This study aims to analyze the effect of personality on organizational commitment mediated and moderated by deviant behavior and employee engagement. The study was conducted at PT. Smartfren Telecom, Tbk in Malang City, involving 105 respondents of frontline employees and the collected data were proceed using Partial Least Square (PLS) analysis. The finding shows that personality did not affect the enhancement of employee's organizational commitment directly. Instead, personality was able to indirectly affect organizational commitment through engagement and a good personality will decrease deviant behavior. While deviant behavior itself did not influence organizational commitment, neither mediate nor moderate the relationship between personality and organizational commitment. Meanwhile, employee engagement was able to mediate the influence of personality toward the organizational commitment, but not to moderate the relationship between the two variables. The study places deviant behavior, and employee engagement were used as the mediating and moderating variables on the effect of personality on the organizational commitment of frontline employees. The highlight of this study is that deviant behavior was not able to act as both the mediating and moderating variable on the influence of personality on organizational commitment.
This study was conducted using the job demand-resource model to examine the effects of job demand, job burnout, and the role of social support as a measure of job resources in enhancing the influence of job demand on employee performance. Through 131 responses from the questionnaire survey, this study uses the responses obtained from a state-owned banking agency in Malang, Indonesia. Data analysis was performed using partial least square (PLS) with the WarpPLS.7.0 program and Sobel Test to verify the relationship between variables. The results of this study do not totally support the hypothesis since employee performance can be directly influenced by the degree of job demand that employees experience but not by the degree of job burnout that banking employees experience. As opposed to that, a high job demand also has a direct impact on an employee's job burnout. Another significant finding from this research is that social support has a role in enhancing the influence of job demands on employee performance, rather than mediating it. This research provides enlightenment for the banking industry regarding the importance of paying attention to employees' social support. High job demand causes a decrease in employee performance; with good social support, employees will be helped meet the job demand so that it does not impact the performance they are building. It is challenging to lessen how much job demand influences employee burnout. Banking institutions can work to provide social support while also attempting to alter employees' perceptions of their jobs' obligations. In order to successfully prevent job burnout syndrome in employees and reduce negative effects brought on by job pressures, banking leaders should provide assistance and demonstrate excellent leadership. This strategy ought to considerably lessen job burnout and directly result in improved performance.
The objectives of this study were to analyze the mediating role of deviant behavior on the influence of organizational culture and ethical climate on employee performance. This study was conducted on 112 government-owned bank employees in Manado, using Partial Least Square (PLS) analysis. This study indicates that organizational culture and ethical climate have a significant positive effect on employee performance. Organizational culture and ethical climate also have a significant negative effect on deviant behavior. However, behavior does not have a significant effect on employee performance. Deviant behavior also does not mediate the influence of organizational culture and ethical climate on employee performance. This study places deviant behavior as a mediating variable on organizational culture and ethical climate on employee performance. An important finding from this study is that behavior does not play a role in improving employee performance, nor does it play a mediator between organizational culture or ethical climate to employee performance.
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