The continuity of the organization was disrupted when the COVID-19 pandemic hit the world in early 2020, and many organizations were forced to adapt to emergencies. Programs that have been developed for the long term must be modified to suit the situation. This paper aims to evaluate the impact of the pandemic and analyze the ongoing impact of transformational leadership on the distribution of organizational performance mediated by organizational learning, total quality management and quality assurance, and altruism as moderating variables. The study was conducted by using Partial Least Square to analyze the behavior of the highest leadership of the Child Welfare Institution (CWI) of the Ministry of Social Affairs of the Republic of Indonesia, with a sample of 185 accredited institutions throughout Indonesia. The results of the study indicate that several factors affect the process of evaluating organizational performance. The LKSAs need to improve the quality of their organization's performance by following the requirements of the Ministry of Social Affairs consistently and continuously in implementing the fulfillment of the quality standards. The contribution of novelty in this study is that the total quality management variable is not able to improve organizational performance. The surprising finding is that the consistency of the distribution of total quality management implementation has no effect when the highest leadership is unable to carry out the sustainability of the standards that have been painstakingly prepared long before the pandemic occurred. However, the quality assurance can increase the distribution of organizational performance substantially.

This study aimed to examine and analyze the effect of Perceived Person Organization Fit and Perceived Person Job Fit on Organizational Citizenship Behavior with Organizational Commitment as an intervening variable. This research was conducted using a descriptive method in the Social Welfare Institution at Central Aceh - Takengon with sample of 42 respondents. The approach used in this research was Structural Equation Model (SEM) with Partial Least Square (PLS) analysis tool 3.0. The results showed that the Perceived Person Organization Fit (P-O Fit) and Perceived Person-Job Fit (P-J Fit) had a significant positive effect on Organizational Commitment. Perceived Person Organization Fit (P-O Fit) and Perceived Person-Job Fit (P-J Fit) had a significant positive effect on Organizational Citizenship Behavior (OCB). Organizational Commitment had a significant positive effect on Organizational Citizenship Behavior (OCB).