Compensation, Transactional Leadership, and Organizational Citizenship Behavior as Predictors of Employee Performance: Evidence from an Indonesian Bank

Muhamad Dava Firdaus; Indra Raharja

doi:10.22441/teropong.v15i1.36485

Authors

Muhamad Dava Firdaus Universitas Mercu Buana, Indonesia
Indra Raharja Universitas Mercu Buana, Indonesia

DOI:

https://doi.org/10.22441/teropong.v15i1.36485

Keywords:

Compensation, Transactional Leadership, Organizational Citizenship Behavior, Employee Performance, Social Exchange Theory

Abstract

This study examines the associations of compensation, transactional leadership, and organizational citizenship behavior (OCB) with employee performance in the Human Capital Operational Division of Maybank KCP Sentral Senayan 3, Indonesia. Drawing on social exchange theory, it integrates formal organizational rewards, leader–employee exchanges, and discretionary citizenship behavior into a single explanatory framework. The study uses a quantitative, cross-sectional survey of the division’s 80 employees, selected through saturated sampling, and partial least squares structural equation modeling (PLS-SEM). The author-reported results indicate positive associations between performance and compensation (β = 0.093, p = .001), transactional leadership (β = 0.351, p < .001), and OCB (β = 0.678, p < .001). OCB has the largest estimated path coefficient, although the exceptionally high reported model fit and construct correlations call for cautious interpretation. The contribution lies in a theory-informed, organizationally situated comparison of three complementary performance correlates rather than in a claim of novel causal mechanisms. The findings suggest that managers should combine equitable rewards, transparent performance agreements, and a supportive climate for voluntary collaboration. The study is limited by its single-site design, self-report measures, and cross-sectional analysis

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