The Role of Job Satisfaction in Mediating the Effect of Competency and Perceived Organizational Support on Education Performance: An Evidence from the Muhammadiyah University of Jember, Indonesia

The purpose of this study was to determine and analyze the influence of perceived organizational support, job satisfaction, and organizational commitment on Organizational Citizenship Behavior (OCB), and the role of organizational commitment in mediating influence between perceived organizational support and job satisfaction on OCB of teachers of Islamic boarding high school in Tulungagung. This study used a census method by distributing questionnaire to the entire population of 150 teachers. Data was analyzed using a partial least square approach. The results showed that the perceived organizational support does not significantly affect OCB, job satisfaction affects OCB, perceived organizational support affects organizational commitmet, job satisfaction affects organizational commitment, organizational commitment affects OCB, perceived organizational support affects OCB through organizational commitment, and job satisfaction affects OCB through organizational commitment.

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THE MEDIATING ROLE OF JOB SATISFACTION ON THE RELATIONSHIP BETWEEN PERCEIVED ORGANIZATIONAL SUPPORT AND JOB PERFORMANCE

Business And Management Studies An International Journal ◽

10.15295/bmij.v7i2.1119 ◽

2019 ◽

Vol 7 (2) ◽

pp. 1022-1041

Author(s):

Zeynep Fatma KARAALİOĞLU ◽

Ahu Tuğba KARABULUT

Keyword(s):

Job Satisfaction ◽

Factor Analysis ◽

Job Performance ◽

Organizational Support ◽

Structural Equation ◽

Perceived Organizational Support ◽

Mediating Effect ◽

Mediating Role ◽

The Relationship

The objective of this research is to analyze the mediating effect of job satisfaction on the relationship between perceived organizational support (POS) and job performance for white-collar employees in an energy sector in İstanbul. The survey was distributed to 964 employees, while 700 valid questionnaires were included within the scope of the analysis. Exploratory factor analysis (EFA) was carried out to determine factor distribution, while confirmatory factor analysis (CFA) and reliability analysis were carried out to detect scale validities and reliabilities. Relations between scale variables were examined by a correlation analysis. Structural equation model (SEM) was constructed based on research hypotheses while the effect of POS on job satisfaction, the effect of job satisfaction on job performance and the mediating role of job satisfaction on this relation were tested through this model. All hypotheses are supported in this study.

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The moderating role of perceived organizational support on the relationship between emotional labor and job-related outcomes

Management Decision ◽

10.1108/md-07-2013-0379 ◽

2015 ◽

Vol 53 (3) ◽

pp. 605-624 ◽

Cited By ~ 32

Author(s):

Won-Moo Hur ◽

Su-Jin Han ◽

Jeong-Ju Yoo ◽

Tae Won Moon

Keyword(s):

Job Satisfaction ◽

Job Performance ◽

Emotional Labor ◽

Organizational Support ◽

Perceived Organizational Support ◽

Surface Acting ◽

Deep Acting ◽

Content Type ◽

The Relationship

Purpose – The purpose of this paper is to attempt to investigate how emotional labor strategies (i.e. surface acting and deep acting) affect job performance through job satisfaction. Another important objective of this study was to see whether perceived organizational support (POS) moderates the relationship between emotional labor strategies and job-related outcomes (i.e. job satisfaction and job performance). Design/methodology/approach – Structural equation modeling analysis provided support for the hypotheses from a sample of 309 South Korean department store sales employees. Findings – The results revealed that surface acting had a negative effect, whereas deep acting had a positive effect on job satisfaction. In addition, the relationship between emotional labor strategies (i.e. surface acting and deep acting) and job performance was significantly mediated by job satisfaction. Finally, POS significantly moderated the relationship between surface acting and job satisfaction, as well as the relationship between deep acting and job performance. Originality/value – The findings of this study contributed to the literature by identifying the relationship between surface and deep acting on organizational outcomes (i.e. job satisfaction and job performance), especially in a collectivist society (i.e. South Korea). In addition, this study also confirmed the important role of POS based on the norm of reciprocity between an organization and its members.

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PENGARUH BUDAYA ORGANISASI TERHADAP MOTIVASI, KEPUASAN KERJA DAN KINERJA KARYAWAN (Studi Pada Perusahaan Pengolahan Kayu Skala Besar di Jawa Timur)

EKUITAS (Jurnal Ekonomi dan Keuangan) ◽

10.24034/j25485024.y2006.v10.i1.258 ◽

2018 ◽

Vol 10 (1) ◽

Author(s):

Dr. H. Teman Koesmono, MM

Keyword(s):

Job Satisfaction ◽

Job Performance ◽

Organizational Behavior ◽

Direct Effect ◽

High Performance ◽

Research Result ◽

Individual Behavior ◽

Organization Culture ◽

Working Environment ◽

Production Area

The purpose of this research is to find out how big is the effect of organization culture to ward motivation, job satisfaction and employee’s job performance, especially on the employee’s in the production area. The analytical unit is the employee’s in production area sub sector in wood industry in East Java.The research result states that organization culture positively effects motivation, this normal because with organization culture she/ he has someone can reflects her/ his behavior in her/ his working environment. This behavior will be seen in her/ his attitude to the job as the place to fulfill their need and will.The existing phenomenon is that if someone’s behavior is assessed impressive to others or productive to the organization then that can reflects or represent the ability possessed. Individual behavior to ward the organization or their job will be effected by organization culture, this will be found out when the person is doing his/ her job sincerely or not.It is proven in this research that organization culture will be positively effected to someone’s job satisfaction. High performance is everybody’s expectation in the company, but a positive and productive performance will not be achieved if individual behavior is not in the same direction with the company goal. The more positive someone’s behavior will definitely effect her/ his performance, this is proven when the researcher tested the hypothesis that motivation effects the job satisfaction and job satisfaction effects the performance. The result of the direct effect on employee’s motivation toward job satisfaction is 1.659, the direct effect job satisfaction toward job performance is 0.103, the direct effect organization culture toward job performance is 0.127. Besides theoretical findings that were found during the research, the empirical findings were also found: first, the seventh hypothesis states that there are no different employee’s job satisfaction in middle and big companies, P (0.112 ) ≥ α (0.05), therefore the seventh hypothesis cannot be accepted. The second, the eighth hypothesis states that there are different employee’s performance in middle and big companies, P (0.001) ≤ α (0.05), therefore the eighth hypothesis can be accepted.The research result also can give information to Human Resources Manager about the importance of observing and understanding the existing factors in organizational behavior for employees behavior can be directed to the company’s goal in which is established.

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PENGARUH BUDAYA ORGANISASI TERHADAP MOTIVASI, KEPUASAN KERJA DAN KINERJA KARYAWAN (Studi Pada Perusahaan Pengolahan Kayu Skala Besar di Jawa Timur)

EKUITAS (Jurnal Ekonomi dan Keuangan) ◽

10.24034/j25485024.y2006.v10.i1.2157 ◽

2017 ◽

Vol 10 (1) ◽

pp. 84

Author(s):

Teman Koesmono Teman Koesmono

Keyword(s):

Job Satisfaction ◽

Job Performance ◽

Organizational Behavior ◽

Direct Effect ◽

High Performance ◽

Research Result ◽

Individual Behavior ◽

Organization Culture ◽

Working Environment ◽

Production Area

The purpose of this research is to find out how big is the effect of organization culture to ward motivation, job satisfaction and employee’s job performance, especially on the employee’s in the production area. The analytical unit is the employee’s in production area sub sector in wood industry in East Java.The research result states that organization culture positively effects motivation, this normal because with organization culture she/ he has someone can reflects her/ his behavior in her/ his working environment. This behavior will be seen in her/ his attitude to the job as the place to fulfill their need and will.The existing phenomenon is that if someone’s behavior is assessed impressive to others or productive to the organization then that can reflects or represent the ability possessed. Individual behavior to ward the organization or their job will be effected by organization culture, this will be found out when the person is doing his/ her job sincerely or not.It is proven in this research that organization culture will be positively effected to someone’s job satisfaction. High performance is everybody’s expectation in the company, but a positive and productive performance will not be achieved if individual behavior is not in the same direction with the company goal. The more positive someone’s behavior will definitely effect her/ his performance, this is proven when the researcher tested the hypothesis that motivation effects the job satisfaction and job satisfaction effects the performance. The result of the direct effect on employee’s motivation toward job satisfaction is 1.659, the direct effect job satisfaction toward job performance is 0.103, the direct effect organization culture toward job performance is 0.127. Besides theoretical findings that were found during the research, the empirical findings were also found: first, the seventh hypothesis states that there are no different employee’s job satisfaction in middle and big companies, P (0.112 ) ≥ α (0.05), therefore the seventh hypothesis cannot be accepted. The second, the eighth hypothesis states that there are different employee’s performance in middle and big companies, P (0.001) ≤ α (0.05), therefore the eighth hypothesis can be accepted.The research result also can give information to Human Resources Manager about the importance of observing and understanding the existing factors in organizational behavior for employees behavior can be directed to the company’s goal in which is established.

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Pengaruh Perceived Organizational Support (POS) dan Role Stress terhadap Job Outcome pada Akuntan Manajemen di Perusahaan-Perusahaan di Kota Surabaya

Business and Finance Journal ◽

10.33086/bfj.v2i1.466 ◽

2017 ◽

Vol 2 (1) ◽

Author(s):

Hidayatul Khusnah

Keyword(s):

Job Satisfaction ◽

Job Performance ◽

Role Conflict ◽

Organizational Support ◽

Turnover Intention ◽

Role Ambiguity ◽

Perceived Organizational Support ◽

Role Stress ◽

Role Overload ◽

Negative Effects

Organizational support to employees is an important because can mitigate the negative effects of role stress. The negative effects of the role stress among which reduce job satisfaction, job performance and high turnover intention. Employees who feel themselves noticed by the company will be comfortable in the work so that the performance becomes better. The aim of this study is to investigate the effect of perceived organizational support (POS) to the role stress (role ambiguity, role conflict and role overload) and job outcomes (job satisfaction, job performance and turnover intention). In addition, this study also want investigates the influence of role stress (role ambiguity, role conflictand role overload) to job outcomes (job satisfaction, job performance and turnover intention). This study used a sample of management accountants and staff managementaccountants at companies in the Surabaya. The number of samples in this study were 111 respondents. Testing the hypothesis in this study using Structural Equation Modeling (SEM) with an alternative method of Partial Least Square (PLS) using software WarpPLS 3.0. Results of this study found the negative influence of perceived organizational support(POS) to the role ambiguity and role conflict but did not find the effect of POS on role overload. Other findings in this study is the role ambiguity and role conflict negative effect on job satisfaction, job performance and a positive effect on turnover intention. But different things found on role overload to job satisfaction, job performance, and turnover intention which did not reveal any influence.

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