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JOB SATISFACTION AS A MEDIATING VARIABLE IN THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON PERFORMANCE
Corresponding Author(s) : Fatwa Tentama
Humanities & Social Sciences Reviews,
Vol. 7 No. 6 (2019): November
Abstract
Purpose: This study aims to examine the direct and indirect effect of transformational leadership on performance with job satisfaction as a mediator of the educational staff at the University of X Yogyakarta, and the direct effect of job satisfaction on the performance of educational staff at the University of X Yogyakarta.
Methodology: The population of this study was the educational staff at the University of X. The sampling technique used in this study was stratified random sampling, involving a total of 50 educational staff as samples. Data collection was done using a performance scale, job satisfaction scale, and transformational leadership scale. The data were analyzed using the path regression ordinary least square technique.
Main Findings: The results showed that transformational leadership has a significant effect on job satisfaction of educational staff, transformational leadership does not effect on performance of educational staff, job satisfaction has a significant effect on performance of educational staff and transformational leadership has a significant effect on performance through job satisfaction as a mediator of educational staff. Thus, job satisfaction can play a good role as a mediator.
Applications of this study: Satisfaction has an important role in increasing work productivity which includes quantity and quality of work, timeliness of work, work effectiveness, independence, and commitment. Leaders in implementing a transformational leadership style must be accompanied by efforts to create a work environment that supports the realization of the job satisfaction of its employees. Regardless of employee job satisfaction, the leader’s transformational leadership style will be in vain.
Novelty: To the best of our knowledge, research on job satisfaction as a mediating variable in the effect of transformational leadership on the performance of educational staff is still rarely done both in Indonesia and abroad. Previous studies only positioned job satisfaction as an independent variable that affects performance and not as a mediator variable. This study focuses on job satisfaction as a mediator the effect of transformational leadership on the performance of educational staff.
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References
Ahmad, H. & Ahmad, K. & Shah, I. A. (2010). Relationship between job satisfaction, job performance attitude towards work and organizational commitment. European Journal of Social Sciences, 18(2), 257-267.
Anggraeni, Y. & Santosa, T. E. C. (2013). Effect of transformational leadership on employee job satisfaction (In Indonesia). Jurnal Dinamika Ekonomi & Bisnis, 10(1), 51-68.
Bacha, E. (2014). The relationship between transformational leadership, task performance, and job characteristics. Journal of Management Development, 33(4), 410-420. https://doi.org/10.1108/JMD-02-2013-0025. DOI: https://doi.org/10.1108/JMD-02-2013-0025
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Bass, B. M., & Stogdill, R. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications. New York: Macmillan Publishers.
Bernardin, H. J. & Russel, J. E. A. (1993). Human resource management: An experiential approach. New York: McGraw Hill, Inc.
Cahyasumirat, G. (2006). The effect of professionalism and organizational commitment on auditor internal performance, with job satisfaction as an intervening variable (In Indonesia). (Tesis). Universitas Diponegoro. Semarang.
Cascio, F. W. (1998). Applied psychology in human resources management. New Jersey: Prentice-Hall.
Chen, S. H., Yang, C. C., Shiau, J. Y., & Wang, H. H. (2006). The development of an employee satisfaction model for higher education. The TQM Magazine, 18(5), 484-500. https://doi.org/10.1108/09544780610685467. DOI: https://doi.org/10.1108/09544780610685467
Chi, N. W., & Pan, S. Y. (2012). A multilevel investigation of missing links between transformational leadership and task performance: The mediating roles of perceived person-job fit and person-organization fit. Journal of Business and Psychology, 27(1), 43-56. https://doi.org/10.1007/s10869-011-9211-z. DOI: https://doi.org/10.1007/s10869-011-9211-z
Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: The mediating role of employee empowerment. Human Resources for Health, 14(73), 1-14. https://doi.org/10.1186/s12960-016-0171-2. DOI: https://doi.org/10.1186/s12960-016-0171-2
Dewi, K. S. (2013). Effect of transformational leadership style on employee job satisfaction and organizational commitment at PT. KPM (In Indonesia). Jurnal Manajemen, Strategi Bisnis, dan Kewirausahaan, 7(2), 116-125.
Dewi, N. K. N. C & Subudi, M. (2015). The effect of transformational leadership on job satisfaction and turnover intention on CV. Gita Karya Persada Denpasar (In Indonesia). E-Jurnal Manajemen Unud, 4(12), 4219-4244.
Elgelal, K. S. K., & Noermijati, N. (2015). The Influences of transformational leaderships on employees performance (A study of the economics and business faculty employee at University of Muhammadiyah Malang). Asia-Pacific Management and Business Application, 3(1), 48-66. https://doi.org/10.21776/ub.apmba.2014.003.01.4. DOI: https://doi.org/10.21776/ub.apmba.2014.003.01.4
Hartanto, I. (2014). The effect of transactional leadership style on employee performance with job satisfaction as an intervening variable on CV. Timur Jaya. (In Indonesia). Agora, 2(2), 979-983.
Hasibuan, M. S. P. (2012). Human resource management (In Indonesia). Jakarta: Bumi Aksara.
Hayati, K., & Caniago, I. (2012). Islamic work ethic: The role of intrinsic motivation, job satisfaction, organizational commitment and job performance. Procedia-Social and Behavioral Sciences, 65, 1102-1106. https://doi.org/10.1016/j.sbspro.2014.05.148. DOI: https://doi.org/10.1016/j.sbspro.2014.05.148
Heslin, P. A., Latham, G. P., & VandeWalle, D. (2005). The effect of implicit person theory on performance appraisals. Journal of Applied Psychology, 90(5), 842-856. https://doi.org/10.1037/0021-9010.90.5.842. DOI: https://doi.org/10.1037/0021-9010.90.5.842
Husnawati, A. (2006). Analysis of the effect of work life quality on employee performance with commitment and job satisfaction as intervening variables (In Indonesia). (Tesis). Universitas Diponegoro. Semarang.
Ishikawa, J. (2012). Transformational leadership and gatekeeping leadership: The roles of norm for maintaining consensus and shared leadership in team performance. Asia Pacific Journal of Management, 29(2), 265-283. http://dx.doi.org/10.1007/s10490-012-9282-z. DOI: https://doi.org/10.1007/s10490-012-9282-z
Jain, R. K. & Triandis, H. C. (1997). Management of research and development organizations: Managing the unmanageable. New York: John Wiley & Sons.
Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407. http://dx.doi.org/I0.1037//0033-2909.I27.3.376. DOI: https://doi.org/10.1037/0033-2909.127.3.376
Kreitner, R., & Kinichi, A. (2000). Organizational behavior. Boston: McGraw-Hill.
Lam, C. S., & O'Higgins, E. R. (2012). Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style. Leadership and Organization Development Journal, 33(2), 149-174. https://doi.org/10.1108/01437731211203465. DOI: https://doi.org/10.1108/01437731211203465
Levy, P. L. (2003). Industrial/organizational psychology: Understanding the workplace. Boston: Houghton Miflin Company.
Luthans, F. (2008). Organizational behavior. Boston: McGraw-Hill.
MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115-134. https://doi.org/10.1177/03079459994506. DOI: https://doi.org/10.1177/03079459994506
Mantauv, C. S. (2014). Job satisfaction is an intervening variable, the effect of work motivation on employee performance (In Indonesia). E-Jurnal Apresiasi Ekonomi, 2(1), 46-52.
Mariam, R. (2009). Effect of leadership style and organizational culture on employee performance through employee job satisfaction as an intervening variable (In Indonesia). (Tesis). Universitas Diponegoro. Semarang.
McMurray, A. J., Islam, M., Sarros, J. C., & Pirola-Merlo, A. (2012). The impact of leadership on workgroup climate and performance in a non-profit organization. Leadership & Organization Development Journal, 33(6), 522-549. https://doi.org/10.1108/01437731211253000. DOI: https://doi.org/10.1108/01437731211253000
Meindl, J. R., Ehrlich, S. B., & Dukerich, J. M. (1985). The romance of leadership. Administrative Science Quarterly, 30(1), 78-102. https://doi.org/10.2307/2392813. DOI: https://doi.org/10.2307/2392813
Munandar, A. S. (2001). Industrial psychology and organization (In Indonesia). Jakarta: UI Press.
Nimalathasan, B. & Brabete, V. (2010). Job satisfaction and employees’ work performance: A case study of people’s bank in Jaffna Peninsula, Sri Lanka. Management & Marketing, 8(1), 43-47.
Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S., & Rezazadeh, A. (2013). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: An empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64(5-8), 1073-1085. https://doi.org/10.1007/s00170-012-4038-y. DOI: https://doi.org/10.1007/s00170-012-4038-y
Peng, Y. P. (2014). Job satisfaction and job performance of university librarians: A disaggregated examination. Library & Information Science Research, 36(1), 74-82. https://doi.org/10.1016/j.lisr.2013.02.006. DOI: https://doi.org/10.1016/j.lisr.2013.02.006
Pfeffer, J. (1972). Merger as a response to organizational interdependence. Administrative science quarterly, 17(3), 382-394. https://doi.org/10.2307/2392151 DOI: https://doi.org/10.2307/2392151
Platis, C., Reklitis, P., & Zimeras, S. (2015). Relation between job satisfaction and job performance in healthcare services. Procedia-Social and Behavioral Sciences, 175, 480-487. https://doi.org/10.1016/j.sbspro.2015.01.1226. DOI: https://doi.org/10.1016/j.sbspro.2015.01.1226
Prasanga, A. A., & Gamage, A. S. (2012). Job Satisfaction and Job Performance of the Sailors in Rapid Action BoatSquadron of Sri Lanka Navy. Sri Lankan Journal of Human Resource Management, 3(1), 49-57. http://doi.org/10.4038/sljhrm.v3i1.5097. DOI: https://doi.org/10.4038/sljhrm.v3i1.5097
Riketta, M. (2002). Attitudinal organizational commitment and job performance: A metaâ€analysis. Journal of Organizational Behavior, 23(3), 257-266. http://dx.doi.org/10.1002/job.141. DOI: https://doi.org/10.1002/job.141
Robbins, S. P. (2003). Organization theory, structure, design and applications. New Jersey: Prentice Hall.
Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80. http://dx.doi.org/10.1037/0021-9010.87.1.66. DOI: https://doi.org/10.1037/0021-9010.87.1.66
Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resources Management, 43(4), 395-407. http://dx.doi.org/10.1002/hrm.20032. DOI: https://doi.org/10.1002/hrm.20032
Shokrkon, H., & Naami, A. (2008). The relationship of job satisfaction with organizational citizenship behavior and job performance in Ahvaz factory workers. Journal of Education & Psychology, 3(2), 39-52.
Sun, W., Xu, A., & Shang, Y. (2014). Transformational leadership, team climate, and team performance within the NPD team: Evidence from China. Asia Pacific Journal of Management, 31(1), 127-147. http://dx.doi.org/10.1007/s10490-012-9327-3. DOI: https://doi.org/10.1007/s10490-012-9327-3
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