This document summarizes a research study that examined the relationships between transformational leadership, transactional leadership, job security, affective commitment, and employee performance. Specifically, it hypothesized that transformational leadership, transactional leadership, and job security influence employee performance through the mediator of affective commitment. The study was conducted with 257 employees at an Indonesian ready-to-drink company experiencing decreased performance. Data analysis found the hypothesized relationships between the variables to be a good fit for the data.
The Effect Of Job Motivation, Compensation, Organizational Culture Towards Jo...inventionjournals
The high absenteeism of employees and the lack of a sense of justice to the provision of compensation to employees is a factor that indicates the cause of the declining motivation to work on employees that can result in the decrease of employee performance, it is necessary to do research on whether the work motivation, compensation and organizational culture has provided job satisfaction as well as increased performance. Our study aims to determine the effect of job motivation, compensation, organizational culture on job satisfaction and employee performance. Our study is conducted to employees who work in the Ministry of Man Power by using surveys. Methods of data analysis in our study using Structural Equation Model (SEM). Research shows that motivation has influence on job satisfaction, compensation has no effect on job satisfaction, organizational culture has no effect on job satisfaction, job motivation does not affect the performance of employees, compensation does not affect the performance of employees, organizational culture has influence on employee performance and job satisfaction has influence on the performance of employees.
The Effect Of Job Motivation, Compensation, Organizational Culture Towards Jo...inventionjournals
The high absenteeism of employees and the lack of a sense of justice to the provision of compensation to employees is a factor that indicates the cause of the declining motivation to work on employees that can result in the decrease of employee performance, it is necessary to do research on whether the work motivation, compensation and organizational culture has provided job satisfaction as well as increased performance. Our study aims to determine the effect of job motivation, compensation, organizational culture on job satisfaction and employee performance. Our study is conducted to employees who work in the Ministry of Man Power by using surveys. Methods of data analysis in our study using Structural Equation Model (SEM). Research shows that motivation has influence on job satisfaction, compensation has no effect on job satisfaction, organizational culture has no effect on job satisfaction, job motivation does not affect the performance of employees, compensation does not affect the performance of employees, organizational culture has influence on employee performance and job satisfaction has influence on the performance of employees.
Induction as a Tool to Gain Employee Commitment with Special Reference to IT ...QUESTJOURNAL
ABSTRACT : Induction or new employee orientation forms the basic foundation upon which further positive employee relationship is built. With the changing demographic and psychographic profile of employees especially in the knowledge industry, obtaining and maintaining employee commitment is an arduous task. This study purports to reiterate the positive effects of induction on employee morale .It also aims to explore and understand the extent of its impact on the three dimensions of commitment-affective ,normative, continuance.
Effective Leadership-Employee Retention-Work Life Balance: A Cyclical ContinuumIOSR Journals
It is an interactive paper which has been made to explain the association between leadership and its impact on employee’s work-life and employee retention. Both the expressions have gained a lot of magnitude in these day’s Organizations. Leadership has been taken up as a foundation in the study as it builds up the essence of our Organizations; Work-life balance has also been addressed as a basic issue for the employees as well the employers. The study undertaken tries to explain in a theoretical and a very interactive way how effective leadership can help balancing the work-life of employees and consecutively leads to help the Organization identify its quality employees and tap their efficiencies for a long-term through employee retention
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
EMPLOYEE LOYALTY AND ORGANIZATION’S ROLE: A CASE STUDY BASED ON EXPORT ORIENT...ECTIJ
The employee loyalty causes for the productivity of a company, minimize employee turnover, improves the corporation’s image, reduce the cost of new recruitments and less absenteeism. The objectives of this study
were to identify the relationship between the employee loyalty with financial and non-financial benefits, empowerment, organization’s commitment on employee and managers’ attitudes and its influence that make on the employee loyalty. According to the results of ordinal logistic regression model, even though the variables are positively engage with the employee loyalty the organization’s commitment on employee (0.721) and managers’ attitudes (0.883) are significantly engaged rather than financial and non-financial benefits (0.221) and empowerment (0.462). The Cronbach’s alpha coefficient is 0.87. A progress in the attachment of the employee union and high labour turnover identified as challenges. Hence the anagement
should introduce the proper evaluation methods and treat the employees based on the results of employees’ attitude surveys as recommendations.
EMPLOYEE LOYALTY AND ORGANIZATION’S ROLE: A CASE STUDY BASED ON EXPORT ORIENT...ectijjournal
The employee loyalty causes for the productivity of a company, minimize employee turnover, improves the corporation’s image, reduce the cost of new recruitments and less absenteeism. The objectives of this study were to identify the relationship between the employee loyalty with financial and non-financial benefits, empowerment, organization’s commitment on employee and managers’ attitudes and its influence that make on the employee loyalty. According to the results of ordinal logistic regression model, even though the variables are positively engage with the employee loyalty the organization’s commitment on employee (0.721) and managers’ attitudes (0.883) are significantly engaged rather than financial and non-financial benefits (0.221) and empowerment (0.462). The Cronbach’s alpha coefficient is 0.87. A progress in the attachment of the employee union and high labour turnover identified as challenges. Hence the management should introduce the proper evaluation methods and treat the employees based on the results of employees’ attitude surveys as recommendations.
Effects of Employee Commitment on Academic Performance of Secondary Schools i...paperpublications3
Abstract: Employee commitment always plays a very key role in improving the academic performance. Distinguished performing companies perceive that employee commitment is a premier contributing factor toward maintaining continual success and composing value. A committed employee is participative and energized about their work and performs in an aspect that will progress the organization’s interest. The purpose of this study was to determine the effects of employee commitment on academic performance of secondary schools in Elgeyo- Marakwet County. The objectives of the study were: to determine the effect of emotional commitment of the headteacher on school’s academic performance, to establish the effect of normative commitment of the headteacher on school’s academic performance, to examine the effect of continual commitment of the headteacher on school’s academic performance. The study adopted a census case design that entailed having all the headteachers of all the secondary schools in Elgeyo-Marakwet County as the respondents. The three constructs of employee commitment i.e. the normative, emotional and continuous commitment were treated as the independent variable while academic performance was the dependent variable. Data was analyzed using SPSS and both descriptive and inferential statistics was used. Regression was used to construct models that were used to determine the nature of the relationships between the variables of interest. All the hypothesized relationships developed were found to be statistically significant at level p < 0.05 i.e. emotional commitment (r = 0.401, p < 0.000), continual commitment (r = 0.410, p < 0.000), normative commitment (r = 0.273, p < 0.000) were correlated to academic performance significantly and positively. all the organizational commitment constructs of emotional commitment, continual commitment, and normative commitment have significant positive relationship with academic performance (emotional commitment: β=.258, p-value= 0.000; continual commitment: β= .137, p-value= 0.020; normative commitment: β= .056, p-value= 0.044). The results of this study will form the framework for policy making on the issue of organizational commitment and academic performance.
Induction as a Tool to Gain Employee Commitment with Special Reference to IT ...QUESTJOURNAL
ABSTRACT : Induction or new employee orientation forms the basic foundation upon which further positive employee relationship is built. With the changing demographic and psychographic profile of employees especially in the knowledge industry, obtaining and maintaining employee commitment is an arduous task. This study purports to reiterate the positive effects of induction on employee morale .It also aims to explore and understand the extent of its impact on the three dimensions of commitment-affective ,normative, continuance.
Effective Leadership-Employee Retention-Work Life Balance: A Cyclical ContinuumIOSR Journals
It is an interactive paper which has been made to explain the association between leadership and its impact on employee’s work-life and employee retention. Both the expressions have gained a lot of magnitude in these day’s Organizations. Leadership has been taken up as a foundation in the study as it builds up the essence of our Organizations; Work-life balance has also been addressed as a basic issue for the employees as well the employers. The study undertaken tries to explain in a theoretical and a very interactive way how effective leadership can help balancing the work-life of employees and consecutively leads to help the Organization identify its quality employees and tap their efficiencies for a long-term through employee retention
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
EMPLOYEE LOYALTY AND ORGANIZATION’S ROLE: A CASE STUDY BASED ON EXPORT ORIENT...ECTIJ
The employee loyalty causes for the productivity of a company, minimize employee turnover, improves the corporation’s image, reduce the cost of new recruitments and less absenteeism. The objectives of this study
were to identify the relationship between the employee loyalty with financial and non-financial benefits, empowerment, organization’s commitment on employee and managers’ attitudes and its influence that make on the employee loyalty. According to the results of ordinal logistic regression model, even though the variables are positively engage with the employee loyalty the organization’s commitment on employee (0.721) and managers’ attitudes (0.883) are significantly engaged rather than financial and non-financial benefits (0.221) and empowerment (0.462). The Cronbach’s alpha coefficient is 0.87. A progress in the attachment of the employee union and high labour turnover identified as challenges. Hence the anagement
should introduce the proper evaluation methods and treat the employees based on the results of employees’ attitude surveys as recommendations.
EMPLOYEE LOYALTY AND ORGANIZATION’S ROLE: A CASE STUDY BASED ON EXPORT ORIENT...ectijjournal
The employee loyalty causes for the productivity of a company, minimize employee turnover, improves the corporation’s image, reduce the cost of new recruitments and less absenteeism. The objectives of this study were to identify the relationship between the employee loyalty with financial and non-financial benefits, empowerment, organization’s commitment on employee and managers’ attitudes and its influence that make on the employee loyalty. According to the results of ordinal logistic regression model, even though the variables are positively engage with the employee loyalty the organization’s commitment on employee (0.721) and managers’ attitudes (0.883) are significantly engaged rather than financial and non-financial benefits (0.221) and empowerment (0.462). The Cronbach’s alpha coefficient is 0.87. A progress in the attachment of the employee union and high labour turnover identified as challenges. Hence the management should introduce the proper evaluation methods and treat the employees based on the results of employees’ attitude surveys as recommendations.
Effects of Employee Commitment on Academic Performance of Secondary Schools i...paperpublications3
Abstract: Employee commitment always plays a very key role in improving the academic performance. Distinguished performing companies perceive that employee commitment is a premier contributing factor toward maintaining continual success and composing value. A committed employee is participative and energized about their work and performs in an aspect that will progress the organization’s interest. The purpose of this study was to determine the effects of employee commitment on academic performance of secondary schools in Elgeyo- Marakwet County. The objectives of the study were: to determine the effect of emotional commitment of the headteacher on school’s academic performance, to establish the effect of normative commitment of the headteacher on school’s academic performance, to examine the effect of continual commitment of the headteacher on school’s academic performance. The study adopted a census case design that entailed having all the headteachers of all the secondary schools in Elgeyo-Marakwet County as the respondents. The three constructs of employee commitment i.e. the normative, emotional and continuous commitment were treated as the independent variable while academic performance was the dependent variable. Data was analyzed using SPSS and both descriptive and inferential statistics was used. Regression was used to construct models that were used to determine the nature of the relationships between the variables of interest. All the hypothesized relationships developed were found to be statistically significant at level p < 0.05 i.e. emotional commitment (r = 0.401, p < 0.000), continual commitment (r = 0.410, p < 0.000), normative commitment (r = 0.273, p < 0.000) were correlated to academic performance significantly and positively. all the organizational commitment constructs of emotional commitment, continual commitment, and normative commitment have significant positive relationship with academic performance (emotional commitment: β=.258, p-value= 0.000; continual commitment: β= .137, p-value= 0.020; normative commitment: β= .056, p-value= 0.044). The results of this study will form the framework for policy making on the issue of organizational commitment and academic performance.
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
Employee Retention - Prespective of Employeesdeshwal852
Employee retention is a process in which the employees are encouraged to remain with the organization for life time or maximum period of time. It is a strategic tool for the success of the firm. Employee retention is a technique adopted by businesses to maintain an effective workforce and at the same time meet operational requirements. Employees are the greatest asset for an organization. Therefore, every
organization must treat their employees as ends and not means to ends because they add value to the organization. The objective of the study was to measure the perception of employees for employee retention. For this purpose the investigator selected 70 employees working in government and private sector from Delhi region. Employee retention scale given by Walker (2001) was used. The collected data
were processed by applying‘t’ test. The result of the study reveals that there was no significant difference among male and female employees for employee retention also there was no significant difference between the perception of government and private sector employees.
HEALTH CARE PROFESSIONAL PERCEPTION TOWARDS ENGAGEMENT FACTORS WITH REFERENCE...indexPub
This study aimed to investigate the health care professional perception towards their job engagement with special reference to multispecialty hospital in Chennai. Job engagement factors such as meaningful work, intrinsic rewards, extrinsic rewards, and self-efficacy, departmental support, supervisor support, co-worker support, job autonomy and job security are considered for this study.
This study aims to test the effect of employee engagement and organization trust on organization citizenship behaviour and its impact on organization Effectiveness. The object of this research is the government organization of Pidie Jaya with Echelon IV Officers as a respondent. The number of sample is determined by using proportional sampling technique and Slovin equation, and it provides 171 respondents. Data is analyzed using the path analysis with the SPSS program assistance. The findings describes that employee engagement, organization trust, organization citizenship behaviour and organization Effectiveness have been going well. For the verification test of direct effect provides: employee engagement effects organization citizenship behaviour; organization trust effects organization citizenship behaviour significantly; employee engagement effects organization Effectiveness significantly; organization trust effects organization effectiveness significantly, and; organization citizenship behaviour effects organization Effectiveness significantly. These all findings prove that the previous theories are still applicable, and these also apply in Government organization of Pidie Jaya District. The originality of this research is in its novelty in term of the object, time, and statistic approach. This result contributes to academic and research area in order to develop the next model and method. For the practical, this has verified that the variables in this research need more attention from the managers especially in organization related.
A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANISATIONAL COMMITMENT AND ITS IMPA...IAEME Publication
The organizations in both public and private sectors have been putting their efforts toward creating performance culture, which is characterized by a search for strategies to improve the contribution of both individuals and organizations to enhance the performance. The Organizational Commitment is found to be one of the factors associated with enhancing Job Performance. Higher affective Commitment towards an organisation is considered an important determinant of dedication and loyalty. Affectively committed employees considered to be having a sense of belonging and identification exhibit their increased involvement in organisation’s activities and their desire to perform well in the organisation. The perception that organisation values their wellbeing evidently led employees’ to identify the organization’s wellbeing with their own. This study portrait the behavioral aspects of the employees of the firm, exhibiting their commitment to the organization.
“Identifying Key Engagement Drivers and level of Employee Engagement at Techn...IOSR Journals
An employee is said to be engaged when that employee uses discretionary effort. This means the employee works that extra mile without being asked. The engaged employee leads to better customer service, which leads to better customer satisfaction, which leads to increase in Revenue. This shows that to win the customer, we need to win the employee first. The key challenge lies in linking employee morale and bottom line, which means organizations not only have to retain employees but also engage them.
The study attempts to identify the Engagement drivers in a Technology Outsourcing firm at Hyderabad. The objective of the research is to identify key factors that contribute to Employee Engagement and analyze the level of Employee Engagement.
The Secondary Research was carried out by studying several research papers. A Questionnaire was designed with 25 Questions based on a revised model. A pilot study was conducted and findings were analyzed. The trends of the responses have been plotted and five factors that contribute to employee engagement have been derived. The categories of disagreement among the employees have been noted and recommendations have been made.
Running head EMPLOYEE INVOLVEMENT IN AN ORGANIZATION1EMPLOYEE .docxsusanschei
Running head: EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 1
EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 8
Employee Involvement Within an Organization
Millicent Prescott
Mulugeta Dessie
Strayer University
Leadership and Organizational
February 8, 2017
Outline
Thesis: Every organization aims at creating a progressive work environment based on trust, collaboration, teamwork, creative problem solving, and outstanding customer service. To achieve this, there is need for the leadership faculty to invest and understand the organization’s most valuable asset, the employees. Quality within an organization starts with an empowered and involved workforce.
I. Introduction
A. Employee involvement reflects the direct participation of employees in a bid to fulfill both the mission and objectives of the organization, and also help in decision-making and problem-solving processes.
II. Discussion
A. Drivers of employee involvement
i. Empowering employees, aligning employee efforts with organizational strategies, Supporting and recognizing employees, helping employees in their growth and development, Promoting collaboration and teamwork within the employees.
B. Relationship between employee involvement and organizational performance
i. There exists a positive relationship between involvement and organizational performance.
ii. Employee involvement ensures profitability, productivity, consumer safety and loyalty, and employee retention.
C. Employee involvement strategies
i. Employee involvement starts from the management level.
ii. The strategies may include enhance communication in the workplace, providing with advancement and development opportunities, providing the employees with adequate training and whatever they need to accomplish their tasks, motivating them through incentives and establishing a solid feedback system.
III. Conclusion
Active participation works to the benefit of both the employees and the entire organization. Employee involvement provides with a myriad of positive outcomes to the organization and for employees. To that end, organizations should ensure their employees always participate in decision-making processes, have adequate training, and ensure the presence of incentives in order to ensure employee participation.
Main Paper
Introduction
In the history of businesses and organizations, contemporary managers have agreed that of all times, this century demands more productivity and enhanced efficiency (Markos et al. 2010). It clear that every business is aiming at improving its performance, though managers are constantly dealing with numerous challenges just to keep their businesses ahead of competition. The need to improve productivity within organizations has prompted to these managers employing management tools, as suggested by scholars and researchers. Some of these tools include the Total Quality Management tool and the Process Re-Engineering tool (Markos et al. 2010). These tools, primarily focusing on process and operatio ...
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
Human Resource Practices and their Impact on Employee Commitment in the Catho...ijtsrd
This paper examines the impact of Human Resource Practices on Employee Commitment among teachers of the Catholic Education agency in the Diocese of Buea. Among the human resource practices considered were compensation, recognition, training, and working conditions. With a total of 1000 employees, 278 employees participated in the research. Questionnaires were used to collect the data based on convenience sampling. A survey research design was utilized in the research. The findings revealed that there was a positive relationship between the aforementioned practices and employee commitment. Conclusions, recommendations and indications for future research are discussed in the paper. Kengnjoh Michael Mbuwir "Human Resource Practices and their Impact on Employee Commitment in the Catholic Education Agency, Diocese of Buea, SWR Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57515.pdf Paper URL: https://www.ijtsrd.com.com/humanities-and-the-arts/education/57515/human-resource-practices-and-their-impact-on-employee-commitment-in-the-catholic-education-agency-diocese-of-buea-swr-cameroon/kengnjoh-michael-mbuwir
Similar to relationship between transactional and transformational leadership, job security and performance on mediator affective commitment (20)
Konteks global dan budaya chapter 2.pptxPanca Titis
Memahami peran budaya dalam kepemimpinan
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Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
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2. Arbiansyah, T. P. T.; Guritna, E. T.; Yulisa
RELATIONSHIP BETWEEN TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP,
JOB SECURITY AND PERFORMANCE ON MEDIATOR AFFECTIVE COMMITMENT
European Journal of Human Resource Management Studies - Volume 4 │ Issue 3 │ 2020 106
1. Introduction
Market place in public, ready to drinks in Indonesia is still dominated by PT. XYZ as a
market leader; PT. XYZ creates a wide range of other products to keep its market share
dominant respecting the competitors. Because that, a few years later many competitors
began to product ready to drink products, so the organizational performance decreased.
Based on a consultant survey A. T. Kearney (2015), in the last five years, the market share
of ready to drink decreased with 20%.
Ulrich (2002) affirmed that business developments require new markets, products,
competencies, and the latest way to think about business and management in the field of
human resources is taking an important role. Stone (2005) reveals the importance of
knowledge between the workers, because the company's main wealth is employees. With
competent workers an organization is expected to win a competition in the marketplace.
The measure of achievement can be evaluated by employee performance
assessment, Robbins and Judge (2009), by the use of criteria evaluating employee
performance measured by employee achievement. Employee valuation criteria are the
result of employee work, behavior, and attitudes. According to the performance
assessment relationship according to Allen & Meyer (1993) reflected in affective
commitment, it is a psychological condition that employees of organization impact
employee decisions remain organized or leave an organization. Affective commitment
measure of strength employee identification with organizational objectives and values
involved. Performance is the strength and ability of employees to perform tasks
(Wirawan, 2006).
According to Ostoff (1992), commitment and performance employees are
influenced by style and attitude leadership. High and low commitment with performance
depend well not style and attitude of superiors. Its strong leadership influence was also
conveyed Su'ud (2002), stating that the leader is obliged to pay attention in building,
mobilizing, directing all potential employees so that the target company can be achieved
well. Effective leaders must have a transformational and transactional leadership role
doing coaching with employees in order to be able to bind employees' commitments, the
organization so that they can ultimately improve performance (Yukl, 2008). The style of
leadership in carrying out a task will be the psychological effect of safe work.
Burchell (1999) and Pardiansyah (1999) declared that employees' commitment is
an influencing safety factor of work. Safety in working is identified as a comfortable
working atmosphere, supportive work environment, certainty of sustainability of work
of human resources in an organization.
Employees will effectively work better if the work environment is comfortable and
safe for them to work. Therefore, the organization must be able to create a working
atmosphere that enables and increase employee commitment.
Hay (2014) stated that the level of job satisfaction has an impact on work
commitment. Findings of Hay’s survey identified the main factors as salary, burden
responsibility, leader openness. This is also an image of low employee performance, an
3. Arbiansyah, T. P. T.; Guritna, E. T.; Yulisa
RELATIONSHIP BETWEEN TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP,
JOB SECURITY AND PERFORMANCE ON MEDIATOR AFFECTIVE COMMITMENT
European Journal of Human Resource Management Studies - Volume 4 │ Issue 3 │ 2020 107
average of more than 55% of employee performance is value of < 80, value targeted at
each employee to achieve performance standards is 80. The number is an indication of
need for breakthrough steps to make necessary improvements.
Sulistiyani (2003) expressed that performance is a record of
contributions/outcomes generated by employees over a period of time. Rivai (2004) stated
that performance is a real behavior that is shown as employee work achievement
according to its role in the organization. Thus, it can be concluded that performance is a
result of the work achieved by the employee.
2. Theoretical Framework
2.1 Employee Performance
Gomes (2003:142) affirms that there are eight aspects which are used to assess employee
performance: work quantity, knowledge, creativity, cooperation, dependence, initiative,
quality personnel.
Sastrohadiwiryo (2001) indicate the aspects of employee performance: affective
commitment defined as emotional attachment, determination and ability to obey,
implement, and practice something that is adhered to with awareness and responsibility
of the determination and ability must be evidenced by the attitude and behavior of
employees in carrying out duties and work. The next aspect is job achievement,
responsibility, which means the ability to complete tasks and work following
commitment and willingness to take a risk. Next is the aspect of obedience, honesty,
teamwork, initiative, and leadership.
The aspects used in this theory are consistent with the ones expressed by Robbins
(2006): quality of work, competence, leadership, and creativity in completing work.
2.2. Factors Affecting Employee Performance
According to Stern (Mangkunegara, 2005) factors that determine employee performance
are: individual factors and environmental factors of the organization. Hasibuan (2003:56)
states that factors that play a role in achieving employee performance i.e.: quantity,
quality, discipline, and affective commitment. Meyer (1993) emphasizes that
performance is also influenced by elements of commitment.
Employees who are committed will work with dedication, which makes
employees have a desire to provide more energy and responsibility to support the
welfare and success of an organization in which work. Three forms of commitment i.e.
affective commitment, normative commitment, sustainable commitment. The critical
commitment is highly influential in employee's performance, as it relates to the emotional
side and individual identification of its organization, which will affect its involvement in
an organization.
Employees with high affective commitment always the employees to show good
performance, because they still want to join as a member of the organization (Meyer,
1994).
The Major hypothesis of the study was:
4. Arbiansyah, T. P. T.; Guritna, E. T.; Yulisa
RELATIONSHIP BETWEEN TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP,
JOB SECURITY AND PERFORMANCE ON MEDIATOR AFFECTIVE COMMITMENT
European Journal of Human Resource Management Studies - Volume 4 │ Issue 3 │ 2020 108
H1: To prove the influence of transformational leadership, transactional
leadership, and job security on performance through affective commitments.
2.3. Affective Commitment
Meyer & Smith (1993) affirms that affective commitment is one of commitments; affective
commitment is an emotional bond inherent to the employee to identify and engage with
the organization. Kartika (2011) states that this affective commitment is formed as a result
of organizations intention to make employees have strong confidence to follow all
organizational values, and strive to realize organizational objectives as the priority and
employees will also retain their membership.
Hartman (2000) and Mueller et al. (1997) emphasize that an affective commitment
is a feeling of owning and being part of an organization. For Robbins (2009) and
Greenberg & Baron (2003) affective commitments cause employees to survive on one job
because they want it, affective commitment is said to be the power of employees to keep
working within an organization because they approve and desire to do that work. The
affective commitment is the psychological attachment of employees to the organization,
so employees persist in the organization.
Meyer, Allen & Smith (1993) enumerates the aspects of affective commitment: the
pride of working in an organization, desire to keep working in the company, to be
emotionally involved in the organization. Nyhan (1999) explains that aspect affective
commitment are ties between employees and the organization, i.e.: trust and feel,
willingness, and sincerity to work, and desire to become a member of the organization.
2.4. Determinant Factors of Affective Commitment
The affective commitment of employees does not just happen but through a fairly long
and gradual process. Commitments to organizations are also determined by many
factors. Milner (2008) indicates the employee’s personal factors, job characteristic factors,
and organizational structural factors, experience factors, and working period. Employees
who are just a few years working and employees who have decades of work in the
organization certainly have different levels of commitment.
Stum (2008) shows the factors that influence affective commitment: a culture of
openness, job satisfaction, personal opportunities to develop, the direction of an
organization, and award of work to suit the needs.
Young et al. (2008) declares that factors that positively affect commitment are:
satisfaction on promotion, characteristics of work, communication, satisfaction
transformational and transactional leadership, extrinsic and intrinsic exchanges, intrinsic
and extrinsic rewards.
Amstrong (1991) indicates as factors of affective commitment: job security,
organizational leadership (quality of transactional and transformational leadership),
organizational culture, especially the presence of culture involving employees in decision
making positively can encourage and create a sense of owning an employee towards the
organization so that employees feel that they are accepted into an important part or key
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of organization. In writing these factors influence affective commitment to improving
employee performance is transformational and transactional leadership and job security.
A minor hypothesis in the study was:
H2: To prove the influence of commitment effective with performance.
2.7. Transformational Leadership
Transformational leadership consists of two words namely leadership and transformational.
Leadership is an act in which individuals are designed to coordinate and give
direction to an individual or group belonging to a particular container to achieve a
predetermined goal (Sudarwan, 2003).
The transformational term is the stem of the word to transform, which
means transforming something into another different form, example: converting potential
energy into actual energies or achieving motif becomes a real accomplishment. Managers
can be called to apply rules of transformational leadership, if able to change the resources
of either human, instrument, or situation to achieve the objectives of learner organization
(Senge, 2003).
Transformational leadership is the ability of leaders to work with and or through
other individuals to optimally transform an organization's resources to achieve a
meaningful goal under target achievement set Sudarwan (2003). Bass (1992)
“Transformational leaders transform the personal values of followers to support the vision and
goals of the organization by fostering an environment where relationships can be formed and by
establishing a climate of trust in which visions can be shared”. Bass (1992) defines
transformational leadership as following: “leadership and performance beyond expectations”.
Transformational leadership is a leading force that seeks to transform the value of leaders
in order to be accepted by its subordinates, thereby supporting the achievement of vision
and organizational objectives.
2.8. Aspects Related to Transformational Leadership
Yukl (2007) affirmed that transformational leadership aspects are: charisma (the ability
to give sensible vision and mission, inflict pride, lead respect, and trust)inspiration(being
able to communicate high expectations, using symbols to focus efforts, expressing
important goals simply) intellectual stimulation (ability to develop employees'
competence) and individualized consideration (the ability to give personal attention,
conduct training and consultation to subordinates individual).
Burns (2006) states that aspects of transformational leadership are: visionary
ability, communication skills, inspirational abilities. Based on experts' opinion, the
transformational leadership aspect of this writing is consistent with the ones expressed
by Yukl (2007): attribute charisma, inspiration motivation, intellectual stimulation,
individual consideration, idealized influence. A minor hypothesis in the study was:
H3: To prove the influence of transformational leadership with performance.
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2.9. Transactional Leadership
The transactional leadership was first mentioned by Downtown (1973)in order to
distinguish revolutionary leaders, reform leaders, and ordinary leaders. Concepts began
to get noticed when Buns (1973) published his work 'Leadership' in politics. Bass (1985)
defines traditional leadership of approaching employees by changing "something" with a
particular job or for votes given in a campaign. Metcalfe (2000) shows that transactional
leader has the information required and desired to be subordinate and must provide
constructive feedback to retain subordinates to the assignment. In transactional
relationships, leaders promise and reward their well-performing subordinates, and act
on and discipline poorly performing subordinates.
Yukl (2007) affirms that transactional leadership is leadership in which the leader
determines what the employee must do to achieve organizational goals and help
employees gain trust in work. Transactional leadership is the perception of an employee
about where a leader gives guidance on what to do to achieve a predetermined outcome,
ability to notify reward that will be received if work goal is reached, and monitors the
execution of a task in order not to have an error.
Transactional leadership is the perception of an employee with a leader giving
guidance on what to do to achieve a predetermined outcome, ability to notify reward that
will be received if work goal is reached, and monitors implementation of task so that no
error occurs.
Covey (1997) indicates the transactional leadership aspects: 1) focus on the
outcome, leader supports structures and systems that reinforce the outcome of a job, by
maximizing efficiency and guaranteeing short-term gains. 2) the ability centered on the
incident, a leader can rely on human relationships to get the job done and to make a
living. In other words, the leader follows and meets the expectation of appropriate
rewards for its employees on every effort and hard work.
Bass (1985) aspects of transactional leadership: 1) contingent reward: awarding a
promised award for good performance, in which case the leader is expected to have
performance achievement award mechanisms, 2) active management by exception: the
ability to view and search for deviations from rules or standards, take corrective action
or correction, 3) passive management by exception: the ability to intervene when a
standard is not reached, 4) laissez-faire: gives full freedom to subordinate, and
subordinate will be responsible for any consequences. A minor hypothesis in the study
was:
H4: To prove the influence of transactional leadership with performance.
2.9 Job Security
Anoraga (2001) defines job security as a safe feeling that employees feel in doing their
job. The sense of safety in question is a sense of safety to not be fired, a sense of security
from environmental disorders. When individuals perceive that they are safe, not
disturbed by their surrounding environment, the employee's commitment increases.
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Maslow's (1970) shows that necessary physical needs will emerge a new need that
can be categorized to need for safety, guarantee, work achievement/promotion, and fair
compensation. Kroemer & Grandjean's (2003) declares that job security is the intensity of
job continuation or otherwise unemployment threat. Probst (2003) states that job security
is the perception of stability and sustainability of the job. The perception of job security
can be influenced by sustainability and continuity of work and stability of content or
work. Work must be assured of sustainability or its agility, work is considered safe if
content or scope of work is also stable.
Job security is the perception of employees on continuity of work and stability of
work content owned by current and future employees.
2.10 Aspects Related to Job Security
Kurniasari (2004) enumerates the aspects related with job security: job security, employer
security, and employment security. Porbst (2002) considers the following job security
aspects: work continuity, and stability of content or job. Oldham et al. (1986) defines the
job security as a level of individual confidence in the continuity of work and individual
level of confidence in organization to provide a position in an organization.
3. Method
3.1 Participants
Data was collected from a primary survey with 257 participants and it was focused on
managerial problems from sales.
3.2 Procedure
Data retrieval was done by giving questionnaires to respondents; the data was processed
and analyzed by using SEM analysis.
3.3 Technical analysis
The data analysis technique is structural equation modeling (SEM). SEM projection
suitability of research model with actual condition in PT. XYZ evidence by standard value
Goodness of Fit index (GFI), result from transactional leadership, transformational
leadership, and job security with performance on mediator commitment affective.
4. Analysis and Research Data
4.1 Validity and Reliability Test
The instruments used in this study were 57 indicators, results obtained from reliability
analysis were that all research instruments used were reliable with a significant value
above 0.7 Cronbach alpha if items were deleted. All items were also declared valid
because all the results of the t count of the research items were greater than the t table
value on the required degree of N-2= 55, value 0.269.
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4.2 Test 2nd
order Confirmatory Factor Analysis
This test aims to see how well the indicators can be used as an instrument for measuring
latent variables. Data processing was carried out using the LISREL program. The results
obtained from the confirmatory factor analysis test recommend that the model be
modified to obtain the most suitable results with the empirical data. According to
Jöreskog and Sörbom (1996), if the initial model does not match existing empirical data,
then the model is modified and tested again with the same data. Respecification of the
model can be done based on a one-step or two-step approach, in some cases, it can also
be a trimming model (Hair et.al., 1998). To obtain an acceptable CFA model, first thing
that is done with the trimming model, is a model that is used to improve a path analysis
structure model by removing from exogenous variables or factors whose path coefficients
are not significant (Ridwan & Kuncoro, 2008). Where the observed variables or indicators
that have a standardized loading factor are not significant (t-value <1.96) and which are
significant, but the standardized loading factor value <0.70 or <0.50 is omitted from the
model (Wijanto, 2008).
4.3 Data analysis
4.3.1 Affective Commitment
After analyzing the model, the results of the confirmatory analysis test are obtained as
shown in the following figure.
Figure 1: CFA Aspects Affective Commitment
Table 1: Loading Factor Affective Commitment
Λ λ² e (1-λ²) CR VE
0,24 0,0576 0,9424
0,739466 0,39506
0,41 0,1681 0,8319
0,74 0,5476 0,4524
0,86 0,7396 0,2604
0,68 0,4624 0,5376
From the test results above, it can be seen that almost all of the loading factor values are
above 0.5 except for AI & AP with loading factors below 0.5, even though these values
are still significant as a fairly good measuring tool. This shows that all measuring
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instruments have a good loading factor. While the results of Construct Reliability (CR)
were 0.74 and the Varian Extracted (VE) was 0.40. The Construct Reliability obtained is
classified as good, which is above 0.7. Furthermore, the Extracted Variant obtained was
significantly above the value of 0.2. Meanwhile, based on the goodness of fit, the
following results the fit index RMSEA = 0.082, GFI = 0.95, CFI = 0.99, NFI = 0.98, and NNFI
= 0.98, it can be concluded that the model, in this case, the measurement model fits the
data.
3.3.2 Transformational Leadership
After analyzing the model, the results of the confirmatory analysis test are obtained as
shown in the following figure.
Picture 2: CFA Aspects Transformational Leadership
Table 2: Loading Factor Transformational Leadership
λ λ² e (1-λ²) CR VE
0,69 0,4761 0,5239
0,919653 0,560322
0,75 0,5625 0,4375
0,76 0,5776 0,4224
0,79 0,6241 0,3759
0,77 0,5929 0,4071
0,69 0,4761 0,5239
0,78 0,6084 0,3916
0,74 0,5476 0,4524
0,76 0,5776 0,4224
From the test results above, it can be seen that the loading factor values are all above 0.5.
This shows that all measuring instruments have a good loading factor. While the results
of Contruct Reliability (CR) were 0.91 and the Varian Extracted (VE) was 0.56. The
Contruct Reliability obtained is classified as good, which is above 0.7. While the Extracted
Variant obtained was significantly above the value of 0.5. Meanwhile, based on the
goodness of fit, it is known that the results of RMSEA = 0.070, GFI = 0.95, CFI = 0.99, NFI
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= 0.98, and NNFI = 0.98, it can be concluded that the model, in this case the measurement
model fits the data.
4.3.3 Transactional Leadership
After analyzing the model, the results of the confirmatory analysis test are obtained as
shown in the following figure.
Picture 3: CFA Aspect Transactional Leadership
Table 3: Loading Factor Transactional Leadership
Λ λ² e (1-λ²) CR VE
0,69 0,4761 0,5239
0,854767 0,498083
0,83 0,6889 0,3111
0,77 0,5929 0,4071
0,67 0,4489 0,5511
0,61 0,3721 0,6279
0,64 0,4096 0,5904
From the test results above, it can be seen that the loading factor values are all
above 0.5. This shows that all measuring instruments have a good loading factor. While
the results of Construct Reliability (CR) were 0.85 and the Varian Extracted (VE) was 0.5.
The Construct Reliability obtained is classified as good, which is above 0.7. While the
Extracted Variant obtained was significantly above the value of 0.4. Meanwhile, based on
the goodness of fit, it is known that the good results are RMSEA = 0.060, GFI = 0.98, CFI
= 0.99, NFI = 0.98, and NNFI = 0.98, it can be concluded that the model, in this case, the
measurement model fits the data.
4.3.4 Job Security
After analyzing the model, the results of the confirmatory analysis test are obtained as
shown in the following figure.
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Picture 4: CFA Aspect Job Security
Table 4: Loading Factor Job Security
λ λ² e (1-λ²) CR VE
0,44 0,1936 0,8064
0,807641 0,46542
0,65 0,4225 0,5775
0,69 0,4761 0,5239
0,82 0,6724 0,3276
0,75 0,5625 0,4375
From the test results above, it can be seen that the loading factor values are all significant
above 0.4. This shows that all measuring instruments have a good loading factor. While
the results of Contruct Reliability (CR) were 0.80 and the Extracted Variant (VE) was 0.46.
The Contruct Reliability obtained is classified as good, which is above 0.7. While the
Extracted Variant obtained was significantly above the value of 0.4. Meanwhile, based on
the goodness of fit, it is known that the results are based on the five indexes, both RMSEA
= 0.070, GFI = 0.98, CFI = 0.99, NFI = 0.98, and NNFI = 0.97, it can be concluded that the
model, in this case the measurement model is suitable or fit with data.
Picture 5: Model Hybrid
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Table 5: Fitness Model
No Var. Exogen Var. Endogen /
Mediator
Var.
Endogen
Gamma /
Beta
Value t Explanation
1 TF KM 0.19 1.19
2 TK KM -0.13 -0.77
3 JS KM 0.63 11.71 Significant
Indirect effect
4 TF KM KN 0.05 0.29
5 TK KM KN -0.03 -0.18
6 JS KM KN 0.20 2.18 Significant
7 KM KN 0.52 5.13 Significant
H1: Testing the first hypothesis or major hypothesis in the study was to prove the
influence of transformational leadership, transactional leadership, and job security with
performance through effective commitments. Based on data analysis obtained the
following results Based on the five indices, both RMSEA=0.055, GFI=0.98, CFI=1.00,
NFI=1.00, and NNFI=1.00, it can be concluded that the model, in this case, the
measurement model, fits the data. Thus, it can be concluded that transformational
leadership, transactional leadership, and job security affect performance through
affective commitment.
H2: Testing on the second hypothesis aims to examine the effect of affective
commitment on performance. From the results of data analysis obtained results (Ƴ = 5.13
with t> 1.96). Thus, it can be concluded that affective commitment has a direct effect on
performance.
H3: Testing on the third hypothesis aims to examine the effect of transformational
leadership on performance through affective commitment as a mediator. From the
analysis results obtained the indirect effect (Y = 1.19 <1.96) while the t is the direct effect
(Y = 0.29 <1.96). Thus, it can be concluded that transformational leadership has no
significant effect on performance through affective commitment as a mediator.
H4: Testing on the third hypothesis aims to examine the effect of transactional
leadership on performance through affective commitment. From the analysis results
obtained the indirect effect (Y = -0.77 <1.96) while the t is the direct effect (Y = -0.18 <1.96).
Thus, it can be concluded that transactional leadership has no significant effect on
performance through affective commitment.
H5: Testing on the third hypothesis aims to examine the effect of job security on
performance through affective commitment. From the analysis results obtained the
indirect effect (Y = 11.71> 1.96) while the t is the direct effect (Y = 5.13 <1.96). Thus, it can
be concluded that job security has a significant effect on performance through affective
commitment.
4.4 Discussion
The results of research on the effect of transformational leadership, transactional
leadership, and job security on performance through commitment as a mediator are
suitable (fit) with data, the theoretical model is accepted. Based on the results of the study,
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the discussion to clarify and support the conclusions of the study can be described as
follows: Analysis of the structural pathways of transformational leadership, transactional
leadership, and job security on performance with affective commitment as a mediator is
acceptable. Meanwhile, the t value of transformational leadership and transactional
leadership on performance with affective commitment as a mediator is not significant.
Meanwhile, the t value of job security on performance through affective commitment as
a significant mediator. From this research, it is concluded that job security factors are in
line with achieving employee performance in XYZ company.
The effect of affective commitment on performance is in line with Meyer's (1993)
research, affective leadership has a significant effect on performance. Affective
commitment is related to the emotional relationship of members to the organization,
identification with the organization, and involvement of members with activities in the
organization. Organizational members with high affective commitment will show a
desire to always be members of the organization. The results of this study are in line with
Dunham's (1994) research affirms that individuals with high affective commitment have
a close emotional attachment to the organization, meaning that individuals will be
motivated and willing to contribute significantly to the organization than individuals
with lower affective commitment.
There is no effect of transformational leadership on performance through affective
commitment as a mediator. This research is in line with Goleman's opinion (in Murti,
2008), that leadership has a measurable effect on every aspect of the work atmosphere.
Further explained, the working atmosphere affects the financial results of sales, revenue
growth, and profits, and found a direct correlation between the two. The results of this
study indicate that leaders who use transformational leadership will positively influence
affective commitment so that they get better financial results than leaders whose
leadership style has negative consequences. In line with Conger's opinion (in Murti,
2008), from the time this research was conducted, the leaders of PT XYZ were less
effective in building situations and conditions that we're able to inspire enthusiasm and
give their members a sense of self-confidence to achieve company targets. The situation
in the company when this research was conducted was indeed in a situation of decreasing
performance. Ejasa (2014) states that transformational leadership will not be effective in
moving affective commitment without internal motivation that is instilled through a trust
or mutual trust between superiors and subordinates.
There is no effect of transactional leadership on performance through affective
commitment as a mediator. According to Murti (2008), the ineffective leadership at PT
XYZ is because company leaders do not concentrate on task-oriented behaviors such as
work planning and scheduling, lack of assistance to subordinate activities. Bass's research
(1985) emphasizes that transactional leadership not only emphasizes the exchange of
rewards needed but leaders must be able to clarify the roles and ways of employees
completing tasks. Transactional leadership will emerge in the quality of contingent
reward behavior, management by exception-active, and passive and laisszez faire (Bass,
1985). Yukl, (1994), an important implication is that transactional leadership needs to be
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implemented consistently and in an integrated manner so that employees can see and
feel that the leader is a partner who can be present to provide encouragement and
nurture.
There is an effect of job security on performance with affective commitment as a
mediator. Munandar (2001) has job security if the individual does not feel threatened by
losing his job and feels confident that his job is still needed by the organization.
Munandar added that the threat to job security is a potential stressor in the organization.
Research by Van Dick, Ullrich, and Trisnaningsih (2004) concluded that individuals who
experience threats to job security tend to experience emotional instability. Meyer (1993)
states that effective commitment is influenced by the emotional balance factor. The desire
to keep promises is a condition that triggers a psychological mechanism as well as a state
of the nervous center, where a commitment to commitment will drive motivation that
affects the nervous center structure. Employees feel that the company still guarantees a
sense of security at work, even though in less positive situations, they have a positive
perception of their future in the organization. This is what encourages employees to
believe that the policies provided by the organization will be beneficial for job security,
in turn driving affective commitment to positively affect employee performance.
5. Conclusion
5.1 Theoretical Suggestions
Further research can develop a theoretical model that has been developed in this study,
especially on performance variables and predictor variables. As a manifestation of the
study of psychology, further researchers can conduct research related to variables such
as trust, self-control, gender, health, and age.
Further research can be carried out in companies whose business and financial
conditions are good or experiencing growth. So that the variables of transformational
leadership and transactional leadership on affective commitment have a greater influence
than companies that are experiencing negative benefits, as has been found in educational
institutions whose relatively organizational performance is in a positive situation and is
developing.
It can complement limitations that arise in this study, such as those related to the
geographical distribution of sampling. It is expected that sampling can be carried out
randomly and broaden the respondents with more diverse characteristics.
4.1 Practical Suggestions
In order to improve employee performance, the management of PT. XYZ needs to be
developed paying attention to the division of labor following the employees' abilities
based on the competencies and experiences possessed by employees. The management
must develop performance management, focusing on the main contribution of the
position. Tasks and expectations that are too many and less relevant will cause the
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concentration and energy of the individual to be divided which will result in emotional
instability that affects affective commitment.
Transformational and transactional leadership variables do not have a significant
effect on performance with affective commitment as a mediator. Therefore, to optimize
organizational performance, it is necessary to conduct training and understanding the
roles and tasks of transformational leadership and transactional leadership for managers
and company leaders in a systematic and planned manner. With this systematic training,
the same perception and work culture will be built regarding transformational and
transactional leadership in improving performance through a high affective commitment
from employees.
Transformational leadership is the perception of employees where they can
inspire and motivate their subordinates, therefore a situation full of intimacy, connection,
and assistance must be created to achieve company targets, to create a sense of trust
between employees and their leaders.
Transactional leadership is employees' perceptions of the leader providing
direction on what to do (job description) to achieve the set targets and what will be
obtained. PT. XYZ to restructure the compensation & benefits system related to the
expected contribution of each member, as well as firm and fair management of rewards
& punishments.
High effective commitment from employees, leaders need to pay attention to
employee job security. By managing issues that are circulating properly, employees
always believe that the decision to stay in the organization is the right thing because the
sustainability of the organization is also the responsibility of all parties. Besides, it can
also be done by providing training following their expertise so that individuals feel that
they are competent and are always needed by the organization.
Leaders and related management should prioritize a transformational leadership
approach, transactional leadership based on job security for employees, in a
comprehensive manner.
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