THE ROLE OF JOB SATISFACTION MEDIATE THE INFLUENCE OF SITUATIONAL LEADERSHIP AND CAREER DEVELOPMENT ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF BLU EMPLOYEES BUSINESS CAPITAL MANAGEMENT INSTITUTIONS MARINE AND FISHERIES (LPMUKP)

DOI:10.31933/DIJDBM Abstract: This study aims to analyze the role of job satisfaction in mediating the influence of situational leadership and career development on organizational citizenship behavior (OCB) of BLU employees of the Marine and Fisheries Business Capital Management Institution (LPMUKP). This research was conducted from September 2019 to March 2020 at BLU LPMUKP. The research method used a quantitative approach, the population in this study were all BLU LPMUKP employees totaling 294 employees consisting of permanent and temporary employees. The sample used in this study were permanent employees of 81 respondents using saturated sampling technique. The data collection techniques using interviews and questionnaire instruments. Data were analyzed using structural equation modeling (SEM) with the Smart PLS 3.2.7 software program. The results of this study indicate that situational leadership and career development have a positive and significant effect on organizational citizenship behavior. Meanwhile, job satisfaction is no more effective in mediating situational leadership and career development on organizational citizenship behavior as without mediation of situational leadership and career development would greatly affect organizational citizenship behavior in BLU LPMUKP.


INTRODUCTION
The Marine and Fisheries Business Capital Management Institution (LPMUKP) is a working unit under the Secretariat General of the Ministry of Marine Affairs and Fisheries (KKP) which was formed on September 20, 2009 and is tasked with implementing a revolving fund management that supports micro, small, and medium enterprises in the sector both marine and fisheries. LPMUKP aims to provide and develop access of loans or financing to strengthen business capital for fishermen, fish cultivators, salt farmers, fishery product processors and marketers, as well as coastal community businesses, it is necessary to increase the efficiency and effectiveness of revolving fund management through an Effective and Efficient Distribution Pattern. Therefore, LPMUKP requires reliable human resources who have the potential and loyalty and high dedication.
Human resources in an organization have a very important role because without the support of good human resources an organization will face problems in achieving goals. An organization should see humans no longer as a burden but an asset to the organization. If this can be achieved, a good relationship and synergy could be created between the leaders and employees in the organization.
Based on the results of interviews with two interviewers, namely the Head of the Human Resources Division and the the Head of the Planning Division, it was explained that as part of a government agency, employees at BLU LPMUKP have a work attitude that tends to only fulfill their main duties, there is no effort to provide more results or a voluntary attitude. at work. The voluntary attitude of employees in providing work results is more influential for the progress of BLU LPMUKP. The phenomenon that occurs at BLU LPMUKP is that there are several employees who use their time to open social media or play games on computers or cellphones during working hours. In addition, during working hours, there are several employees who take advantage of their working time to go out to buy food or drinks that should be done during recess. There are also some employees who take breaks beyond the specified time. Of course this greatly reduces the effectiveness and contribution of employees to the organization. Because employee contribution has an important role in an organization. Another phenomenon that occurs is the lack of awareness of employees in helping colleagues. Employees are more focused on personal work, whereas when other colleagues have more work, they are less concerned about it. So that team work that should be completed quickly takes longer. According to the two sources, the weak voluntary behavior of employees is due to employee dissatisfaction with the organization. As an institution that assists the Ministry of Marine Affairs and Fisheries (KKP), BLU LPMUKP still has a compensation and benefits system that is different from the KKP, causing dissatisfaction among employees. Employees feel that the salary given is not in accordance with the workload, there are no promotion opportunities for employees who have achievements, and lack of facilities that can support the activities at BLU LPMUKP.
Responding to the low voluntary attitude due to dissatisfaction, according to the informants, leadership roles are needed to align various needs and also to create a conducive work situation. In addition, it can encourage employees to behave in accordance with the set organizational goals. Leadership is an important factor in fostering employee morale and can foster an attitude of willingness to do more things outside of their formal responsibilities. Indeed, effective leadership behavior is one of the keys to make succesful leader. Leadership must be possessed by a superior role who can provide intellectual and inspirational stimulation for his subordinates so that subordinates are motivated to be more advanced, productive, and innovative. The application of situational leadership styles in terms of employee maturity is not the same between one employee and another. Whereas, in the organization there are high, medium, and low employee maturity levels. From the employee maturity level, the leader's behavior in dealing with employee maturity can be explained as follows. In dealing with subordinates who have relatively low maturity (usually new employees) the leader should be more likely to provide direction, guidance, and supervise the implementation of subordinates' work. And conversely, leaders in dealing with subordinates who have a relatively high level of maturity, leaders should tend to include and delegate tasks assigned to their subordinates. With the suitability of the leadership style and maturity level of the subordinates, it is hoped that it can encourage the desired employee morale.
The interviewees also said that apart from the leadership pattern, He also realized that LPMUKP had not yet focused on employee's career development. This career development is very important, that is where every worker in carrying out their respective jobs will be very interested that one day they will be placed at the highest level of position, material or nonmaterial, on the other hand the organization can achieve its goals because every worker will see their potential to be promoted to a higher level. The interviewees considered that employees did not have clear career goals because the career management in LPMUKP was not good enough as thet employees felt that they were not equipped with sufficient competence and knowledge for their career advancement. The overall results of this interview can be seen that the main problem is low OCB due to employee dissatisfaction.
Previous research also found a link to these problems. Hidayati's research found the influence of situational leadership on job satisfaction [1]. Jusuf's research, et al. Found that there was a significant influence between career development and job satisfaction [2]. Mattalatta's research found an influence of situational leadership on OCB [3]. Oktariyani's research found that there was a positive and significant influence between career development on OCB [4]. Meanwhile, Ferit's research shows that leadership does not have a significant effect on employee OCB [5] and in Kusumo's research, career development has no effect on OCB [6], so there is a research gap here that can trigger the emergence of mediating variables. Where the mediation used in this study is job satisfaction, according to Hartono, the better a leader applies situational leadership to employees, the more employee satisfaction increases [7] and good career development, it will also be able to generate positive feelings towards the organization, based on positive feelings, employees will feel job satisfaction Colquitt, LePine, Wesson [8]. This will affect OCB. This statement is supported by research by Yunanto et al. That job satisfaction as a mediation has a positive and significant effect on OCB [9].
Furthermore, a Pre-Research Survey was carried out on 30 respondents, namely permanent BLU LPMUKP employees, the resulting data was that on organizational citizenship behavior, there were employees who did not have OCB attitudes towards employees who were unwilling to help colleagues who had excessive workloads and were not easy to adjust to change. organizational policy. In situational leadership, there are employees who do not agree with superiors and subordinates to be responsible for the tasks and decisions that have been decided and employees do not agree that directions are only given to subordinates if the tasks are deemed unfinished. Then the career development at BLU LPMUKP is also still very low, seen from the results of the employee survey answering that they do not agree that there are clear career goals in the organization and can develop both career and knowledge about their Available Online: https://dinastipub.org/DIJDBM Page 1015 current work in the organization. On job satisfaction, employees also answered that they did not agree with the level of responsibility given and regarding the current status of the organization.
The description above shows that situational leadership and career development that are not optimal will lead to low job satisfaction, this factor which ultimately can affect the attitude of organizational citizenship behavior of employees towards the organization. Based on this background, researchers are interested in conducting research related to "The Role of Job Satisfaction Mediating the Influence of Situational Leadership and Career Development on the Organizational Citizenship Behavior of Employees at the Institute for Marine and Fisheries Business Capital Management (LPMUKP)".

LITERATURE REVIEW Situational Leadership
According to Hersey & Blanchard in Gibson, Ivancevich, Donnelly, & Konospaske, situational leadership emphasizes followers and their level of maturity. The leader must really assess or intuitively know the level of maturity of the followers and then use a leadership style that matches the level [10]. Robbins & Judge states that successful leadership is influenced by choosing the right leadership style and depends on the readiness of its followers, or the extent to which they are willing and able to complete certain tasks [11]. According to Harsey & Blanchard there are four dimensions of situational leadership, namely telling / directing, selling. / coaching, participating, delegating [10].

Organizational Citizenship Behavior
According to Organ, organizational citizenship behavior is the behavior which is freely chosen by individuals where it is not directly or explicitly recognized in the formal reward system and aggregately increases the effectiveness of organizational functions. By discretionary, we mean that OCB is not something that is done because of the requirements in the job description [14]. According to Shanker's internal organs, there are five dimensions of OCB, namely altruism, conscientiousness, civic virtue, courtesy, and sportsmanship [15].
The Research Conceptual Framework Model is described as follow : behavior (OCB). Hypothesis 6: Job satisfaction as a mediator variable has a positive and significant effect between situational leadership on organizational citizenship behavior (OCB). Hypothesis 7: Job satisfaction as a mediator variable has a positive and significant effect between Career development towards organizational citizenship behavior (OCB).

RESEARCH METHOD
The method used in this research is a descriptive method with a quantitative approach and a causal research method. The object of this research is the BLU LPMUKP employees. The population in this study were all BLU LPMUKP employees totaling 294 employees consisting of permanent and non-permanent employees. The sample used in this study were all permanent employees as many as 81 respondents so that the sampling technique used was saturated sampling technique. Data collection techniques using interviews and questionnaire instruments. Data were analyzed using structural equation modeling (SEM) with the SmartPLS (Partial Least Square) 3.2.7 software program.

RESULT AND DISCUSSION Distribution Frequence
Based on the results of the questionnaire, 71.6% were obtained by men, while 28.4% for women. In terms of age, it was found that the majority of employees at BLU LPMUKP were productive, namely 20-30 years old as much as 42.0%, for those over 30 to 40 years old as much as 39.5%, aged 40 to 50 years old as much as 13.6% and the rest 4.9% who are over 50 years old. Whereas for education, the majority of employees at BLU LPMUKP have an education level of Bachelor/ D4, which is 84.0%, employees with an education level of D1 / D2 / D3 are 8.6% and the remaining 7.4% of employees have a Masters education level. Based on the working period, it is found that the majority of employees at BLU LPMUKP have worked for a period of 1 to 3 years as many as 77.8%, those who have worked 3 to 5 years are 8.6%, employees who have worked for more than 5 years are 13 , 6%,

Evaluate the Outer Model
According to Ghozali & Latan, an indicator is considered to have a high level of validity if it has a loading factor value greater than 0.70. However, the loading factor of 0.50 to 0.60 is still acceptable [12]. The loading factor value used in this study is> 0.7 as such if the loading factor value is <0.7 in the calculation result of the measurement model (outer model), it will be removed from the model and recalculated in the measurement model (outer model).
Based on the table above, it shows that all indicators on the variable organizational citizenship behavior (OCB) each of it has a factor loading> 0.70, which means that all indicators are valid and are still used in the model or not excluded from the model. Furthermore, the discriminant validity test was carried out based on the results of cross loading and it was declared valid. Furthermore, a reliability test was carried out based on composite reliability and cronbach's alpha with each condition found above on 0.70, therefor the instrument would be considered as reliable source.

Inner Model Evaluation
The first stage is to test the coefficient which is determined by looking at the value of R Square, whereas Ghozali & Latan classifies the R-Square value of 0.75; 0.50; 0.25 which is the strong, moderate, and weak model [12].
These results can be concluded that the variables of situational leadership and career development affect job satisfaction and OCB moderately. The results of the calculation of the GoF Index value are considered good because the value is more than 0.36. Then the last one is to test the hypothesis, where the t The results showed that the direct influence of situational leadership has a positive and significant effect on OCB. This is in line with previous research conducted by Mattalatta [3]. Situational leadership also has a positive and significant effect on job satisfaction, this is in line with Hidayati's research [1]. The influence of situational leadership on OCB through job satisfaction as a mediating variable affects positively and significantly. However, from the research results, the direct influence of situational leadership on OCB is stronger than the indirect effect by using job satisfaction as mediation. Because without mediation the situational leadership has greatly influenced OCB. In this case, job satisfaction is not more effectively used as a mediating variable.
The results also show that there is a positive and significant influence between career development on OCB in line with Oktariyani's research [4], therefore if career development in an organization is good it can trigger the growth of OCB because with a good career development system which is carried out by an organization. It will also be able to provide motivation and great enthusiasm in the organization where the employee works. In addition, career development shows positive and significant results on job satisfaction, this is in line with the research of Jusuf et al. [2] If career development is good, it will also be able to generate positive feelings towards the organization, based on positive feelings, employees will feel job satisfaction. The influence of career development on OCB through job satisfaction as a mediating variable affects positively and significantly. However, from the research results, the direct effect of career development on OCB is stronger than the indirect effect by using mediatio of. job satisfaction. If there was no mediation career development, it would greatly affect OCB. In this case, job satisfaction is not more effectively used as a mediating variable.

CONCLUSION
The results showed that the direct influence of situational leadership on OCB is more effective than the direct effect of career development on OCB. In addition, the result of direct influence of both situational leadership and career development show more effective than indirect effects, this means that job satisfaction is not more effective in mediating between situational leadership and career development on organizational citizenship behavior.