scholarly journals PENGARUH LEADER MEMBER EXCHANGE TERHADAP KEPUASAN KERJA KARYAWAN

2016 ◽  
Vol 2 (2) ◽  
pp. 47
Author(s):  
Rizka Nurhasti Agusta Harahap ◽  
Sholihati Amalia
Keyword(s):  
Job Satisfaction ◽  
Hypothesis Test ◽  
Descriptive Analysis ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Organizational Goals ◽  
Employee Support ◽  
Employee Job Satisfaction ◽  
Regression Test ◽  
Member Exchange

Leaders have a responsibility to manage human resources. Thus it is necessary a good relationship between the leader and the employee support the achievement of organizational goals. But in fact, indirectly leaders give higher trust to some employee only and does not do justice to any of his employees. Therefore, the employees may feel dissatisfied with their jobs because they feel unappreciated or unnoticed. It became one of the reasons the employees resign. On 2015 the number of employees who resigned from PT Sandy Globalindo is big enough. It is certainly become a problem for the company and could adversely affect the sustainability of the company. This research aims to determine the influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. Analysis of the data that used is descriptive analysis, classic assumption test, regression test, correlation and hypothesis test. The sample in this research as many as 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results, obtained equation Y = 3.681 + 0.382 0,759X with R square which indicates that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.

scholarly journals Pengaruh Leader Member Exchange Terhadap Kepuasan Kerja Karyawan

2017 ◽  
Vol 3 (1) ◽  
pp. 62
Author(s):  
Rizka Nurhasti Agusta Harahap ◽  
Sholihati Amalia
Keyword(s):  
Job Satisfaction ◽  
Descriptive Analysis ◽  
Analytic Method ◽  
Leader Member Exchange ◽  
Test Results ◽  
Simple Linear Regression ◽  
Cross Sectional ◽  
Employee Job Satisfaction ◽  
Regression Test ◽  
Member Exchange

This research aims to determine the influence of leader member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. The sample in this research is 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results indicate that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is a significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.

scholarly journals Pengaruh Leader Member Exchange Terhadap Kepuasan Kerja Karyawan

2017 ◽  
Vol 3 (1) ◽  
pp. 62-72
Author(s):  
Rizka Nurhasti Agusta Harahap ◽  
Sholihati Amalia
Keyword(s):  
Job Satisfaction ◽  
Descriptive Analysis ◽  
Analytic Method ◽  
Leader Member Exchange ◽  
Test Results ◽  
Simple Linear Regression ◽  
Cross Sectional ◽  
Employee Job Satisfaction ◽  
Regression Test ◽  
Member Exchange

This research aims to determine the influence of leader member exchange to employee job satisfaction in PT Sandy Globalindo. Leader-member exchange is variable (X) and job satisfaction is a variable (Y). The research method that used is the analytic method with cross sectional approach. The sample in this research is 101 employees. Descriptive analysis showed that the leader-member exchange in PT Sandy Globalindo in the category enough with a mean of 2.91 and job satisfaction of employees at PT Sandy Globalindo in the category enough with a mean of 3.04. Simple linear regression test results indicate that the variable leader-member exchange impact of 38.2% on job satisfaction while amounting to 61.8% of job satisfaction influenced by other things that are not explained in this research. Therefore, it can be concluded that there is a significant influence of leader-member exchange to employee job satisfaction in PT Sandy Globalindo.

scholarly journals LEADER MEMBER EXCHANGE, PEMBERDAYAAN KARYAWAN DAN KOMPENSASI FINANSIAL BERPENGARUH TERHADAP KEPUASAN KERJA PT. CENTRAL HERO MANUNGGAL

2020 ◽  
Vol 9 (2) ◽  
pp. 617
Author(s):  
Rosalina Permatasari Nesia ◽  
I Gusti Ayu Manuati Dewi
Keyword(s):  
Job Satisfaction ◽  
Employee Empowerment ◽  
Leader Member Exchange ◽  
Entire Study ◽  
Financial Compensation ◽  
Employee Job Satisfaction ◽  
Sales And Marketing ◽  
Member Exchange ◽  
Sample Technique ◽  
Saturated Sample

Employees have an important role in achieving company goals, so the company continues to develop the potential of its human resources by increasing employee job satisfaction. The purpose of this study was to analyze the influence of leader-member exchange, employee empowerment and financial compensation on job satisfaction of employees of PT. Central Hero Manunggal. The population of this study were all employees of PT. Central Hero Manunggal, which numbered 40 people, divided into Administration, Sales and Marketing, and General Affairs. Sampling in this study used a saturated sample technique or census, where the entire study population was used as samples, so the number of samples used in this study were 40 people. Data collected in this study were analyzed using multiple linear regression. The results of the analysis show that leader-member exchange, employee empowerment, and financial compensation have a positive and significant effect on employee job satisfaction at PT. Central Hero Manunggal. This means that the better the relationship between superiors and subordinates, the more employees feel empowered and the higher the financial compensation given to employees of PT. Central Hero Manunggal, the level of job satisfaction will increase. Keywords: leader-member exchange, employee empowerment, financial compensation, job                        satisfaction

scholarly journals Exploring the Relationship between Despotic Leadership and Job Satisfaction: The Role of Self Efficacy and Leader–Member Exchange

2021 ◽  
Vol 18 (10) ◽  
pp. 5307
Author(s):  
Xiang Zhou ◽  
Samma Faiz Rasool ◽  
Jing Yang ◽  
Muhammad Zaheer Asghar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Negative Impact ◽  
Mediating Effect ◽  
Leader Member Exchange ◽  
Survey Analysis ◽  
Employee Job Satisfaction ◽  
Member Exchange

This study explores the effects of despotic leadership (DL) on employee job satisfaction (JS) using self-efficacy (SE) as a mediating variable and leader–member exchange (LMX) as a moderated variable. Building on the social learning and social exchange theory, our research proposes a research model. In this model, despotic leadership affects employee job satisfaction both directly and indirectly through self-efficacy and leader–member exchange. We used a questionnaire survey analysis approach to collect data. Data were collected from the employees of small- and medium-sized enterprises (SMEs) located in Guangdong Province, P.R. China. A pilot test of 20 participants with similar demographics as the final sample was performed to test the usability of the questionnaire. We distributed 500 questionnaires among the target population. In total, 230 usable questionnaires were returned, resulting in a response rate of 53%. To estimate the proposed relationships in the theoretical framework, we used SPSS and AMOS. The results of this study confirmed that despotic leadership has a negative impact on employee job satisfaction. Moreover, the outcomes of this study indicate that self-efficacy has a mediating effect between despotic leadership and employee job satisfaction. Similarly, the results also confirm that LMX has a moderating effect between despotic leadership and employee self-efficacy. Therefore, we conclude that the community is understanding of the mechanism of despotic leadership, identify the mechanism to effectively deal with its negative effects, broaden the relevant research on the antecedent variable of self-efficacy, and provide practical enlightenment enterprises to retain and employ people.

scholarly journals Pengaruh Reward terhadap Kepuasan Kerja Karyawan PDAM Magetan

2018 ◽  
Vol 6 (1) ◽  
pp. 95
Author(s):  
Lailatul Muqoyyaroh .
Keyword(s):  
Job Satisfaction ◽  
Linear Regression ◽  
Random Sampling ◽  
Hypothesis Test ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Coefficient Of Determination ◽  
Simple Linear Regression ◽  
Employee Job Satisfaction ◽  
Regression Test

<em>This research has purpose to know giving reward at PDAM Magetan, to know employee job satisfaction at PDAM Magetan, and to know influence of reward to employee job satisfaction at PDAM Magetan. Sampling technique in this research using simple random sampling technique taken 66 employees at PDAM Magetan. Data were taken by questionnaire, observation and documentation. The analysis was processed by SPSS version 16.0 using simple linear regression with test test and test hypothesis test. The results showed that the result of Simple Linear Regression Test is Y = 13.054 + 0.496, it means that if the variable of customer satisfaction is constant or constant, then the amount of job satisfaction of employee is 13,054. The result of Coefficient of Determination (R ^ 2) is known 0,879 indicates that 87% variable of employee job satisfaction influenced by reward, while the rest 13% influenced by other variable. Furthermore, the result of t test obtained t_hitung value is 21,549 while t_tabel equal to 1,668. This means that the value of t _count &gt; t_tabel (21,549 &gt; 1,668) so it can be concluded that Ho is rejected and Ha accepted, it means there is influence between Reward on Job Satisfaction Employees At PDAM Magetan.</em>

scholarly journals The mediator role of leader-member exchange in empirical test

2020 ◽  
Vol 13 (1) ◽  
pp. 127
Author(s):  
Abdul Haeba Ramli
Keyword(s):  
Job Satisfaction ◽  
Procedural Justice ◽  
Empirical Test ◽  
Leader Member Exchange ◽  
Cross Sectional ◽  
Private Companies ◽  
Intensive Training ◽  
Member Exchange ◽  
Mediator Role

<p>The purpose of this research is to determine the effect of procedural justice and leader-member exchange on job satisfaction. This is a cross-sectional research with data collected from 100 employees of private sector services using a questionnaire and analyzed with the Likert scale. The result showed the following (1) procedural justice has positive and significant effect on leader-member exchange, (2) leader-member exchange has a positive effect on job satisfaction, (3 procedural justice has a positive and significant effect on job satisfaction, and (4) leader-member exchange mediates the effect of procedural justice on job satisfaction. Therefore, private companies are encouraged to strengthen systems and work procedures that are fair to employees with positive impacts. In conclusion, companies need to provide intensive training for Leaders and supervisors to increase the potential and abilities of employees, thereby making them more enthusiastic, enterprising, happy, and diligent in carrying out their duties. </p>

scholarly journals Pengaruh Leader Member Exchange Terhadap Kinerja Pegawai

2016 ◽  
Vol 1 (3) ◽  
pp. 136
Author(s):  
Dewi Rahayu Hambali ◽  
Maya Setiawardani
Keyword(s):  
Employee Performance ◽  
Descriptive Analysis ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Leader Member Exchange ◽  
Analysis Method ◽  
Simple Linear Regression ◽  
Organizational Goals ◽  
Member Exchange ◽  
Negative Impacts

Leaders have the responsibility for managing their human resources. Thus, a good relationship between leaders and their subordinates is needed in order to support the achievement of organizational goals. But in reality, indirectly leaders give higher trust and respect to some of their subordinates. Therefore, the performance of each employee would not be equal to each other. During four semesters of 2013-2014, there has been a fluctuation of the results of the measurement of employee performance of PT PLN (Persero) Distribusi Jawa Barat dan Banten. The decrease in employee performance began to occur in the second semester of 2013, and the more significant decrease occurred in the second semester of 2014. Of course, this performance’s decreasing would give negative impacts for the company. Based on these problems, this study was conducted to determine how the influence of leader-member exchange on employee performance at Distribution Office of PT PLN (Persero) Distribusi Jawa Barat dan Banten. Simple random sampling technique was used to collect data through questionnaires distributed to 123 respondents who are functional employees at the Distribution Office of PT PLN (Persero) Distribusi Jawa Barat dan Banten. The analysis method used in this research is the classical assumption test, descriptive analysis, correlation, simple linear regression and hypothesis testing with SPSS 20. The results showed that Distribution Office of PT PLN (Persero) Distribusi Jawa Barat dan Banten has a high leader-member exchange and good performance. There is a moderate correlation between leader-member exchange and employee performance. Leader-member exchange contributes positively and significantly affect their employee performance of 23,7% while the remaining 76,3% is affected by other factors contribution that is not explained in this research.

scholarly journals Military perceived overqualification in a civil organization

2020 ◽  
Vol 2 (7) ◽  
pp. 8-19
Author(s):  
Hondor Saragih ◽  
Yetti Supriyati ◽  
Sri Indah Nikensari ◽  
Ahmad Hidayat Sutawidjaya
Keyword(s):  
Job Satisfaction ◽  
Early Retirement ◽  
Leader Member Exchange ◽  
Employee Job Satisfaction ◽  
Member Exchange ◽  
Negative Effect ◽  
The Republic ◽  
Perceived Overqualification ◽  
Retirement Intentions ◽  
Positive Effect

The Indonesian military is currently faced with a situation in the colonel's career bottleneck so that there is the potential for overqualification of military employees working in government institutions. This symptom can lead to the situation of early retirement for military employees in civilian settings. As many as 157 colonels and lieutenant colonels working at the Ministry of Defense of the Republic of Indonesia were involved in a study to find out how the perceived overqualification and leader-member exchange was independently related to job satisfaction and the early retirement intention. The results show that leader-member exchange has a positive effect on job satisfaction but has positive effect on early retirement intention. Meanwhile, the perceived overqualification affects only employee job satisfaction, not on early retirement intention. Job satisfaction influences early retirement intention. Even so, leader-member exchange does have a negative effect on perceived overqualification. Policies aimed at improving the quality of subordinate superiors' relationships are needed to prevent early retirement intentions of employees who experience overqualification.

Leader-Member Exchange (LMX) Impact on Work-Home Interference in a South African Commuter Transport Engineering Company

2019 ◽  
Vol 43 ◽  
Author(s):  
Jan Christoff Visagie ◽  
Michael M. Jones ◽  
Herman L. Linde
Keyword(s):  
South African ◽  
Structural Equation ◽  
Pearson Correlation ◽  
Correlation Coefficients ◽  
Leader Member Exchange ◽  
Negative Consequences ◽  
Dyadic Relationship ◽  
Cross Sectional ◽  
Engineering Company ◽  
Member Exchange

The South African workplace is confronted with many leadership challenges, specifically those relating to the employment relationship between subordinates and their supervisors. A high-quality relationship is essential, considering the work-family spillovers employees experience. Limited research has been conducted on the potential positive and negative consequences of the leader-member exchange (LMX) dyadic relationship. In this study, we used a cross-sectional research design, and drew an employee sample (N = 120) from a commuter transport engineering company. A five-point Likert scale was employed and statistical analyses were carried out using the SAS statistical program. We calculated Pearson correlation coefficients and used structural equation modelling to test the proposed conceptual model to indicate possible correlations between the different variables. The main finding of the study was that the nature of the LMX relationship quality in the relevant company appeared to be high and positively related to work-home enrichment but negatively related to work-home conflict and role overload. The article concludes by making a number of suggestions to respond to challenges.

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