The Ineffectiveness of Corporate Culture, Motivation, and Organizational Support on OCB in The Mining Industry

Abstract

This study examines the influence of organizational culture and work motivation on Organizational Citizenship Behavior (OCB), with Perceived Organizational Support (POS) positioned as a mediating variable. The research is conducted within the External Affairs and Sustainable Development (ESD) Division of PT. KPC, a strategic unit operating in a complex socio-environmental context of the mining industry. Employing a quantitative explanatory approach, data were collected through structured questionnaires distributed to employees and analyzed using PLS-SEM. The findings reveal that organizational culture and work motivation do not have a direct significant effect on OCB. Organizational culture is also found to have no significant influence on POS. In contrast, work motivation demonstrates a positive and significant effect on perceived organizational support. Furthermore, POS does not significantly affect OCB and fails to mediate the relationship between organizational culture, work motivation, and OCB. This study contributes to the organizational behavior literature by highlighting the contextual nature of OCB and questioning the universality of social exchange mechanisms in explaining discretionary employee behavior, particularly in highly structured and operationally demanding industries.