Employee Performance Optimization Through Transformational Leadership, Procedural Justice, and Training: The Role of Self-Efficacy

Abstract

This study aims to analyze the effect of transformational leadership (TL), procedural justice (PJ), and training (T) on employee performance (EP) mediated by self-efficacy (SE). The object of this research is Rumah Sakit Umum Daerah (RSUD) M.Th. Djaman, a hospital in Sanggau Regency, while the subjects are the institution's staff. Data collection search uses purposive sampling with a total of 120 samples. Data are obtained through questionnaires distributed directly to respondents using the Google Form application. Data analysis techniques used in this study include standard error of mean (SEM) with AMOS software version 24.00. Methods use to test validity and reliability of data include Confirmatory Factor Analysis (CFA), Construct Reliability (CR) and VE. The results of the analysis show that only training has a significant effect on self-efficacy, and self-efficacy has a significant effect on employee performance. Also, self-efficacy is proven to mediate the role of training on employee performance; the other hypotheses are not significant. Training is the most prominent positive factor affecting self-efficacy and self-efficacy has a significant effect on employee performance at RSUD M.Th. Djaman. The results of this study can be used as a reference by management in determining what policy priorities should take precedence.

Organizational Culture as a Mediator Motivation and Transformational Leadership on Employee Performance

“…Transformational leadership factors include ideal-attribute influence, ideal-behavior influence, inspirational motivation, intellectual stimulation, and individual consideration (Hsiao & Chang, 2011). Kusumaningrum et al, (2020) broaden the pseudo-transformational conceptualization of leadership by considering the leader-follower relationship more broadly (Christie et al, 2011). Given the emphasis on the importance of the mission and organizational outcomes, this leadership may be instrumental in public and non-profit organizations because they have a strong service and community-oriented mission (Wright et al, 2012).…”

Does Social and Organizational Support Moderate Emotional Intelligence Training Effectiveness?

“…Since we already hypothesized the learning-mediated effect separately (H3), we needed to justify the direct effects, excluding the learning-mediated path, which has been considered to occur through improving motivation to transfer. More specifically, training is expected to affect self-efficacy, motivation to transfer, and in turn training transfer [139][140][141][142].…”

Model Gaya Kepemimpinan Pada Perusahaan Di Indonesia

“…Berdasarkan analisis dan pembahasan yang telah dilakukan kesimpulan yang dapat ditarik dalam penelitian ini adalah bahwa kepemimpinan transformasional tidak berpengaruh signifikan terhadap kinerja tetapi memiliki pengaruh signifikan pada LMX untuk pegawai Dinas Kebudayaan dan Pariwisata Kota Surabaya Kantor, sedangkan LMX berpengaruh signifikan terhadap karyawan kinerja (Hasib, Eliyana, Arief, & Pratiwi, 2020). Setelah analisis statistik ditemukan bahwa Kepemimpinan Transformasional tidak mempengaruhi efikasi diri, keadilan procedural tidak mempengaruhi efikasi diri, pelatihan memiliki pengaruh yang signifikan berpengaruh pada efikasi diri, kepemimpinan transformasional tidak tidak mempengaruhi kinerja karyawan, keadilan prosedural mempengaruhi tidak mempengaruhi kinerja karyawan, pelatihan tidak mempengaruhi kinerja karyawan, dan efikasi diri memiliki pengaruh yang signifikan berpengaruh terhadap kinerja karyawan (Kusumaningrum, Haryono, & Handari, 2020).…”