scholarly journals Kepemimpinan Transformasional, Kepuasan Kerja dan Komitmen Organisasi

2015 ◽  
Vol 4 (03) ◽  
Author(s):  
Susilo Susiawan ◽  
Abdul Muhid
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Multiple Regression ◽  
Positive Relationship ◽  
Satisfaction Scale ◽  
Significant Positive Relationship ◽  
The Relationship

This study aims to examine the relationship between transformationalleadership and job satisfaction and organizational commitment. Subjects wereemployees of the production division of PT. Barata Indonesia (Persero) Gresiktotaling 30 people. Data were obtained using a scale of organizational commitment,scale transformational leadership and job satisfaction scale. Based on the analysis ofdata by multiple regression unknown regression F value = 24.063, p = 0.000 (p<0.001), which indicates that there is a very significant positive relationship betweentransformational leadership and job satisfaction and organizational commitment.Thus, the hypothesis "There is a relationship between transformational leadershipand job satisfaction and organizational commitment" is acceptable. The coefficient ofdetermination (R square) amounted to 0,641, which means the effective contributionof the two predictors of transformational leadership and job satisfaction onorganizational commitment criterion amounted to 64.1%. While the remaining 35.9%influenced by other variables not included in this studyKeywords : transformational leadership, job satisfaction, organizational commitment

scholarly journals Transformational Leadership, Job Satisfaction and Organizational Commitment

2021 ◽  
Vol 58 (1) ◽  
pp. 5254-5259
Author(s):  
Haji Mustaqim, Sabri, Sumardin
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Positive Relationship ◽  
Research Data ◽  
Coefficient Of Determination ◽  
Research Subjects ◽  
Significant Positive Relationship ◽  
The Relationship ◽  
Effective Contribution

This study aims to examine the relationship between transformational leadership and job satisfaction with organizational commitment. The research subjects were 30 employees of the faculty of economics. The research data were obtained using a scale of organizational commitment, a scale of transformational leadership, and a scale of job satisfaction. Based on the results of data analysis with multiple regression, it is known that the value of F regression = 24.063 with p = 0.000 (p <0.001) which indicates that there is a very significant positive relationship between transformational leadership and job satisfaction with organizational commitment. Thus, the hypothesis "There is a relationship between transformational leadership and job satisfaction with organizational commitment" is accepted. The coefficient of determination (R square) is 0.641 which means the effective contribution of both predictors of transformational leadership and job satisfaction to the organizational commitment criterion is 64.1% while the remaining 35.9% is influenced by other variables that are not included in this research.

scholarly journals Commitment to Organizations Viewed from Transformational Leadership and Work Satisfaction

2018 ◽  
Vol 2 (1) ◽  
pp. 36-39
Author(s):  
Yasnimar Ilyas
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Correlation Coefficient ◽  
High School Teachers ◽  
Junior High School ◽  
Positive Relationship ◽  
Coefficient Of Determination ◽  
Significant Positive Relationship ◽  
Junior High School Teachers ◽  
The Relationship

This study aims to determine the relationship between Transformational Leadership and Job Satisfaction with Commitment to the Organization. The sample chosen was 240 teachers, with the criteria of Private Junior High School Teachers in Bogor Regency. This study uses a Mixed Method Sequential Explanatory. The results of this study conclude that: a. There is a very significant positive relationship between Transformational Leadership and Commitment to the Organization as indicated by the correlation coefficient (ry1) = 0.505 and the coefficient of determination worth (ry1)2 = 0.255 which means Transformational Leadership contributes to 25.5% commitment to the organization. b. There is a very significant positive relationship between Job Satisfaction and Commitment to the Organization as indicated by the correlation coefficient (ry2) = 0.618 and the determination coefficient of (ry2)2 = 0.381 which means Job Satisfaction contributes to the Commitment to the Organization of 38.1%. c. There is a very significant positive relationship between Transformational Leadership and Job Satisfaction with Commitment to the Organization as indicated by the correlation coefficient (ry12) = 0.622 and the coefficient of determination (ry12)2 = 0.387 which means Transformational Leadership and Job Satisfaction contribute to the Commitment to the Organization as big as 38.7%.

scholarly journals The Influence of Transformational Leadership Style on Job Satisfaction and Organizational Commitment

Telaah Bisnis ◽  
2019 ◽  
Vol 18 (2) ◽  
pp. 2017
Author(s):  
Tiara Puspa ◽  
Retno Sari Murtiningsih ◽  
Adella Cirealkita ◽  
Adillah Dzata Amani ◽  
Ghea Dwi Fuzi Lestari ◽  
...  
Keyword(s):  
Social Sciences ◽  
Job Satisfaction ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Multiple Regression ◽  
Leadership Style ◽  
Positive Relationship ◽  
Primary Data ◽  
Transformational Leadership Style ◽  
Analyze Data

Abstract The purpose of this research was to analyze the influence of Transformational Leadership Style on Job Satisfaction and Organizational Commitment. The design of this research used primary data obtained by distributing questionnaires to 147 respondents, the employees of the State Gas Company located in Jakarta. Stratified Sampling Sample was used and data were analyzed by using Statistical Package for Social Sciences (SPSS). The method used to analyze data were Descriptive Statistic Method and Multiple Regression. From the result of this research, it can be concluded that there was a positive relationship between organizational commitment and transformational leadership, as well as a positive relationship between transformational lead­ership and job satisfaction.

scholarly journals KEPUASAN KERJA DAN MASA KERJA SEBAGAI PREDIKTOR KOMITMEN ORGANISASI PADA KARYAWAN PT ROYAL KORINDAH DI PURBALINGGA

Proyeksi ◽  
1970 ◽  
Vol 5 (1) ◽  
pp. 17
Author(s):  
Purida Kingkin ◽  
Haryanto Fadholan Rasyid ◽  
Ruseno Arjanggi
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Positive Relationship ◽  
Significant Positive Relationship ◽  
Know How ◽  
Years Of Service ◽  
Permanent Employees ◽  
The Relationship ◽  
Collection Methods ◽  
Major Hypothesis

This study aimed to verify empirically the relationship between job satisfaction and years of service with the commitment of the organization, know how big contribution of job satisfaction, organizational commitment and know how big contribution of years of service with the commitment of the organization. The population in this study as part of its permanent employees with monthly samples of 50 department employees and use of purposive sampling quota. This research data collection methods using scales. There are three hypotheses. Major hypothesis of this study is there a connection between job satisfaction and years of service with the organization's commitment to the employees of Royal Korindah in Purbalingga. Minor first hypothesis of this study is there a positive relationship between job satisfaction, organizational commitment to the employees of Royal Korindah in Purbalingga. Minor second hypothesis of this study is there a relationship between years of service with the organization's commitment to the employees of Royal Korindah in Purbalingga. Conclusion The results indicate that there is a significant relationship between job satisfaction and years of service with the organization's commitment to the employees of Royal Korindah in Purbalingga, there was a significant positive relationship between job satisfaction and organizational commitment and there wass a significant positive relationship between years of service with the commitment of the organization.  Keywords: Organizational Commitment, Job Satisfaction and Work Period.

scholarly journals A Study of the Factors Determining Motivational Level of Employees Working in Public Sector of Bahawalpur (Punjab, Pakistan)

2014 ◽  
Vol 4 (3) ◽  
pp. 19 ◽  
Author(s):  
Atif Rafique ◽  
Muhammad Sadam Bin Tayyab ◽  
Muhammad Kamran ◽  
Nawab M. Ahmed
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Sector ◽  
Knowledge Transfer ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Training Effectiveness ◽  
Significant Positive Relationship ◽  
The Public ◽  
Level Of Significance

This study empirically examines the relationship between rewards, job satisfaction, Perceived training effectiveness, knowledge transfer and organizational commitment and employee’s motivation in the Public sector of Bahawalpur (Punjab, Pakistan).Our sample was public sector data was collected by using self-designed questionnaires. The sample size was 170 so 170 questionnaires were distributed and only 149 received. Analysis was done with the help of correlation coefficient and multiple regression analysis. Between (0.01 to 0.05) level of significance was checked. The result concludes that there is a significant positive relationship between intrinsic rewards and the employee’s motivation and also there is significant positive relationship between extrinsic reward and employee’s motivation. Job Satisfaction also has significant positive relationship with employee’s motivation. But on the other hand PTE (Perceived Training Effectiveness) have insignificant and negative relationship with Employee’s motivation. Employee’s motivation has significant positive relationship with knowledge transfer and also with Organizational Commitment. 

Transformation leadership and creativity

2019 ◽  
Vol 48 (5) ◽  
pp. 1082-1099 ◽  
Author(s):  
Jaithen Abdullah Al Harbi ◽  
Saud Alarifi ◽  
Aissa Mosbah
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Relationship ◽  
Organizational Innovation ◽  
Sampling Technique ◽  
Organizational Level ◽  
Content Type ◽  
Significant Positive Relationship ◽  
Individual Level ◽  
The Relationship

Purpose The purpose of this paper is to examine empirically the effect of transformational leadership on followers’ inventiveness and organizational innovation. It studies transformational leadership and innovation at the organizational level and creativity at the individual level. Design/methodology/approach A theoretical model was created, which entailed the development of variables and hypotheses. A survey instrument was used to obtain data, through a self-completion questionnaire. The final sample was made up of 503 individuals, recruited using a random sampling technique. Findings The results showed that transformational leadership has a significant positive relationship with both followers’ creativity and organizational innovation. Furthermore, a significant positive relationship was found between followers’ creativity and organizational innovation. In addition, the relationship between transformational leadership and followers’ creativity, through the mediating role of employees’ psychological empowerment, support for innovation, workplace relationships and employee learning, was also found to be both positive and significant. However, the data showed that intrinsic motivation does not significantly affect the relationship between transformational leadership and creativity. Practical implications The study provides guidance to organizations that need to change their leadership style and approach, as well as their innovation and creativity mechanisms, at a strategic level. The resulting guidance provides organizations with insight into how they can improve the creativity of their employees through motivating, supporting and inspiring them. Originality/value This study is an attempt to illustrate the extent to which transformational leadership can affect organizational innovation in Saudi Arabia, specifically in the public sector, and to explore how employees’ creativity can be improved. This research is beneficial for academics, organizations and policy makers, especially in the Gulf countries.

scholarly journals The Relationship between Job Satisfaction and Organizational Commitment among Employees of a Selected Tertiary Educational Institution in Northwest Haiti

2021 ◽  
Vol 2 (Issue 1 (January to March 2021)) ◽  
pp. 33-40
Author(s):  
Willy Lima ◽  
Daniel Allida
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Educational Institution ◽  
Motivating Factors ◽  
Normative Commitment ◽  
Strong Positive Relationship ◽  
High Level ◽  
The Relationship

This study sought to investigate the relationship between job satisfaction and organizational commitment among employees of a selected tertiary educational institution at Northwest of Haiti. A questionnaire was used to collect data from 55 employees. It was found that there is a moderate level of job satisfaction and high level of continuance and normative commitment among employees. It was also found that there is a strong positive relationship between job satisfaction and affective commitment and a weak positive relationship between job satisfaction and normative commitment. It was therefore recommended that administrators should seek to find ways and means to provide extrinsic and intrinsic motivating factors in order to prevent job dissatisfaction with regrettable consequences for the institution when employees may decide to leave their organization.

scholarly journals Job stress and turnover intention revisited: evidence from Korean firms

2019 ◽  
Vol 17 (4) ◽  
pp. 52-61
Author(s):  
Ji-Young Ahn ◽  
Wang Chaoyu
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Job Stress ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Positive Relationship ◽  
Job Stressors ◽  
Public Companies ◽  
Significant Positive Relationship ◽  
The Relationship

This study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.

scholarly journals The Influence of Organizational Culture as Moderator between Person-Organization (P-O) Fit and Work Attitudes

2011 ◽  
Author(s):  
S. Senthil Kumar
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
National Culture ◽  
Cultural Context ◽  
Positive Relationship ◽  
Work Attitudes ◽  
Person Organization Fit ◽  
Managerial Level ◽  
The Relationship

Although the positive effect of Person-Organization fit (P-O fit) on work attitudes is well known, research into the environmental factors that affect P-O fit’s salience in predicting work attitudes is in its infancy. This study examined the moderating effects of organizational culture in the relationship between P-O fit and work attitudes such as job satisfaction, and organizational commitment in the national culture context. Results from a sample of 173 managerial-level employees from 7 organizations in India suggest that organizational culture either strengthens or weakens the positive relationship between P-O fit and work attitudes depending upon its alignment with national culture. In the Indian cultural context, it is found that people and control-oriented organizational cultures that are isomorphic with national culture weaken the relationship between P-O fi t and work attitudes. Whereas creation and market-oriented cultures that are non-isomorphic with Indian national culture strengthen the positive relationship between P-O fi t and work attitudes. Results of this study have implications in employee selection, socialization and organizational culture management.   Keywords: Person-organization fit, organizational culture, national culture, job satisfaction, organizational commitment.

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