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The Relationship among Spiritual Intelligence, Emotional Intelligence, Organizational Citizenship Behaviour, and Employee Performance

ETIKONOMI · Vol. 18 No. 2 (2019) · hlm. 249–258

DOI
10.15408/etk.v18i2.11318
ISSN
2461-0771, 1412-8969
Terbit
2019-09-22
Penerbit
Faculty of Economic and Business, Universitas Islam Negeri Syarif Hidayatullah Jakarta
Bahasa
eng

Abstrak

The effect of Intelligence on employee performance is highly essential, although contradictions related to the current research found. This research aims to analyze the direct and indirect effect of spiritual intelligence and emotional intelligence on employee performance through Organizational Citizenship Behavior (OCB). This research using Partial Least Square (PLS) with 50 respondents as samples. It shows that emotional intelligence has a direct and indirect effect on employee performance. Meanwhile, spiritual intelligence only has a direct effect on employee performance. Emotional intelligence can increase employee performance indirectly through OCB. Management implies that the supervisor is supposed to conduct an assessment on OCB to enhance employee performance continuously.JEL Classification: D23, J24

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  • Siliwangi University
  • Universitas Gadjah Mada
  • Hasanuddin University
  • University of Pembangunan Nasional Veteran Jawa Timur
  • Afiliasi tidak diketahui
  • Organisasi berbeda
  • Organisasi sama
  • Afiliasi tidak diketahui
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Rekan penulisOrganisasiArtikel bersama
Dwidjono Hadi DarwantoAfiliasi tidak diketahui6
Jamhari JamhariAfiliasi tidak diketahui6
Susanawati SusanawatiAfiliasi tidak diketahui2
Jangkung Handoyo MulyoAfiliasi tidak diketahui2
Adnan Putra PratamaAfiliasi tidak diketahui1
Grandis Imama HendraAfiliasi tidak diketahui1
Nur AsnawiAfiliasi tidak diketahui1
Ani SuryaniAfiliasi tidak diketahui1
Arini Wahyu UtamiAfiliasi tidak diketahui1
Lestari Rahayu WaluyatiAfiliasi tidak diketahui1
Candra NurainiSiliwangi University1
Triyono TriyonoAfiliasi tidak diketahui1
I Made Yoga PrasadaAfiliasi tidak diketahui1
Natelda Rosaldiah TimiselaAfiliasi tidak diketahui1
Hani PerwitasariUniversitas Gadjah Mada1
Raden Rara Aulia QonitaAfiliasi tidak diketahui1
Slamet HartonoAfiliasi tidak diketahui1
Mokh. RumAfiliasi tidak diketahui1
Imade Yoga PrasadaAfiliasi tidak diketahui1
Temy IndrayantiAfiliasi tidak diketahui1
Siswanto SiswantoHasanuddin University1
Sugiarto SugiartoUniversity of Pembangunan Nasional Veteran Jawa Timur1
Novi ArfaritaAfiliasi tidak diketahui1
Takaya HiguchiAfiliasi tidak diketahui1

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Sumber metadata: OAI-PMH (metadata jurnal) http://journal.uinjkt.ac.id/index.php/etikonomi/oai, pertama di-harvest 8 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">The Relationship among Spiritual Intelligence, Emotional Intelligence, Organizational Citizenship Behaviour, and Employee Performance</dc:title>
	<dc:creator xml:lang="en">Supriyanto, Achmad Sani</dc:creator>
	<dc:creator xml:lang="en">Ekowati, Vivin Maharani</dc:creator>
	<dc:creator xml:lang="en">Masyhuri, Masyhuri</dc:creator>
	<dc:subject xml:lang="en">Spiritual Intelligence</dc:subject>
	<dc:subject xml:lang="en">Emotional Intelligence</dc:subject>
	<dc:subject xml:lang="en">Organizational Citizenship Behavior</dc:subject>
	<dc:subject xml:lang="en">Performance</dc:subject>
	<dc:description xml:lang="en">The effect of Intelligence on employee performance is highly essential, although contradictions related to the current research found. This research aims to analyze the direct and indirect effect of spiritual intelligence and emotional intelligence on employee performance through Organizational Citizenship Behavior (OCB). This research using Partial Least Square (PLS) with 50 respondents as samples. It shows that emotional intelligence has a direct and indirect effect on employee performance. Meanwhile, spiritual intelligence only has a direct effect on employee performance. Emotional intelligence can increase employee performance indirectly through OCB. Management implies that the supervisor is supposed to conduct an assessment on OCB to enhance employee performance continuously.JEL Classification: D23, J24</dc:description>
	<dc:publisher xml:lang="en">Faculty of Economic and Business, Universitas Islam Negeri Syarif Hidayatullah Jakarta</dc:publisher>
	<dc:date>2019-09-22</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.uinjkt.ac.id/index.php/etikonomi/article/view/11318</dc:identifier>
	<dc:identifier>10.15408/etk.v18i2.11318</dc:identifier>
	<dc:source xml:lang="en">ETIKONOMI; Vol. 18 No. 2 (2019); 249-258</dc:source>
	<dc:source>2461-0771</dc:source>
	<dc:source>1412-8969</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.uinjkt.ac.id/index.php/etikonomi/article/view/11318/pdf</dc:relation>
	<dc:relation>https://journal.uinjkt.ac.id/index.php/etikonomi/article/view/11318/16129</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2019 ETIKONOMI</dc:rights>
</oai_dc:dc>