Building Positive Organizational Behavior through Resilience: The Effect of Emotional Intelligence and Self-Efficacy on Organizational Citizenship Behavior among Non-ASN Employees at Community Health Centers
DOI:
https://doi.org/10.55681/ijssh.v4i3.4878Keywords:
Emotional Intelligence, Self-Efficacy, Resilience, Organizational Citizenship Behavior, Public Health ServiceAbstract
This study examines how two psychological resources emotional intelligence and self-efficacy shape the organizational citizenship behavior of non-ASN (non-civil-servant) employees in community health centers (Puskesmas), and whether resilience transmits those effects. Anchored in positive organizational behavior and psychological capital, a seven-hypothesis model was tested on a census of 167 non-ASN staff at Puskesmas Kecamatan Pulogadung, East Jakarta; after data screening, 151 valid responses were analyzed with partial least squares structural equation modeling (PLS-SEM) in SmartPLS 4 using 5.000 bootstrap resamples. Emotional intelligence strongly predicted resilience (β = 0,429) and also directly predicted citizenship behavior (β = 0,335), while self-efficacy predicted resilience (β = 0,317) and resilience predicted citizenship behavior (β = 0,308). Self-efficacy showed no evidence of a direct effect on citizenship behavior (β = 0,106; bootstrap confidence interval including zero); its influence operated entirely through resilience (indirect-only/full mediation, VAF 48,0%). Emotional intelligence was complementarily (partially) mediated by resilience (VAF 28,3%). The model explained 38,7% of resilience and 38,9% of citizenship behavior, with acceptable fit (SRMR 0,061). The findings position resilience as the central mechanism translating personal resources into discretionary service behavior, with practical implications for managing contract health workers.
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