International Journal of Social Science and Economics Invention ISSN: 2455-6289 https://doi.org/10.23958/ijssei/vol06-i08/222 316 Original article Strengthening Organizational Citizenship Behavior through the Implementation of Transformational Leadership, Organizational Culture, and Compensation System Setyo Riyanto 1 , Diana Candra Hapsari 2 1 Associate Professor Mercu Buana University, Jakarta, Indonesia 2 Master of Management Student, Mercu Buana University, Jakarta, Indonesia Corresponding author: setyo.ri yanto @mercu buana.ac.id Received 14 July 2020; Accepted 22 July 2020; Published 07 August 2020; Abstract This research intends to determine the level of influence of transformational leadership, organizational culture, and compensation systems on Organizational Citizenship Behavior (OCB) within the Judicial Commission employee. The respondents of this study were 130 employees of the Judicial Commission who were civil servants. The technique of data collection is done by meeting respondents directly and distributing questionnaires to employees. Data were analyzed using SPSS version 25.0. The analysis shows that Transformational Leadership, Organizational Culture, and Compensation significantly influence OCB. This study also shows that organizational culture is the dominant variable and influence on OCB within the Judicial Commission employees. Keywords: Citizenship, Leadership, Culture, Compensation, Judicial Commission. Introduction Law No.25/2009 of the Republic of Indonesia mandates that public service delivery organizations are obliged to provide public services following the objectives of forming and conducting evaluations of the performance of implementers in the organization's environment on a regular and ongoing basis. The Judicial Commission that is also a public service organization, has conducted a continuous performance evaluation through the measurement of its primary services from 2015 to 2018. Based on PERMENPAN RB No. 14 of 2017, the results of the service performance of the Judicial Commission is still in the intimate 65.00 - 76.60 with the predicate of "C" quality or "poor" service performance. It means there are still 0.5 points that must be pursued by the Judicial Commission to obtain the title of 'good' service performance. Organizational performance improvement influence by the quality of organizational member behavior, where this behavior is not only shown by the quality of work implementation. Following the tasks that carry out, but also other behavior is needed by employees who can make a positive contribution to the organization. The success of the organization will achieve if the employees do not only perform their primary tasks but also do extra tasks. Behaviors and extra work actions that exceed the description of the roles specified in the organization are the basic concepts of Organizational Citizenship Behavior (OCB). OCB is a term used to identify the behavior of employees who want to contribute to exceeding the demands of the role at work. Therefore, to improve the value of the Judicial Commission's service performance, employees who have good OCB are needed. However, the results of the survey revealed that the OCB percentage of employees of the Judicial Commission was in a low category. Furthermore, from the results of interviews with several structural officials and employees of the Judicial Commission. It found that the factors that influenced OCB were transformational leadership, organizational culture, and compensation. Therefore in this study, the focus is more on the influence of transformational leadership, organizational culture, and compensation on OCB within the Judicial Commission employees of the Republic of Indonesia. Literature Review Organizational Citizenship Behavior (OCB) Organizational Citizenship Behavior is defined as "proactive behaviors that are primarily motivated by employees' willingness to voluntarily contribute to the organization" (Mo & Shi, 2017; Hughes, 2018). Organizational citizenship behavior can be view as a sequential process that forms the workers' behavior to behave spontaneously beyond their job description in order to maintain an organization's effectiveness. The results advocate that the organization is preferable to build OCB by concerning justice perceptions, job satisfaction, and affective commitment (Rifai, 2005). Organizational Citizenship Behavior (OCB) is not part of an employee's formal job requirements, and that contributes to the psychological and social environment of the workplace (Robbins &