Approach to Quality of Work-Life and Affective Commitment in Sustainable HRM Practices for the improvement of Organizational Citizenship Behavior

Jurnal Manajemen Industri dan Logistik (JMIL) Vol.7 No. 1 May, 2023, 125-137 Available online at : http://jurnal.poltekapp.ac.id/ Jurnal Manajemen Industri dan Logistik | ISSN (Print) 2622-528X | ISSN (Online) 2598-5795 | article category : Industrial Marketing Approach to Quality of Work-Life and Affective Commitment in Sustainable HRM Practices for the improvement of Organizational Citizenship Behavior Iwan Ardiansyah 1), Taufiq Rahmat 2) 1,2) Departement of Management, Faculty of Economics, Universitas Al Ghifari, Indonesia ARTICLE INFORMATION Article history: Received: September 29, 2022 Revised: February 16, 2023 Accepted: March 09, 2023 Keywords: S-HRM QWL OCB Affective Commitment Sustainability ABSTRACT This study aims to to measure and explain the practice of implementing Sustainable HRM to improve Organizational Citizenship Behavior by using the variables of Quality of Work-Life (QWL) and Affective Commitment, especially in the automotive retail industry. Data analysis uses a path to show a specific relationship between exogenous variables, which are variables (X), endogenous variables which are effect variables (Y), and implicit variables (ϵ). This data was collected through an array of questions to be answered by replies from as many as 59 motorcycle automotive retail company employees. The QWL and affective commitment have a favourable and considerable impact on OCB in employees. External influences still need to be followed up by further research, which can complement the determination of OCB in addition to QWL and Affective Commitment. Subsequent research focuses on environmental performance management, the design of training and development, and environmental organizational culture. This is an open access article under the CC–BY license. Corresponding Author: Taufiq Rahmat Universitas Al Ghifari Bandung, Indonesia Email: © 2023 Some rights reserved Ardiansyah, Rahmat http://doi.org/10.30988/jmil.v7i1.1126 125 Jurnal Manajemen Industri dan Logistik Vol. 7 No. 1 May, 2023, 125-137 INTRODUCTION Indonesia is the largest market for automotive products in ASEAN and is a target for automotive manufacturers that will threaten society's natural and social environment [1]. Climate change requires the automotive industry to adapt to environmental issues to reduce carbon emissions. For this reason, the government targets that by 2030, domestic industries can produce electric cars and buses to reduce fuel consumption, CO2 emissions, and greenhouse gas (GHG) emissions. One of the automotive sector's contributions is the development of a battery-based electric motor vehicle ecosystem [2]. This sustainable commitment is a challenge and competition for the automotive industry sector [3]. Increasingly fierce competition causes companies to be able to adapt to developments and changing times and be able to be friendly with nature conservation [4], coupled with the ability to manage Human Resources who are competent in identifying any changes in the future and have the same commitment to synergize economic, social, and sustainability motives [5]. Human resources (HR) needs to pay attention to the preservation of functions and environmental balance to process economic benefits from natural resources because an industry that does not focus on sustainable generations will not survive the massive reduction in natural resources. Sustainable HRM is an approach from the sustainability literature that balances economic, social, and environmental interests across generations and time into the future [6]. HRD then adopted these sustainable economic, social, and environmental motives in the organization [7], which assumed that the human factor was the actor and the primary and essential object in realizing sustainability goals, both Ardiansyah, Rahmat on a global scale and the company's operational scale [8]. Proper and sustainability-oriented treatment will cause employees to have Organizational Citizenship Behavior in which employees not only carry out their primary tasks but also want to carry out extra tasks such as wanting to work together [9], help each other, provide input, and participate actively providing extra services to others. The company is willing to work efficiently [10]. OCB will create a more democratic organization where all members of the organization have the opportunity to vote on decisions that affect their democratic participation in the workplace [11] and will feel a sense of fairness in compensation or feel protected at work, feel proud to be part of the organization, feel satisfied will facilitate work life and feel safe whenever there is a conflict between employees, exchange of information with both employees and superiors. OCB is caused by many factors, one of which is the quality of work life [12]. Employees who work to achieve the company's targets have a high workload, and working without knowing the time can cause employee problems. So the low quality of work-life results in non-optimal employee performance. According to Cascio (1988) [13], quality of Work-life (QWL) refers to employees' perceptions of their physical and psychological well-being at work. Quality of Work Life allows workers to make decisions about their work, design their workplace, and ensure a suitable work-life [14]. QWL has an essential role in achieving positive employee performance in an organization. The achievement of positive performance is often the focus of the organization because it is believed to be able to help the company achieve its vision and mission as well as maintain its sustainability in the future. To improve organizational citizenship behaviour, they must experience work life at http://doi.org/10.30988/jmil.v7i1.1126 126 Jurnal Manajemen Industri dan Logistik Vol. 7 No. 1 May, 2023, 125-137 work, including psychological needs, namely the QWL, to balance employees' work and lives [15]. QWL is a vital indicator of the total quality of the human experience in the workplace, and only providing physical and psychological well-being can impact the entire organization, thereby increasing commitment. Employees with a high QWL will encourage organizational citizenship behaviour because it is likely that someone will do more to speak positively about the organization, willingness to help others, and impact will carry out work to exceed what is expected by the organization [8]. The QWL will have a good impact, provide comfort for employees at work, provide job satisfaction, and impact the organization and achievement of the company according to the vision and mission. If an organization can provide a good quality of work-life, this matter will impact employees. Job happiness influences employees, which continues to be good. When the quality of life in the workplace is large, it will positively affect continuing to be high organizational citizenship behaviour. Another factor influencing Organizational Citizenship Behavior is Affective Commitment [1 (...truncated)