The Impact of Training and Development on Employee Performance at PT Pegadaian Cabang Medan Sunggal Mediated by Organizational Citizenship Behavior (OCB)

Abstract

This study aims to examine training, development, employee performance, and organizational citizenship behavior (OCB) at PT Pegadaian, Medan Sunggal Branch. The research uses a quantitative approach with a descriptive quantitative method, involving numerical data and statistical analysis processed using Smart PLS version 4.0. The population consists of all 36 employees at the branch. Since the total population is under 100, the sampling technique used is census sampling, meaning the entire population is used as the sample.

The results show that training (X1) has no significant effect on OCB (path coefficient -0.255; p-value 0.443 ≥ 0.05), and development (X2) also has no significant effect on OCB (path coefficient -0.051; p-value 0.860 ≥ 0.05). However, training (X1) has a significant effect on employee performance (Y) (path coefficient -0.407; p-value 0.030), although the direction is negative. Development (X2) does not significantly affect employee performance (path coefficient 0.178; p-value 0.558). OCB (Z) also shows no significant effect on employee performance (path coefficient 0.036; p-value 0.872). Furthermore, training and development have no significant indirect effect on employee performance through OCB (training: path coefficient -0.009; p-value 0.918; development: path coefficient -0.002; p-value 0.979).

These findings indicate that only training has a direct effect on performance, while OCB does not mediate the relationship between training, development, and performance.