Jurnal Fokus Manajemen Bisnis

Volume 15, Number 1, March 2025, Page 102-125

https://doi.org/10.12928/fokus.v15i1.12721
http://journal2.uad.ac.id/index.php/fokus
P-ISSN: 2088-4079 E-ISSN: 2716-0521

Workload and organizational culture as predictors of job

satisfaction and organizational citizenship behavior:
Work engagement as a mediating role
David Manafe
Universitas Katolik Widya Mandira, Kupang, Indonesia
Davidmanafe96@gmail.com

ARTICLE INFORMATION ABSTRACT

Individuals are the driving force of an organization, exhibiting

Article History dynamic workplace behaviors. Understanding these behaviors
Received: 05-02-2025 requires assessing workload, organizational culture, work
Revised: 05-03-2025 engagement, job satisfaction, and organizational citizenship behavior.
Accepted: 07-03-2025 This study aims to enhance existing models by treating workload as an
independent variable, positioning job satisfaction and organizational
citizenship behavior as predicted outcomes, and incorporating
Keywords organizational culture as an influencing factor, with work engagement
Workload; as a mediator. Using a quantitative approach, data were collected
Organization Culture; through questionnaires distributed to all employees at Department of
Job Satisfaction; Population and Civil Registration in Kupang, Indonesia with a final
Organizational Citizenship sample of 77 respondents. Data processing was carried out through
Behavior; the Smart PLS 4 software. The results indicate that job satisfaction is
Work Engagement. positive and significantly influenced by organizational culture and
work engagement, while workload has a negative but insignificant
effect. Similarly, organizational citizenship behavior is positively
impacted by organizational culture and work engagement, whereas
workload does not play a substantial role. Work engagement is also
confirmed as a mediator in these relationships. These findings
highlight the importance of fostering a positive organizational culture
and enhancing employee engagement to improve job satisfaction and
organizational citizenship behavior. However, as the study focuses on
a specific job category, the results may not be generalizable. Future
research should explore different job categories and conduct
comparative analyses to refine theories on workplace behavior.

This article has open access under the CC–BY-SA license.

1. Introduction
Humans are unique creatures that have different traits, opinions, and physical
characteristics from one another. This uniqueness causes differences in the needs of each
human being and the level of satisfaction of meeting these needs. Humans usually want to

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achieve the highest life satisfaction, whether personal or job satisfaction. For organizations,
fulfilling employee job satisfaction will certainly be very useful for delivering results in
alignment with the predetermined goals. This is because employees are assets, and their
performance contributes to the organization's goals, in addition to the organization's
obligation to monitor their performance (Abdelwahed et al., 2022).
The position of employees as a key factor in organizations is reflected in perceived
organizational support theory under organizational support theory (Kurtessis et al., 2017).
This sub-theory states that organizations contribute to personification, which includes:
orientation heading for the organization and work (such as commitment, engagement, and
trust), behavioral response (including performance, citizenship behaviors, and withdrawal
behaviors), and employee well-being (such as lower stress levels and strain, enhanced
positive affect) (Eisenberger et al., 2020). When these aspects of personification align
between the organization and the employee, they build conditions that lead to higher job
satisfaction, greater work engagement, and increased organizational citizenship behavior.
As a broad concept, satisfaction can be interpreted from a behavioral perspective. It is
assumed that both individual and organizational actions are goal-oriented, with each human
behavior driven by a primary motivation, while most actions serve as efforts to maximize
satisfaction by addressing multiple motivational needs (Thiagaraj & Thangaswamy, 2017).
Satisfaction in the context of work or job satisfaction is an individual's emotional level both
pleasant and unpleasant for the current job and influences the completion of the work. In an
organizational context, by ensuring high employee job satisfaction, the company can shape a
work environment that nurtures professionalism, innovation, and turnover that leads to
increased productivity. Because it is interpreted from a behavioral perspective, several
factors have been developed to measure the level of individual job satisfaction within an
organization. These factors include work engagement (Anwar & Qadir, 2017), workload
(Gottwald & Lejsková, 2023) and organizational culture (Pratama, 2022).
Similar to job satisfaction, organizational citizenship behavior also be affected by work
engagement (Ng et al., 2021), workload (Herawati et al., 2021; Sari & Ali, 2022), and
organizational culture (Sari & Ali, 2022). Organizational citizenship behavior refers to a set of
voluntary actions, guidance, and supportive behavior exhibited by employees. It represents
an extra-role positive contribution beyond their primary job responsibilities within a
company (Azmy, 2021). Additionally, organizational citizenship behavior can also be
understood as a willingness to work beyond assigned tasks and even assist the work of others
to ensure the targets and goals of the organization are achieved. This is why organizations
need to see organizational citizenship behavior as an important factor in achieving goals.
Work engagement defines the relationship employees have with the work they do,
actively contribute to their tasks, and view their job performance as essential to their well-
being. Employees with a high level of engagement deeply value and take responsibility for the
work they perform (Yandi & Havidz, 2022). We can know that an employee has work
engagement with the workplace, when employees have sense of identity to their current
workplace, they will be more engaged with their work in the organization. Work engagement
is essential in shaping positive employee behavior by making employees want to participate
in the organization's development. To achieve this, organizations must create work patterns
that support employees by considering factors such as workload (Wang et al., 2021) and
organizational culture (Insan & Masmarulan, 2021).
Workload refers to situations where employees are assigned too many tasks or feel
incapable of managing certain tasks due to a perception of a lack of skills, knowledge, or
abilities. This forces employees to exceed regular hours to complete the tasks assigned
(Jermsittiparsert et al., 2021). Even though employees have a high sense of engagement with
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their current workplace, if they have a high workload for a long time, it can affect their work
engagement. On the other hand, when individuals feel capable, they often exhibit positive
social behaviors aimed at helping others. For example, they may volunteer for special
projects, share their time and resources, and proactively cooperate with their colleagues.
They are also expected to fully utilize their talents and energy to help the organization
achieve its efficiency and effectiveness goals. This behavior exemplifies the concept of
organizational citizenship behavior. However, this behavior can make the workload even
higher because of the demand to complete their tasks and voluntarily help with other tasks.
As a result, employees may not achieve the desired job satisfaction (Sun & Xia, 2018).
Organizational culture emerges from a set of shared values, norms, assumptions, and
beliefs within the organization and influences employees’ perceptions, emotions, attitudes,
and behaviors (Azmy, 2021). Unlike organizational culture, which denotes the values, norms,
and practices of the organization, work culture pertains to the work dynamics experienced by
an individual while performing their tasks at the workplace. Work culture is a distinctive trait
within an organization that serves as a guiding framework, setting it apart from other
organizations. It consists of values that are recognized and embraced by all members, forming
the foundation for behavioral standards and organizational practices (Tampi et al., 2022).
Psychologically, the different organizational cultures will affect work engagement and
organizational citizenship behavior. How the organization's actions to manage its culture will
influence job satisfaction. This illustrates that although work culture is different from
organizational culture, employee work culture will also be influenced by the organization's
culture.
Much of the existing research on job satisfaction and organizational citizenship
behavior is based on private-sector organizations (Kaur & Kang, 2021; Kumar & Hamid, 2021;
Uddin et al., 2024). On the other hand, there are also important dynamics within the public
sector that need to be studied, as they directly relate to public service delivery. Department of
Population and Civil Registration is a government entity responsible for essential public
services, such as issuing identity documents, birth certificates, and marriage records. These
services are in high demand, often leading to excessive workloads for employees. Examining
how workload impacts job satisfaction and organizational citizenship behavior in this setting
provides valuable insights into managing workforce stress in high-pressure environments.
Government agencies, including Department of Population and Civil Registration, operate
under a unique bureaucratic culture characterized by hierarchy, strict regulations, and
procedural rigidity. At the same time, they often face challenges such as limited resources,
bureaucratic inefficiencies, and public scrutiny (Rahmat et al., 2024). Understanding how
organizational culture influences employee engagement, job satisfaction, and organizational
citizenship behavior in such a highly structured setting contributes to the broader literature
on organizational behavior in public administration.
In previous research, the workload variable was often combined with work stress to
measure job satisfaction (Sun & Xia, 2018; Jermsittiparsert et al., 2021). In other studies, job
satisfaction was used as a predictor variable for organizational citizenship behavior (Dewi et
al., 2021; Fahriyansyah et al., 2022; Saluy et al., 2024), and the differences in organizational
culture in each type of work and region (Azmy, 2021; Jigjiddorj et al., 2021). At the same
time, the perceived organizational support theory suggests that employees’ perceptions of
organizational support influence their work-related attitudes and behaviors, including job
satisfaction, engagement, and organizational citizenship behavior. When organizations
acknowledge employees' efforts, provide necessary resources, and cultivate a supportive
culture, employees are more likely to experience job satisfaction and engage in discretionary
behaviors that benefit the organization (Deepalakshmi et al., 2024). In this context, workload
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is not just a demand but a factor that, when moderated by organizational culture and
perceived support, can shape employees’ engagement and satisfaction. Hence, this study
seeks to update the research model by using workload as a separate variable, positioning
organizational citizenship behavior and job satisfaction as a collectively predicted variable,
and including organizational culture as an additional variable with work engagement
facilitating mediation in the process. This approach is based on the initial concept that
individuals are the driving force and exhibit the most dynamic behavior within an
organization. Based on these considerations, the researcher chose to conduct this study at
Department of Population and Civil Registration, as it offers a distinct perspective on
workplace dynamics within government institutions.

2. Literatur Review and Hypothesis Development

2.1. Literatur Review
2.1.1. Organizational Support Theory – Perceived Organizational Support
Organizational support theory serves as an alternative theoretical framework
that captures both symbolic and behavioral dimensions of the employee-employer
relationship (Shams et al., 2020). According to organizational support theory by
Eisenberger et al. (2020), employees often perceive their organization as a purposeful
entity with its intentions. Consequently, they develop perceived organizational support
theory based on their evaluation of past interactions, whether positive or negative,
which in turn shapes their expectations regarding future organizational treatment.
Through this personification process, perceived organizational support theory fulfills
employees' socioemotional needs and strengthens their belief that exerting extra effort
can lead to beneficial outcomes. Research has demonstrated that perceived
organizational support theory is closely associated with various employee outcomes,
including organizational citizenship behavior, job performance, organizational
commitment, and overall well-being (Kurtessis et al., 2017).

2.1.2. Workload
Workload denotes the demands of a job that must be fulfilled within a specific
timeframe (Trisnawaty & Parwoto, 2021). A workload perceived as heavy within a
company can shape an individual's physical and psychological well-being (Setiawan &
Hastuti, 2022). The workload can refer to situations where employees are assigned too
many tasks or feel incapable of managing certain tasks due to a perception of a lack of
skills, knowledge, or abilities. When employees experience workload pressure, they are
affected both physically and mentally. This acceptance can lead to negative
consequences. The inability of employees to handle all assigned tasks impacts their
level of involvement with the company or workplace, ultimately influencing their work
engagement. If employee retention of how a company or organization retains its
employees is effectively managed, employees will be able to perform their work
optimally. They will also feel valued as essential assets, recognized, and needed by the
company. This is supported by key organizational factors such as career opportunities,
rewards, job assignments or job design, and strong employee relations within the
organization and their work engagement (Setiawan & Hastuti, 2022).

2.1.3. Organizational Culture

Organizational culture reflects the daily work dynamics experienced by
individuals within an organization, including work ethics, communication, and the level
of collaboration among employees. Work engagement, job satisfaction, and productivity
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can be increased by a positive organizational culture, while a negative organizational

culture may give rise to stress and lessened performance. For a culture to be effective, it
must align with the needs of the business, company, and employees, as it can either
facilitate or restrict strategies and their implementation (Barbars, 2016). Employees
feel more engaged in their work through an effective organizational culture (Kalia &
Verma, 2017). When employees recognize the benefits they receive from their
employer, they develop a sense of responsibility to reciprocate through their work ethic
(Al Shehri et al., 2017).

2.1.4. Work Engagement

Employee engagement or work engagement is a meaningful response to the
organization as a whole and reflects the level of employees' commitment and loyalty to
their workplace (Ilkhanizadeh & Karatepe, 2017). Other perspectives define work
engagement as an individual's connection to the organization and intention to remain a
member (Orgambídez-Ramos & de Almeida, 2017). It can also be described as the
extent to which individuals develop a strong bond with their organization (Van
Wingerden et al., 2017). We can know that an employee has work engagement with the
workplace, when employees have a sense of belonging to their current workplace, they
will be more engaged with their work in the organization.

2.1.5. Job Satisfaction

Job satisfaction is associated with the positive emotions or sense of happiness
that arise from evaluating one's work and overall job experience (Permana et al., 2021).
It is categorized into intrinsic and extrinsic job satisfaction. Extrinsic job satisfaction is
influenced by external factors unrelated to the job itself, such as salary and company
management. In contrast, intrinsic job satisfaction is shaped by internal aspects of the
job, including feelings and emotional responses toward work characteristics like skill
utilization, autonomy, and task variety (Aljumah, 2023). Satisfaction in the context of
work or job satisfaction is an individual's emotional level both pleasant and unpleasant
for the current job and influences the completion of the work. Job satisfaction fluctuates
during work and can be affected by mood and emotions. Mood states tend to persist for
a longer duration, have specific causes, and are temporary. In the context of workplace
events, those that elicit strong emotions tend to be more memorable than periods of
negative mood (Nazari, 2016).

2.1.6. Organizational Citizenship Behavior

Organizational citizenship behavior refers to a set of voluntary actions, support,
and behaviors exhibited by employees beyond their primary job responsibilities. It
represents an "extra-role" positive contribution that employees make within a
company, such as their willingness to assist colleagues (Azmy, 2021). Organizational
citizenship behavior can also be understood as a willingness to work beyond assigned
tasks and even assist the work of others to ensure the targets and goals of the
organization are achieved. As vital human resources of an organization, employees are
expected to demonstrate dedication and commitment to the company, which is
recognized as organizational citizenship behavior (Herawati et al., 2021).
Organizational citizenship behavior reflects the scope to which employees are
enthusiastic about surpassing their jobs to support the organization and enhance
overall performance (Tufan & Wendt, 2020).

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2.2. Hypothesis Development

2.2.1. Negative Effect of Workload on Job Satisfaction
The implementation of professional development initiatives for employees has
been demonstrated to result in a concomitant increase in their level of commitment and
engagement in their respective tasks and duties (Trochimiuk, 2015). In this context,
professional development is considered a working condition that includes a workload
(Mäkikangas et al., 2016). This working condition will determine the feelings of
happiness and the level of satisfaction of working individuals (Anwar & Qadir, 2017)
which is then referred to as job satisfaction. Prior researches reveal the impact of
workload on job satisfaction (Guarnaccia et al., 2016; Gottwald & Lejsková, 2023). The
workload felt by employees can significantly affect job satisfaction. An increase or
decrease in workload will have an impact on the increase or decrease in job satisfaction
in the workplace. Workload has been identified as a key factor affecting job satisfaction,
particularly in the academic sector (Jermsittiparsert et al., 2021). Therefore, it can be
inferred that workload negatively predicts job satisfaction.
H1: Workload Has a Negative Effect on Job Satisfaction

2.2.2. Negative Effect of Workload on Organizational Citizenship Behavior

Several aspects should be considered in supporting the creation of organizational
citizenship behavior in the organizational environment, one of which is workload (Sari
& Ali, 2022). Derived from existing research, the workload signifies influence on
organizational citizenship behavior (Sutrisno & Indriasari, 2020; Herawati et al., 2021;
Sari & Ali, 2022). As long as the employee's workload meets their abilities, it will lead to
organizational citizenship behavior attitudes. In addition, employees who have an
appropriate workload are also capable of allocating time to other tasks and providing
assistance to their coworkers, which constitutes a form of organizational citizenship
behavior attitude. Based on this understanding, it can be inferred that workload
negatively predicts organizational citizenship behavior.
H2: Workload Has a Negative Effect on Organizational Citizenship Behavior

2.2.3. Negative Effect of Workload on Work Engagement

Similar to the previous discussion of workload and organizational culture, prior
research conducted shows a major influence of workload on work engagement (Abd
Kaiyom et al., 2021; Wang et al., 2021; Zhang et al., 2021). There is also research that
simultaneously tests both variables, workload and organizational culture on work
engagement with the result that both variables have a significant influence (Setiawan &
Hastuti, 2022). This then supports the development of the third hypothesis in this study
which proposes that workload is related and has an impact on work engagement. This
assumption is based on the idea that the workload assigned to employees at work will
determine aspects of employee behavior to have an attachment to their workplace.
High or low employee workload will affect the level of employee engagement.
Therefore, it can be inferred that workload negatively predicts work engagement.
H3: Workload Has a Negative Effect on Work Engagement

2.2.4. Positive Effect of Work Engagement on Job Satisfaction

Past research underscores the role of work engagement on job satisfaction
(Anwar & Qadir, 2017; Yandi & Havidz, 2022). In addition, work engagement leads to
increased employee job satisfaction. When employees have a feeling of belonging to
their current workplace, this will have an impact on their level of satisfaction.
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Employees with high work engagement illustrate that the organization can meet their
needs at work, resulting in increased job satisfaction. This description leads to the
assumption that work engagement positively predicts employee job satisfaction.
H4: Work Engagement Has a Positive Effect on Job Satisfaction

2.2.5. Positive Effect of Work Engagement on Organizational Citizenship Behavior

Work engagement is also seen as a supporting role for the creation and
development of organizational citizenship behavior in employees in various
organizations (Ansori & Wulansari, 2021; Park & Kim, 2024). This is based on the
premise employees who have engaged will be more efficient in doing their work so it
also provides the possibility for them to complete other tasks outside their role. This is
supported by previous research that work engagement contributes to organizational
citizenship behavior in organizations (Matula & Uon, 2016; Ng et al., 2021). Building on
the description and evidence from past studies, it can be assumed that work
engagement positively predicts organizational citizenship behavior.
H5: Work Engagement Has a Positive Effect on Organizational Citizenship
Behavior

2.2.6. Positive Effect of Organizational Culture on Job Satisfaction

The results of previous research show a considerable effect of organizational
culture on job satisfaction (Jigjiddorj et al., 2021; Pratama, 2022). The research by
Gottwald and Lejsková (2023) explained that the findings can be a general description
of job satisfaction in various jobs and suggested looking at organizational culture as a
factor in organizations that can cause changes in job satisfaction. Organizational culture
constitutes a critical component that can facilitate the achievement of long-term
organizational viability. Organizational culture can provide a uniqueness that
distinguishes itself from its competitors. Organizations that have cultivated a robust
organizational culture have demonstrated a superior capacity to retain employees who
exhibit a strong sense of commitment and are satisfied with their work (Jigjiddorj et al.,
2021). This description leads to the assumption that organizational culture positively
predicts employee job satisfaction.
H6: Organizational Culture Has a Positive Effect on Job Satisfaction

2.2.7. Positive Effect of Organizational Culture on Organizational Citizenship

Behavior
Several aspects should be considered in supporting the creation of organizational
citizenship behavior in the organizational environment, one of which is organizational
culture (Sari & Ali, 2022). About organizational culture, a positive organizational
culture will be a supporting factor for the growth of employees' organizational
citizenship behavior attitudes. This is supported by previous research that
organizational culture influences organizational citizenship behavior (Aziz & Mukhlis,
2020; Sari & Ali, 2022). Work culture is an important factor because it can change
individual attitudes and behavior. The applied organizational culture determines the
organizational citizenship behavior attitude of employees in the workplace. An
organizational culture that supports employees can increase employee organizational
citizenship behavior attitudes. This description leads to the assumption that
organizational culture positively predicts employees’ engagement in organizational
citizenship behavior.

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H7: Organizational Culture Has a Positive Effect on Organizational Citizenship

Behavior

2.2.8. Positive Effect of Organizational Culture on Work Engagement

Similar to the results of earlier studies, there is a significant impact between
organizational culture on work engagement (Barbars, 2016) and studies on the banking
sector employees that organizational culture affects work engagement (Al Shehri et al.,
2017; Hasan et al., 2020; Srimulyani & Hermanto, 2022; Tampi et al., 2022). The work
culture created both individually and organizationally also supports the work
engagement that will bring about changes in employees. The positive work culture felt
by employees tends to make employees feel more engaged and can complete their work
in various conditions faced later. Therefore, it can be assumed that organizational
culture positively predicts work engagement.
H8: Organizational Culture Has a Positive Effect on Work Engagement

2.2.9. The Effect of Workload on Job Satisfaction Through Work Engagement

Work engagement plays a crucial role as a psychological mediator between
workload, organizational culture, and job satisfaction. It helps determine whether
workload negatively impacts job satisfaction or, instead, fosters employee motivation
and resilience. When employees remain highly engaged, they are more likely to
perceive workload as a challenge rather than a burden, reducing its negative effects on
job satisfaction (Inegbedion et al., 2020). Factors such as personal motivation, job
autonomy, and support systems can enable employees to maintain engagement despite
high workload demands, thereby mitigating its potential adverse impact. Moreover,
employees tend to stay satisfied and committed when they receive support from
supervisors and the organization during challenging work situations (Hakro et al.,
2022). Supportive leadership enhances employee morale, increasing job satisfaction
and fostering a stronger emotional attachment to the organization. This reinforces the
idea that work engagement mediates the relationship between workload and job
satisfaction, when employees experience higher work engagement, they are more prone
to maintain job satisfaction even in demanding work environments, and vice versa.
Thus, workload can decrease work engagement, which in turn lowers job satisfaction.
H9: Work Engagement Mediates the Effect of Workload on Job Satisfaction

2.2.10. The Effect of Workload on Organizational Citizenship Behavior Through

Work Engagement
Organizational citizenship behavior refers to voluntary workplace behaviors that
extend beyond formal job responsibilities and contribute to organizational
effectiveness. When the workload is manageable and meaningful, it fosters work
engagement by instilling a sense of achievement and purpose in employees. Engaged
employees tend to demonstrate enthusiasm, commitment, and a willingness to go
beyond their prescribed duties, making them more likely to engage in organizational
citizenship behavior, even when facing workload pressures. Even when employees
perceive their workload as high, they can still exhibit organizational citizenship
behavior if they remain engaged in their work (Wijaya & Purba, 2020). This is also
emphasized that organizational citizenship behavior includes behaviors as in helping
colleagues, volunteering for additional tasks, and adhering to workplace regulations
and procedures. Employees who find work meaningful often prioritize their
responsibilities and strive to perform at their best, further reinforcing their engagement
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(Lusiana et al., 2025). These insights support the notion that work engagement acts as a
mediator between workload and organizational citizenship behavior. Employees who
experience high work engagement perceive workload as a challenge rather than a
burden, which in turn enhances their motivation to engage in organizational citizenship
behavior. Thus, it can be inferred that workload influences work engagement, which
subsequently drives employees to exhibit lower levels of organizational citizenship
behavior.
H10: Work Engagement Mediates the Effect of Workload on Organizational
Citizenship Behavior

2.2.11. The Effect of Organizational Culture on Job Satisfaction Through Work

Engagement
Positive organizational culture enhances engagement by providing meaning,
psychological safety, and motivation at work. Employees in an encouraging
environment have a greater degree of dedication and immersion in their roles.
Employees who feel culturally aligned with their organization often display higher work
engagement, leading to greater job satisfaction (Hasan & Sadat, 2023). Work
engagement strengthens the positive link between a supportive culture and
satisfaction, as engaged employees experience more intrinsic rewards from their work.
This suggests that workload and a solid organizational culture enhance work
engagement, which boosts job satisfaction.
H11: Work Engagement Mediates the Effect of Organizational Culture on Job
Satisfaction

2.2.12. The Effect of Organizational Culture on Organizational Citizenship Behavior

Through Work Engagement
Organizational citizenship behavior represents discretionary workplace behavior
that goes beyond formal job responsibilities, contributing to organizational
effectiveness. For the organizational culture, employees in an engaging work culture
feel recognized, valued, and empowered, which increases their dedication and
willingness to invest effort in the organization. Employees who experience a strong
cultural alignment with their workplace are more engaged, which in turn enhances
their likelihood of displaying organizational citizenship behavior (Ashfaq & Hamid,
2021). This suggests that workload and a solid organizational culture promote work
engagement, which drives to exhibit higher levels of organizational citizenship
behavior.
H12: Work Engagement Mediates the Effect of Organizational Culture on
Organizational Citizenship Behavior

2.3. Research Framework

Figure 1 illustrates the research model (the direction of relationships between each
variable) that will be tested in this study. The research model is designed based on the
hypothesis developed in this study. In developing the hypothesis, the researcher has not
yet determined the positive or negative effect of the relationships between variables. This
is based on the fact that the study focuses on behavioral practices within government
institutions, which are inherently different and can lay the groundwork for establishing the
direction of relationships in future research.

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Workload H1 (-) Job Satisfaction

H2 (-)
H3 (-) H4 (+)
H9, H10

Work
Engagement
H11, H12
H8 (+) H5 (+)
H6 (+)
Organizational
Organizational Citizenship
Culture H7 (+) Behavior

Figure 1. Research Framework

3. Research Method
3.1. Population and Sampling Method
Through a quantitative approach, this research conducted an in-depth examination of
the data obtained via the dissemination of research questionnaires to all employees at the
Department of Population and Civil Registration of Kupang, Indonesia. The rationale for
selecting Department of Population and Civil Registration as the object of this study, as
explained in the introduction, is that it is a government entity responsible for essential
public services, such as issuing identity documents, birth certificates, and marriage
records. Due to the high demand for these services, employees often experience excessive
workloads. Examining how workload impacts job satisfaction and organizational
citizenship behavior in this setting provides valuable insights into managing workforce
stress in high-pressure environments. A total of 77 respondents participated and
constituted the research sample.

3.2. Data Collection Method

The questionnaire encompassed a series of statements, with responses evaluated
using a 5-point Likert scale. Each variable adopts dimensions adapted from previous
studies or research sources. For the workload (WL) variable, 3 dimensions are used by
Reid et al. (1989). For the organizational culture (OC) variable, 6 dimensions are used by
Hofstede (2011). For the work engagement (WE) variable, 3 dimensions of shortened
scales from Schaufeli and Bakker (2004). For the job satisfaction (JS) variable, 5
dimensions are used using scale by Babin and Boles (1996) and for the organizational
citizenship behavior (OCB) variable are used 5 dimensions by Bies (1989).

3.3. Data Analysis Method

Data processing was carried out through SEM-PLS utilizing the SmartPLS 4 software,
aiming to validate each hypothesis formulated within this study. The evaluation consists of
the outer model (measurement model) (Legate et al., 2023). Each component has specific
statistical criteria that must be completed to secure the reliability and validity of the model.
Convergent validity affirms that indicators measuring the same construct are correlated.
The criteria include factor loadings which each indicator should have a loading of ≥ 0.7.
The criteria for reliability test used the and Cronbach’s alpha (CA) and composite reliability
(CR) should be ≥ 0.7 (Legate et al., 2023). Hypothesis is tested using bootstrapping to
generate with p-values < 0.05. Coefficient of determination measures the explanatory
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power of independent variables on dependent variables with some categories (≥ 0.75 =

Strong; ≥ 0.5 = moderate; ≥ 0.25 = weak) (Legate et al., 2023).

4. Results and Discussion

4.1. Characteristics of Respondents
The result of statistics descriptive is shown in Table 1. The questionnaire was
distributed to 77 respondents in this study. The respondents were categorized based on
gender, age, and level of education. Of the 77 respondents, 45 were male (58%) and 32
were female (42%). In terms of age categories, 19 respondents (25%) were aged 20-30
years, followed by 31 respondents (40%) aged 31-40 years, 21 respondents (27%) aged
41-50 years and 6 respondents (8%) aged 51-60 years. The majority of respondents hold a
bachelor’s degree 49 respondents (63,6%), followed by 13 respondents (13%) with a
senior high school, 12 respondents (15,6%) with a master’s degree, and 3 respondents
(3,9%) with a diploma.

Table 1. Characteristics of Respondents

Classification Description Frequency
Total %
Gender Male 45 58%
Female 32 42%
Age 20-30 19 25%
31-40 31 40%
41-50 21 27%
51-60 6 8%
Level of Education Senior High School 13 16.9%
Diploma 3 3.9%
Bachelor 49 63.6%
Master 12 15.6%
Source: Primary Data Analysis (2025)

4.2. Validity Test

Indicator reliability is used to assess the consistency and accuracy of individual
measurement items (indicators) in representing their respective latent construct (Legate
et al., 2023). The result of the outer loadings is shown in Table 2. The outcome of the outer
loadings value shows that all indicators of job satisfaction, organizational citizenship
behavior, work engagement, workload, and organizational culture are above 0.7.
Therefore, the indicator is explained by the latent construct (Legate et al., 2023).

Table 2. Validity Test Results

Indicator Workload Organizational Work Job Organizational
Culture Engagement Satisfaction Citizenship
Behavior
WL 1 0.925
WL 2 0.942
WL 3 0.907
OC 1 0.780
OC 2 0.837
OC 3 0.874
OC 4 0.821
OC 5 0.860
0C 6 0.849
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Indicator Workload Organizational Work Job Organizational

Culture Engagement Satisfaction Citizenship
Behavior
WE 1 0.898
WE 2 0.932
WE 3 0.926
JS 1 0.889
JS 2 0.899
JS 3 0.885
JS 4 0.805
JS 5 0.847
0CB 1 0.780
0CB 2 0.841
0CB 3 0.837
0CB 4 0.833
0CB 5 0.886
Source: Primary Data Analysis (2025)

4.3. Reliability Test

Reliability test refers to how well the indicators of a latent construct measure the
same underlying concept (Legate et al., 2023). Cronbach’s alpha (CA) and composite
reliability (CR) are two key measures used to assess internal consistency. The outcome
show the variables of job satisfaction (CR=0.917; CA=0.916), organizational citizenship
behavior (CR=0.895; CA=0.892), work engagement (CR=0.908; CA=0.908), workload
(CR=0.917; CA=0.915) and organizational culture (CR=0.915; CA=0.916) are above 0.7.
This indicates that the construct’s indicators are measuring the same concept consistently
and the CR value is acceptable for explanatory research (Legate et al., 2023). The result of
the reliability test is shown in Table 3.

Table 3. Reliability Test Results

Variable Cronbach’s Alpha Composite Reliability
Workload 0.915 0.908
Organizational Culture 0.915 0.916
Work Engagement 0.908 0.908
Job Satisfaction 0.916 0.917
Organizational Citizenship Behavior 0.892 0.895
Source: Primary Data Analysis (2025)

4.4. Coefficient of Determinant Test

Table 4 shows the R-Square adjusted value of the job satisfaction variable is 0.890,
the organizational citizenship behavior is 0.814 and the work engagement variable is
0.851. Based on this value, the predictive ability of the variables of job satisfaction,
organizational citizenship behavior, and work engagement is at a strong level (Legate et al.,
2023).

Table 4. Coefficient of Determinant Test Results

Variable R-Square R-Square Adjusted
Work Engagement 0.855 0.851
Job Satisfaction 0.895 0.890
Organizational Citizenship Behavior 0.822 0.851
Source: Primary Data Analysis (2025)

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4.5. Hypothesis Test

Table 5 presents the results of the direct and indirect hypothesis in this study.
According to the table, five hypothesis were accepted, namely workload negatively
predicts work engagement (third hypothesis). Work engagement positively predicts job
satisfaction (fourth hypothesis). Work engagement positively predicts organizational
citizenship behavior (fifth hypothesis). Organizational culture positively predicts job
satisfaction (sixth hypothesis). Organizational culture positively predicts work
engagement (eighth hypothesis), as they meet the direction hypothesis and significance
threshold with a p-value < 0.05. Then, three hypothesis were rejected, namely workload
negatively predicts job satisfaction (first hypothesis). Workload negatively predicts
organizational citizenship behavior (second hypothesis). Organizational culture positively
predicts organizational citizenship behavior (seventh hypothesis), as they meet the
direction hypothesis but, do not meet the significance threshold with a p-value > 0.05.

Table 5. Hypothesis Test Results

Original Sample Standard T P
Hypothesis
sample mean deviation Statistics Values
Workload → Job Satisfaction -0.086 -0.081 0.084 1.023 0.306
Workload → Organizational
-0.103 -0.099 0.098 1.049 0.294
Citizenship Behavior
Workload → Work Engagement -0.285 -0.280 0.086 3.296 0.001
Work Engagement → Job
0.695 0.685 0.131 5.309 0.000
Satisfaction
Work Engagement →
Organizational Citizenship 0.500 0.465 0.160 3.129 0.002
Behavior
Organizational Culture → Job
0.189 0.202 0.125 1.508 0.132
Satisfaction
Organizational Culture →
Organizational Citizenship 0.335 0.368 0.161 2.084 0.037
Behavior
Organizational Culture → Work
0.674 0.676 0.079 8.567 0.000
Engagement
Workload → Work Engagement →
-0.198 -0.197 0.082 2.414 0.016
Job Satisfaction
Workload → Work Engagement →
Organizational Citizenship -0.142 -0.136 0.071 2.006 0.045
Behavior
Organizational Culture → Work
0.469 0.459 0.086 5.443 0.000
Engagement → Job Satisfaction
Organizational Culture → Work
Engagement → Organizational 0.337 0.310 0.104 3.245 0.001
Citizenship Behavior
Source: Primary Data Analysis (2025)

Based on the Table 5, all indirect hypotheses were accepted namely, work
engagement negatively mediates the link between workload on job satisfaction (ninth
hypothesis). Work engagement negatively mediates the link between workload on
organizational citizenship behavior (tenth hypothesis). Work engagement positively
mediates the link between organizational culture on job satisfaction (eleventh hypothesis).
Work engagement positively mediates the link between organizational culture on
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organizational citizenship behavior (twelfth hypothesis) as the all indirect hypotheses

have the direction hypothesis and significance threshold with a p-value < 0.05.

4.6. Discussion
The statistical test results illustrate the relationships and influences between the
variables examined in this study. As Organizational support theory describes the symbolic
and behavioral dimensions of the relationship between employees and employers (Shams
et al., 2020), this study has demonstrated that the behavioral dimension is instrumental in
molding these relationships. Broadly speaking, work engagement, job satisfaction, and
organizational citizenship behavior represent employee-related dimensions that are
influenced by the workload and organizational culture of their workplace (employer)
(Kurtessis et al., 2017). In light of these findings, it can be interpreted that not all employer
dimensions influence employee dimensions or employee outcomes. A detailed explanation
of each variable based on the hypotheses will be presented as follows:
4.6.1. The Effect of Workload on Job Satisfaction
Workload was recognized as having ties to job satisfaction in a negative but
insignificant way, aligning with previous studies (Swedana, 2023). From the
perspective of workload dimensions, government institutions such as Department of
Population and Civil Registration operate within a predefined work system. When
viewed through the time burden aspect, an increased workload tends to lower
employee job satisfaction, although not significantly. This is largely due to the
administrative and repetitive nature of government work (Ramadhanti et al., 2021),
along with long-term regulations and structured procedures that make tasks routine. As
a result, job satisfaction among government employees is generally not determined by
workload alone. The structured and regulated work system helps maintain stability,
making job satisfaction less affected by fluctuations in workload (Gil et al., 2022).

4.6.2. The Effect of Workload on Organizational Citizenship Behavior

The test results indicate a negative and insignificant association between
workload and organizational citizenship behavior, the same as the prior studies
(Chhabra, 2016; Fadly et al., 2023). The high workload assigned by the organization
requires employees to spend a substantial amount of time completing their tasks.
However, this increased workload does not stimulate organizational citizenship
behavior in the workplace (Rauf, 2016). Although workload does not directly influence
organizational citizenship behavior, an excessive workload can cultivate a work
environment that lacks help in fostering organizational citizenship behavior (Kumar et
al., 2019). This may occur because employees are compelled to focus entirely on their
responsibilities, leaving them with little to no time to assist colleagues or take on
additional tasks, which are key characteristics of organizational citizenship behavior.
Even though workload does not have a significant effect on organizational citizenship
behavior, Department of Population and Civil Registration should still monitor
employees' workload levels, as excessive workload can be one of the factors that hinder
the development of organizational citizenship behavior in the workplace.

4.6.3. The Effect of Workload on Work Engagement

The test results between workload and work engagement indicate a negative and
significant association, same as the prior studies (Wang et al., 2021; Zhang et al., 2021).
This finding illustrates the high workload of employees at Department of Population
and Civil Registration significantly reduces work engagement. Excessive task
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assignments may require employees to spend too much time working, leading to mental
strain and psychological stress (Zappalà et al., 2022). As a result, work engagement
declines because tasks are no longer perceived as challenges but rather as
overwhelming burdens. This condition diminishes employees' enthusiasm for their
work, making them feel less happy in carrying out assigned duties. By understanding
this issue, Department of Population and Civil Registration can regulate job descriptions
and adjust workloads to prevent employees from experiencing mental strain and stress
due to excessive workload. This adjustment benefits the organization, as it fosters
employee enthusiasm and engagement, ultimately leading to greater work satisfaction
and improved work performance.

4.6.4. The Effect of Work Engagement on Job Satisfaction

The test on the relationship between work engagement and job satisfaction
produced positive and significant results, the same as the prior studies (Anwar & Qadir,
2017; Orgambídez-Ramos & de Almeida, 2017). Employees who uphold a high standard
of dedication, enthusiasm (vigor), and deep involvement (absorption) tend to feel more
satisfied with their work, as it strengthens their allegiance to the organization. Unlike
the previous two variables, work engagement originates from the individual's mindset
and motivation. Thus, job satisfaction in this context refers to personal fulfillment
derived from contributing to the organization. Employees at Department of Population
and Civil Registration, who are directly involved in public service, require active
engagement, as their work is performed routinely. This routine reinforces their
dedication and continuous involvement, meaning that when employees achieve their
work targets within the designated time, they experience personal satisfaction,
particularly from ensuring that no tasks are left unfinished. This sense of
accomplishment contributes to overall job satisfaction.

4.6.5. The Effect of Work Engagement on Organizational Citizenship Behavior

Work engagement is another key factor that influences employees' organizational
citizenship behavior. The relationship between work engagement and organizational
citizenship behavior was proven to be positive and significant, same as the prior studies
(Matula & Uon, 2016; Ng et al., 2021; Rahman & Karim, 2022). As an individual-driven
factor, work engagement acts as a major component in shaping employees' behavior in
the workplace (Park & Kim, 2024). When employees feel a strong connection to the
workplace, they also become invested in achieving organizational goals (Thakre &
Mathew, 2020). This mindset encourages organizational citizenship behavior, as
engaged employees are more inclined to willingly take on additional tasks beyond their
responsibilities and assist their colleagues in completing their work.

4.6.6. The Effect of Organizational Culture on Job Satisfaction

The next test examines the relationship between organizational culture and job
satisfaction was proven to be positive, the same as the prior studies (Jigjiddorj et al.,
2021; Pratama, 2022) but not significant (Tran, 2021). In government institutions, the
organizational culture is characterized by formality and bureaucracy, which helps
establish a strong culture and provides clear task allocation for employees (Lin &
Huang, 2020; Trochimiuk, 2015). However, since this work culture is shaped by
regulations and structured systems, employees have limited opportunities for
innovation, leading to a relatively unchanged work structure over time. As a result, this

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condition does not significantly contribute to either an increase or decrease in

employees' job satisfaction.

4.6.7. The Effect of Organizational Culture on Organizational Citizenship Behavior

Organizational culture has been found to have a positive and significant impact on
organizational citizenship behavior same as the prior studies (Herawati et al., 2021;
Sari & Ali, 2022). The existing organizational culture at Department of Population and
Civil Registration plays a crucial role in fostering organizational citizenship behavior
among employees. Maintaining the current work culture is a strategic decision that the
institution can implement to sustain this positive impact (Widarko & Anwarodin, 2022).
Department of Population and Civil Registration’s organizational culture, which
emphasizes structured work processes, a well-organized system, and strong job
supervision, has been proven to contribute significantly to enhancing employees'
organizational citizenship behavior (Siswadi et al., 2023). This established culture
encourages changes in work attitudes and behaviors, motivating employees to do more
than their job role and will assist colleagues in achieving the organization's objectives.

4.6.8. The Effect of Organizational Culture on Work Engagement

Research findings indicate that organizational culture exerts a significant positive
influence on work engagement, the same as the prior studies (Barbars, 2016; Hasan et
al., 2020). This reveals that a strong and well-developed organizational culture boosts
employees' work engagement (Kazimoto, 2016). Related to the working environment at
Department of Population and Civil Registration, the existing organizational culture
emphasizes structured work processes, well-regulated systems, and strong job
supervision. This structured approach fosters a greater sense of involvement among
employees (Srimulyani & Hermanto, 2022). Beyond these aspects, the organization also
prioritizes employee well-being, which strengthens their sense of loyalty toward the
institution. Given these findings, Department of Population and Civil Registration
should continue to uphold its current organizational culture, as it has been shown to
positively influence employee engagement and commitment (Al Shehri et al., 2017).
Maintaining and enhancing this culture will further encourage employees to stay
engaged and motivated in their work.

4.6.9. The Effect of Workload on Job Satisfaction Through Work Engagement

Statistical analysis results indicate that work engagement mediates the
significance of workload on job satisfaction. At Department of Population and Civil
Registration, a high workload significantly reduces work engagement (Gómez-Salgado
et al., 2021). Excessive task assignments require employees to dedicate long hours to
their work, leading to mental strain and psychological stress (Zhang et al., 2021). As a
result, work engagement declines, as tasks are no longer perceived as challenges but
rather as burdens that feel overwhelming, reducing enthusiasm and diminishing the
sense of fulfillment in completing assigned duties. Although workload alone does not
directly impact job satisfaction, the administrative and repetitive nature of government
work (Ramadhanti et al., 2021), along with structured regulations and long-term
procedures, makes job satisfaction in government employees less dependent on
workload levels. However, the mediation analysis reveals that a high workload leads to
lower work engagement, which as a consequence, indirectly reduces job satisfaction.
This highlights the significance of maintaining a balanced workload to foster sustained
engagement and satisfaction among employees.
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4.6.10. The Effect of Workload on Organizational Citizenship Behavior Through

Work Engagement
Statistical test results confirm that work engagement is a bridge in the impact of
workload on organizational citizenship behavior in a negative and significant manner.
As previously hypothesized, a high workload reduces the likelihood of employees
assisting their colleagues. When analyzed individually, a heavy workload decreases
employees' work engagement due to stress and pressure (employer dimensions affect
employee outcome) (Lusiana et al., 2025; Wijaya & Purba, 2020). As work engagement
declines, employees' organizational citizenship behavior also diminishes (Kurtessis et
al., 2017). These results strongly illustrate the true relationship of perceived
organizational support as part of organizational support theory. The main reason for
this is that employees no longer have the energy to take on additional tasks beyond
their primary responsibilities. Prolonged burnout among employees at Department of
Population and Civil Registration weakens their engagement levels, which in turn
negatively affects their organizational citizenship behavior behaviors. This highlights
the importance of managing workload effectively to prevent disengagement and ensure
that employees can maintain positive workplace behaviors (Alshaabani et al., 2021).

4.6.11. The Effect of Organizational Culture on Job Satisfaction Through Work

Engagement
Regarding organizational culture, a strong and well-developed workplace culture
enhances employees' work engagement (Ashley & Parumasur, 2024). Mediation
analysis results shaping that work engagement functions as a mediator in the
relationship between organizational culture and job satisfaction. Since organizational
culture fosters employee engagement, it indirectly contributes to job satisfaction by
fostering a work environment where employees feel comfortable and strengthened (T.
Hasan & Sadat, 2023). This positive atmosphere enables employees to effectively
complete their tasks, leading to a sense of achievement and fulfilment (Pathan, 2023).
Therefore, Department of Population and Civil Registration should continue to uphold
and strengthen its existing work culture, ensuring that employees remain highly
engaged in their roles, ultimately leading to greater job satisfaction and overall
workplace well-being.

4.6.12. The Effect of Organizational Culture on Organizational Citizenship Behavior

Through Work Engagement
Consistent with the interpretation of the hypothesis test about the effect of
organizational culture on organizational citizenship behavior, findings indicate that
organizational culture plays a crucial role in fostering organizational citizenship
behavior among employees at Department of Population and Civil Registration (Fadly
et al., 2023). This is further supported by the mediation test results, which confirm that
work engagement mediates the relationship between organizational culture and
organizational citizenship behavior (Hong & Zainal, 2022). This implies that when the
work environment, including systems, processes, and structured regulations, is well-
established and enhances employees' sense of involvement, they become more
motivated and enthusiastic about contributing to organizational goals (Eisenberger et
al., 2020). As a result, they are more likely to take initiative, including assisting their
colleagues in completing tasks. This creates and sustains organizational citizenship
behavior within the Department of Population and Civil Registration workplace.

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5. Conclusion
Various test results prove that job satisfaction is still positively and significantly
influenced by organizational culture and work engagement, while workload has a negative
relationship but does not have a significant impact in this study. Similarly, for organizational
citizenship behavior, the key predictor variables, organizational culture and work
engagement are both positive and significant, whereas workload has a negative relationship
but does not show a significant effect. These insights suggest that the influence of workload is
highly dependent on the research setting and the characteristics of the respondents involved.
Additionally, work engagement is proven to mediate the relationship between workload and
organizational culture on both job satisfaction and organizational citizenship behavior.
Specifically, the mediation effect is negative for workload on job satisfaction and
organizational citizenship behavior, while it is positive for organizational culture on job
satisfaction and organizational citizenship behavior. This mediation effect contributes to the
existing body of research, reinforcing the role of work engagement as a mediator in
determining the interaction between dependent and independent variables, consistent with
previous studies.
These findings highlight the necessity of fostering a positive organizational culture and
enhancing work engagement to improve job satisfaction and organizational citizenship
behavior. Organizations should prioritize strategies that strengthen employee engagement
and workplace culture to drive better outcomes. However, since this study focuses on a single
type of respondent based on job characteristics, the findings cannot yet be generalized to all
types of employees and do not serve as a direct measure of performance. Future research
should consider examining different job categories and conducting comparative analyses to
further develop theories on the factors influencing job satisfaction and organizational
citizenship behavior.

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