How Transformational Leadership Intensify Employee Performance Mediating by Job Satisfaction

Kawiana, IGede Putu; Riana, I Gede; Rihayana, I Gede; Adi, I Nyoman Rasmen

doi:10.22441/mix.2020.v10i3.010

Cited by 11 publications

(17 citation statements)

References 39 publications

(38 reference statements)

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“…This study also shows that job satisfaction affects employee performance, both for administrative staff and lecturers. That contradicts previous research, which states that job satisfaction affects employee performance (Ayundasari et al, 2017;Bakan et al, 2014;Kawiana et al, 2020;Perera and Weerakkody, 2016;Rafsanjani et al, 2019;Syaharuddin, 2016). These results indicate that job satisfaction is not a predictor for employee performance in University X.…”

Section: Motivation Factorsmentioning

confidence: 66%

The Role of Employee Demographics, Work Stress, and Rewards on Job Satisfaction and Employee Performance

Ratri

Wahjudono

2021

JAM

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This research was conducted at a private university in East Java (University X). The purpose of this study was to examine demographic factors as moderating variables on the relationship between job stress and job satisfaction and the relationship between rewards and job satisfaction and measure the effect of job satisfaction on job performance at the university. 106 administrative staff and 101 lecturers are the samples in this study. The sampling technique was employed using simple random sampling. Structural Equation Model used to analyze the multivariate data. Results showed that employee demographics of both respondents do not act as moderators on the relationship between job stress and job satisfaction and the relationship between rewards and job satisfaction. Likewise, the job satisfaction variable in this study does not provide a mediating effect on the relationship between job stress and employee performance and the relationship between rewards and employee performance. Significant results for administrative staff are shown in the relationship between rewards and job satisfaction and the relationship between rewards and employee performance. As for lecturers, significant results are shown in the relationship between job stress and performance and the relationship between reward and job satisfaction. Further research suggested conducting workload analysis for each position, developing an appropriate reward system, further research to determine the factors that can predict performance, and research continued by using unstructured demographic data, such as income levels or workloads.

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Section: Motivation Factorsmentioning

confidence: 66%

The Role of Employee Demographics, Work Stress, and Rewards on Job Satisfaction and Employee Performance

Ratri

Wahjudono

2021

JAM

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“…With confidence, employees feel able to complete their tasks effectively. According to Kawiana et al, (2020) it is formulated that the factors that can affect employee performance are transformational leadership, work environment and job satisfaction.…”

Section: Literature Review Employee Performancementioning

confidence: 99%

The Effect of Transformational Leadership and Non-Physical Work Environment on Employee Performance with Job Satisfaction as Intervening Variables at PT. Perkebunan Nusantara V during COVID-19 Pandemic

2022

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The objective of the research is to analyze of transformational leadership and non-physical work environment of employee performance through job satisfaction at PT. Perkebunan Nusantara V. This type of research is causal with a quantitative approach. The population in this study were all employees of main office, totaling 503 employees. Used primary and secondary data which are obtained through documentation study and questions list. Taken by using simple random sampling. The data are analyzed with structural equation modeling (SEM) using SmartPLS 3.0 version. The results demonstrated that transformational leadership had positive and significant effect on employee satisfaction, non-physical work environment positive and hadn’t have significant effect on employee satisfaction, transformational leadership had positive and significant effect on job satisfaction, non-physical work environment had positive and significant effect on job satisfaction, job satisfaction had positive and significant effect on employee satisfaction. Transformational leadership indirectly had had positive and significant effect on employee performance through job satisfaction and non-physical work environment had positive and significant effect on employee satisfaction through job satisfaction. Keywords: Transformational leadership, non-physical work environment, job satisfaction, employee performance.

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“…A study by Kawiana, Riana, Rihayana and Adi (2020) n sought n to determine n the n relationship n between n transformational n leadership, employee performance n and job satisfaction n at the Investigation department offices in Indonesia. The study targeted 253 employees and used quantitative research methods specifically questionnaires to obtain information from employees.…”

Section: Empirical Reviewmentioning

confidence: 99%

“…Geographical gap is a knowledge gap that exists when a study is conducted in a different study area than the selected study area of the current study (McDonald et al, 2020). Studies by Suifan, Abdallah and Al Janini (2018), Atan and Mahmood (2019), Kawiana, Riana, Rihayana and Adi (2020), Bastari, Eliyana and Wijayant (2020), Raveendran and Gamage (2019), Ribeiro, Yücel and Gomes (2018), Ribeiro, Yücel and Gomes (2018) and Ayo-Oyebiyi and Unachukwu (2017) were conducted outside Kenya and some of them were not done in insurance firms. As a result, given the disparities between Kenya's social and economic environment and those of other countries, the conclusions might not be applicable in Kenya.…”

Section: Geographical Gapmentioning

confidence: 99%

Role of Transformation Leadership on Staff Productivity in the Insurance Industry

Kajwang¹

2022

HRLJ

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Purpose: The study examined the role of transformation leadership on staff productivity in the insurance industry. Materials and Methods: The research method used in this study involved the use of secondary data obtained from published studies, journals, articles and reports. This method was more preferred than conducting the actual field work since it saves time and reduces the cost of data collection. It is also easily accessible and convenient to use at any given time. Results: The findings of this study indicated that the empirical studies consisted of various research gaps including conceptual, contextual and geographical gaps. This is because some of the studies focused more on the influence and effects of transformational leadership on employee performance, innovation behaviour, organizational learning, organizational commitment rather than on employee productivity. On the other hand, the findings of other studies discussed on other leadership styles apart from transformational leadership while most of the studies were conducted outside Kenya. Recommendations: The findings of this study will be applicable to a wide range of industry players in the insurance sector. The management of insurance companies will benefit from this study since it clarifies the significance of transformational leadership and its function in enhancing employee productivity in the insurance sector. The policymakers in the insurance will also benefit from this study especially when implementing policies with regards to improving the productivity of employees and empowering managers and leaders. Further, this study will also be relevant to the researchers and academicians since it will be used to add up to their literature work and will also motivate them to carry out more research related to the current topic so as to address some of the research gaps identified in this study.

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How Transformational Leadership Intensify Employee Performance Mediating by Job Satisfaction

Cited by 11 publications

References 39 publications

The Role of Employee Demographics, Work Stress, and Rewards on Job Satisfaction and Employee Performance

The Role of Employee Demographics, Work Stress, and Rewards on Job Satisfaction and Employee Performance

The Effect of Transformational Leadership and Non-Physical Work Environment on Employee Performance with Job Satisfaction as Intervening Variables at PT. Perkebunan Nusantara V during COVID-19 Pandemic

Role of Transformation Leadership on Staff Productivity in the Insurance Industry

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