THE EFFECT OF LEADERSHIP BEHAVIOUR AND REWARD SYSTEM ON THE EMPLOYEE PERFORMANCE MEDIATED BY ORGANIZATIONAL CITIZENSHIP BEHAVIOUR OF PT DANPAC PHARMA

DOI:10.31933/DIJMS Abstract: The purpose of this research is to understand and explain the effect of Leadership Behavior and Reward System on Employee Performance is mediated by Organizational Citizenship Behavior for Employees PT Danpac Pharma. The method used is quantitative approach, where the population in this study were 305 employees of PT Danpac Pharma. Engineering sample selection is done by taking a sample saturated to permanent employees as much as 146 respondents. Questionnaire survey instrument used data collection techniques and have been submitted to the employees of PT Danpac Pharma. Data of this study, which analyzed using structural equation models (SEM) 3.2.8 SmartPLS software program. This study reveaks that Leadership Behaviour and Reward System have a significant positive effect on Employee Performance mediated by Organizational Citizenship Behaviour both partially and simultaneously. In addition, the Leadership Behavior has a positive and significant effect on Organizational Citizenship Behavior and Reward System has a positive and significant effect on Organizational Citizenship Behavior. Leadership Behavior has a positive and significant effect on Employee Performance and Reward System has a positive and significant effect on Employee Performance.


INTRODUCTION
Human resources is one of the most important things in an effort to achieve the success of an organization. According Arianto (2013) human resources (HR) is one of the most valuable asset owned by an organization, because it is man who is the only resource that can mobilize other resources. Order management activity goes well, the company tried to improve its human resources, because it is a key factor for improving the performance of employees.
Therefore, efforts to improve the performance of employees is the most serious challenge for the leader to achieve success depends on the quality of the performance of human resources that exist therein. Judging from the previous table, this shows that the performance of employees at PT Danpac Pharma fluctuating. The excellent performance is the optimal performance, the performance of the corresponding enterprise standards and promote the goals of the company. If the employee is not the optimal performance will certainly affect the quality of the company.

. Results of Preliminary Study On Employee Performance
Source: Preliminary Results of Pre-Research (2019) The author interviewed the directors of PT Danpac Pharma is the operational part that has been working for 15 years, it was revealed that the performance of employees in this company down due to lack of optimal thus maximizing the performance of existing jobdesc not exceed the company's expectations. Employee performance is also effectd by the behavior of the leader of one of them in a way that is good and smooth communication for employees, reward performance that has been proven by completing jobdesc well and significant progress in its performance. As well as voluntary employees are still lacking ideas and creativity to look for opportunities to promote the company although outside of jobdesc predetermined.
From previous studies proposed by Juanti (2017)  The author interviewed the leaders of PT Danpac Pharma explaining that behavior here open minded leaders for major directors often come out much work done outside the office then entrust the leadership of top management kesetiap to report every job in the division. But the leadership just ask for advice from the division manager has not reached to the level of staff but not necessarily the advice of the staff was not good for the company.
From previous studies proposed by (Black, 2018) that the results of the study had no direct effect leadership behavior and confidence in the organization's performance through human research relations.Sementara Zaid (2017), states that that leadership behavior has a significant relationship with employee performance kua subdistrict Sekabupaten Tapin. The author also interviewed leaders of PT Danpac Pharma on the reward system within the company where the chief has not been able to see the full potential in the work so that the employee's performance optimal. Can be calculated a few can achieve grade A, the leadership wants the employees are increasingly being awarded on the good action is done, the greater the employee will improve performance.
From previous studies proposed by Sri, et al (2018)

LITERATURE REVIEW
A. Leadership Behavior Robbins (2017) defines the behavior of the leadership as the ability to effect a group of members to work achieve the goals and objectives set. Leadership behavior generally means that certain acts which a leader is involved in the process of directing and coordinating the work of the members of the group. Wahab (2011) is the leadership behavior style of leadership to implement the functions of leadership, which has a very big effect and is very decisive in effecting the organization to achieve its objectives. According Yukl (2017) distinguishes leadership behaviors into three kinds: Task Oriented Behavior, Relationship Oriented Oriented Behavior and Behavior Changed.

B. Reward System
Moorhead and Griffin (2013) states that the award system (reward system) consists of all components of the organization, including people, processes, rules and procedures, and decision-making activities, is involved in allocating compensation and benefits to employees in return for their contributions on the organization. Dimensions used by Karami (2013) with dimensions rewards system as follows: Financial and Non-Financial Rewards Reward.

C. Organizational Citizenship Behavior
According to the Organ (2006) in Budihardjo (2016) OCB is a voluntary behavior of an individual (in this case the employee) that are not directly related to the system pengimbalan but contribute to the organization's effectiveness. In other words, OCB is the behavior of an employee is not because of the demands of his job, but more based on kesukarelaannya.
According to internal organs in Tambe and Shanker (2014) (2017) the effect of transformational leadership, job satisfaction affects the OCB, but procedural justice had no effect on OCB. OCB mediate transformational leadership on employee performance, OCB also mediate job satisfaction on employee performance, but does not mediate OCB procedural fairness. Michelle and Nainggolan (2018) research shows that the motivation is able to mediate punishment to employee performance but does not mediate reward motivation on employee performance.

RESEARCH METHODS
This type of research is quantitative research that uses primary data in the form of a survey in order to complete, relevant and comprehensive data. In addition to the primary data in the form of surveys, researchers used secondary data in the form of an annual assessment scores within three (3)   Through PLS, it is assumed that all variants can be used to explain the data analysis.
Techniques in the study were divided into two (2), such as:  inferential statistical analysis is a statistical technique that will be used to analyze the sample data and results will be used for population (Sugiyono, 2017). Together with the hypothesis, that the inferential statistical data analysis in this study will use SmartPLS (Partial Least Square) software to model the external, inner and measurement model hypotheses. can conclude that the reward system effects on employee benefits.

FINDINGS AND DISCUSSION
 Variable employee has an average performance of 4.31, which means that the interval is included in the category of the item given Agreed statement, so that it can be concluded that employees with good performance to complete the task on time.
 OCB variables had an average of 4.25, which means that the interval is included in the category of the item given Agreed statement, so that it can be concluded thatemployees are happy to help colleagues in need.  In figure 2 all the indicator value above 0.7 making it eligible for the study. These results can also be seen from outer loading the table below:        Effect of hypothesis testing to determine the leadership behavior and reward system on employee performance Mediated by Organizational Citizenship Behavior (OCB) can be seen in the According to the table above for the structural model with the hypothesis is as follows :

Expenditure Model Evaluation
1. Hypothesis 1 -Leadership Behaviour has effect to OCB, the path coefficient is 0.341 and the value p = 0.001 (p <0.05), which means that H1 is accepted and that there is effect between Leadership Behavior and OCB.
2. Hypothesis 2 -Reward System has effect to OCB, the path coefficient is 0.454 and the value p = 0.000 (p <0.05), which means that H2 is accepted and that there is a significant effect between the Reward System and OCB.

Hypothesis 3 -Leadership
Behaviour has effect to Employee Performance, the path coefficient is 0.185 and p-value = 0.048 (p <0.05), which means that the H3 is received and that there is significant effect between Leadership Behavior and Employee Performance.
4. Hypothesis 4 -Reward System has effect to Employee Performance, the path coefficient is 0.559 and p-value = 0.000 (p <0.05), which means that the H4 is accepted and that there is significant effect between the Reward System and Employee Performance. Table 4.10. The correlation matrix dimensions independent and dependent variable If seen from the table above can be summarized as follows :

C. Correlation Matrix
1. In the variable Employee Performance Leadership Behavior to have the highest R value of 0.811, which explains the correlation between the dimensions of responsibility with Ketepaatan time, where employees are responsible for their work so as to produce timely in the process of the work required by the company. While the value of r low of 0.154, namely to develop the quantity dimension, in this case the employee has not fully develop its capabilities so that the quantity has not been fully achieved.
2. In the variable Employee Performance Reward System to have the highest R value of 0.818, which is the correlation between the dimensions of benefits paid to employees in the form of money or financial such as salaries, bonuses and benefits with ketepaatan time. While the value of r low of 0.481, the dimensions of the benefits given to employees in the form not of money as authority, appreciation and appointment of staff 3. On Organizational Citizenship Behavior variables to Employee Performance has the highest R value of 0.704, which is the correlation between the dimensions comply with the company even though no one is watching with ketepaatan time, so employees although not supervised by their superiors will obey and do the work in a timely manner.
While the value of r low of 0.393, the dimensions willingness of employees to replace another employee tasks where time is concerned are unable to perform tasks with the quantity, where the lack of awareness coworkers who want to help do the work colleague who was unable to attend to increase the quantity of the work.

Discussion
The effect of each variable research related to the theory and a review of previous studies may be explained in the discussion of the research results in detail as follows:

CONCLUSION AND SUGGESTION Conclusion
Based on the results of research and discussion in the previous chapters, the following conclusions can be made:

Suggestion
Based on the results of research and discussion in the previous chapters, the following conclusions can be made:

for Companies
Results of the analysis showed that the correlation between the dimensions to meet the need to optimize the performance of employees significantly the need for information provided delivery of the vision and mission of the company to employees, job responsibility, long-term plan. So companies need to do the following : a. Head of the company in order to monitor tasks and support employees and maintain good relationships with co-workers in order to avoid problems between employees.
b. Head of the company in order to monitor the business environment and encourage innovative thinking competitor employees to the company's progress.
c. Head of the company in order to provide allowances and promotions and awards for