scholarly journals Moderating Role of Job Satisfaction on The Relation between Participative Leadership Styles and Performance in a Petrochemical Company

2020 ◽  
Vol 7 (2) ◽  
pp. 117
Author(s):  
Heri Sapari Kahpi ◽  
Mirza Abdi Khairusy ◽  
Zaenal Abidin ◽  
Anis Fuad Salam
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Employee Performance ◽  
Primary Data ◽  
Participative Leadership ◽  
Participatory Leadership ◽  
Petrochemical Company ◽  
And Performance ◽  
Positive Effect

The implementation of the participative leadership style has been positive on the increase in employee performance. However, how it works in an extraction and refining petrochemical-firm context is still elusive. This study investigates how a participatory leadership style may support employee performance as moderated by Job Satisfaction. Primary data from all 85 HRD employees in Cilegon Petrochemical Company is selected as a database. This study computes the relationships using the PLS-SEM procedure. This study proves that participative leadership style variables significantly influence employee performance. Job satisfaction has a significant positive effect on employee performance, and job satisfaction moderates the effect of participative leadership style on employee performance.

scholarly journals Influence of supportive and participative path-goal leadership styles and the moderating role of task structure on employee performance

2019 ◽  
Vol 8 (5) ◽  
pp. 76-87
Author(s):  
Rozmina Rana ◽  
George K’Aol ◽  
Michael Kirubi
Keyword(s):  
Regression Analysis ◽  
Leadership Styles ◽  
Leadership Style ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Primary Data ◽  
Task Structure ◽  
Participative Leadership ◽  
Moderating Role

This study examined the influence of supportive and participative path-goal leadership styles, and the moderating role of task structure on employee performance of coffee trading companies in Kenya. The study was guided by the positivism philosophy and used a descriptive correlational research design. The population comprised 180 senior managers of coffee trading companies in Kenya, and a sample size of 139 was determined using stratified random sampling.  Primary data was collected using questionnaires. The response rate was 84%. The descriptive statistics were means and standard deviations while the inferential analysis included factor analysis, correlational analysis, chi-square, and regression analysis. Results of multiple linear regression analysis revealed that supportive leadership style did not significantly predict employee performance, R2= 0.001, F(1, 110) = 0.118,  p≤ .05, β = -0.040, p ≤ .05 but that participative leadership style significantly predicted employee performance, R2= 0.865, F(1, 115) = 735.111, p ≤.05, β = 0.943, p≤05.  Task structure was found to moderate the relationship between path-goal leadership styles and employee performance, R2= 0.094, F(5, 101) = 6.92, p ≤.05, β = 0.208,  p≤ .05.  The study recommends that leaders of coffee trading companies should apply a participative leadership style with their employees with constant communication and consultation in order to achieve optimal performance.

scholarly journals PERAN KOMITMEN ORGANISASIONAL DALAM MEMEDIASI PENGARUH KEPUASAN KERJA TERHADAP KINERJA KARYAWAN KRISNA OLEH - OLEH

2019 ◽  
Vol 8 (11) ◽  
pp. 6825
Author(s):  
I Ketut Edy Mardyana ◽  
I Gede Riana
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Employee Performance ◽  
Mediating Role ◽  
Employee Job Satisfaction ◽  
Saturated Sample ◽  
And Performance ◽  
Sample Method ◽  
Positive Effect

Job satisfaction and organizational commitment can increase employee performance which affects achievement of company goals. The purpose of this study to determine mediating role of organizational commitment on work satisfaction and performance of employees of Krisna by Typical Bali I. The population of this study were 55 people, with a saturated sample method. Data collection through questionnaires and interviews, analyzed by SEM - PLS. The test results shows job satisfaction has significant positive effect on employee performance, job satisfaction has positive significant effect on organizational commitment, organizational commitment has negative significant effect on employee performance, organizational commitment has  positive significant effect in mediating the effect of job satisfaction on employee performance. The company is expected to increase employee job satisfaction in order to increase employee commitment to the company so that employee performance will increase. This can be realized by treating employees well, giving awards to employees with good performance Keywords: job satisfaction, organizational commitment, employee performance

scholarly journals STRATEGIES TO IMPROVE EMPLOYEE PERFORMANCE DURING THE COVID-19 PANDEMIC THROUGH MOTIVATION AND LEADERSHIP STYLE MEDIATED BY JOB SATISFACTION

2021 ◽  
Vol 2 (5) ◽  
pp. 713-723
Author(s):  
Selvi Atikah ◽  
Hedwigis Esti Riwayati
Keyword(s):  
Job Satisfaction ◽  
Data Processing ◽  
Leadership Style ◽  
Work Motivation ◽  
Employee Performance ◽  
Primary Data ◽  
Significant Positive Effect ◽  
Positive Effect

This study aims to analyze strategies to improve employee performance during the pandemic through motivation and leadership style mediated by job satisfaction of PT Hanwa Indonesia employees during the Covid 19 pandemic. The data used is primary data obtained by distributing questionnaires. The population uses 160 employees of PT Hanwa Indonesia. The sample is 114 employees. Data processing using the PLS-SEM model. The results showed that work motivation and leadership style had a significant positive effect on job satisfaction. Work motivation and leadership style have no effect on employee performance. Job satisfaction has a significant positive effect on employee performance. Job satisfaction is not able to mediate the influence of motivation and leadership style on the performance of PT Hanwa Indonesia employees during the Covid 19 pandemic.

Pengaruh Reward Ekstrinsik & Intrinsik Terhadap Kinerja Dengan Kepuasan Kerja Sebagai Variabel Intervening

2016 ◽  
Vol 3 (1) ◽  
pp. 23-37
Author(s):  
Rizky Ramadhan Syahril ◽  
Titik Nurbiyati
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Employee Performance ◽  
Primary Data ◽  
Significant Positive Effect ◽  
Intrinsic Rewards ◽  
Intrinsic Reward ◽  
And Performance ◽  
Intrinsic Job Satisfaction ◽  
Positive Effect

This study is concerned with how the effect of extrinsic and intrinsic reward to performance and job satisfaction as an intervening variable. The purpose of this study was to determine the effect of reward extrinsic and intrinsic job satisfaction and performance either partially or simultaneously, determine the effect of job satisfaction on performance as well as find out more where the effect directly reward extrinsic and intrinsic to the performance of employees with indirect influence reward extrinsic and intrinsic rewards to employee performance. Respondents of this study consist of 100 employees. The employed data of this study are primary data. The data is collected by distributing questionnaires to respondents. The data is analyzed by regression analysis and path.The results show that partially or simultaneously reward extrinsic and intrinsic are significant positive effect on job satisfaction and performance. There are positive and significant impact on job satisfaction toward employees performance as well as an indirect effect (reward extrinsic and intrinsic to the performance of employees through job satisfaction) greater than a direct effect (extrinsic and intrinsic reward to employees performance). Keywords: Reward extrinsic, intrinsic rewards, job satisfaction, Employee Performance

The Effect of Leadership Style and Organizational Culture on Employee Performance Through Job Satisfaction as an Intervening Variable at Telkom Indonesia Regional VII Division

2019 ◽  
Vol 1 (3) ◽  
pp. 37-50
Author(s):  
Ilham Himawan ◽  
Idrus Taba ◽  
Andi Reni
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Leadership Style ◽  
Employee Performance ◽  
Primary Data ◽  
Full Time ◽  
Relationship Of ◽  
The Relationship ◽  
Intervening Variables ◽  
Positive Effect

This study aims to determine the relationship of leadership style and organizational culture on employee performance through job satisfaction as intervening variables in Telkom Indonesia Regional VII Division. The population of the study is based on managerial & staff job positions consisting of 62 respondences from 161 full-time employees of Indonesia state-owned telecommunication company, Telkom Indonesia Regional VII Division. This research used quantitive methods. The primary data were collected by the questionnaire as the instrument to prove the results of the study. By using Smart Partial Least Squares (PLS), the analysis of collected data revealed and to test the hypotheses. According to the findings of this research supported the positive effect of leadership style, organizational culture, and job satisfaction through employee performances. The hypotheses analysis in the study has no significant effect of leadership style on employee performance, whereas job satisfaction as partial mediating.

scholarly journals ANALYSIS OF EMOTIONAL INTELLIGENCE, STRESS, AND STYLES OF PARTICIPATIVE LEADERSHIP EFFECT TO WORK SATISFACTION IN IMPROVING PERFORMANCE OF EMPLOYEES PT. WASKITA BETON PRECAST Tbk.

2019 ◽  
Vol 17 (1) ◽  
pp. 22
Author(s):  
Rio Radityo Kusumo
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Data Collection ◽  
Leadership Style ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Model ◽  
Primary Data ◽  
Participative Leadership ◽  
Marketing Department

The purpose of this study was to analyze the influence of emotional intelligence, stress and participative leadership style to employee performance with job satisfaction as mediation. This research type is explanatory research. Population and sample in this research are all employees of the marketing department of PT. Waskita Beton Precast totaling 112. The method of data collection questionnaire. The data type is the primary data. The method of data collection is the questionnaire. Data analysis technique used is the structural equation model. The results showed that: 1). Emotional intelligence has effect positive and significant on job satisfaction. 2). Stress has an effect negative and significant on job satisfaction. 3). Participatory leadership style has effect positive and significant on job satisfaction. 4). Job satisfaction has effect positive and significant on employee performance. 5). Emotional intelligence has effect positive and significant on employee performance. 6). Stress has an effect negative and significant on employee performance. 7). Participative leadership style has effect positive and significant on employee performance

scholarly journals The Effect Of Transformational Leadership, Intrinsic Motivation On Employee Performance With Work Facility As A Mediation Variable

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
DESTY KHOIRUNNISA
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Regression Analysis ◽  
Intrinsic Motivation ◽  
Leadership Style ◽  
Employee Performance ◽  
Analytical Tool ◽  
Survey Method ◽  
Transformational Leadership Style ◽  
Positive Effect

The purpose of this study was to analyze the effect of transformational leadership style,intrinisk motivation on the performance of employees train company with job satisfaction asa mediating variable. The number of respondents taken in this study were 52 respondentsusing probability sampling. This study uses a survey method using a quantitative approach.The analytical tool used in this study is multiple regression analysis with SPSS software.Based on the conclusion that transformational leadership style and intrinsic motivation havea positive effect on employee performance with job satisfaction as a mediating variable.

Analisis Gaya Kepemimpinan dan Lingkungan Kerja Non Fisik terhadap Kinerja Pegawai Melalui Kepuasan Kerja

2021 ◽  
Vol 4 (3) ◽  
pp. 597-611
Author(s):  
Titi Astutiningtyas ◽  
Kusuma Chandra ◽  
Gendro Wiyono
Keyword(s):  
Job Satisfaction ◽  
Work Environment ◽  
Leadership Style ◽  
Employee Performance ◽  
Primary Data ◽  
Physical Work ◽  
Z Score ◽  
Significance Level ◽  
Physical Work Environment ◽  
Quantitative Descriptive

This study aims to analyze the relationship between leadership style and non-physical work environment on employee performance through job satisfaction as an intervening variable for employees of BBTKLPP Yogyakarta. This research method uses quantitative descriptive using primary data obtained from distributing questionnaires. In this study using the sesnus technique, where all populations are taken, each population has the same opportunity to be sampled. The number of samples taken in this study were 110 questionnaires. Data were analyzed using SPSS and Smart PLS. The results showed that leadership style had a positive and significant effect on job satisfaction with a significance level of 0.042 <0.05, so hypothesis I was accepted. The non-physical work environment has a positive and significant effect on job satisfaction with a significance level of 0.000 <0.05, so hypothesis II is accepted. Leadership style has no positive and significant effect on employee performance with a significance level of 0.455 > 0.05, so hypothesis III is rejected. Non-fictional work environment has no positive and significant effect on employee performance with a significance level of 0.256 > 0.05, so hypothesis IV is rejected. Job satisfaction has a positive and significant effect on employee performance with a significance level of 0.006 < 0.05 (p <0.05), so hypothesis V is accepted. Leadership style on employee performance with job satisfaction as an intervening variable with a significance level of Z score 1.57 < 1.96 then hypothesis VI is rejected. Non-physical work environment on employee performance with job satisfaction as an intervening variable with a significance level of Z score 2.51> 1.96 then hypothesis VII is accepted. Keywords: Leadership style, non-physical work environment, job satisfaction, employee performance.

Leadership Style, Work Discipline, and Compensation to Employee Performance through Job Satisfaction

2020 ◽  
Vol 3 (2) ◽  
pp. 47-63
Author(s):  
Edi Sugiono ◽  
Suryono Efendi ◽  
Yulianah
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Quantitative Research ◽  
Positive Impact ◽  
Employee Performance ◽  
Research Approach ◽  
Significant Positive Effect ◽  
Independent Variable ◽  
Positive Effect

The purpose of this thesis is to study the influence of leadership style, work discipline, compensation, job satisfaction and employee performance at PT. Sraya Dinamika Mandiri and to provide suggestions on how PT. Sraya Dinamika Mandiri can increase job satisfaction by improving employee performance that affects it. For the independent variable: leadership style (X1), work discipline (X2), compensation (X3), the dependent variable is employee performance (Y1), and the intervening variable is job satisfaction. The research approach is quantitative research by the questionnaire. The sample used was 150 respondents. This study indicates that each dimension of leadership style, work discipline, and compensation has a direct and significant positive effect on the performance of PT. Sraya Dinamika Mandiri employees. Job satisfaction directly has a positive and significant impact on employee performance. However, work discipline has no positive and significant effect on job satisfaction, and work discipline has no positive impact on employee performance through job satisfaction.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

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