purpose of this research is to determine the influence of self-efficacy and knowledge sharing on

Organizational Citizenship Behavior (OCB) in mediating job satisfaction. This research uses a

quantitative descriptive approach with a permanent employee population of 50 people. This research uses

the Smart-PLS 3.3.9 analysis method. The data collection technique was carried out using a

questionnaire. The research results show that self-efficacy has no effect on OCB, knowledge sharing has

a positive and significant effect on OCB, self-efficacy has a positive and significant effect on job

satisfaction and knowledge-sharing affects job satisfaction. Job satisfaction influences OCB, and job

satisfaction can partially mediate the influence of knowledge sharing on OCB, and job satisfaction can

mediate the influence of self-efficacy on OCB. An interesting finding, where self-efficacy is not

significant to OCB, Negative self-efficacy is not able to improve relationships between employees in

Received: June 19, 2022. Revised: August 11, 2023. Accepted: October 2, 2023. Published: November 1, 2023.

Human resources is an important component in a

company that must be managed properly to

achieve goals that are structured in the

company's vision and mission [92], [2].

Companies need human resources who are

skilled and qualified in the competitive world of

business because HR needs to be properly

organized and nurtured so that they can

job description will lead to job dissatisfaction

with the company, resulting in decreased

employee organizational citizenship behavior

(OCB), which can reduce teamwork [49], [83],

[45], [51], [88].

[41], in Soelton (2021), the role of OCB is one

of the factors that most determines the success

of a company. Besides OCB, job satisfaction can

also affect the company's management system.

According to [41], [43], [2], and [24], job

satisfaction is a worker's assessment of how well

their work as a whole meets their needs [46],

[59].

interviews from the official PT. Meyz Business

of empathy for co-workers, which results in a

decrease in OCB and a low level of job

satisfaction owned by employees. Therefore, the

importance of education about the development

of self-efficacy and knowledge sharing for

employees is to have a positive impact so that

they can be responsible again for their respective

duties and have awareness to help co-workers a

little bit.

knowledge sharing will increase, so that their

job satisfaction will also increase. Job

satisfaction is not only achieved by providing

sufficient rest time for employees but can also

be realized by carrying out two-way

communication and providing compensation that

is commensurate with what they do.

Communication in organizations is a science

that studies how to interact within an

organization [54, [103]. Communication is an

[10], [40]. Communication is the process of

effectively transmitting and receiving

information or messages between two or more

individuals so that the intended message is

comprehended. An organization is made up of

communication units that have hierarchical

connections with one another and perform

activities in a given context [57]. From these

definitions, it can be seen that organizational

communication is interrelated [82].

given. Then it is necessary to understand the

function of communication in organizations,

which will be discussed in the next theory

According to [41], self-efficacy is defined as

people's beliefs about the extent of their abilities

that can bring about changes to desired outcomes.

When every worker has a high level of self-

and the enthusiasm of a worker to complete tasks.

Self-efficacy describes the behavior by which an

individual will be aware of their ability to go deep

toward achieving certain goals. Self-efficacy also

shows how capable an individual is to behave and

act, adapting in certain situations as well as in the

face of failure or difficulties [18], [37], From this

[90], knowledge sharing is a process in which an

individual collectively interactively refines a

thought, suggestion, or idea according to

experience instructions [109].

H2: Knowledge sharing has a positive effect on

require a high level of self-efficacy, such as

teachers, lecturers, and researchers, bank

frontliners, and salespeople. The higher the level

of self-efficacy, the higher the level of job

satisfaction, especially on the dimensions related

to emotional factors, namely satisfaction with

the achievements obtained [1], [37], [32], [41],

[11].

H3: Self-efficacy has a positive effect on job

satisfaction.

with knowledge has a significant direct

relationship. Basically, knowledge sharing is a

result of employee job satisfaction in the

organization. This has the impact that job

satisfaction makes employees share knowledge

with other employees [12], [23], [13], [20].

H4: Knowledge sharing has a positive effect on

job satisfaction.

are used as a starting point for compiling

instrument items, which can be in the form of

statements or questions. Meanwhile, this study

measures self-efficacy as measured by indicators

of equal compensation, a safe environment,

career development, employee participation,

indicates strong, 0.50 indicates moderate and

0.25 indicates weak. The relevance of the

predicted value (Q-squared) is 0.02 which means

relationships in the structural model must be

significant. The significance value of this

hypothesis can be obtained by the bootstrapping

procedure. See the significance of the hypothesis

by looking at the parameter coefficient values

and the significance value of the T-statistic on

the bootstrapping report algorithm. To find out

whether it is significant or not can be seen from

the T-table at alpha 0.05 (5%) = 1.96, then the

T-table is compared with the T-count (T-

significant positive effect on organizational

citizenship behavior through job satisfaction,

and Knowledge Sharing has a significant

results from the PLS-SEM algorithm and the

bootstrapping procedure, applying direct, total

specific indirect, and total effect

(independent vs. mediated and dependent), with

a significant mediating effect of 3,908. The

direct effect model shows that organizational

learning is mediated significantly between

transformational leadership jobs and

organizational citizenship behavior. This is

because the coefficients of X to M and M to Y

are significant in both relationships.

assessing the square root value of AVE

(Average Variance Extracted) with a boost value

of more than 0.5 and a loading factor of more

than 0.5, construct validity, and Cronbach Alpha

because the composite reliability must be higher

standard of discriminant validity. Composite

reliability and Cronbach Alpha value for each

variable is greater than 0.7 (> 0.70), meaning

that each variable is considered reliable. The

measurement results based on fact analysis

processing on dimensional model-based

indicators show that each indicator processed in

Table 2 above is categorized as invalid where

most of the loading issue values are more than >

0.50 (more than 0.50).

Citizenship Behavior

results obtained were a T-statistic value of

1.185, an original sample value of 0.205, and a P

value of 0.070. The T-statistic value is less than

the T-table value of 1.96, and the P values show

more than 0.05. These results indicate that self-

efficacy does not affect organizational

citizenship behavior. This study shows that self-

efficacy in employees varies; high or low self-

efficacy in this company does not affect

organizational citizenship behavior at work. This

The Effect of Knowledge Sharing on

Organizational Citizenship Behavior

study, the results obtained were a T-statistic

value of 1,984, an original sample value of

0,188, and a P value of 0,048. The T-statistic

value shows more than the T-table value of 1.96,

the original sample value shows positive, and