the mindset because empirically the altruism 
indicator in organizational citizenship behavior (OCB) can improve performance employee. 

Conscientiousness. Based on the results of the questionnaire, it can be seen that the 
indicators of conscientiousness in organizational citizenship behavior (OCB) are in the category 
approved by Bank BPD Bali employees by 50.88% while 49.12% are in the category of disagreeing, 
so the conscientiousness indicators in organizational citizenship behavior (OCB) this has been 
considered as something mandatory in improving performance, even though on average the 
approval is quite feasible, namely 2.81, however in the future it is necessary to improve the 
mindset because empirically the conscientiousness indicator in organizational citizenship behavior 
(OCB) can improve performance employee. 
 Sportsmanship. Based on the results of the questionnaire, it can be seen that the 
sportsmanship indicators in organizational citizenship behavior (OCB) are in the category 
approved by Bank BPD Bali employees by 49.12% while 50.88% are in the disagreed category, so 



 
   

 

 

 

 

 
    

 

 

  

 

90 

the sportsmanship indicators in organizational citizenship behavior (OCB) this is still not 
considered as something mandatory in improving performance, even though on average the 
approval is quite feasible, namely 2.75, however in the future, it is necessary to improve the 
mindset because empirically the indicators of sportsmanship in organizational citizenship 
behavior (OCB) can improve employee performance. 
 Courtesy. Based on the results of the questionnaire, it can be seen that the courtesy indicator 
in organizational citizenship behavior (OCB) is in the category approved by Bank BPD Bali 
employees by 66.67% while 33.33% are in the disagree category, so the courtesy indicator in 
organizational citizenship behavior (OCB) this has been considered as something mandatory in 
improving performance, even though on average the approval is quite feasible, namely 3.09, 
however, in the future it is necessary to improve the mindset because empirically the courtesy 
indicator in organizational citizenship behavior (OCB) can improve performance employee. 
 Civic Virtue. Based on the results of the questionnaire, it can be seen that the indicators of 
civic virtue in organizational citizenship behavior (OCB) are in the category approved by Bank 
BPD Bali employees by 57.89% while 42.11% are in the category of disagreeing, so the indicators of 
civic virtue in organizational citizenship behavior ( OCB) is already considered as something 
mandatory in improving performance, even though on average the approval is quite feasible, 
namely 3.07, however in the future it is necessary to improve the mindset because empirically the 
indicators of civic virtue in organizational citizenship behavior (OCB) can improve employee 
performance. 
 Organizational Culture influences Job Satisfaction. This study proves that organizational 
culture influences job satisfaction. Empirical evidence proves that respondents' answers to 
organizational culture indicators are stated to be sufficient. Therefore, in the future organizational 
culture needs to be improved, so that job satisfaction increases. The standardized path coefficient 
of the effect of x1 on y1 is positive at 1.528, with a significance level below 5%. This means that 
organizational culture is positively related to job satisfaction. Therefore, if the indicators of 
organizational culture are improved, job satisfaction will also increase. 
 Organizational Citizenship Behavior (OCB) influences Job Satisfaction. This study proves 
that organizational citizenship behavior (OCB) influences job satisfaction. Empirical evidence 
proves that respondents' answers to organizational citizenship behavior (OCB) indicators are 
sufficient. Therefore, in the future organizational citizenship behavior (OCB) needs to be 
improved, so that job satisfaction increases. The standardized path coefficient of the effect of x2 on 
y1 is positive at 1.786, with a significance level below 5%. This means that organizational 
citizenship behavior (OCB) positively relates to job satisfaction. If the indicators of organizational 
citizenship behavior (OCB) increase, job satisfaction will also increase. 
 Job Satisfaction. Affects performance. This study proves that job satisfaction affects 
performance. Empirical evidence proves that respondents' answers to job satisfaction indicators 
are stated to be sufficient. Therefore, in the future, job satisfaction needs to be increased so that 
performance increases, taking into account the following factors: 
 The Job It Self. Based on the results of the questionnaire, it can be seen that the job itself 
indicator in job satisfaction is in the category approved by Bank BPD Bali employees by 50.88% 
while 49.12% is in the disagrees category, so the job itself indicator in job satisfaction is already 
considered as something mandatory in improving performance, even though on average the 
approval is quite feasible, namely 2.70, however in the future it is necessary to improve the 
mindset because empirically the job itself indicator in job satisfaction can improve employee 
performance. 



 
   

 

 

 

 

 
    

 

 

  

 

91 

 Salary. Based on the results of the questionnaire, it can be seen that the salary indicator on 
job satisfaction is in the category approved by Bank BPD Bali employees by 63.16% while 36.84% 
are in the disagree category, so the salary indicator on job satisfaction is considered a mandatory 
thing in improving performance, even though on average the approval is quite decent, namely 
3.09, however in the future it is necessary to improve the mindset because empirically the salary 
indicator in job satisfaction can improve employee performance. 
 Promotions. Based on the questionnaire results, it can be seen that the promotion indicator 
in job satisfaction is in the category approved by Bank BPD Bali employees by 54.39% while 45.61% 
is in the disagree category, so the promotion indicator in job satisfaction is considered mandatory. 
Therefore, in improving performance, even though, on average, the approval is quite decent, 
namely 2.88, in the future, it is necessary to improve the mindset because empirically, the 
promotion indicator in job satisfaction can improve employee performance. 
 Supervision. Based on the questionnaire results, it can be seen that the supervision indicator 
in job satisfaction is in the category approved by Bank BPD Bali employees by 63.16% while 36.84% 
are in the disagree category, so the supervision indicator in job satisfaction is considered 
mandatory. Therefore, in improving performance, even though on average the approval is quite 
decent, namely 3.04, however, in the future, it is necessary to improve the mindset because 
empirical evidence of supervision indicators in job satisfaction can improve employee 
performance. 
 Co-Workers. Based on the results of the questionnaire, it can be seen that the co-worker 
indicators in job satisfaction are in the category approved by Bank BPD Bali employees by 63.16% 
while 36.84% are in the disagree category, so the co-worker indicators in job satisfaction are 
considered as something mandatory in improving performance, even though on average the 
approval is quite feasible, namely 2.93, however, in the future it is necessary to improve the 
mindset because empirically the co-worker indicator in job satisfaction can improve employee 
performance. 
 Organizational Culture influences Performance through Job Satisfaction. The results of 
this study indicate that job satisfaction mediates or increases the influence of organizational culture 
on performance. Therefore, job satisfaction in the future needs to be improved in order to further 
enhance the influence of organizational culture on performance. The direct influence path 
coefficient X1 => Y2 is 1.303, while the indirect influence path coefficient X1 => Y1 => Y2 = 
1.528*2.283 = 3.488 > 1.303. Thus, organizational culture influences performance through job 
satisfaction. This is because the path coefficient is greater than the direct effect. Furthermore, based 
on the Sobel test, the path X1 => Y1 => Y2 has a smaller probability value of alpha 0.05, namely 
0.002 and 0.005. This shows that organizational culture influences performance through job 
satisfaction. 
 Organizational Citizenship Behavior (OCB) affects Performance through Job Satisfaction. 
The results of this study indicate that job satisfaction mediates or increases the effect of 
organizational citizenship behavior (OCB) on performance. Therefore, future job satisfaction needs 
to be increased to increase the influence of organizational citizenship behavior (OCB) on 
performance. The direct influence path coefficient X2 => Y2 is 1.432, while the indirect influence 
path coefficient X2 => Y1 => Y = 1.786*2.283 = 4.077 > 1.432. Thus, organizational citizenship 
behavior (OCB) must affect performance through job satisfaction. This is because the path 
coefficient is greater than the direct effect. Furthermore, based on the Sobel test, the path X2 => Y1 
=> Y2 has a smaller probability value of alpha 0.05, namely 0.005 and 0.011. This shows that 
organizational citizenship behavior (OCB) affects employee performance through job satisfaction. 

 



 
   

 

 

 

 

 
    

 

 

  

 

92 

CONCLUSION 
Based on the results of the analysis and discussion of the Influence of Organizational Culture 

and Organizational Citizenship Behavior on Performance through Job Satisfaction at P.T. Bank 
BPD Bali Denpasar Head Office, the conclusion in this study is that the results of the study indicate 
that Organizational Culture has a significant and positive effect on Employee Performance at P.T. 
Bank BPD Bali Denpasar Head Office, meaning that the better the Organizational Culture, the 
better the Employee Performance. In addition, the study results show that Organizational 
Citizenship Behavior (OCB) has a significant and positive effect on Employee Performance at P.T. 
Bank BPD Bali Denpasar Head Office, meaning that the better the Organizational Citizenship 
Behavior (OCB), the better the Employee Performance. Furthermore, the study results show that 
Organizational Culture has a significant and positive effect on Job Satisfaction at P.T. Bank BPD 
Bali Denpasar Head Office, meaning that the better the Organizational Culture, the higher Job 
Satisfaction. Furthermore, the study results show that Organizational Citizenship Behavior (OCB) 
has a significant and positive effect on Job Satisfaction at P.T. Bank BPD Bali Denpasar Head 
Office, meaning that the better the Organizational Citizenship Behavior (OCB), the more Job 
Satisfaction increases. The results of other studies indicate that Job Satisfaction has a significant 
and positive effect on Employee Performance at P.T. Bank BPD Bali Denpasar Head Office, 
meaning that the better the Job Satisfaction, the higher the Employee Performance. The results of 
further research show that Organizational Culture has a significant and positive effect on 
Employee Performance through Job Satisfaction at P.T. Bank BPD Bali Denpasar Head Office, 
meaning that high Organizational Culture is accompanied by Job Satisfaction and ultimately 
increases Employee Performance. Furthermore, the results of other studies show that 
Organizational Citizenship Behavior (OCB) has a significant and positive effect on Employee 
Performance through Job Satisfaction at P.T. Bank BPD Bali Denpasar Head Office, meaning that 
high Organizational Citizenship Behavior (OCB) is accompanied by Job Satisfaction which 
ultimately increases Employee Performance. 

 
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