Good governance practices, organizational citizenship behavior, and performance in Indonesian national police: A mediating-moderating model

Abstract

Purpose: This study aims to explore how internal human behavioral factors—specifically competency, integrity, and job placement—contribute to public organizational performance through the mediation of good governance practices. It also investigates the moderating role of organizational citizenship behavior (OCB) in this relationship, focusing on the law enforcement context.

Design/methodology/approach: The study adopts a quantitative research design using Structural Equation Modeling (SEM) to examine both mediating and moderating effects. Primary data were collected in 2024 through structured questionnaires distributed to 396 personnel from the Aceh Regional Office of the National Police of the Republic of Indonesia, drawn proportionally from a total population of 35,315 individuals.

Findings: The findings reveal that competency and integrity have significant direct effects on both good governance practices and organizational performance, while job placement significantly influences only good governance. All three variables—competency, integrity, and job placement—indirectly enhance organizational performance through their positive impact on good governance. Additionally, OCB is found to significantly strengthen the relationship between good governance practices and organizational performance.

Research limitations/implications: This study is limited to a single regional police institution, which may affect the generalizability of the findings. Future research could expand the geographical and institutional scope to validate and enrich these results. Further studies may also examine additional psychological or contextual variables that influence governance and performance.

Practical implications: The results suggest that investing in human capital development—specifically competency building and integrity reinforcement—alongside effective job placement strategies, can enhance good governance and organizational outcomes. Encouraging OCB among personnel can amplify these effects, promoting performance improvements beyond formal role expectations.

Social Implications: By highlighting the role of behavioral and governance factors in public sector effectiveness, the study contributes to broader efforts aimed at improving law enforcement institutions. Strengthening internal governance mechanisms can lead to better public trust, accountability, and service delivery, ultimately improving societal welfare.

Originality/value: This paper offers novel insights into the behavioral antecedents of good governance and organizational performance in the public sector, particularly within a law enforcement setting. It uniquely integrates the mediating role of governance practices and the moderating effect of OCB, offering a comprehensive framework for enhancing institutional performance through internal capacity and behavior management.