1) The study examines how transformational leadership and organizational climate influence work satisfaction, organizational commitment, and organizational citizenship behavior of lecturers at Sebelas Maret University.
2) Transformational leadership was found to positively influence work satisfaction but not organizational commitment or organizational citizenship behavior. Organizational climate positively influenced work satisfaction but not the other variables.
3) Work satisfaction positively influenced organizational commitment and organizational citizenship behavior. Organizational commitment also positively influenced organizational citizenship behavior.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document discusses a study on the impact of different leadership styles (transformational and transactional) on employee performance and the mediating role of job satisfaction. The study was conducted in private schools in Pakistan. The results showed that both transactional and transformational leadership styles were positively associated with employee performance, but transactional leadership had a more significant impact. Additionally, job satisfaction was found to mediate the relationship between transformational leadership and employee performance, but not between transactional leadership and employee performance. The document provides background on transformational and transactional leadership styles and reviews prior literature on their relationships with employee performance and job satisfaction. It also discusses the importance of considering cultural factors like power distance when studying leadership in different country contexts like Pakistan.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
Effect of Leadership styles on Organisational commitment.Deepak Chandhok
Research Project on finding effects of Leadership Styles on Organisational Commitment in government sector under the guidance of Dr.Purva Kansal(Associate professor), University Business School.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Antecedents of Organizational Commitment of Lecturer in South Sumaterainventionjournals
Theoretically it was predicted that leadership style and organizational culture have partially and simultaneously affected employees commitment to organization. Fwthermore, those factors i.e. leadership style, organizational culture and organizational commitment have impact on lecture performance, this research was conducted at Palembang, South Sumatera. This research was conducted by using descriptive quantitative approach with questionnaire as the data gathering instrument. In addition to that explanatory approach was carried out to get a deeper insight on the research phenomenon 325 samples was collected from 5 (five) participating universitir in South Sumatera, Palembang. Data analysis was carried out by using Structural Equation Modelling (SEM). The research found that all independent variables have a significant effect on dependent variables both partially and simultaneously. Simultaneously it was found that leadership style and organizational culture affected organizational commitment by R2 = 0.77 with the most significant factor was on organizational communication. This result shows that there are still 43% of other factors that affected on organizational commitment. The next result was also gathered simultaneously which is the effect of leadership style, organizational culture and organizational commitment on employees ’performance with R2 = 0.79 with the most significant factor was on organizational commitment. This result shows that there are still 51% of other factors thataffected on employees 'performance that needs to be looked into in further research.
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document discusses a study on the impact of different leadership styles (transformational and transactional) on employee performance and the mediating role of job satisfaction. The study was conducted in private schools in Pakistan. The results showed that both transactional and transformational leadership styles were positively associated with employee performance, but transactional leadership had a more significant impact. Additionally, job satisfaction was found to mediate the relationship between transformational leadership and employee performance, but not between transactional leadership and employee performance. The document provides background on transformational and transactional leadership styles and reviews prior literature on their relationships with employee performance and job satisfaction. It also discusses the importance of considering cultural factors like power distance when studying leadership in different country contexts like Pakistan.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
ORGANISATIONAL CULTURE CAN CHANGE QUICKLY AND EASILY WITHIN MOST COMPANIES”Service_supportAssignment
The development of an organization is highly dependent on analysing and identifying the key factors for concluding the effectiveness and efficiency delivered by the organization. Managers and organizations show willingness in obtaining the commitment of employees, leading towards the improvement of productivity (Schein 2010). Management authorities show willingness in introducing employee with the objectives, values and norms across the organization which is significant for understanding the culture of organization. When concerned with the development of organization, performance of employees has been identified as a backbone across the industry (Tushman 2013). The overall awareness and knowledge about the culture of organization assists in improving the ability for examining the behaviour of a company assisting in management and leadership.
As a thesis statement for this essay, “organizational culture can change easily and quickly in majority of the organizations”. The aim of this essay is to discuss the ways in which there is development of organizational culture and the impact of organizational culture on the overall performance.
Effects of Organizational Climate on Employee Motivation and Organizational C...Sameen Salman
Study on the effects of organizational climate on motivation and commitment of employees. this thesis study uses both primary research and secondary data to conclude the relationship between the variables.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
Study of leadership styles and staff retentio1raj-bikram
This document provides an overview of a proposed study on the relationship between leadership styles and staff retention. The study aims to identify how leadership styles influence staff turnover and what factors cause employees to leave organizations. It will evaluate the qualities of leaders that impact retention and analyze the degree to which leadership style affects retention. Both primary research through surveys and secondary research of literature will be used. The findings intend to provide insights on how organizations can best manage talent and reduce staff turnover through leadership.
Gender Differences on Organizational Commitment: Empirical Evidence from Empl...AJSSMTJournal
Organizational commitment is considered as a crucial factor that has a direct impact on
organizational outcomes. A systematic empirical study was carried out to address the existing contextual gap
and intellectual curiosity on gender differences in organizational commitment on apparel industry workers of Sri
Lanka. The main objective of the study was to investigate whether there is a significant difference among male
and female employees in terms of the level of organizational commitment in the apparel industry of Sri Lanka.
This is an analytical nature study and unit of analysis is individual employees. The survey method was utilized,
and 100 employees responded to the author developed questionnaire using random sampling technique. The
instrument used to measure organizational commitment was adopted by Allen and Meyers’ standard
questionnaire which consists of a multi-component model include; affective commitment, continuance
commitment, and normative commitment. Reliability and validity of the instruments used were assured. The
empirical findings revealed that there is no significant difference between male and female employees in terms
of organizational commitment in the apparel industry of Sri Lanka.
The document summarizes a presentation given by M M Bagali at the 2nd Conference on Management Case Development in April 2011. The presentation discussed a case study conducted by Bagali on employee empowerment practices at Polyhydron Private Limited, a company located in Belgaum, India. The study examined how Polyhydron empowered its workforce through practices like transparency, shared responsibility, autonomy, and trust. The presentation outlined Polyhydron's empowerment strategies and their positive outcomes on employee engagement, innovation, and organizational performance. It also discussed lessons that can be learned from Polyhydron's successful empowerment model.
This document discusses organizational climate and provides definitions from various scholars. It begins by defining organizational climate as the perceptions of characteristics of an organization that influence motivation and performance. Climate is influenced by leadership, decision-making processes, and recognition of employee efforts. Climate is less encompassing than culture but more readily measured through individual perceptions. The document then provides definitions of organizational climate from various scholars and discusses how climate can be assessed through quantitative surveys. It describes the relationship between climate and motivation, the role of communication in climate, and decision-making processes.
This document provides an organizational behavior analysis of ASDA PLC and British Airways. It discusses the relationship between organizational structure and culture, and how factors like structure, leadership style, management approaches, and motivation theories impact individual and group behavior within an organization. The document analyzes how ASDA and British Airways' structures, cultures, leadership styles, and other aspects compare and influence performance. It also explores relevant organizational behavior concepts and theories.
A Study on the Impact of Organizational Culture on Intention to Quit Among Wo...ijtsrd
Organisational culture has become a crucial element for organisational change and impacts the organisational performance. A company’s culture is a reflection of the company’s core value. The paper aims to understand the impact of organisational culture on intention to leave among working women in the education sector in Bangalore city. Education is recognized as a powerful means to create a sustainable society. Organizational culture operates on many layers the whole organization, departmental or team, as well as the individual. organizational culture is recognized primarily during times of crisis management instead of leveraging it to improve institutional and management performance. Quantitative primary data was collected using a questionnaire. 100 questionnaires were distributed to working women in certain parts of Bangalore city in the Educational sector out of which 70 usable questionnaires were returned with complete information. The data was analysed using Microsoft Excel and interpreted in the form of graphs and charts for presenting the results. Secondary data from existing articles, journals was also collected. The findings indicate that creating a conducive work environment is imperative so that employees can reach their full potential. Things like Better job role, working environment, work timings, reduce work pressure transportation facility staff support, salary with timely bonus, maternity benefits work from home option, appreciation and recognition for their work and income cases even provide mentoring were Suggestions given by the working women to improve the organisational culture. The benefits of having a good work environment benefits both the organisation and the employees. This ensures that the free environment make employees feel more relaxed without any burden of pressure. Organizational culture should reflect the company’s core value and bring success to the organisation. Ahana Ruth Pinto | Dr. Shubhra Rahul "A Study on the Impact of Organizational Culture on Intention to Quit Among Working Women in Educational Sector in Bangalore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33677.pdf Paper Url: https://www.ijtsrd.com/management/organizational-behaviour/33677/a-study-on-the-impact-of-organizational-culture-on-intention-to-quit-among-working-women-in-educational-sector-in-bangalore/ahana-ruth-pinto
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
Me it rvbssxrncjzwde1hvtrobvf3wkrvde1eaznnatawtldjm0xxrtnar010tnpcau16wm1nrgr...Merlin Sheeba
This document provides an overview of the course Organizational Behavior (OB). It discusses how OB studies individual and group behavior in organizations to improve effectiveness. OB focuses on motivation, leadership, communication, and managing change. It also addresses managing a diverse workforce, using technology to enhance creativity, developing ethical organizations, and managing organizations internationally. The goal of OB is to understand and apply knowledge of individual, group, and structural factors to help organizations achieve their goals.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study aimed to investigate the relationship between leadership style and followers' performance in bottle water companies in Port Harcourt, Nigeria. It identified democratic, autocratic, participative, and transactional leadership styles as the independent variables, and followers' performance as the dependent variable.
A questionnaire was distributed to 100 employees across several bottle water companies, with a response rate of 90%. The results found that democratic leadership had a mean range of 3.04-3.34 and was agreed to have a high impact on followers' performance. Autocratic leadership obtained a mean range of 3.20-3.50 and was also agreed to highly impact performance. Overall, the study concluded that leadership styles positively impact followers, but each style
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
Role of Emotional Intelligence in Leadership Effectiveness in Service Sectorijtsrd
Leadership is always being an area to probe since ages. Leadership perspectives are found different continuously not only with ages but also with different category and type of organizations, leaderships has been a study with humungous dynamism. The way environment and organizations are changing, the challenges of leadership have also changed and new perspectives have taken place in industry related to leadership concept. This study is focused on understanding the influence through emotional intelligence on leadership effectiveness in today’s time. The paper helps in understanding the role of emotional intelligence on leadership effectiveness. The study is conducted in service organization of Pune and Mumbai. Only banks, education, retail and IT service leaders are considered for collection of data. The data is analysed by using correlation and regression analysis. The study found that emotional intelligence is highly correlated with leadership effectiveness and it is essential for any organization of service sector to have leaders with emotional intelligenece for effective performance of organization. Swati John "Role of Emotional Intelligence in Leadership Effectiveness in Service Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30573.pdf Paper Url :https://www.ijtsrd.com/management/other/30573/role-of-emotional-intelligence-in-leadership-effectiveness-in-service-sector/swati-john
Dimensions and Characteristics of Organizational Behavior Impact and Competit...ijtsrd
The study of organizational behavior gives insight into how staff members behave and perform in the work environment. It helps us develop an understanding of the facets that can motivate staff members, enhance their efficiency, and help organizations establish a solid and also trusting relationship with their staff members. Human actions are inherent in each person which indicates his features, his way of behaving as well as assuming are his very own attributes while business actions are a group or company society special of each very own felt and also done. The study of Organizational Behavior OB is really intriguing as well as challenging too. It is related to individuals, a team of individuals collaborating in teams. The research ends up being a lot more challenging when situational factors connect. The research of organizational behavior connects to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a certain work circumstance. It is the predictability of a supervisor concerning the expected behavior of an individual. There are no absolutes in human behavior. It is the human variable that is contributing to the performance hence the study of human practices is very important. Great value consequently must be affixed to the study. Dr. J. Jose Prabhu "Dimensions and Characteristics of Organizational Behavior: Impact and Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30632.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/30632/dimensions-and-characteristics-of-organizational-behavior-impact-and-competitive-advantage/dr-j-jose-prabhu
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
Analyzing Correlation of Leadership Style with Organizational Maturity a Mili...inventionjournals
Management and leadership are the pillars of every organization and society. Advancement of technology, complexity and size of today’s organizations, and organizations’ continuous effort to gradually evolve their processes and achieve organizational maturity to gain competitive advantage and greater sustainability have highlighted the role of organizational leadership more than ever. Conducted in 2016, the present research is an attempt to determine the Correlation between Leadership Style and Organizational Maturity in a Military Organization .This research is an applied study in terms of objective, and a descriptivesurvey study with respect to data collection method. The statistical population included 150 personnel of a military organization. The data is collected using two questionnaires: the leadership style questionnaire and the organizational maturity questionnaire. The questionnaire's reliability is 0.98 using the Cronbach’s alpha for all dimensions of the questionnaire. A construct validity assessment is conducted to calculate the questionnaire’s validity, and results reflected validity of the research instrument (AVE>0.5). Data analysis is carried out through structural equations modeling in Smart PLS. Results revealed that the variance and path coefficients have significantly adequate values. Findings were also reflective of a significant Correlation between leadership style and organizational maturity of employees. However, a significant negative Correlation is observed between organization’s leadership goal setting and organizational maturity on the one hand, and leadership style and organizational maturity on the other. As a result, the research hypotheses were rejected. In addition, there is no Correlation between organizational maturity and leadership style, and thus the related hypothesis is rejected in studied organization.
Organizational behavior is the study of how individuals and groups act within organizations and how their behaviors impact organizational structures, communication, motivation, and performance. It examines both micro-level dynamics between individuals and groups as well as macro-level strategies and structures of whole organizations. Managers use organizational behavior research to improve areas like job satisfaction, innovation, and leadership in order to maximize productivity and organizational performance.
The Influence of Leadership Style and Organizational Climate on Work Relation...theijes
The purpose of this study was to determine and analyze the influence of Leadership Style and Organizational Climate on Work Relationship. Collecting data used quetionaire. Sampling method used proportionate cluster random sampling. The sample was partially of Private University in Southeast Sulawesi and the sampled respondents were middle-level managers (Dean and Vice Dean), manager of the lowest level (LPPM, LPMI, Department, Study Program, BAAK, Library and Laboratory), and organizing committee (faculty and staff), as well as students. The numbers of samples in this study were 350 respondents. Method of data analysis used Partial Least Square (PLS). The results showed that of Leadership Style has positive and significant influence on Employment Relationship. Organizational Climate has positive and significant influence on Work Relationship. Leadership Style has positive and significant influence on Organizational Climate.
This document discusses emotional labor, burnout, and their effects on employees. It defines emotional labor as managing one's emotions and expressions to meet job demands. Prolonged emotional labor can lead to burnout, which has three stages - emotional exhaustion, depersonalization, and reduced personal accomplishment. Burnout and emotional dissonance from emotional labor result in increased employee turnover and intention to leave, lower performance and job satisfaction. Prevention focuses on reducing emotional demands and dissonance experienced by employees.
This document discusses emotional labor, which refers to displaying required emotions as part of one's job. It covers Arlie Hochschild's perspective on emotional labor as managing feelings to achieve outward displays. Hochschild identified two strategies for emotional labor - surface acting, where one regulates expressions, and deep acting, where one modifies feelings. The document also examines research on the relationships between emotional labor, job satisfaction, emotional exhaustion, and organizational commitment. Professors who expressed genuine positive emotions experienced less burnout and more job satisfaction and commitment.
ORGANISATIONAL CULTURE CAN CHANGE QUICKLY AND EASILY WITHIN MOST COMPANIES”Service_supportAssignment
The development of an organization is highly dependent on analysing and identifying the key factors for concluding the effectiveness and efficiency delivered by the organization. Managers and organizations show willingness in obtaining the commitment of employees, leading towards the improvement of productivity (Schein 2010). Management authorities show willingness in introducing employee with the objectives, values and norms across the organization which is significant for understanding the culture of organization. When concerned with the development of organization, performance of employees has been identified as a backbone across the industry (Tushman 2013). The overall awareness and knowledge about the culture of organization assists in improving the ability for examining the behaviour of a company assisting in management and leadership.
As a thesis statement for this essay, “organizational culture can change easily and quickly in majority of the organizations”. The aim of this essay is to discuss the ways in which there is development of organizational culture and the impact of organizational culture on the overall performance.
Effects of Organizational Climate on Employee Motivation and Organizational C...Sameen Salman
Study on the effects of organizational climate on motivation and commitment of employees. this thesis study uses both primary research and secondary data to conclude the relationship between the variables.
Effects of leadership style on organizational performance in small and medium...Alexander Decker
This document discusses the effects of leadership style on organizational performance in small and medium scale enterprises (SMEs) in Nigeria. It begins by defining leadership and its importance for SMEs. It notes that leadership style can impact variables like flexibility and employee commitment. The study examines the relationship between leadership style and organizational performance as well as employee morale, efficiency, and commitment. It poses research questions about these relationships and puts forth hypotheses testing the relationships between leadership style, organizational performance, employee motivation, and the impact of autocratic leadership styles.
Study of leadership styles and staff retentio1raj-bikram
This document provides an overview of a proposed study on the relationship between leadership styles and staff retention. The study aims to identify how leadership styles influence staff turnover and what factors cause employees to leave organizations. It will evaluate the qualities of leaders that impact retention and analyze the degree to which leadership style affects retention. Both primary research through surveys and secondary research of literature will be used. The findings intend to provide insights on how organizations can best manage talent and reduce staff turnover through leadership.
Gender Differences on Organizational Commitment: Empirical Evidence from Empl...AJSSMTJournal
Organizational commitment is considered as a crucial factor that has a direct impact on
organizational outcomes. A systematic empirical study was carried out to address the existing contextual gap
and intellectual curiosity on gender differences in organizational commitment on apparel industry workers of Sri
Lanka. The main objective of the study was to investigate whether there is a significant difference among male
and female employees in terms of the level of organizational commitment in the apparel industry of Sri Lanka.
This is an analytical nature study and unit of analysis is individual employees. The survey method was utilized,
and 100 employees responded to the author developed questionnaire using random sampling technique. The
instrument used to measure organizational commitment was adopted by Allen and Meyers’ standard
questionnaire which consists of a multi-component model include; affective commitment, continuance
commitment, and normative commitment. Reliability and validity of the instruments used were assured. The
empirical findings revealed that there is no significant difference between male and female employees in terms
of organizational commitment in the apparel industry of Sri Lanka.
The document summarizes a presentation given by M M Bagali at the 2nd Conference on Management Case Development in April 2011. The presentation discussed a case study conducted by Bagali on employee empowerment practices at Polyhydron Private Limited, a company located in Belgaum, India. The study examined how Polyhydron empowered its workforce through practices like transparency, shared responsibility, autonomy, and trust. The presentation outlined Polyhydron's empowerment strategies and their positive outcomes on employee engagement, innovation, and organizational performance. It also discussed lessons that can be learned from Polyhydron's successful empowerment model.
This document discusses organizational climate and provides definitions from various scholars. It begins by defining organizational climate as the perceptions of characteristics of an organization that influence motivation and performance. Climate is influenced by leadership, decision-making processes, and recognition of employee efforts. Climate is less encompassing than culture but more readily measured through individual perceptions. The document then provides definitions of organizational climate from various scholars and discusses how climate can be assessed through quantitative surveys. It describes the relationship between climate and motivation, the role of communication in climate, and decision-making processes.
This document provides an organizational behavior analysis of ASDA PLC and British Airways. It discusses the relationship between organizational structure and culture, and how factors like structure, leadership style, management approaches, and motivation theories impact individual and group behavior within an organization. The document analyzes how ASDA and British Airways' structures, cultures, leadership styles, and other aspects compare and influence performance. It also explores relevant organizational behavior concepts and theories.
A Study on the Impact of Organizational Culture on Intention to Quit Among Wo...ijtsrd
Organisational culture has become a crucial element for organisational change and impacts the organisational performance. A company’s culture is a reflection of the company’s core value. The paper aims to understand the impact of organisational culture on intention to leave among working women in the education sector in Bangalore city. Education is recognized as a powerful means to create a sustainable society. Organizational culture operates on many layers the whole organization, departmental or team, as well as the individual. organizational culture is recognized primarily during times of crisis management instead of leveraging it to improve institutional and management performance. Quantitative primary data was collected using a questionnaire. 100 questionnaires were distributed to working women in certain parts of Bangalore city in the Educational sector out of which 70 usable questionnaires were returned with complete information. The data was analysed using Microsoft Excel and interpreted in the form of graphs and charts for presenting the results. Secondary data from existing articles, journals was also collected. The findings indicate that creating a conducive work environment is imperative so that employees can reach their full potential. Things like Better job role, working environment, work timings, reduce work pressure transportation facility staff support, salary with timely bonus, maternity benefits work from home option, appreciation and recognition for their work and income cases even provide mentoring were Suggestions given by the working women to improve the organisational culture. The benefits of having a good work environment benefits both the organisation and the employees. This ensures that the free environment make employees feel more relaxed without any burden of pressure. Organizational culture should reflect the company’s core value and bring success to the organisation. Ahana Ruth Pinto | Dr. Shubhra Rahul "A Study on the Impact of Organizational Culture on Intention to Quit Among Working Women in Educational Sector in Bangalore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-6 , October 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33677.pdf Paper Url: https://www.ijtsrd.com/management/organizational-behaviour/33677/a-study-on-the-impact-of-organizational-culture-on-intention-to-quit-among-working-women-in-educational-sector-in-bangalore/ahana-ruth-pinto
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
Me it rvbssxrncjzwde1hvtrobvf3wkrvde1eaznnatawtldjm0xxrtnar010tnpcau16wm1nrgr...Merlin Sheeba
This document provides an overview of the course Organizational Behavior (OB). It discusses how OB studies individual and group behavior in organizations to improve effectiveness. OB focuses on motivation, leadership, communication, and managing change. It also addresses managing a diverse workforce, using technology to enhance creativity, developing ethical organizations, and managing organizations internationally. The goal of OB is to understand and apply knowledge of individual, group, and structural factors to help organizations achieve their goals.
The Influence of Leadership on Followers Performance among Bottle Water Compa...Dr. Amarjeet Singh
This study aimed to investigate the relationship between leadership style and followers' performance in bottle water companies in Port Harcourt, Nigeria. It identified democratic, autocratic, participative, and transactional leadership styles as the independent variables, and followers' performance as the dependent variable.
A questionnaire was distributed to 100 employees across several bottle water companies, with a response rate of 90%. The results found that democratic leadership had a mean range of 3.04-3.34 and was agreed to have a high impact on followers' performance. Autocratic leadership obtained a mean range of 3.20-3.50 and was also agreed to highly impact performance. Overall, the study concluded that leadership styles positively impact followers, but each style
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
Role of Emotional Intelligence in Leadership Effectiveness in Service Sectorijtsrd
Leadership is always being an area to probe since ages. Leadership perspectives are found different continuously not only with ages but also with different category and type of organizations, leaderships has been a study with humungous dynamism. The way environment and organizations are changing, the challenges of leadership have also changed and new perspectives have taken place in industry related to leadership concept. This study is focused on understanding the influence through emotional intelligence on leadership effectiveness in today’s time. The paper helps in understanding the role of emotional intelligence on leadership effectiveness. The study is conducted in service organization of Pune and Mumbai. Only banks, education, retail and IT service leaders are considered for collection of data. The data is analysed by using correlation and regression analysis. The study found that emotional intelligence is highly correlated with leadership effectiveness and it is essential for any organization of service sector to have leaders with emotional intelligenece for effective performance of organization. Swati John "Role of Emotional Intelligence in Leadership Effectiveness in Service Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30573.pdf Paper Url :https://www.ijtsrd.com/management/other/30573/role-of-emotional-intelligence-in-leadership-effectiveness-in-service-sector/swati-john
Dimensions and Characteristics of Organizational Behavior Impact and Competit...ijtsrd
The study of organizational behavior gives insight into how staff members behave and perform in the work environment. It helps us develop an understanding of the facets that can motivate staff members, enhance their efficiency, and help organizations establish a solid and also trusting relationship with their staff members. Human actions are inherent in each person which indicates his features, his way of behaving as well as assuming are his very own attributes while business actions are a group or company society special of each very own felt and also done. The study of Organizational Behavior OB is really intriguing as well as challenging too. It is related to individuals, a team of individuals collaborating in teams. The research ends up being a lot more challenging when situational factors connect. The research of organizational behavior connects to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a certain work circumstance. It is the predictability of a supervisor concerning the expected behavior of an individual. There are no absolutes in human behavior. It is the human variable that is contributing to the performance hence the study of human practices is very important. Great value consequently must be affixed to the study. Dr. J. Jose Prabhu "Dimensions and Characteristics of Organizational Behavior: Impact and Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30632.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/30632/dimensions-and-characteristics-of-organizational-behavior-impact-and-competitive-advantage/dr-j-jose-prabhu
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
Analyzing Correlation of Leadership Style with Organizational Maturity a Mili...inventionjournals
Management and leadership are the pillars of every organization and society. Advancement of technology, complexity and size of today’s organizations, and organizations’ continuous effort to gradually evolve their processes and achieve organizational maturity to gain competitive advantage and greater sustainability have highlighted the role of organizational leadership more than ever. Conducted in 2016, the present research is an attempt to determine the Correlation between Leadership Style and Organizational Maturity in a Military Organization .This research is an applied study in terms of objective, and a descriptivesurvey study with respect to data collection method. The statistical population included 150 personnel of a military organization. The data is collected using two questionnaires: the leadership style questionnaire and the organizational maturity questionnaire. The questionnaire's reliability is 0.98 using the Cronbach’s alpha for all dimensions of the questionnaire. A construct validity assessment is conducted to calculate the questionnaire’s validity, and results reflected validity of the research instrument (AVE>0.5). Data analysis is carried out through structural equations modeling in Smart PLS. Results revealed that the variance and path coefficients have significantly adequate values. Findings were also reflective of a significant Correlation between leadership style and organizational maturity of employees. However, a significant negative Correlation is observed between organization’s leadership goal setting and organizational maturity on the one hand, and leadership style and organizational maturity on the other. As a result, the research hypotheses were rejected. In addition, there is no Correlation between organizational maturity and leadership style, and thus the related hypothesis is rejected in studied organization.
Organizational behavior is the study of how individuals and groups act within organizations and how their behaviors impact organizational structures, communication, motivation, and performance. It examines both micro-level dynamics between individuals and groups as well as macro-level strategies and structures of whole organizations. Managers use organizational behavior research to improve areas like job satisfaction, innovation, and leadership in order to maximize productivity and organizational performance.
The Influence of Leadership Style and Organizational Climate on Work Relation...theijes
The purpose of this study was to determine and analyze the influence of Leadership Style and Organizational Climate on Work Relationship. Collecting data used quetionaire. Sampling method used proportionate cluster random sampling. The sample was partially of Private University in Southeast Sulawesi and the sampled respondents were middle-level managers (Dean and Vice Dean), manager of the lowest level (LPPM, LPMI, Department, Study Program, BAAK, Library and Laboratory), and organizing committee (faculty and staff), as well as students. The numbers of samples in this study were 350 respondents. Method of data analysis used Partial Least Square (PLS). The results showed that of Leadership Style has positive and significant influence on Employment Relationship. Organizational Climate has positive and significant influence on Work Relationship. Leadership Style has positive and significant influence on Organizational Climate.
This document discusses emotional labor, burnout, and their effects on employees. It defines emotional labor as managing one's emotions and expressions to meet job demands. Prolonged emotional labor can lead to burnout, which has three stages - emotional exhaustion, depersonalization, and reduced personal accomplishment. Burnout and emotional dissonance from emotional labor result in increased employee turnover and intention to leave, lower performance and job satisfaction. Prevention focuses on reducing emotional demands and dissonance experienced by employees.
This document discusses emotional labor, which refers to displaying required emotions as part of one's job. It covers Arlie Hochschild's perspective on emotional labor as managing feelings to achieve outward displays. Hochschild identified two strategies for emotional labor - surface acting, where one regulates expressions, and deep acting, where one modifies feelings. The document also examines research on the relationships between emotional labor, job satisfaction, emotional exhaustion, and organizational commitment. Professors who expressed genuine positive emotions experienced less burnout and more job satisfaction and commitment.
This document discusses the concept of emotional labor, which involves managing one's emotions during interactions with customers to display the desired emotions. There are two types of emotional labor - surface acting, where one hides their true feelings, and deep acting, where one tries to internally feel the desired emotions. Surface acting can lead to higher stress levels due to conflicting felt and displayed emotions. Emotional labor poses challenges for roles like telephone customer service representatives who must manage high-emotion phone interactions without visual cues, which can be professionally and personally damaging due to stress and burnout.
The document discusses the differences between attitudes and emotions. Attitudes are mental states of readiness based on learned experiences that influence responses to people and objects, while emotions are states of physiological arousal accompanied by changes in facial expressions or feelings. Emotions are usually experienced for seconds, while attitudes are usually stable for days or longer. Later sections discuss how emotions shape attitudes through emotional episodes, and the role of emotional intelligence and emotional labor in the workplace.
Increasing employee organizational commitment by correlating goal settingAlexander Decker
This document summarizes a research study that explores how to increase employee organizational commitment through goal setting, employee engagement, and workplace optimism. The study proposes a model linking these three factors, with goal setting positively correlating to employee engagement, engagement correlating to optimism, and optimism correlating to organizational commitment. The study reviews relevant literature, proposes three hypotheses linking the factors, describes the methodology used to test the hypotheses, discusses the results, and outlines implications and directions for future research.
This document discusses employee commitment as a key factor for organizational excellence. It defines employee commitment as the psychological attachment employees feel towards their workplace. Highly committed employees are more satisfied, loyal and less likely to be absent. The document outlines factors that contribute to organizational excellence like customer focus, efficient operations and human resource management. It suggests that strong relationships between managers and subordinates, recognition of employees, clear communication of organizational goals, and succession planning can help build commitment and support the goals of an organization. When organizations care for their employees and foster an ethical culture, employees will be more loyal and committed in turn.
This document discusses job satisfaction and dissatisfaction. It defines job satisfaction as having a positive attitude towards one's job, while dissatisfaction is a negative attitude. It measures job satisfaction based on the nature of work, supervision, pay, promotion opportunities, and coworker relations. Common causes of dissatisfaction are low salaries, lack of promotions, unfair rewards, age, education level, supervision, work groups, and working conditions. The document also discusses specific causes of demotivation for employees in the BPO sector, such as odd working hours, lack of work-life balance, lack of appreciation, too much work, and health issues. Ways for employees to express dissatisfaction include voicing concerns, remaining loyal, neglecting work
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The article provides a literature review of organizational development (OD) theories from early teachings to more recent research. It highlights disconnects among OD researchers and shortcomings in OD research. Specifically, it discusses implications for researchers, practitioners, and teaching of OD. The author aims to give an in-depth analysis of OD theories and models over time to provide context to the field of OD.
Organizational development (OD) refers to a process aimed at enhancing organizational effectiveness through planned interventions and changes. It involves improving an organization's problem-solving and renewal processes in order to help it adapt and thrive. Some key characteristics of OD include being planned, organization-wide, and managed from the top. OD emerged in the 1960s and has evolved from a focus on individual and group-level changes to system-wide interventions. Factors like communication, leadership, training, and strategic data use need to be addressed through the OD process to help organizations overcome challenges and become more effective.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. Leadership is defined as interpersonal influence to achieve goals through inspiration and motivation. Talent refers to innate gifts and skills that are matched to organizational needs. Engagement means employees are committed to an organization and its values, working to improve performance. The document stresses that leadership development, talent management, and engagement are interrelated and important for organizational success. Leaders must attract, develop, and retain top talent, while creating an engaging culture where employees are productive.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. It discusses the importance of leadership development and identifies competencies organizations should focus on, like leading change, leading people, driving results, and building coalitions. It outlines strategies for leadership development, including identifying current and potential leaders, succession planning, coaching/mentoring, developing skills roadmaps, and providing challenging assignments. The goal of these strategies is to develop a strong internal pipeline of talent and leaders to ensure organizational success.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Leadership styles and its effectiveness on employees' job commitmentAlexander Decker
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
The Importance Of Development In Organizational...Monica Rivera
Organizational culture has a significant impact on team development and performance. A positive culture that values collaboration, innovation and continuous learning will foster high-performing teams. As teams form and interact over time, they develop their own norms, values and ways of working that are influenced by the larger organizational culture. Leaders play a key role in shaping culture and can reinforce behaviors that support team goals. If the culture is not aligned with team objectives, it can create barriers like silos and risk aversion that prevent teams from achieving their full potential. Assessing and strategically shaping organizational culture is important for developing effective teams.
This document discusses organizational behavior and defines it as the study of how individuals and groups act in organizations and how their behaviors affect organizational effectiveness. It provides definitions of organizational behavior from several experts and discusses the key elements (people, structure, technology, environment), scope (individuals, groups, the organization as a whole), and the role of organizational behavior in different contexts like manufacturing, education, insurance, and textiles. Specifically, it emphasizes that organizational behavior focuses on understanding and managing human behavior in organizations to improve performance.
Organization development and change are professional fields of social action and the areas of scientific enquiry. The practices of organization development and change covers a wide range of activities and functions. Various areas that illustrate organization development and change Management are, working in co-ordination and integration with the other individuals, such as, employees, colleagues, supervisors, leaders, managers and directors, bringing about structural changes and processes that may influence the job satisfaction of the individuals. The study of organization development and change Management have reports a broad range of areas that have been taken into account in this research paper. The main purpose of researching upon these areas is to find out how effectiveness can be brought about in the implementation of functions within the organization. Bringing about innovative changes and transformations and implementation of tasks and functions towards the development of the organization are the main objectives of the personnel.
This document discusses leading and managing organizational change. It notes that there are many reasons why change may be necessary within an organization, such as adapting to the external environment, improving processes, or meeting new goals. It emphasizes that effective change requires understanding the organization, properly planning and communicating the change, and evaluating the results. It also discusses the importance of leadership support and buy-in from employees for successful change implementation. Overall, the document stresses that organizational change allows alignment with goals but must be approached carefully through preparation, execution, and assessment.
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
Leadership Effectiveness of Islamic Education Management Department at Educat...inventionjournals
The purpose of this study was to reveal: (1) The direct effect of confidence level toward work discipline, (2) The direct effect of the task structure toward work discipline, (3) The direct effect of the level of confidence toward effectiveness of the leadership, (4) The direct effect of the task structure toward effectiveness of leadership, (5) the direct effect of labor discipline toward effectiveness of the leadership of the Islamic Education Management Department at Faculty of Education of the State Islamic University of North Sumatra. This research method used correlated path models. The study population was faculty and students with the number of 148 people. Sampling using Krecji table, with this technique resulted in a sample 108 people. The instrument used to collect data was questionnaire Likert scale models. The analysis technique used is path analysis. The findings of this study indicate: (1) The confidence level affect the work Discipline of 16.9%, (2) Structural work tasks affect the Discipline of 18.7%, (3) The level of trust directly affects the effectiveness of the leadership of 19,4% , (4). The task structure directly affects the effectiveness of the leadership of 19.5% and (5) Work Discipline directly influence the effectiveness of the leadership of the Department of 22.1%.
What is Organizational development..? What is OD Process..? Characteristic of...Harsh Tamakuwala
Introduction of Organizational development, Definition of Organizational development, Nature Of Organizational development, Characteristic of Organizational development, Objective of Organizational development, Assumption of Organizational development, Process
Study on the Impact of Organizational Culture on Employee Motivation in a Ste...anoop_g
In this competitive world, every organization is striving hard for survival. In order to withstand the competition, an organization needs to have a strong organizational culture and motivational programmes. These factors directly reflect on the success, growth and performance level of the organization. This study conducted at Steel and Industrial Forgings Company Limited, a Public Sector Enterprise, is aimed at understanding the impact of organizational culture on employee motivation. Though several researches have been conducted in this field, this study envisages to further discover the impact of various variables on organizational culture and employee motivation. For data collection of the study, a detailed questionnaire was prepared which covered various aspects of organization culture, motivation, interpersonal relationship, leadership, promotion and incentive practices, and communication. The questionnaire was distributed randomly among employees. The findings were systematically analyzed and conclusion was arrived at and based on the finding’s suggestions were also made.
Similar to Influence of transformational leadership and organization climate to the work satisfaction (20)
Abnormalities of hormones and inflammatory cytokines in women affected with p...Alexander Decker
Women with polycystic ovary syndrome (PCOS) have elevated levels of hormones like luteinizing hormone and testosterone, as well as higher levels of insulin and insulin resistance compared to healthy women. They also have increased levels of inflammatory markers like C-reactive protein, interleukin-6, and leptin. This study found these abnormalities in the hormones and inflammatory cytokines of women with PCOS ages 23-40, indicating that hormone imbalances associated with insulin resistance and elevated inflammatory markers may worsen infertility in women with PCOS.
A usability evaluation framework for b2 c e commerce websitesAlexander Decker
This document presents a framework for evaluating the usability of B2C e-commerce websites. It involves user testing methods like usability testing and interviews to identify usability problems in areas like navigation, design, purchasing processes, and customer service. The framework specifies goals for the evaluation, determines which website aspects to evaluate, and identifies target users. It then describes collecting data through user testing and analyzing the results to identify usability problems and suggest improvements.
A universal model for managing the marketing executives in nigerian banksAlexander Decker
This document discusses a study that aimed to synthesize motivation theories into a universal model for managing marketing executives in Nigerian banks. The study was guided by Maslow and McGregor's theories. A sample of 303 marketing executives was used. The results showed that managers will be most effective at motivating marketing executives if they consider individual needs and create challenging but attainable goals. The emerged model suggests managers should provide job satisfaction by tailoring assignments to abilities and monitoring performance with feedback. This addresses confusion faced by Nigerian bank managers in determining effective motivation strategies.
A unique common fixed point theorems in generalized dAlexander Decker
This document presents definitions and properties related to generalized D*-metric spaces and establishes some common fixed point theorems for contractive type mappings in these spaces. It begins by introducing D*-metric spaces and generalized D*-metric spaces, defines concepts like convergence and Cauchy sequences. It presents lemmas showing the uniqueness of limits in these spaces and the equivalence of different definitions of convergence. The goal of the paper is then stated as obtaining a unique common fixed point theorem for generalized D*-metric spaces.
A trends of salmonella and antibiotic resistanceAlexander Decker
This document provides a review of trends in Salmonella and antibiotic resistance. It begins with an introduction to Salmonella as a facultative anaerobe that causes nontyphoidal salmonellosis. The emergence of antimicrobial-resistant Salmonella is then discussed. The document proceeds to cover the historical perspective and classification of Salmonella, definitions of antimicrobials and antibiotic resistance, and mechanisms of antibiotic resistance in Salmonella including modification or destruction of antimicrobial agents, efflux pumps, modification of antibiotic targets, and decreased membrane permeability. Specific resistance mechanisms are discussed for several classes of antimicrobials.
A transformational generative approach towards understanding al-istifhamAlexander Decker
This document discusses a transformational-generative approach to understanding Al-Istifham, which refers to interrogative sentences in Arabic. It begins with an introduction to the origin and development of Arabic grammar. The paper then explains the theoretical framework of transformational-generative grammar that is used. Basic linguistic concepts and terms related to Arabic grammar are defined. The document analyzes how interrogative sentences in Arabic can be derived and transformed via tools from transformational-generative grammar, categorizing Al-Istifham into linguistic and literary questions.
A time series analysis of the determinants of savings in namibiaAlexander Decker
This document summarizes a study on the determinants of savings in Namibia from 1991 to 2012. It reviews previous literature on savings determinants in developing countries. The study uses time series analysis including unit root tests, cointegration, and error correction models to analyze the relationship between savings and variables like income, inflation, population growth, deposit rates, and financial deepening in Namibia. The results found inflation and income have a positive impact on savings, while population growth negatively impacts savings. Deposit rates and financial deepening were found to have no significant impact. The study reinforces previous work and emphasizes the importance of improving income levels to achieve higher savings rates in Namibia.
A therapy for physical and mental fitness of school childrenAlexander Decker
This document summarizes a study on the importance of exercise in maintaining physical and mental fitness for school children. It discusses how physical and mental fitness are developed through participation in regular physical exercises and cannot be achieved solely through classroom learning. The document outlines different types and components of fitness and argues that developing fitness should be a key objective of education systems. It recommends that schools ensure pupils engage in graded physical activities and exercises to support their overall development.
A theory of efficiency for managing the marketing executives in nigerian banksAlexander Decker
This document summarizes a study examining efficiency in managing marketing executives in Nigerian banks. The study was examined through the lenses of Kaizen theory (continuous improvement) and efficiency theory. A survey of 303 marketing executives from Nigerian banks found that management plays a key role in identifying and implementing efficiency improvements. The document recommends adopting a "3H grand strategy" to improve the heads, hearts, and hands of management and marketing executives by enhancing their knowledge, attitudes, and tools.
This document discusses evaluating the link budget for effective 900MHz GSM communication. It describes the basic parameters needed for a high-level link budget calculation, including transmitter power, antenna gains, path loss, and propagation models. Common propagation models for 900MHz that are described include Okumura model for urban areas and Hata model for urban, suburban, and open areas. Rain attenuation is also incorporated using the updated ITU model to improve communication during rainfall.
A synthetic review of contraceptive supplies in punjabAlexander Decker
This document discusses contraceptive use in Punjab, Pakistan. It begins by providing background on the benefits of family planning and contraceptive use for maternal and child health. It then analyzes contraceptive commodity data from Punjab, finding that use is still low despite efforts to improve access. The document concludes by emphasizing the need for strategies to bridge gaps and meet the unmet need for effective and affordable contraceptive methods and supplies in Punjab in order to improve health outcomes.
A synthesis of taylor’s and fayol’s management approaches for managing market...Alexander Decker
1) The document discusses synthesizing Taylor's scientific management approach and Fayol's process management approach to identify an effective way to manage marketing executives in Nigerian banks.
2) It reviews Taylor's emphasis on efficiency and breaking tasks into small parts, and Fayol's focus on developing general management principles.
3) The study administered a survey to 303 marketing executives in Nigerian banks to test if combining elements of Taylor and Fayol's approaches would help manage their performance through clear roles, accountability, and motivation. Statistical analysis supported combining the two approaches.
A survey paper on sequence pattern mining with incrementalAlexander Decker
This document summarizes four algorithms for sequential pattern mining: GSP, ISM, FreeSpan, and PrefixSpan. GSP is an Apriori-based algorithm that incorporates time constraints. ISM extends SPADE to incrementally update patterns after database changes. FreeSpan uses frequent items to recursively project databases and grow subsequences. PrefixSpan also uses projection but claims to not require candidate generation. It recursively projects databases based on short prefix patterns. The document concludes by stating the goal was to find an efficient scheme for extracting sequential patterns from transactional datasets.
A survey on live virtual machine migrations and its techniquesAlexander Decker
This document summarizes several techniques for live virtual machine migration in cloud computing. It discusses works that have proposed affinity-aware migration models to improve resource utilization, energy efficient migration approaches using storage migration and live VM migration, and a dynamic consolidation technique using migration control to avoid unnecessary migrations. The document also summarizes works that have designed methods to minimize migration downtime and network traffic, proposed a resource reservation framework for efficient migration of multiple VMs, and addressed real-time issues in live migration. Finally, it provides a table summarizing the techniques, tools used, and potential future work or gaps identified for each discussed work.
A survey on data mining and analysis in hadoop and mongo dbAlexander Decker
This document discusses data mining of big data using Hadoop and MongoDB. It provides an overview of Hadoop and MongoDB and their uses in big data analysis. Specifically, it proposes using Hadoop for distributed processing and MongoDB for data storage and input. The document reviews several related works that discuss big data analysis using these tools, as well as their capabilities for scalable data storage and mining. It aims to improve computational time and fault tolerance for big data analysis by mining data stored in Hadoop using MongoDB and MapReduce.
1. The document discusses several challenges for integrating media with cloud computing including media content convergence, scalability and expandability, finding appropriate applications, and reliability.
2. Media content convergence challenges include dealing with the heterogeneity of media types, services, networks, devices, and quality of service requirements as well as integrating technologies used by media providers and consumers.
3. Scalability and expandability challenges involve adapting to the increasing volume of media content and being able to support new media formats and outlets over time.
This document surveys trust architectures that leverage provenance in wireless sensor networks. It begins with background on provenance, which refers to the documented history or derivation of data. Provenance can be used to assess trust by providing metadata about how data was processed. The document then discusses challenges for using provenance to establish trust in wireless sensor networks, which have constraints on energy and computation. Finally, it provides background on trust, which is the subjective probability that a node will behave dependably. Trust architectures need to be lightweight to account for the constraints of wireless sensor networks.
This document discusses private equity investments in Kenya. It provides background on private equity and discusses trends in various regions. The objectives of the study discussed are to establish the extent of private equity adoption in Kenya, identify common forms of private equity utilized, and determine typical exit strategies. Private equity can involve venture capital, leveraged buyouts, or mezzanine financing. Exits allow recycling of capital into new opportunities. The document provides context on private equity globally and in developing markets like Africa to frame the goals of the study.
This document discusses a study that analyzes the financial health of the Indian logistics industry from 2005-2012 using Altman's Z-score model. The study finds that the average Z-score for selected logistics firms was in the healthy to very healthy range during the study period. The average Z-score increased from 2006 to 2010 when the Indian economy was hit by the global recession, indicating the overall performance of the Indian logistics industry was good. The document reviews previous literature on measuring financial performance and distress using ratios and Z-scores, and outlines the objectives and methodology used in the current study.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Influence of transformational leadership and organization climate to the work satisfaction
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Influence of Transformational Leadership and Organization
Climate to the Work Satisfaction, Organizational Commitment and
Organizational Citizenship Behavior on the Educational Personnel of
Sebelas Maret University, Surakarta
Ngadiman, Anis Eliyana, and Dwi Ratmawati
ngadiman_uns@yahoo.com
Abstract
This study is intended to test and analyze the Influence of transformational leadership and
organizational climate to the work satisfaction, organizational commitment and organizational
citizenship behavior (OCB) on the educational personnel or lecturers of Sebelas Maret University.
There are two variables in this study functioning as free variables, namely transformational
leadership and organizational climate. The work satisfaction and organizational commitment
serve as the intervening variable. The bound variable in this study is OCB influenced by other
variables. Samples in this study consist of 200 lectures of the Sebelas Maret University already
been holding the functional positions as expert assistant (S-2/S-3), associate professor, senior
associate professor, and professor. The samples are taken by using the proportional stratified
random sampling technique. The technique for data collecting applies the questionnaire, while the
data is analyzed by using the SEM technique applying the AMOS 18 program. Outputs of this study
conclude that: 1. Transformational Leadership has significant influence to Work Satisfaction
leading to positive relationship, 2. Transformational Leadership has no significant influence to the
Organizational Commitment, leading to negative relationship, 3. Transformational Leadership has
no significant influence to OCB, leading to positive relationship, 4. Organizational Climate has
significant to the Work Satisfaction, leading to positive relationship, 5. Organizational Climate has
no significant influence to Organizational Commitment, leading to negative relationship, 6.
Organizational Climate has no significant influence to OCB, leading to positive relationship, 7.
Work Satisfaction has significant influence to Organizational Commitment, leading to positive
relationship, 8. Work Satisfaction has significant influence to OCB, leading to positive
relationship, and 9. Organizational Commitment has significant influence to OCB, leading to
positive relationship.
Key-words: Transformational Leadership, Organizational Climate, Organizational
Commitment, Work Satisfaction, and Organizational Citizenship Behavior.
1. Introduction
Sebelas Maret University as one of the big universities in Central Java has a sufficiently
challenging vision, namely “To be the development centre of science, technology and arts,
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superior at the international level under the basis of noble values of the national culture” (Decree
of the University President, Number: 417/J27/HK.PP/ 2006). Meanwhile the direction of
development of Sebelas Maret University is towards “World Class University. In order to come
to lead to such direction, two main problems sufficiently crucial, dilemmatic and contradictory
have already hampered ahead, namely the limited government fund resources and demand to
remain survive and even triggered to carry out acceleration in improving quality of education and
its graduates for the sake of winning the competition at the global level.
As the anticipatory step to encounter such a condition, the Sebelas Maret University has already set
up a strategy capable of combining the needs to remain materializing quality of its education and
the availability of the limited fund resources, namely by means as follows: 1. Directing the
programs of development so that the internal efficiency can be achieved, 2. Determining the
program priority directly capable of increasing the competitiveness of its graduates, 3. Improving
the cooperation program able to support the development, 4. Increasing the community fund
raising program, and 5. Strengthening and confirming the democratization in university
management. Apart from these 5 policies, the Sebelas Maret University also applies the policies
already been lined out by Directorate General of Higher Education, namely Higher Education Long
Term Strategy (HELTS) in which in order to be able to survive in global level, each university shall
prioritize: 1. Improvement of nation competitiveness, 2. The autonomy as largest possible, and 3.
Organizational health.
The steps to implement such policies are taken by placing 3 (three) pillars of educational
development (new paradigm of higher education) as the operational targets, namely: 1. Equally
spreading and enlarging the educational access, 2. Quality improvement, relevance and
competitiveness, and 3. Good governance, accountability, and public image. Various policies
already been lined out by the Sebelas Maret University will not be able to be duly implemented
without the support, role and good cooperation of the whole university stakeholders, in which one
of them is the educational personnel or the lecturers. Therefore, it requires a leadership able to
motivate the growth and development of in-role and extra-role behaviors or frequently called
‘Organizational Citizenship Behavior‘ (OCB) of the educational personnel or the lecturers.
Leadership is the backbone of organization development, because without good leadership, it will
be difficult to achieve the organizational goal or even to adapt to the occurring changes, either
inside or outside the organization. A leader must be capable of making changes at the organization
he leads in order to get a better organizational performance. A leader must be able to create visions,
to develop strategies, and to use his power to influence his subordinates as required by the
organization. Therefore, an organization needs a leader having such characteristics. And one of the
leaders having the said characteristics is the transformational leader.
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The transformational leadership can be defined as a leadership covering the undertakings for
organizational changes. According to Pawar and Eastman (1997), a transformational leader
establishes a dynamic organizational vision frequently required to create innovation. Bass and
Avolio (1994:34) stated that a leader could transform his subordinates in 4 (four) ways, the
so-called “The Four I’s”, namely: Idealized Influence, Inspirational Motivation, Intellectual
Stimulation and Individualized Consideration. In line with the demand for a change in an
organization, the model of transformational leadership focusing on organizational transformation
is believed to play the important role in every organization. The transformational leader can
create vision and environment motivating his subordinates to make achievement exceeding their
expectation. Under such a circumstance, the subordinates feel to have a trust, admiration, loyalty
and respect to their leader, so that they are motivated to do more than what is being expected and
finally they feel satisfied.
Transformational leadership helps build the work groups and integration of individual goal and that
of the groups. Transformational leader has the ability to equalize his future vision with that of his
subordinates, and heighten his subordinates’ needs into a level higher than what they need (Hater
and Bass, 1988). A vision must be transferred by means of persuasion and inspiration, not by using
a decree nor force. Such vision must be strengthened by the decisions and actions of the said
leader. Commitment to such vision is closely related to the trust of the followers to their leader. The
trust does not merely depend on the skill of the leader, but also on consistency of the said leader to
his statements and actions.
Apart from influencing the work satisfaction and organizational commitment, the transformational
leadership can also influence OCB of his subordinates, frequently called ‘extra-role’. Soros and
Buchatsky (1996:31) stated that the transformational leadership was a ‘breakthrough leadership’.
Such behavior is referred to as breaker-through, because this kind of leader has the ability to bring
very big changes to individuals and also to organizations by means of re-mending (re-inventing)
the characteristics of individuals within the organizations or organization improvement, through
the process of innovation establishment, reviewing again the structure, process and the
organizational values in order to be better, more relevant, more interesting and more challenging
for all parties involved, and try to materialize the organizational objectives so far deemed
impossible to be executed. The subordinates who feel satisfied working together with their leader
and have commitment to the organization will have the extra-role behavior.
Organizational commitment is defined as a condition in which an employee takes side to a certain
organization and goals and his wish to defend his membership in such organization (Robbins and
Timothy, 208:101). High organizational commitment is needed very much by an organization. The
committed employees have the behavior supporting the organization, work diligently, rarely
absent from work, prioritizing the organization’s interests rather than their personal ones, and have
ethical behavior (Meyer and Allen, 1991). The organizational commitment will stimulate the
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growth of individual behavior exceeding the formal requirements of the organization, more
cooperative with other members of organization and work groups, more respectful to assist others,
in which all of them are more motivated by the personal wish, not directly related to the reward
system of the organization. Such behavior is frequently referred to as “Organizational Citizenship
Behavior” (Bienstock et al. 2003).
The organizational climate is also called as ‘the organizational atmosphere’ is a set of work
environmental natures able to be measured based on collective perception of the people living and
working in the said environment and shown to influence their motivation and behavior (Timpe,
1999:4). Pleasant work atmosphere enables to be a stimuli for members of organization to work
optimally so that producing the optimal performance. On the contrary, if the work atmosphere is
unpleasant, it will decrease the work spirit, so that it produces less optimal performance.
Each organization is demanded to continuously improve its performance and effectiveness in order
to be able to survive in this era of globalization. One of the important elements considered capable
of improving the performance and effectiveness of organization is the will / drive of employees to
be willing to make extra-role performance, in addition to the in-role one. Commitment of
employees has a positive impact to attitude and behavior of employees to support the achievement
of organizational goals. Commitment is evaluated as an important mediator for strengthening the
work motivation of employees to improve the performance (Davis and Newstrom, 1997). The
important impact of employee’s commitment is the presence of positive behaviors in addition to
the formal tasks of employees; this is the so-called ‘Organizational Citizenship Behavior’ (OCB).
Implementation of the basic policies and strategy in achieving the vision and acceleration in
materializing the world class university have been seriously carried out at the Sebelas Maret
University, and is fully supported by the whole university stakeholders. Although various kinds of
outstanding achievements have been obtained, on the other hand in order to really materialize the
aforesaid vision, many strategic issues at present still become the problems surely requiring serious
attention and handling.
2. Literature Study
2.1 Transformational Leadership
The transformational leadership can be defined as a leadership covering the undertakings for
organizational changes. According to Pawar and Eastman (1997), a transformational leader
establishes a dynamic organizational vision frequently required to create innovation. Bass and
Avolio (1994:34) stated that a leader could transform his subordinates in 4 (four) ways, the
so-called “The Four I’s”, namely: idealized influence, inspirational motivation, intellectual
stimulation, and individualized consideration.
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Transformational leadership helps build the work groups and integration of individual goal and that
of the groups. Transformational leader has the ability to equalize his future vision with that of his
subordinates, and heighten his subordinates’ needs into a level higher than what they need (Hater
and Bass, 1988). A vision must be transferred by means of persuasion and inspiration, not by using
a decree nor force.
2.2 Organizational Climate
The organizational climate is also called as ‘organizational atmosphere’ is a set of work
environmental natures able to be measured based on collective perceptions of the people living
and working in the said environment and shown to influence their motivation and behavior (Timpe,
1999:4). Pleasant work atmosphere enables to be a stimuli for members of organization to work
optimally so that producing the optimal performance. On the contrary, if the work atmosphere is
unpleasant, it will decrease the work spirit, so that it produces less optimal performance.
Davis and Newstrom (1997:25) consider the organizational climate as a personality of an
organization distinguishing it from other organizations leading to the perception of the respective
members in viewing the organization. According to Timpe (1999:6) the organizational climate is
determined based on 6 (six) indicators, namely: responsibility, coordination, work team, respect,
work standard, and clarity of the organization.
2.3 Work Satisfaction
According to Schermerhorn et al (1991:55), “Work satisfaction is the level for individuals feeling
either positively or negatively upon their works. This is an emotional response to the tasks of
persons, such as upon the physic and conditions of their work place”. Whereas according to Davis
and Newstrom (1997:110) “Work Satisfaction becomes a part of life satisfaction. Natural
characteristics of a person’s environment to his work will influence his feeling to be careful,
because a work is an important part of life, therefore work satisfaction influences life satisfaction
of a person in general”.
Fluctuation of work satisfaction depends on the influencing factors. Luthans in Robbins
(2001:181) stated that there were 5 (five) factors influencing the work satisfaction, namely:
mentally challenging work, equitable rewards, supportive working conditions, supportive
colleagues, and personality congruence with the work.
2.4 Organizational Commitment
According to Coetzee (2005:57), the concept of ‘commitment’ constituting the most important
component in the scope of work was introduced by an expert named Selznick in 1957. Selznick in
Coetzee (2005:57) is in the opinion that commitment is raised by the values and it is the task of
leadership to provide and form the said values. Mowday et al. in Meyer and Allen (1997:9)
separates between attitudinal commitment from behavioural commitment, although a reciprocal
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relation is found between both of them. Attitudinal commitment is a binding attitude of an
individual identifying himself with the goal and value of an organization and wishes to remain
being the member to materialize such goals.
John et al (2000) defines the commitment as a close relation attitude between an employee or
individual and the organization materialized in the forms loyalty and the wish to remain staying
due to being involved in organization. Porter et al (1982) defines commitment as : 1. The strong
wish to remain being the member of organization, 2. The drive to make effort in high spirit (hard
work) for the sake of organization, 3. The trust, acceptance to the values and goals of organization.
Allen and Meyer (1990) distinguish three kinds of commitments of employees to the organization,
namely: affective commitment, continuance commitment, and normative commitment.
2.5 Organizational Citizenship Behavior (OCB)
OCB as a behavior free to own, is not stipulated directly or explicitly by a formal reward system but
its existence is able to improve the organizational function. OCB reflects the characteristics of
employees who are cooperative, helpful, attentive, and serious (Organ, 1988:7). OCB is a type of
behavior of members of organization intended to improve the effectiveness of organization,
without ignoring productivity, individual goal of each employee (Castro et al, 2004). Behavior of
employee not formally required by management in evaluating the work of employee, but its
presence is able to increase the organizational function, because it is based more on personal
freedom in expressing the initiative (Bienstock et al, 2003).
Castro et al. (2004) states that separating the organizational citizenship behavior either as
extra-role or in-role behavior of the employee in one work group will make many researchers
undergoing some difficulties in distinguishing whether the employee’s performance is an
organizational citizenship behavior or not. Separation between in-role and extra-role performance
of employee in a work group is frequently unclear. Further, Castro et al. (2004) states it would be
better to understand the organizational citizenship behavior as a global concept, namely a
concept covering the extra-role and in-role actions inside. In this way, the organizational
citizenship behavior constitutes the whole positive and constructive relevant actions of the
employees in a work group. Organ et al. (2006:297) states that there are 7 (seven) types of
extra-role behavior or organizational citizenship behavior, namely: 1. helping behavior, 2.
sportsmanship behavior, 3. Organizational loyalty behavior, 4. organizational compliance
behavior, 5. individual initiative behavior, 6. civic virtue behavior, and 7. self-development
behavior.
Conceptual Framework and Hypothesis
Conceptual framework explains about the influence among variables, namely the exogenous
variable influence to the endogenous variables, either intervening endogen or hanging endogen.
Influences among variables in this study are as follows: 1. Influence of transformational leadership
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to the work satisfaction. 2. Influence of transformational leadership to the organizational
commitment. 3. Influence of transformational leadership to
Drawing-1: CONCEPTUAL FRAMEWORK
Drawing 1: CONCEPTUAL FRAMEWORK
the organizational citizenship behavior. 4. Influence of the organizational climate to the work
satisfaction. 5. Influence of the organizational climate to the organizational commitment. 6.
Influence of the organizational climate to the organizational citizenship behavior. 7. Influence of
work satisfaction to the organizational commitment. 8. Influence of work satisfaction to the
organizational citizenship behavior, and 9. Influence of organizational commitment to the
organizational citizenship behavior.
The conceptual framework also indicates the measuring indicators of each variable. The variable of
transformational leadership is measured by: idealistic influence, inspirational motivation,
intellectual stimulation, and personal consideration. The variable of organizational climate is
measured by: responsibility, coordination, group spirit, reward, work standard, and organization
clarity. The variable of work satisfaction is measured by: mentally challenging work, reasonable
reward, supporting work condition, supporting colleagues, and personality congruence to the work.
The variable of organizational commitment is measured by: affective commitment, and normative
commitment. The variable of organizational citizenship behavior is measured by: helpful behavior,
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tolerance, loyalty, adherence to regulation, individual initiative, seriousness/sincerity and
self-development. Conceptual framework of this research is shown in Drawing 1.
Hypothetical formulation in this study are as follows:
H1 = Transformational leadership significantly influences work satisfaction.
H2 = Transformational leadership significantly influences the organizational commitment.
H3 = Transformational leadership significantly influences the OCB
H4 = Organizational climate significantly influences the work satisfaction.
H5 = Organizational climate significantly influences the organizational commitment.
H6 = Organizational climate significantly influences the organizational citizenship behavior.
H7 = Work satisfaction significantly influences organizational commitment.
H8 = Organizational satisfaction significantly influences the OCB
H9 = Organizational commitment significantly influences the OCB
3. Research Methodology
Respondents in this study are 200 educational personnel of the Sebelas Maret University
consisting 14 Professors, 90 Senior Associate Professors, 68 Associate Professors, and 28 Expert
Assistants (S-2/S-3). The samples are taken by using proportional stratified random sampling
technique. Pursuant to the Conceptual Framework shown in Drawing-1, the variables in this study
are classified into: endogenous and exogenous variables. Endogenous variables are grouped into
intervening endogenous variables and dependent endogenous variables. The exogenous variables
in this study are: Transformational Leadership (X1), and Organizational Climate (X2). The
Intervening Endogenous Variables are: Work Satisfaction (Y1), and Organizational Commitment
(Y2). Whereas the Dependent Endogenous Variable is: Organizational Citizenship Behavior.
Instrument applied to collect the data is questionnaire, containing questions to be answered by the
respondents in conformity with what they undergo and what they feel. The technique of analysis
applied in this study is SEM (Structural Equation Modeling) with the program package of AMOS
(Analysis of Moment Structure) of Version 18, and SPSS (Statistical Program for Social
Sciences) of Version 15.
The validity test applies CFA (Confirmatory Factor Analysis) to be held to the constructs in this
study separately by using the AMOS Version 18 program. Validation in testing the
uni-dimensionality of the said indicators is by using the criteria on the amount of the standardized
loading factor of 0.40. The reliability test applies CFA. The criteria applied to test the reliability is
the internal consistency criteria with the correlative value of > 0.30, so that the Correlation Square
is > 0.09 (frequently rounded to > 0.10) or the Item Determination Index to its constructs is at the
sum of > 10%. The criteria applied for the overall testing is Construct Reliability > 0.70.
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The hypothetical testing is conducted by linear coefficient, namely by using the t-test. The test
result will be significant if the output of calculation is as follows: CR > 1.96 and the value of p <
0.05. On the contrary, the test result is not significant if the calculation result is: CR < 1.96 and
the value of p > 0.05.
4. Outputs and Discussion
Hypothesis 1:
Based on the calculation result using AMOS 18 as shown in Drawing-2, it can be found out that:
“The Transformational Leadership (X1) has significant influence to the Work Satisfaction (Y1)
leading to a positive relationship”. This can be known from the result of hypothetical test indicating
that CR = 3,656 or > 1.96 and value of p = 0.000 or < 0.05. This indicates that transformational
leadership has significant influence to the Work Satisfaction. The linear coefficient of 0.368 has
positive sign, indicating the parallel relationship. It means, the better transformational leadership is
applied, the more increase the work satisfaction is obtained by the educational personnel, and so
is the contrary.
Behavior of Deans in the Sebelas Maret University as the role models are positive, their ability to
motivate and to establish the spirit of team work cooperation, enthusiasm and optimism among
the colleagues, their ability to create the conducive climate for the development of innovation and
creativity, and special attention to the needs of each individual lecturer to make achievement and
career development, produce happiness to the educational personnel or the lecturers, who finally
feel satisfied.
Hyphothesis 2:
From the calculation output using AMOS 18 as indicated in Drawing-2, it is known that: “The
Transformational Leadership (X1) has no significant influence to the Organizational Commitment
(Y2), leading to a negative relationship”. This can be known from result of hypothetical test
indicating that CR = -0.463 or < 1.96 and value of p = 0.643 or > 0.05. This indicates that the
transformational leadership has no significant influence to Organizational Commitment. The
linear coefficient of -0.052 has negative sign, indicating contradictory direction. The
transformational leadership applied by the Deans in the Sebelas Maret University does not show
significant influence to the improvement of organizational commitment of the educational
personnel.
The educational personnel are very proud of becoming a part of the study program/department or the faculty, they
place they are working for. They feel that the academic problems in their institution are also their problems. They feel
they have to be loyal to the study program/department. Therefore, idealization, inspirational motivation and
intellectual stimulation from the Dean deemed too heavy will cause the burden/stress with the impact on the decrease
of organizational commitment, although not too significant.
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Hypothesis 3:
Based on the calculation output using AMOS 18 as shown in Drawing-2, it is known that: “The
Transformational Leadership (X1) has no significant influence to the Organizational Citizenship
Behavior (Y3), leading to a positive relationship”. Result of hypothetical test indicates that CR =
0.183 or < 1.83 and value of p = 0.855 or > 0.05. This indicates that the transformational
leadership has no significant influence to the Organizational Citizenship Behavior. The linear
coefficient of 0.012 has negative sign, indicating the parallel relationship. It means that the better
the transformational leadership is applied, the more improvement in organizational citizenship
behavior shown by the educational personnel, but their improvement is very small (insignificant).
The idealistic influence and inspirational motivation of the Dean are not so much responded by the
educational personnel. This can be explained that in reality there are many policies of the Dean
whose implementation at the study program / department are very much influenced by the
policies of the Director of study program / department, so that the Dean’s policies do not show
their impact. Self-development and individual initiative of the educational personnel are more
influenced by the work satisfaction they are having and their commitment to the institution they are
working for.
Transformasional
Leadership
X1
Organizational
Climate
X2
Work Satisfaction
Y1
Organzational
Climate
Y2
OCB
Y3
H5(TS) -0,053
p = 0,735
H4(S) 0,494
p = 0,000
H1(S) 0,368
p = 0,000
H3(TS) 0,012
p = 0,855
H2(TS) -0,052
p = 0,643
H7(S) 0,865
p = 0,000
H6(TS) 0,157
p = 0,097
H9(S) 0,607
p = 0,000
H8(S) 0,328
p = 0,032
Drawing-2: LINEAR DIAGRAM OF OUTPUTS OF HYPOTHETICAL TESTING
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Remarks:
S = Significant (p < 0,05)
TS = Insignificant
Hypothesis 4:
Based on the calculation output using AMOS 18 as shown in Drawing-2, it is known that: “The
Organizational Climate (X2) has significant influence to the Work Satisfaction (Y1), leading to a
positive relationship”. This can be identified from the result of hypothetical test indicating that CR
= 3.473 or > 1.96 and value of p = 0.000 or < 0.05. This indicates that the Organizational Climate
has significant influence to Work Satisfaction. The linear coefficient of 0.494 has positive sign,
indicating the parallel relationship. It means that the more conducive the organizational climate is
at the study program/department, the more improvement they get in work satisfaction of the
educational personnel. The conducive climate motivates the lecturers or educational personnel to
perform the mentally challenging activities, for the sake of their career development.
Delegation of responsibilities given by the Dean to the lecturers, coordination and integration of
goals and activities, mutual trust among colleagues, clarity in tasks as the educational personnel
and how good to perform it, as well as the clarity in vision and mission of the institution,
establish the pleasant feeling among the educational personnel.
Hypothesis 5:
From the calculation output using AMOS 18 as shown in Drawing-2, it is known that: “The
Organizational Climate (X2) has no significant influence to the Organizational Commitment (Y2),
leading to a negative relationship”. This can be identified from the result of hypothetical test
indicating that CR = -0.338 or < 1.96 and value of p = 0.735 or > 0.05. This indicates
Organizational Climate has no significant influence to the Organizational Commitment. The
linear coefficient of -0.053 has negative sign, indicating the contradictory direction. It means that
the less conducive the organizational climate is at the study program/department, the more focus is
given by the educational personnel to the institution they are working for, so that the organizational
commitment increases, but its increase is very small (insignificant).
The educational personnel are very happy with the institution they are working for now. They are
very proud of being a part of the institution. Solution of academic problems in this institution
becomes their main priority. The educational personnel are very loyal to the institution – the place
they are working for. Therefore, the organizational climate which is getting less conducive at the
study program/department, will make the educational personnel focus themselves more on the
increase of institutional improvement/organizational commitment. On the contrary, more
conducive organizational climate causes a little decrease in organizational commitment, because
the educational personnel get more focus on competence improvement and self-development.
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Hypothesis 6:
Based on the calculation output using AMOS 18 as shown in Drawing-2, it is known that: “The
Organizational Climate (X2) has no significant influence to the Organizational Citizenship
Behavior (Y3), leading to a positive relationship”. This can be identified from the result of
hypothetical test indicating that CR = 1.660 or < 1.96 and value of p = 0.097 or > 0.05. This
indicates that the Organizational Climate has no significant influence to the Organizational
Citizenship Behavior. The linear coefficient of 0.157 has positive sign, indicating the parallel
relationship. It means that the more conducive the organizational climate is at the study
program/department, the more improvement in organizational citizenship behavior is obtained by
educational personnel, but its improvement is very small.
The organizational climate has no significant influence to the organizational citizenship behavior
to the lecturers or educational personnel at the Sebelas Maret University, leading to positive
relationship. The educational personnel have conducted the good/best things for their institution,
the place they are working for. Therefore, the organizational climate does not show any significant
influence to the organizational citizenship behavior of the educational personnel. The
organizational climate has no direct influence to the organizational citizenship behavior through
the work satisfaction.
Hypothesis 7:
Based on the calculation output using AMOS 18 as shown in Drawing-2, it is known that: “The
Work Satisfaction (Y1) has significant influence to the Organizational Commitment (Y2), leading
to a positive relationship”. This can be identified from the result of hypothetical test indicating that
CR = 4.863 or > 1.96 and value of p = 0.000 or < 0.05. This indicates that the Work Satisfaction has
significant influence to the Organizational Commitment. The linear coefficient of 0.865 has
positive sign, indicating the parallel relationship. It means that the higher the Work Satisfaction
they get, the higher organizational commitment is obtained by the educational personnel, and so is
the contrary. The work satisfaction of the lecturers or the educational personnel of the Sebelas
Maret University is able to motivate the increase of commitment to the institution they are working
for.
The pleasant work environment at the faculty and the harmonious social interaction at the study
program/department and at the faculty, the place they are working for establish the pleasant and
comfortable feeling and in the end it gives the impact in the increase of organizational commitment
of the educational personnel. The educational personnel feel proud as being part of the institution
and they feel that the problems encountered by the institution also become their problems, and self
awareness makes them to be loyal.
Hypothesis 8:
Based on the calculation output using AMOS 18 as shown in Drawing-2, it is known that: “The
Work Satisfaction (Y1) has significant influence to the Organizational Citizenship Behavior (Y3),
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leading to positive relationship”. This can be identified from the result of hypothetical test
indicating that CR = 2.147 or > 1.96 and value of p = 0.032 or < 0.05. This indicates that the Work
Satisfaction has significant influence to the Organizational Citizenship Behavior. The linear
coefficient of 0.328 has positive sign, indicating the parallel relationship. It means that the higher
the Work Satisfaction they feel, the higher organizational citizenship behavior of the educational
personnel is, and so is the contrary.
In full awareness and sincerity (without expecting for any reward), the educational personnel are
willing to assist the colleagues undergoing the difficulties in performing their academic tasks.
They consciously try to improve their knowledge and skill as the form of self development, and
having the awareness to participate in various activities of the institution as well as in maintaining
good image and reputation of the institution, consciously obeying all regulations of the institution,
sincerely promoting the institution to the outsiders and protecting the institution from any
external threats; willing to sustain themselves from inconvenient disturbances occurring at the
institution’s environment, and acting as volunteers in making creativity and innovation to improve
performance of the institution they are working for.
Hypothesis 9:
Based on the calculation output using AMOS 18 as shown in Drawing-2, it is known that: “The
Organizational Commitment (Y2) has significant influence to the Organizational Citizenship
Behavior (Y3), leading to a positive relationship”. This can be identified from the result of
hypothetical test indicating that CR = 4.915 or > 1.96 and value of p = 0.000 or < 0.05. This
indicates that the Organizational Commitment has significant influence to the Organizational
Citizenship Behavior. The linear coefficient of 0.607 has positive sign, indicating the parallel
relationship. It means that the higher the Organizational Commitment is of the educational
personnel, the higher organizational citizenship behavior of the educational personnel is, and so is
the contrary.
The organizational commitment of these educational personnel have the impact in their in-role and
extra-role behaviors for the sake of the achievement of vision and mission of this institution. In full
awareness these educational personnel adhere to all regulations applicable at the institution – the
place they are working for, such as: punctuality in lecturing time, examination implementation, and
submitting the scores to the Academic Section, so that the announcement of examination result can
be done punctually. Willingness to look for and to pioneer the cooperation with the outside party,
their involvement in initiation of international journal management, and other activities can
improve the image and reputation of the institution, in which all of them will support the
achievement of the vision of the institution they are working for.
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5. Conclusion
Transformational leadership has significant influence to the work satisfaction of the educational
personnel of the Sebelas Maret University, leading to positive relationship. Transformational
leadership applied by the Deans in Sebelas Maret University is able to motivate the increase of
work satisfaction of the educational personnel they lead. The more aspects available in a job
suitable with the wish of the educational personnel, the higher level of satisfaction they get, so that
able to increase the work satisfaction of the educational personnel.
Transformational leadership has no significant influence to organizational commitment of the
educational personnel of the Sebelas Maret University, leading to negative relationship. The
educational personnel are very proud of being part of the study program/department as well as the
faculty, the place they are working for, they feel that the academic problems in their institution
also become their problems. They feel they have to be loyal to the study program/ department or to
the faculty. Therefore, idealization, inspirational motivation and intellectual stimulation given by
the Dean are felt too heavy and causing the burden/stress with the impact of the decrease in
organizational commitment.
Transformational leadership has no significant influence to organizational citizenship behavior of
the educational personnel of the Sebelas Maret University, leading to positive relationship. The
direct influence of transformational leadership to the organizational citizenship behavior is very
weak. Although very weak, output of this study supports the previous theory and the empirical
study that the transformational leadership influences the organizational citizenship behavior.
Organizational climate has significant influence to the work satisfaction of the educational
personnel of the Sebelas Maret University, leading to positive relationship. The conducive work
atmosphere at the study program/department and also in faculty motivates the establishment of
work satisfaction of the educational personnel. The pleasant and convenient work atmosphere at
the study program/department as well as in faculty becomes motivation of the educational
personnel to work optimally, because they feel satisfied.
Organizational climate has no significant influence to the organizational commitment of the
educational personnel of the Sebelas Maret University, leading to negative relationship.
Organizational commitment of the educational personnel of the Sebelas Maret University is very
high. They are very optimistic upon the conducive atmosphere and performance of the institution
they are working for. More conducive organizational climate provides the opportunity to focus
more on the other priorities useful for self-development, so that the organizational commitment
becomes little bit decreasing, although insignificantly.
Organizational climate has no significant influence to the organizational citizenship behavior of the
educational personnel of the Sebelas Maret University, leading to positive relationship. The direct
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influence of organizational climate to the organizational citizenship behavior is very weak.
Although very weak, output of this study supports the theory that the organizational climate has
positive influence to the organizational citizenship behavior. The finding of this study gives an
important contribution to the scientific development, particularly in the field of organizational
behavior.
Work satisfaction has significant influence to organizational commitment of the educational
personnel of the Sebelas Maret University, leading to positive relationship. The work satisfaction
felt by the educational personnel motivates the increase of their commitment to the study
program/department as well as the faculty, the place they are working for. The more aspects in their
works being in conformity with the wish of the educational personnel, will push the increase of
commitment of the educational personnel to the study program/ department or the faculty.
Work satisfaction has significant influence to organizational citizenship behavior of the
educational personnel of the Sebelas Maret University, leading to positive relationship. The work
satisfaction felt by the educational personnel is able to motivate the increase of the organizational
citizenship behavior to the institution they are working for. The more aspects in their works are in
conformity with the wish of the educational personnel, will push the increase of positive behaviors
for the benefit and progress of the institution they are working for.
Organizational commitment has significant influence to the organizational citizenship behavior of
the educational personnel of the Sebelas Maret University, leading to positive relationship. The
organizational commitment of the educational personnel is able to motivate the increase of the
organizational citizenship behavior at the institution they are working for. The committed
educational personnel have the behaviors supporting their institution, high work ethos, and
prioritizing the interest of the institution rather than their own. The educational personnel having
high organizational commitment are more cooperative with their colleagues and their work group,
more respectful to help others, and all of them are motivated by their own personal drive, without
expecting any rewards from their institution.
Finding of this study indicates that the OCB of the educational personnel can be improved in two
routes having the biggest contribution, namely: (1) The Transformational Leadership – Work
Satisfaction – Organizational Commitment – Organizational Citizenship Behavior. (2) The
Organizational Climate – Work Satisfaction – Organizational Commitment – Organizational
Cirtizenship Behavior. Finding of this study indicates that the work satisfaction constitutes the
important factor in increasing the organizational commitment as well as the organizational
citizenship behavior of the educational personnel.
Based on the conclusion of the output of this study, the conclusion on policies can be set up as
follows: The application of the proper transformational leadership and conducive organizational
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climate are needed very much to push the improvement of work satisfaction, organizational
commitment, and OCB of the educational personnel of the Sebelas Maret University. To gain such
objective, the policies are required by the institutional executives to apply the transformational
leadership dominantly in every leadership carried out at the Sebelas Maret University. The
application of transformational leadership needs to be balanced by the conducive organizational
climate.
Integrally, this study produces a conclusion that the transformational leadership and organizational
climate have significant influence, leading to the positive relationship towards the work
satisfaction. Work satisfaction has significant influence, leading to positive relationship towards
the organizational commitment, and work satisfaction as well as the organizational commitment
have significant influence, leading to positive relationship towards OCB. The leaders should
understand the nature of the influences of the transformational leadership and the organizational
climate as well as the factors determining such relation.
6. Suggestions
The improvement of organizational citizenship behavior of the educational personnel of the
Sebelas Maret University have to be started by establishing the work satisfaction. The work
satisfaction felt by the educational personnel is the important and most influential factor to the
organizational commitment. The increase in organizational commitment of the educational
personnel will improve as well their organizational citizenship behaviors.
Some important things need to be conducted in increasing the work satisfaction of the educational
personnel, among others are as follows: Always try to undertake the justice in spreading the
welfare (earning out of the salaries), promotion of rank/functional position, and being just fair in
treatment. All these things need to be emphasized, because one of the indicators of work
satisfaction is “reasonable reward” which is still felt less optimal at present.
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