Mediation effect of quality of worklife, job involvement, and organizational citizenship behavior in relationship between transglobal leadership to employee performance

Abstract

Purpose The purpose of this paper is to obtain empirical evidence, analyze and explain the mediating effect of the quality of work life (QWL), job-retention engagement and organizational citizenship behavior (OCB) on the relationship between transglobal leadership and employee performance. Design/methodology/approach The population in this research is all employees of the most outstanding cooperatives in East Java Province. The method used to analyze the data in this study is generalized structural component analysis. Findings The main findings of this research show that the effects of mediation variables of QWL, job involvement and OCB in transglobal leadership influence employee performance in cooperatives in East Java. These findings are not in line with the Theory of Leadership by Sharkey et al. (2012), and explains the link between behaviors of transglobal leadership and employee performance. The study finds a need for attention in intervening/mediating variables such as QWL, job involvement and OCB as regard the relationship between transglobal leadership and employee performance. Research limitations/implications Transglobal leadership directly affects the QWL, job involvement and OCB: the higher the transglobal leadership, the higher the effect on QWL, job involvement and OCB. However, transglobal leadership has no direct effect on employee performance. Then, QWL, job involvement and OCB are mediating variables between the effects of transglobal leadership on full-mediation employee performance. Social implications To improve the performance of employees of cooperatives, some improvements are needed such as an increase in the quality of a leader’s cooperative approach, especially with transglobal leadership style. However, particularly in the approach, factor of quality of work life, job involvement and OCB cannot be ignored or overriden. Improved leadership capacity, priority for improved business intelligence main factor, while the quality of work-life priorities take precedence in the growth and development factors. Job involvement of preferred priority on self-esteem factor performances, while the main priority organizational citizenship behavior on altruism factor. Employee performance will be improved with the aforementioned ideal conditions, especially on the work factor result. Originality/value Mediation effect of job involvement and OCB, using Sobel test, for assessing the relationship between translgobal leadership and employee performance has not been studied before.

Employees’ job involvement and satisfaction in a learning organization: A study in India's manufacturing sector

“…Job involvement has been used as a mediator in a large body of research, including studies of the relationship between moral values and organizational commitment (Dinc & Aydemir, ) and between trans global leadership and employee performance (Hermawati & Mas, ). Job involvement was found to play a mediating role in the relationship between organizational commitment and job performance (Kappagoda, ) and between job characteristics and organizational citizenship behavior (Chen & Chiu, ).…”

Implementasi Quality of Work Life Dan Keterlibatan Pekerjaan Berbasis Transglobal Leadership Sebagai Upaya Strategi Pencapaian Optimalisasi Kinerja Karyawan (Studi Koperasi Berprestasi Di Jawa Timur)

“…Pendekatan menejemen perspektif humanistik, menempatkan human resources sebagai faktor sentral, yang paling diandalkan untuk menciptakan competitive advantage. Sehingga menjadi relevan menyikapi isu kritis bagi pengelola organisasi untuk membangun kinerja karyawan (Hermawati: 2011(Hermawati: ,2013(Hermawati: ,2014a(Hermawati: ,2015a. Mengingat kontribusi yang besar dari kinerja karyawan berlanjut untuk optimalnya kinerja organisasi…”

“…Rencana penelitian ini merupakan kelanjutan komprehensif dari telaah penelitian Hermawati sebelumnya yaitu Hermawati 2011Hermawati , 2013Hermawati , 2014aHermawati , 2015a. Teori perilaku organisasi adalah konsistensi grand theory penelitian Hermawati, 2011, 2013, 2014a, 2015a.…”

“…Hasil empiris Hermawati (2011, 2014a), mendukung teori Luthans (2006), Robbins (2006), Tett & Meyer (1993), Bernadin (1993), Jewell & Siegal (2000), Teori dua faktor Frederick Hezberg, Thomas (2001), bahwa jika kebutuhan karyawan dipenuhi, pasti karyawan akan merasa terpuaskan, mampu bekerja maksimal, komitmen lebih dapat dipertanggungjawabkan, tataran kinerja menjadi lebih baik, implikasinya akan optimalnya kinerja individu, selanjutnya berkontribusi pada kinerja organisasi. Husnawati (2006) dan Hermawati (2015a), menganalisis serta membuktikan pengaruh QWL terhadap kinerja karyawan, kepuasan kerja, motivasi kerja, dan motivasi kerja terhadap kinerja karyawan serta kepuasan kerja terhadap kinerja karyawan. Sari & Ja'far (2010) analisisnya menunjukkan, bahwa 47 orang manajer tingkat menengah pada perusahaan industri di Jawa Tengah yang berpengalaman dan memiliki keterlibatan tinggi, ternyata tidak menunjukan kinerja yang tinggi.…”

“…Dartu, (2007), pada organisasi koperasi, terdapat pengaruh keterlibatan kerja karyawan terhadap kinerja individu. Penelitian Clark (1990), Hsu (2012), Hermawati (2015a) mendukung teori Porter & Lawler (1968) dan Kanungo (1982) menjelaskan bahwa keterlibatan kerja menuntun ke arah kinerja seseorang. Membuktikan adanya hubungan positif antara keterlibatan pekerjaan dan kinerja, yang mana keterlibatan pekerjaan mampu mengatasi kinerja karyawan.…”