The findings were published in the International Journal of Sustainable Applied Sciences (IJSAS), Volume 4, Number 9, in 2026. The research provides practical insights for companies seeking to improve employee performance, particularly in manufacturing and interior design businesses where teamwork, initiative, and coordination are essential.
Employee Performance Challenges at PT Agra Jaya
PT Agra Jaya is a furniture manufacturing and interior design company established in 2005 in Tangerang, Indonesia. The company produces customized furniture and has completed interior projects for apartments, universities, hotels, and other clients.
The researchers identified fluctuations in the company’s employee performance between 2021 and 2023. The proportion of employees receiving an “Excellent” performance rating declined from 28.6% in 2021 to 16.9% in 2022 before rising to 21.05% in 2023.
The “Good” performance category also fluctuated, from 36.7% in 2021 to 37.3% in 2022 and then down to 28.07% in 2023. Meanwhile, employees classified as having below-standard performance increased from 14.3% in 2021 to 16.9% in 2022 and 17.5% in 2023.
The evaluations considered indicators such as work achievement, responsibility, compliance, honesty, teamwork, initiative, and target accomplishment.
The researchers also conducted a preliminary survey involving 25 employees from a total of 97 permanent employees. The observations indicated concerns involving job satisfaction, employees’ willingness to help colleagues beyond formal responsibilities, and organizational communication.
How the Study Was Conducted
Ridwan Hidayat and Anik Herminingsih used a quantitative survey approach. The research examined three factors—job satisfaction, Organizational Citizenship Behavior, and organizational communication—and their relationship with employee performance.
The target population consisted of employees in the Production and Customization Division. A total of 65 employees participated, with saturated or census sampling used so that all employees in the target division were included.
The researchers analyzed the collected data using Partial Least Squares (PLS), a statistical approach used to examine relationships among several variables.
The analysis produced a relatively low explanatory power. The R² value for employee performance was 0.114, meaning that job satisfaction, OCB, and organizational communication together explained 11.4% of the variation in employee performance. The remaining 88.6% was associated with other factors outside the research model.
OCB Emerges as the Strongest Factor
Among the three variables examined, Organizational Citizenship Behavior was the only factor that demonstrated a statistically significant positive relationship with employee performance.
The OCB coefficient was 0.292, with a t-statistic of 2.150 and a p-value of 0.032. Because the p-value was below the 0.05 significance threshold, the relationship was considered statistically significant.
OCB describes voluntary workplace behaviors that go beyond formal job descriptions. Examples include helping colleagues complete tasks, offering constructive suggestions, maintaining positive relationships, and showing initiative beyond minimum job requirements.
At PT Agra Jaya, these behaviors were associated with better employee performance. Employees who were more willing to support colleagues and contribute beyond their assigned responsibilities tended to demonstrate stronger performance.
The researchers therefore emphasize the importance of creating a workplace environment that encourages employees to voluntarily contribute to organizational effectiveness.
Job Satisfaction Does Not Automatically Improve Performance
Job satisfaction showed a positive relationship with employee performance, but the effect was not statistically significant.
The path coefficient was 0.062, while the t-statistic was only 0.264 and the p-value reached 0.792. These results indicate that higher job satisfaction alone was not enough to produce a measurable improvement in employee performance in the sample examined.
The researchers suggest that employee satisfaction may improve comfort and attitudes toward work without necessarily translating directly into higher performance. Other factors, including motivation, work systems, discipline, organizational support, and performance monitoring, may also influence how employees perform their duties.
This finding is important for managers because improving employee satisfaction should not be treated as the only strategy for increasing productivity.
Organizational Communication Requires Greater Clarity
Organizational communication also did not have a statistically significant effect on employee performance.
The statistical coefficient was -0.214, with a t-statistic of 0.878 and a p-value of 0.380. Although the coefficient indicated a negative direction, the relationship was not statistically significant.
The researchers associate this finding with the possibility that communication that is too frequent, unclear, or poorly structured can create confusion, overlapping responsibilities, or inefficiencies. In this context, the quality and clarity of communication may be more important than simply increasing the amount of information employees receive.
The findings suggest that PT Agra Jaya could benefit from more organized, precise, and consistent communication, particularly when providing work instructions and coordinating responsibilities.
Implications for Human Resource Management
The findings from Universitas Mercu Buana provide a practical message for managers: employee performance cannot be improved through job satisfaction or communication alone.
For PT Agra Jaya, strengthening OCB may involve creating a supportive workplace, encouraging positive leadership behavior, recognizing employees who contribute beyond formal responsibilities, and developing reward systems that motivate constructive extra-role behavior.
The researchers also recommend improving the clarity and consistency of organizational communication. Future research could examine additional factors such as work environment, organizational culture, leadership, work discipline, and employee motivation.
Ridwan Hidayat and Anik Herminingsih of Universitas Mercu Buana conclude that OCB is the most important factor among the three variables examined in explaining employee performance at PT Agra Jaya. Their findings show that employees’ willingness to help others, contribute ideas, and support harmonious workplace relationships can become an important organizational resource.
At the same time, the relatively low R² value of 11.4% indicates that employee performance is influenced by many other factors not covered in the study. The result therefore should not be interpreted as suggesting that OCB alone determines employee performance.
Author Profiles
Ridwan Hidayat is a researcher affiliated with Universitas Mercu Buana and the corresponding author of the article. The supplied journal text does not specify his academic degree or detailed field of expertise beyond the research focus on human resource management and employee performance.
Anik Herminingsih is a researcher affiliated with Universitas Mercu Buana. The supplied article identifies her contribution to research on job satisfaction, Organizational Citizenship Behavior, organizational communication, and employee performance, but does not provide a specific academic degree or detailed professional profile.
Source
Article Title: The Effect of Job Satisfaction, Organizational Citizenship Behavior, And Organizational Communication on Employee Performance (A Study at PT Agra Jaya)
Authors: Ridwan Hidayat and Anik Herminingsih
Journal: International Journal of Sustainable Applied Sciences (IJSAS)
Volume/Issue: Vol. 4, No. 9
Publication Year: 2026
Pages: 1269–1288
Affiliation: Universitas Mercu Buana
DOI: https://doi.org/10.59890/ijsas.v4i9.63
Official Journal: http://ijsasjournal.my.id/index.php/ijsas
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