The Effect of Communication and Employee Engagement on Organizational Citizenship Behavior and Employee Performance in Employees Pt. Pln (Persero) Distribution of Bali

Communication is the performance and interpretation of messages between communication units that are part of a particular organization. Employee engagement is the degree to which people are known from their work, actively participate in them, and consider their achievements important to self-esteem. Organizational citizenship behavior is an optional behavior that is not part of an employee's formal work obligations, but supports the functioning of the organization effectively. Employee performance is the work quality and quantity achieved by a person in carrying out his function in accordance with the responsibilities given to him. The purpose of this study was to examine and analyze the effect of communication and employee engagement on organizational citizenship behavior and employee performance at PT. PLN (Persero) Distribution of Bali. The sampling technique used was proportional random sampling. The sample in this study were 62 employees. Data analysis method used is SEM (Structural Equation Modeling) analysis based on component or variance, namely PLS (Partial Least Square). The results of the study stated that the communication variable had a positive effect on organizational citizenship behavior, while employee engagement had no effect on organizational citizenship behavior. Communication has a positive and significant effect on employee performance both partially and through mediating organizational citizenship behavior. Employee engagement has a positive and significant effect on employee performance, while employee engagement does not affect employee performance through mediating organizational citizenship behavior. Organizational citizenship behavior has a positive and significant effect on employee performance


Introduction:
The State Electricity Company (PLN) is a BUMN that deals with all aspects of electricity in Indonesia. Electricity in Indonesia began at the end of the 19th century, when several Dutch companies established electricity generation for their own purposes. Along with government policies that provide opportunities for the private sector to engage in electricity supply business, since 1994 PLN's status has shifted from a Public Company to a Corporate Company (Persero) such as PT. PLN (Persero) Distribution of Bali.
An organization, whether government or private, is always driven by a group of people who play an active role in achieving the goals to be achieved from the organization. According to Mangkunegara (2002: 67) in Pasolong (2010: 176) performance is the result of work in quality and quantity achieved by a person in carrying out his function in accordance with the responsibilities given to him.
Organizational citizenship behavior (OCB) is a term for employees who give more value to their work as well as added value to the company. Robbins and Judge (2008: 40) propose facts that show that organizations that have employees who have a good OCB will have better performance than other organizations. Positive behavior of employees will be able to support individual performance and organizational performance for better organizational development (Winardi, 2012: 49).
In this study, there are two independent variables that determine the high level of organizational citizenship behavior and employee performance, namely communication and employee engagement. Pace and Faules (2010: 31) suggest that organizational communication is as a performance and interpretation of messages between communication units that are part of a particular organization. An organization consists of communication units in hierarchical relationships between one another and functions in one environment.
Then there is employee engagement that has a definition that is the degree to which people are known from their work, actively participates in it and considers its achievements important for selfesteem (Robbins, 2003: 91). A type of work or situation in the work environment will affect the person more involved or not in his work. Employees in high involvement strongly side with the type of work done and really care about that type of work (Robbins, 2003: 9).

A. Formulation of The Problem:
From the background described above, the writer formulates the problem as follows:

C. Organizational Citizenship Behavior:
Organizational citizenship behavior is an optional behavior that is not part of an employee's formal work obligations, but supports the functioning of the organization effectively. Organ (1988) suggests that there are five indicators used to measure OCB, namely altruism, civic virtue, conscinetiouness, courtesy and sportsmanship.

D. Employee Performance:
Employee performance (Y2) is the work quality and quantity achieved by a person in carrying out his function in accordance with the responsibilities given to him. Fadel (2009: 195) suggested several indicators used to measure employee performance, namely, understanding of main duties, innovation, work speed, work accuracy and cooperation.   The hypothesis testing of indirect effects in this study can be presented the results of its analysis in Table 2 as follows:  Overall, the communication pathway (X1)  organizational citizenship behavior (Y1) karyawan employee performance (Y2) was greater with the total effect obtained at 0.797, compared to employee engagement pathway (X2)  organizational citizenship behavior (Y1) karyawan employee performance (Y2 ) with a total effect of 0.619. These findings provide clues that increasingly quality communication makes employees increasingly improve OCB in working with PT. PLN (Persero) Distribution Bali, so that later can improve employee performance which will have an impact on the progress of the company that is sustainable or sustainable.

Discussion:
Based on the results of PLS analysis, this section will discuss the results of the calculations that have been made. Testing is shown through the existing hypothesis so that it can find out how the effect of each variable on the other variable.

Communication has a positive and significant effect on organizational citizenship behavior at PT. PLN (Persero) Distribution of Bali:
The results of statistical data analysis show that communication has a positive and significant effect on organizational citizenship behavior at PT. PLN (Persero) Distribution Bali, so that the analysis of this research model shows that quality communication will lead to high employee organizational citizenship behavior. The results of this study are supported by research conducted by Agustiana The results of statistical data analysis show that communication has a positive and significant effect on employee performance through organizational citizenship behavior at PT. PLN (Persero) Distribution Bali, so that the analysis of this research model shows that quality communication based on organizational citizenship behavior will improve employee performance.

Employee engagement does not affect employee performance through organizational citizenship behavior at PT. PLN (Persero) Distribution of Bali:
The results of statistical data analysis shows that employee engagement does not affect employee performance through organizational citizenship behavior at PT. PLN (Persero) Distribution Bali, so the analysis of this research model shows that high employee engagement which is based on organizational citizenship behavior will not be able to effect or improve employee performance.

Conclusion:
The conclusions of this study are as follows: 1. Communication has a positive and significant effect on organizational citizenship behavior at PT. PLN (Persero) Distribution Bali, this indicates that the better the communication of employees, the higher the level of organizational citizenship behavior of these employees. Similarly, conversely the worse the employee's communication, the lower the level of organizational citizenship behavior of these employees.
2. Employee engagement does not affect organizational citizenship behavior at PT. PLN (Persero) Distribution Bali, this indicates that the higher or lower level of employee engagement will not affect the organizational citizenship behavior possessed by these employees.
3. Communication has a positive and significant effect on employee performance at PT. PLN (Persero) Distribution Bali, this indicates that the better the employee's communication, the higher the employee's performance will be. Likewise, the worse the employee's communication, the lower the employee's performance. 4. Employee engagement has a positive and significant effect on employee performance at PT. PLN (Persero) Distribution Bali, this indicates that the higher the level of employee engagement, the higher the employee's performance will be. Likewise, the lower the level of employee engagement, the lower the employee's performance.

5.
Organizational citizenship behavior has a positive and significant effect on employee performance at PT. PLN (Persero) Bali Distribution, this indicates that the higher the level of organizational citizenship behavior, the higher the employee's performance will be. Likewise, the lower the level of organizational citizenship behavior, the lower the employee's performance.
6. Communication has a positive and significant effect on employee performance through mediating organizational citizenship behavior at PT. PLN (Persero) Bali Distribution, this indicates that the better communication is based on organizational citizenship behavior, the higher the employee's performance will be.
1. Factors that effect organizational citizenship behavior and employee performance in this study consist of only two variables, namely communication and employee engagement, while there are many other factors that effect organizational citizenship behavior and employee performance.
2. There is a limitation of research using a questionnaire, that is, sometimes the answers given by the sample do not indicate the actual situation.

Suggestion:
Suggestions from this research are as follows:

For PT. PLN (Persero) Distribution of Bali:
The test results state that communication has a positive and significant effect on organizational citizenship behavior and employee performance. From the test results, PT. PLN (Persero) Distribution Bali is expected to further improve employee communication based on superiors who have high trust in their subordinates, always make joint decisions, always speak honestly to work, give a reprimand or praise for the work done, always receive advice or input given and fellow employees must provide information to each other in planning and carrying out the work in achieving company goals.

For Further Researchers:
a) The variable employee engagement does not affect organizational citizenship behavior. Other researchers should use other variables in testing organizational citizenship behavior, such as compensation variables, job satisfaction, etc. The questionnaire used by the researchers is still limited and the statement is still inadequate, therefore the next research can add and improve the statements in this study.
b) The number of population used in this study is only one company. Subsequent research is expected to increase the number of samples to be used, so that it will approach the results that are closer to the actual conditions.