D484451.pdf

American International Journal of Business Management (AIJBM)
ISSN- 2379-106X, www.aijbm.com Volume 4, Issue 08 (August-2021), PP 44-51
*Corresponding Author: Arifin H. Abd. Majid1
www.aijbm.com 44 | Page
The Influence Person Organization Fit and Transformational
Leadership on Self Awareness Work More, Resilience and Its Impact
on Ocb-Organization Lecturers In The College of Sea LevelsIn South
Sulawesi
Arifin H. Abd. Majid1
, Amiartuti Kusmaningtyas2
, Siti Mujanah3
1,2,3
(Economics and Business, August 17, 1945 Surabaya University, Indonesia)
*Corresponding Author: Arifin H. Abd. Majid
ABSTRACT:This study aims to find out the effect of the influence of Person Organization Fit and
Transformational Leadership on Self Awareness Work More, Resilience and Its Impact on the OCB-
Organization of LecturersIn South Sulawesi. The study population was 232 lecturers at the Maritime
Polytechnic Maritime College. Using the Slovin formula with a tolerance of 5%, the number of samples was 147
respondents.Test the model with Generalized Least Square Estimation, SEM. The results showed that: 1). The
Fit organization person affects the self awareness work more, resilience, and OCB-Organization of the lecturer.
2). Transformational Leadership affects resilience, and OCB-Organizational lecturers, and does not affect the
self awareness of more lecturers. 3). Self awareness works more influence lecturer resilience, and lecturer
OCB-Organization. 4). Resilience affects the OCB-Organization of lecturers. Considering the size of the role of
the Person Fit organization against Self awareness works more lecturers, and the resilience of lecturers, it is
recommended that Higher Education always improve by adjusting the value of the organization to the value of
the lecturer. Lecturers can accept the values of the organization, because it is similar to the values that exist in
themselves lecturers. Suggestions for future researchers, is to examine further about the insignificant influence
between transformational leadership and self-awareness works more lecturers, can also be done by adding
other variables that have not been included in this study. Because there are still many other variables that can
affect OCB-Organizations.
KEYWORDS: -Fit person organization, Transformational Leadership, Self Awareness Works More, resilience,
OCB organization
I. INTRODUCTION
Lecturers are a very valuable asset in the world of education that must be managed properly by
universities in order to make an optimal contribution. As educators, lecturers are required to work voluntarily
outside of their main duties. Organizational Citizenship Behavior Organization (OCB-O) is a voluntary
commitment of a person in an organization. This is reflected in all relevant positive behaviors of organizational
members (Van Dyne, 1994). With high OCB-O can produce high performance too. OCB-O will emerge if each
individual in the organization has a Person Organization Fit (PO-Fit), which is the conformity between
organizational values and individual values (Valentine et al., 2002). In practice, the PO - Fit is the main key to
maintaining and maintaining commitment (Bowen et al., 1991). Individual values that are in line with
organizational values will cause employees with their own awareness to be willing to work beyond what is
assigned.
Several studies have shown that PO-fit is associated with reactions to work (Netemeyer et al., 1996).
When individual and organizational values match, it will cause the individual's self-awareness to work beyond
what they are assigned to (Silverthone, 2004). In a review of PO-Fit, Kristof (1996), proved empirically that the
PO - Fit is a strong predictor of self-awareness of working more, OCB-O (Boxx et al., 2001; O’Reilly et al.,
2001).
Chadwell and O 'Reilly (2000), found that the PO - Fit is positive and strongly related to self-awareness work
more, and OCB-O. The same thing was stated by Sekiguchi (2004). Chatman (2009) empirically states that the
PO - Fit is an important factor in influencing OCB-O. Likewise, if an individual's values are in line with the
values of the organization where he works, this will cause the individual to be able to respond to adversity faced
in healthy and productive ways. A person who is able to survive in the organization will certainly be willing to
work beyond what is his duty for the benefit of the organization, where he is (Effendi, 2009; Novliadi, 2007).
Resilience is the human ability to face, overcome, be strong when facing obstacles and obstacles.
Another factor that can cause someone to be willing to do work beyond what they are assigned to be
the leadership factor. The effectiveness of the role of a leader is needed so that the OCB-O of employees is

The Influence Person Organization Fit and Transformational Leadership on Self Awareness....
shown properly. Bennis and Nanus (1985) state that an effective leader is someone who gets the trust of his
followers. Transformational leadership is the behavior of a leader that influences individuals or groups to
achieve certain goals, emphasizing charismatic attitudes, paying attention to individuals, providing inspiration
and intellectual stimulation.
The resulting behaviors can lead to self-awareness, work more, and resilience from subordinates. The
study by Suryaningtyas et al. (2019), proved that strong leadership has an impact on the behavior of
subordinates to consciously be willing to work beyond what is their job and cause subordinates to have the
ability to withstand difficulties. Followers of transformational superiors have respect, loyalty, trust and
admiration for superiors and are motivated to do OCB-O (Lian and Tui, 2012). Transformational leadership has
a positive and significant influence on OCB (Gunawan, 2016), while Juniartha et al. (2016), found different
things that transformational leadership has no effect on OCB.
The Maritime Maritime College in Makassar turns out to have problems with human resources, especially
its lecturers. There is a phenomenon in which lecturers in carrying out their duties, functions and authorities tend to
behave selfishly, indifferently, in the sense that they only carry out tasks set by the organization and are reluctant to
carry out tasks outside of the things they are responsible for. There are many other things that show that lecturers
are reluctant to be willing to behave more than they are responsible for.The results of the observations show that
the indifferent behavior carried out by the lecturer is caused by the lecturer consciously reluctant to do more
than their main task, besides that the lecturer is also less resilient in facing pressure and difficulties. This
condition turns out to be from the results of observations because they think that the values adopted are not in
accordance with the prevailing values of the organization where they work. Besides, it is also suspected because
of the inability of leaders to motivate lecturers and to give confidence to innovate and improvise.In this article,
the variable relationship model for person, organization fit, transformational leadership, and self-awareness
work more becomes a novelty in this study.
II. LITERATURE REVIEW AND HYPOTHESES
In the decision-making process, it turns out that at every stage there are various behaviors of people,
from being quiet and completely surrendering to others, monopolizing and wanting to impose their will, too
pretentious attitudes, or withholding information. The decision-making process in any organizational activity in
general will establish an interpersonal relationship or communication between its members. The essence of
decision making is basically the same as problem solving, namely with regard to selecting a number of
alternatives in which the decision-making process is always through a process: gathering facts, determining the
number of alternatives and alternative solutions. As in the decision-making process, there are many obstacles in
the communication process that can be encountered and result in ineffective communication.
Conditions in which organizational processes do not run as expected, in turn, will cause discomfort to
organizational members, as well as lead to the possibility of conflict, both in positive and negative terms.
Positive conflicts are maintained to spur increased productivity, or organizational performance, while negative
conflicts are resolved as soon as possible. Byars and Rue (2008), state that conflict is not only a positive force
within the group, but it is absolutely necessary for the group to produce effective performance. The ultimate
goal of forming an organization is human welfare, while this welfare can be achieved if the productivity of the
organization can be continuously improved.
2.1 Person-Organization Fit
Companies in recruiting employees are based on a traditional approach, namely the fit between
individuals and the job being offered (Person-Job Fit). Kristof (1996) and Sekiguchi (2004) argue that the
person-job fit approach is not good in the employee selection process. They argue that organizational
effectiveness is not only supported by the success of employee job tasks, but needs to pay attention to employee
behavior in a broad sense. The Person Organization Fit (PO-fit) approach can support this. Some researchers
argue that individuals and organizations are attracted to each other when there is a match between one another,
this greatly affects the organization in recruiting employees and also the attitude of employees to choose the job.
In this paper, the PO - Fit is the suitability between organizational values and individual values (Schneider et al.,
2005).
2.2 Transformational Leadership
Transformational leadership is a leader who provides the consideration and intellectual stimulation that
is individualized and has charisma (Spencer and Spencer, 2003). Meanwhile, according to Sadeghi and Pihie
(2012), transformational leadership has certain behavioral components, including integrity and justice, setting
clear goals, having high expectations, providing support and recognition, arousing followers' emotions, and
getting people to see things beyond, self-interest to achieve the impossible. Transformational leadership is a
process of influencing individuals to achieve organizational goals by prioritizing organizational interests and
putting personal interests aside (Kinicki and Kreitner, 2014). According to Yukl (2015) there are three types of
transformational behavior, namely idealized influence, intellectual stimulation, and individual consideration as

well as a revision of the theory and adding another transformational behavior, namely inspirational motivation.
In this paper, transformational leadership is a condition in which the followers of a transformational leader feel
that they have trust, admiration, loyalty and respect for the leader, and they are motivated to do more than what
they initially expected.
2.3 Self awareness work more
Self awareness is the ability to recognize feelings and why someone feels that way and the influence of
one's behavior on others. Self-awareness is the basis of emotional intelligence. The ability to monitor emotions
over time is essential for psychological insight and self-understanding. Someone who has emotional intelligence
will try to be aware of his emotions when those emotions control him. However, this self-awareness does not
mean that a person is carried away in the flow of his emotions so that the mood takes over him completely
(Dishon et al., 2017). In this paper, self awareness work more, is awareness itself willing to work beyond what
is assigned.
2.4 Resilience
Resilience is the ability to respond healthily and productively when facing obstacles (Reivich and
Shatte, 2002). Resilience is a resilient and resilient attitude that a person has when faced with difficult
circumstances (Papalia, Olds and Feldman, 2009). According to Grotberg (2008), resilience is the human ability
to face, overcome, be strong when facing obstacles and obstacles. Resilience is not a miracle, it is not only
found in some humans and is not something that comes from an unclear source. Every human being has the
ability to be resilience and everyone is able to learn how to deal with obstacles and obstacles in his life. In this
paper resilience is the ability to respond healthily and productively when faced with obstacles or trauma, also
the tenacity and resilience that a person has when faced with difficult circumstances.
2.5 Organizational Citizenship Behavior Organization
Organizational Citizenship Behavior (OCB) is an action taken by organizational members that exceeds
the formal terms of their work (Greenberg and Baron, 2003). OCB is a behavior that is free to choose, is not
regulated directly or explicitly by a formal reward system, and in stages promotes organizational functions
(Luthans, 2006). In this paper, Organizational Citizenship Behavior Organization (OCB-O) is a behavior that is
an individual choice and initiative, not related to the formal organizational reward system but in aggregate to
increase organizational effectiveness. Also as an employee work behavior within the organization, which is
carried out on a voluntary basis outside of a predetermined job description, with the aim of improving the
progress of organizational performance.
2.6 Theoretical Framework
The variables used were explained as Fig. 1 and each relationship of an independent variable with
dependent variable represent hypothesis.
Figure 1. Conceptual Framework
2.7 Research Hypotheses
The research hypothesis is as follows:
1. PO-Fit has a significant effect on Self Awarness Works More lecturers
2. PO-Fit has a significant effect on lecturer resilience
3. PO-Fit has a significant effect on OCB-O lecturers
4. Transformational Leadership has a significant effect on Self Awarness Works More lecturers
5. Transformational Leadership has a significant effect on lecturer resilience
6. Transformational Leadership has a significant effect on OCB-O lecturers
7. Self Awarness Works More has a significant effect on lecturer resilience
8. Self Awareness Works More has a significant effect on OCB-O lecturers
9. Resilience has a significant effect on OCB-O lecturers

III. RESEARCH METHODE
3.1 Research Subjects
The population in this study was 232 lecturers at the Maritime College in Makassar. The criteria for the
sample of lecturers, who already have a functional position, are at least a lecturer and have been a lecturer for at
least 2 years.Referring to the slovin formula with a tolerance of 5%, the adequacy of the sample is 147
respondents. In this study, sampling was carried out using the proportional random sampling method.
Furthermore, the sample size of respondents for each location is determined by the proportional allocation
formula as shown in Table 1.
Table 1.Population and Research Samples
No. Maritime College Number of Lecturers Respondents
1. Poltek Maritim AMI Makassar 81 51
2. AMI / AIPI Makassar 49 31
3. PIP Makassar 102 65
Total 232 147
Source: processed by researchers
3.2 Research Measurement
Person-Organization Fit variables were measured using 4 indicators adopted from Netemeyer et al.
(1999), namely: value congruence, goal congruence, employee need fulfillment, and culture personality
congruence. Transformational leadership variables were measured using 4 indicators adopted from Antonakis et
al. (2003); Avolio et al. (2004), namely: idealized influence, inspirational motivation, intellectual stimulation,
and individualized consideration. The variable Self awareness work more is measured using 3 indicators
adopted from Goleman (2007), namely: recognizing emotions, accurate self-recognition, and self-confidence.
Resilience variables were measured using 5 indicators adopted from Reivich and Shatte (2002), namely:
emotion regulation, impulse control, optimism, causal analysis, and self-efficacy. Organizational Citizenship
Behavior Organization variables were measured using 5 indicators adopted from Organ et al. (2006), namely:
altruism, conscientiousness, sportsmanship, courtesy, and civic virtue.
IV. RESULT AND DISCUSSIONS
4.1. Characteristics of Respondents
Broadly speaking, the majority of respondents are those in the 36-45 year age group. The number of
respondents in the 25-35 year age group was 51.7%, the number of respondents included in the 36-45 year age
group was 40.8%, the 46-55 year age group was 5.5%, and the above 56 65 age group year is 2.0%. Based on
male gender 52.4%, while women consisted of 47.6%. Based on the education of the dominant respondent, S2
education was 80.3%, and by the side S3 education was 19.7%.
4.2 Results Testing Instrument
The results of testing the validity showed significant for all indicators or the item in question, which
means that the indicators or items of questions for each of the variables included in the questionnaire have been
eligible validity. From the results of Pearson product moment correlation, it is known that all of the questionable
items on the questionnaire correlated significantly to the error rate of 5% (** <0.05), so we can say all of the
item in question is valid and can be processed further.
Reliability test results with test Cronbach alpha () in this study indicate that all variables of the study are
reliable, since the entire value of the alpha coefficient of each variable larger study of standardized (0.6), so that
each item question on measurement instruments can be used. The value of the corrected item total correlation of
the entire item in question is greater than 0.3.
4.3 Confirmatory Factor Analysis
Results of confirmatory factor analysis of the measurement model of research based on the results of
statistical tests, obtained value of the loading factor for each indicator forming a study variable is greater than 3,
therefore, all indicators of research variables are indicators that significantly shape each study variable (Table
2).

Table 2:Confirmatory Factor Analysis
Research variables Relationship C. R. Loading Factor () Probability
Person-Organization Fit
Transformational Leadership
self awareness work more
Resilience
OCB-O
POFpof1
POF pof2
POF pof3
POF pof4
TRLtrl1
TRL trl2
TRL trl3
TRL trl4
SAWsaw1
SAW saw2
SAW saw3
RESres1
RES res2
RES res3
RES res4
RES res5
OCBocb1
OCB ocb2
OCB ocb3
OCB ocb4
OCB ocb5
2.000
2.068
2.184
2.786
2.000
9.328
10.440
5.679
2.000
5,737
4.966
2.000
12,730
12.711
2,985
7.203
2.000
4.487
7.303
8.308
8.346
0.333
0.915
0.873
0.338
0.657
0.695
0.993
0.386
0.585
0.479
0.819
0.779
0.852
0.839
0.332
0.447
0.395
0.466
0.702
0.843
.836
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
0.000
Source: processed by researchers
4.3. Goodness of Fit Test
The results of data processing using a sample of 147 shows Chi-square is 163,524 with a probability of
0.062. Meanwhile, from GFI, AGFI, TLI, CFI, RMSEA and CMIN / DF respectively 0.917, 0.904, 0.953,
0.956, 0.064 and 0.926, all within the range of acceptable values. The results are shown in Fig.2.
Figure 2: Coefficient of Research Model Path
4.5. Hypothesis testing
Hypothesis testing is done based on the estimated value of the parameters of the research model shown in
Table 3.
Table 3: Hypothesis Testing
H Relationship
Standardized
Coefficient
C.R P Decision
H1 POF  SAW 0.924 10.637 0.000 accepted
H2 POF  RES 0.339 3.622 0.000 accepted
H3 POF  OCB-O 0.725 3.373 0.000 accepted
H4 TRL  SAW 0.068 1.519 0.204 rejected
H5 TRL  RES 0.108 2.522 0.000 accepted
H6 TRL  OCB-O 0.398 8.591 0.000 accepted

H7 SAW  RES 0.135 2.847 0.000 accepted
H8 SAW  OCB-O 0.764 7.712 0.000 accepted
H9 RES  OCB-O 0.772 10.560 0.000 accepted
Source: Amos output
V. CONCLUSION AND RECOMMENDATIONS
The results of testing the model in this study, being able to explain the relationship between person
organization fit (PO-Fit), transformational leadership, self-awareness works more, resilience and OCB
organization (OCB-O) lecturers, have resulted in the conclusion that the research model is a model that is right
to describe more self-awareness works, resilience and OCB-O lecturers at the Maritime College in Makassar.
The results of this study are very important because there are stages of influence from each construct that run in
a tiered (recursive) way, namely the PO-Fit variable, transformational leadership influencing the variability of
self-awareness works more, resilience and OCB-O. Meanwhile, the self-awareness variable works more in
influencing the resilience variability. The results of this study are a significant contribution, particularly in the
human resource theory and organizational behavior.
Based on the results of the analysis and testing of research hypotheses that have been carried out
previously, the following conclusions can be drawn from this study: 1). PO-Fit affects the self-awareness of the
works of more lecturers. This shows that with the PO - Fit, it will encourage the increase of self-awareness
works of more lecturers.So it can be concluded that PO-Fit, which consists of value congruence, goal
congruence, employee need fulfillment, and culture, personality congruence, if it is done well and always
improved, the self-awareness of the work of more lecturers will increase. The results of this study are in line
with the findings of Kim et al. (2019); Fatmasari (2017). 2). PO-Fit affects the resilience of lecturers, this shows
that the PO - Fit will encourage an increase in lecturer resilience. So it can be concluded that PO-Fit, if it is
properly maintained and always improved, the resilience of the lecturers will increase. The results of this study
are in line with the findings of Deniz et al. (2015). 3). PO-Fit affects the OCB-O of lecturers. This shows that, the
PO - Fit can encourage the increase of OCB-O for lecturers. So it can be concluded that the PO-Fit, which is good
and always improved, the OCB-O of lecturers increases. The results of this study are in line with the findings of
Mache et al. (2014). 4). Transformational leadership has no effect on the self-awareness of the work of more
lecturers, this shows that good Transformational leadership has not been able to encourage the increase in self-
awareness of the work of more lecturers, in terms of idealized influence, inspirational motivation, intellectual
stimulation, and individualized consideration. The results are different from the findings of Buil et al. (2018); Goei,
and Winata (2016). 5). Transformational leadership affects the resilience of lecturers, this shows that with good
Transformational leadership, it will encourage an increase in lecturers' resilience. The results of this study are in
line with the findings of Bycio et al. (2005); Helmi, and Arisudana (2015). 6). Transformational leadership has a
significant effect on OCB-O lecturers, this shows that Transformational leadership can encourage the increase of
OCB-O lecturers. The results of the study are in accordance with the findings of Tresna (2016); Gunawan
(2016). 7). Self-awareness works have more effect on lecturer resilience. This shows that awareness works by
more lecturers, can encourage increased lecturer resilience. Therefore, it can be concluded that awareness works
more for lecturers, which consists of recognizing emotions, accurate self-recognition, and self-confidence, if
implemented properly and always improved, the lecturers' resilience will increase. The results of the study are in
line with the findings of Dariyo (2016). 8). Self awareness works more influence on OCB-O lecturers. This
shows that awareness works for more lecturers, it can encourage the increase of OCB-O for lecturers. Therefore,
it can be concluded that awareness works for lecturers, if it is carried out properly and always improved, the
OCB-O of lecturers will increase. The results of this study are in line with the findings of Harahap et al. (2013).
9). Resilience affects the OCB-O of lecturers. This shows that the resilience of lecturers can encourage the
increase of OCB-O for lecturers. Therefore, it can be concluded that lecturer resilience which consists of
emotion regulation, impulse control, optimism, causal analysis, and self-efficacy can increase lecturers' OCB-O.
The results of this study are in line with the findings of Paul et al. (2016); Azzahra (2017).
Of the three variables hypothesized to have an effect on the self-awareness of works of more lecturers
in this study, the biggest value is the direct relationship between PO-Fit and self-awareness of works of more
lecturers. This confirms that the PO-Fit is very dominant in influencing the self-awareness works of more
lecturers. Of the three variables hypothesized to have an effect on lecturer resilience in this study, the greatest
value is the direct relationship between PO-Fit and lecturer resilience. This also confirms that the PO-Fit is very
dominant in influencing the resilience of lecturers at the Maritime College in Makassar.
On the other hand, of the four variables hypothesized to have an effect on OCB-O of lecturers in this
study, the biggest value is the direct relationship between Resilience and OCB-O of lecturers. This also
reinforces the role of PO-Fit. Therefore OCB-O lecturers will increase with increasing PO-Fit.Thus the
suitability between organizational values and individual values should be maintained and if possible improved,
so that OCB-O lecturers will increase.

For the benefit of higher education, as well as science, some suggestions are given as follows: Given
the large role of the PO-Fit in the self-awareness work of more lecturers, and the resilience of lecturers, it is
recommended that universities always improve their PO-Fit organization with the existing values of the
lecturers. Lecturers can accept organizational values, because they are similar to those of the lecturer.
Suggestions for the next researcher are to examine more deeply about the insignificant influence between
transformational leadership and self-awareness of the work of more lecturers, it can also be done by adding
other variables that have not been included in this study, because there are many other variables that can
influence OCB-O.
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1
(Economics and Business, August 17, 1945 Surabaya University, Indonesia)

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