JBB The effect of job satisfaction, workplace 10, 2 spirituality and organizational commitment on work productivity with organizational citizenship behavior (OCB) as intervening variable (Case study on Bank Muamalat Received 10 Juli 2020 Indonesia KC Sol. Revised 10 Februari 2021 Musalim Ridlo*. Ifan Arin Wardhana. Kristiani Gracelia Jessica IAIN Salatiga. Semarang. Jawa Tengah. Indonesia Accepted 11 Februari 2021 JEL Classification: D22. D23. L22 ABSTRACT The study aims to identify and analyze the influence of job satisfaction, orga-nizational commitment, workplace spirituality toward work productivity with Organizational DOI: Citizenship Behavior (OCB) as an intervening variable. The population of this study is all of 10. 14414/jbb. employees of Muamalat KC Solo Bank. The data collection method was carried out through a questionnaire distributed to 40 employees of Muamalat KC Solo Bank. This study uses a saturated sample technique or total sampling. Data analysis uses multiple linear testing and path analysis. The results showed that job satisfaction and Organizational Citi-zenship Behavior (OCB) had a positive and significant effect on employee work productivity, while spirituality at work and organizational commitment had a positive but not significant effect on employee productivity. Whereas simultaneously, it shows that job satisfaction, workplace spirituality, organiza-tional commitment and Organizational Citizenship Behavior (OCB) have a positive and significant effect on employee work productivity. Based on the path analysis test shows that job satisfaction, workplace spirituality and orga-nizational commitment have a positive and significant effect on employee work productivity through Organizational Citizenship Behavior (OCB) as an inter-vening variable. ABSTRAK Tujuan penelitian ini untuk mengidentifikasi dan menganalisis pengaruh kepuasan kerja, spiritualitas di tempat kerja, komitmen organisasi terhadap produktifitas kerja dengan Organizational Citizenship Behavior (OCB) sebagai variabel intervening. Populasi dalam penelitian ini adalah seluruh karyawan Bank Muamalat KC Solo. Metode pengumpulan data dilakukan melalui kuesioner yang disebarkan kepada ka-ryawan Bank Muamalat KC Solo yang berjumlah 40 orang. Penelitian ini mengguna-kan teknik sampel jenuh atau total sampling. Analisis data menggunakan uji linear berganda dan uji analisis jalur . ath analysi. Hasil penelitian menunjukkan bahwa kepuasan kerja dan Organizational Citizenship Behavior (OCB) berpengaruh positif dan signifikan terhadap produktivitas kerja karyawan, sedangkan spiritualitas di tem-pat kerja dan komitmen organisasi berpengaruh positif dan tidak signifikan terhadap produktivitas kerja karyawan. Sedangkan secara simultan, menunjukkan Journal of bahwa kepu-asan kerja, spiritualitas di tempat kerja, komitmen organisasi dan Organizational Business and Banking Citi-zenship Behavior (OCB) berpengaruh positif dan signifikan terhadap produktivitas kerja Berdasarkan uji analisis jalur menunjukkan bahwa kepuasan kerja, spiritualitas ISSN 2088-7841 di tempat kerja dan komitmen organisasi berpengaruh positif dan signifi-kan terhadap produktivitas kerja karyawan melalui Organizational Citizenship Beha-vior (OCB) sebagai Volume 10 Number 2 variabel intervening. November 2020 - April 2021 Keyword: Job Satisfaction. Organizational Commitment. Workplace Spirituality. Work productivity pp. & Organizational Citizenship Behavior (OCB) A STIE Perbanas Press Work Productivity INTRODUCTION In 2017. Bank Muamalat Indonesia (BMI) experienced an increase in gross non-performing financing (NPF) from 3. 83% to 4. This NPF percentage is close to the gross NPF standard stipulated in BI Regulation No. 17/11 / PBI / 2015, which is a maximum of 5%. The existence of this problematic financing is a frightening thing for all banks. Moreover, experience has shown that one of the causes of the economic crisis in 1997 was poor banking performance. The high NPF, especially non-performing financing, had a major influence on the poor performance of banks at that time because NPF is an indicator of whether a bank is healthy or not (Maidalena, 2. The phenomenon that has been described above, cannot be separated from the role of employees in it because employees are the most important asset in a company. One of them is to increase the competitiveness of a company through employee work productivity. In this case, productivity is measured from several parameters, including. First, job satisfaction. Job satisfaction is one component that supports achieving productivity. Job satisfaction can be defined as the general attitude and expectations of employees towards the company where they work (Arifin, 2. Supporting research conducted by (Sari, 2. , (Said, 2. , (Fahruna, 2. , & (Jumarni, 2. , which states that job satisfaction has a positive and significant effect on work Meanwhile (Arda, 2. , (Muayyad & Gawi, 2. , & (Can & Yasri, 2. , state that job satisfaction has no significant effect on work The second is spirituality at work. Spirituality in the workplace is a concept of integrity and solidarity at work and understanding deep values AUAUin work (Hakim, 2. As research conducted by (Prihono, 2. & (Noh & Yoo, 2. , which states that spirituality in the workplace has a positive and significant effect on work productivity. In contrast to research conducted by (Nugraha Pratama, 2. & (Madhur, 2. , it is stated that spirituality in the workplace does not have a significant effect on work productivity. The Third is organizational commitment. Organizational commitment is a reciprocal relationship between individuals and organizations, where individuals accept consciously the values, principles, paradigms, and goals that are set consensus by the organization (Mawardi, 2. research by (Can & Yasri, 2. , (Dudung, 2. , & (Maharani. Vivin, 2. , states that organizational commitment has a positive and significant effect on work productivity. Meanwhile, research by (Novita, 2. & (Mekta, 2. , states that organizational commitment has no significant effect on work productivity. The fourth is Organizational Citizenship Behavior (OCB). OCB is a voluntary individual behavior without expecting any reward from the OCB can provide benefits for increasing the effectiveness of work units, productivity of colleagues, saving company resources, increasing stability of organizational performance, being an effective suggestion for coordinating work group activities and increasing organizational adaptability to strengthen company competitiveness (Diana, 2. As research by (Ranjbar, 2. & (Maharani. Vivin, 2. , states that organizational commitment and Organizational Citizenship Behavior (OCB) has a positive and significant effect on work productivity, while research by (Pratama, 2. , states that organizational commitment and Organizational Citizenship Behavior (OCB) has no significant effect on work productivity. This study aims to analyze the influence of job satisfaction, workplace spirituality, organizational commitment and Organizational Citizenship Behavior (OCB) as intervening variable on work productivity. THEORY FRAMEWORK AND HYPOTHESIS Work productivity Work productivity is an integrated interaction of three important factors, namely investment, including the use of knowledge and technology as well as management and labor research (Rachman, 2. In addition. Productivity is defined as a mental attitude that always has the view that the quality of life today must be better than yesterday, and tomorrow must be better than today (L. Gaol, 2. There are several indicators of work productivity that will arise, including . high absenteeism, . results obtained, . quality produced, . error rate, . time needed (Hartatik, 2. Organizational Citizenship Behavior (OCB) Organizational Citizenship Behavior (OCB), is voluntary individual behavior, is not directly recognized by the formal reward system, and overall increases the effectiveness of organizational functions. Voluntary meaning that the behavior does not require a role or job description that is forced / mandatory, where the terms of work with companies/ organizations is detailed. The work is more of a personal choice and thus if not done does not receive sanctions (Kaswan, 2017: . Organizational Citizenship Behavior (OCB), has five dimensions including: . behavior helping others, . thoroughness and caution, . sportsmanlike behavior, . maintaining good relations, . wisdom (Titisari, 2014: 7-. Job satisfaction Job satisfaction is the employeeAos perception regarding how well the work they have done is deemed to have important value. Individuals tend to be more satisfied if their performance is valued and appreciated by the company. Besides growing motivation, appreciation will also make employees feel that their performance is needed (Setiyanto. Adi Irawan & Hidayati, 2. Indicators of job satisfaction include: . satisfaction with work, . satisfaction with salary, . satisfaction with promotion, . satisfaction with superiors, and . satisfaction with colleagues (Rismayanti, 2. Workplace spirituality Spirituality at work includes the concepts of integrity and solidarity at work and understanding deep values AUAUat work (Hakim, 2015: . addition, spirituality in the workplace is defined as the awareness that an employee or someone has an inner life that grows and is cultivated by meaningful work and takes place in a community context (Robbins & Judge, 2. There are several indicators used in measuring spirituality in the workplace, namely: . Meaningful work, . Sense of Community, & . JBB 10, 2 Work Productivity Alignment with Organizational Value (Milliman, 2. Organizational commitment Organizational commitment is a work attitude in the form of desire, willingness, dedication, loyalty, and or strong trust that shows the desire to remain part of the organizationAos members by accepting the valuesAUAU and objectives of the organization and working for the interests of the organization (Kaswan, 2. Organizational commitment indicators consist of: . organizational identification, . involvement, and . loyalty (Kaswan, 2. Hypothesis The hypothesis proposed in this study is: Job satisfaction have a significant and positive effect on work productivity, as research was conducted by (Jumarni, 2. , (Fahruna, 2. , (Said, 2. , & (Sari, 2. Workplace spirituality have a significant and positive effect on work productivity, as research was conducted by (Noh & Yoo, 2. & (Prihono, 2. Organizational commitment have a significant and positive effect on work productivity, as research was conducted by (Can & Yasri, 2. , (Dudung, 2. , (Maharani. Vivin, 2. , & (Novita, 2. Organizational citizenship behavior (OCB) have a significant and positive effect on work productivity, as a research was condusted by (Maharani. Vivin, 2. & (Ranjbar, 2. Job satisfaction have a significant and positive effect on Organizational citizenship behavior (OCB) variable, as research was conducted by (Pratama, 2. , (Meilina, 2. Workplace spirituality have a significant and positive effect on Organizational citizenship behavior (OCB) variable, as research was conducted by (Peeryuth, 2. & (Kiyanzad, 2. Organizational commitment have a significant and positive effect on Organizational citizenship behavior (OCB) variable, as research was conducted by (Meilina, 2. & (Pratama, 2. Job Satisfaction have a significant and positive effect on work productivity throughout Organizational citizenship behavior (OCB), as research was conducted by (Kartikaningdyah, 2. & (Supriyanto. Edy, 2. Workplace spirituality have a significant and positive effect on work productivity throughout Organizational citizenship behavior (OCB), as research was conducted by (Pradan. Rabindra Kumar, 2. & (Imron, 2. Organizational commitment have a significant and positive effect on work productivity throughout Organizational citizenship behavior (OCB), as research was conducted by (Mauliani, 2. & (Rahma. Based on some of the hypotheses above, the research framework is conceptualized as shown below: JBB 10, 2 Figure 1 Research Framework Source: data processed . METHOD The type of research the writer uses is field research using a quantitative Quantitative research is a method for testing certain theories by examining the relationships between variables. These variables are measured . sually with research instrument. so data consisting of numbers can be analyzed based on statistical procedures (Juliansyah. Samples and Sampling This study uses a Nonprobability Sampling sample type with saturated sampling techniques or total sampling. Nonprobability Sampling is a sampling technique where each member of the population does not have the same opportunity or opportunity as a sample (Juliansyah, 2. The population of this study was 40 respondents who were also the sample of the study, with the characteristics used were age, gender, last education and years of service of the employees. DATA ANALYSIS AND DISCUSSION Relialibity test A Reliability test is a tool to measure a questionnaire which is an indicator and variable. A questionnaire is said to be reliable, if someoneAos answer to the statement is consistent or stable from time to time (Ghozali, 2. Based on the table above, the results of the reliability test variables X1. X2. X3. Z, and Y have a Cronbach alpha value> 0. According to Nunally in (Bawono, 2. A variable is said to be reliable if the Cronbach alpha value> 0. So it was concluded that the data is reliable or trusted for further measurement and research (Table . Work Productivity Table 1 Reliability test Variable Job satisfaction (X. Workplace spirituality (X. Organizational commitment (X. Organizational citizenship behavior (Z) Work productivity (Y) Source: Primary Data, 2020 (Processe. Cronbach Alpha Value Information Reliable Reliable Reliable Reliable Reliable Table 2 Regression Test Results on Intervening Variable (Z) Model t Value Sig Constant Job satisfaction (X. Workplace spirituality (X. Organizational commitment (X. Dependent variable: OCB (Z) Source: Statistic Data, 2020 . Table 3 Regression Test Results on Dependent Variable (Y) Model t Value Sig Constant -1/432 Job satisfaction (X. Workplace spirituality (X. Organizational commitment (X. Organizational citizenship behavior (Z) Dependent variable: work productivity(Y) Source: Statistic Data, 2020 . Multicollinearity Test Multicollinearity test is performed to find out whether there is a perfect or certain linear relationship between some or all of the independent variables of the multiple regression model. In another sense, there is a high correlation between independent variables (Bawono. Anton & Sina, 2. The criteria for evaluating this test by looking at tolerance values> 0. 10, then there is no multicollinearity and by looking at the VIF column . ariance inflation facto. , if the value of VIF <10, then there is no multicollinearity (Ghozali, 2. From the table above, the data shows that the tolerance value and VIF have met the assessment standards, so it can be concluded that there are no symptoms of multicollinearity (Table . Heteroscedastisity test Heteroscedasticity is a variant of the residual variable which is not the same in all observations in the regression model (Romdhoni. , & Ratnasari, 2. In this research, to find out the presence or absence of heteroscedasticity using the Park method, which is squaring the residual value (U2. and regressing the LnU2i variable as the dependent variable on the independent variables X1. X2. X3, and Z (Ghozali, 2. Based on the table above, it can be seen that the significance value> 05 for each variable. So that the data concluded there were no symptoms of heteoskedasticity (Table . Normality Test The normality test is conducted to determine whether in the regression model there are confounding variables or the residuals have a normal distribution (Sullutenggomalut. , & Sadjab, 2. From the table above, an asymp value is obtained. Sig. -taile. > alpha = 0. 05, it is concluded that the data are normally distributed (Table Linearity Test Linearity tests are used to test whether the model specifications used are appropriate or better in the model specifications. Other forms of model specifications can be linear, quadratic, or cubic. To see the exact model specifications, this study uses the Lagrange Multiplier test. This method aims to get the calculated c2 value or . x R. If c2 count is smaller than the c2 table, it can be concluded that the correct model is linear (Ghozali. The results of the output display in table 4. 10, shows the R2 value of 0,000 with the number of n samples is 40, then the magnitude of the calculated c2 value = 40 x 0,000 = 0. This value is compared with the c2 table with df = . = 35 and a significant level 0. 05 obtained c2 table = Then it can be concluded that the count c2 . is smaller than the c2 table . , so the correct model is linear (Table . Table 4 Multicollinearity Test Model Tolerance Job satisfaction (X. Workplace spirituality (X. Organizational commitment (X. Organizational citizenship behavior (Z) Dependent variable: work productivity(Y) Source: Primary Data, 2020 . VIF Table 5 Heteroscedastisity Test Results Used Park Method Model Tolerance VIF Constant Job satisfaction (X. Workplace spirituality (X. Organizational commitment (X. Organizational citizenship behavior (Z) Dependent variable: LnU2i Source: Primary Data, 2020 . JBB 10, 2 Work Productivity Table 6 Normality Test Results One-Sample Kolmogorov-Smirnov Test T statistic Asymp Sig. -taile. Source: Data Primary, 2020 . Table 7 Linearit Test Used Lagrange Multipier Method Model R square Adjusted R Std. Error of the Estimate Predictor: (Constan. Zz. Xx1. Xx2. Xx3 Dependent Variable: RES_1 Source: primary data 2020 . DISCUSSION Effect of Job Satisfaction on Work Productivity The results of the t-test . variable of job satisfaction (X. obtained t count of 2. 356> t table of 1. 690 with a significance of 0. 024 alpha 05%, so it was concluded that there was no significant effect between the variables of organizational commitment to work productivity. The organizational commitment variable coefficient is 0. 126, meaning that if the organizational commitment variable increases by 1% . ne uni. , work productivity will increase by 0. 126 or 12. A positive coefficient means that there is a positive relationship between organizational commitment (X. with work productivity (Y). Organizational commitment has a positive but not significant effect on employee work productivity, meaning that high organizational commitment does not necessarily increase employee productivity. The results of this study support the research conducted (Novita dkk, 2. and (Mekta, 2. One of the causes of the decline in organizational commitment is due to a reduction in employee facilities or welfare . conomic valu. This can be a correction for every employee and company to grow commitment to their organization, so employees are more productive at work. Effect of Organizational Citizenship Behavior (OCB) on Work Productivity The results of the t-test . variable of organizational citizenship behavior (OCB) (Z) were obtained t count of 3. 458> t table of 1. 690 with a significance of 0. 001 t table of 1. 690 with a significance of 0. 001 t table at 1. 690 with a significance of 0. 001 t table of 1. 690 with a significance of 0. 001