THE EFFECT OF JOB SATISFACTION AND LEADERSHIP STYLE ON EMPLOYEES PERFORMANCE IN "PT.B" TOSERBA BANDUNG - Turkish Journal of ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Turkish Journal of Physiotherapy and Rehabilitation; 32(3)
ISSN 2651-4451 | e-ISSN 2651-446X
THE EFFECT OF JOB SATISFACTION AND LEADERSHIP STYLE ON
EMPLOYEES PERFORMANCE IN "PT.B" TOSERBA BANDUNG
Wien Dyahrini1, Neni Anggraeni2, Dian Nugraha3
Widyatama University , Bandung , Indonesia.
Email: wien.dyahrini@widyatama.ac.id
ABSTRACT
This study aims at determine the effect of job satisfaction and leadership style on the performance of
employees "PT.B" Toserba, Bandung. This study used a descriptive verification approach, with a sample of
60 employees. Multiple regression analysis used in this study was assisted by SPSS 23 software. Primary
data of this study were obtained from questionnaires and interviews. Secondary data were obtained through
notes and publications and literature. The results showed that there was an influence between job satisfaction
and leadership style variables. This is evidenced by the results of 40.9% which explain the effect. This study
emphasizes that these two variables can contribute to employee performance, therefore the company must
pay attention to the leadership style in its work environment so that employees can improve their
performance in making a good contribution to the company in the future.
Keywords: job satisfaction, leadership style, employee performance.
I. INTRODUCTION
Companies in their operations always need qualified human resources that can work well. It is stated in several
theories that Human Resources are the main asset in determining the success of a company in achieving its
business activities (Halcomb, E and Smyth, 2018). Without going through the role of appropriate human
resources, the company's goals will be difficult to achieve, because the main motor as the manager and driving
force of the company is these resources. This makes human resources an important indicator in the company's
business activities to achieve its goals effectively and efficiently (Kim, H and Kim, K 2019). According to
Butum, there is an important factor in the success of a business such as a skilled workforce who is able to
produce satisfying work results (Butum, L, 2017). Employees are an important factor in an organization on a
small or large scale, because quality employees will encourage organizational performance to be better
(Fadlurrahman et al, 2021). Employees as workers in the company need to improve their performance so that
they can make a positive contribution to the company. In fact, not every employee has the abilities and skills the
same with the expectations of companies that require competency. This is so that employees can carry out their
works in consent with the responsibilities that are given; there are a few factor that can affect the achievement
and work results of employees. From this, it can require serious management in handling human resources; it
does not become one of the serious obstacles in the company (Kim, Y and Seo, S 2016).
Another important factor, as stated by Sharma, S and Taneja (2018) is performance which is the result of quality
and quantity work achieved which an employee who has been performed the works according to the
responsibilities that are given. Successful performance is achieved when an employee has carried out his assigned
duties build upon skills, experiences, sincerities, and times. It is realized that there are still many companies that
have not been able to fulfill the importance of improving employee performance (Choudhary, N and Naqshbandi,
2017; Maria et al., 2020; Bulut, 2020; Chena et al., 2020; Makhalima, 2020). Various cases regarding employee
performance are often found, such as what happened to "PT.B" Toserba Bandung. "PT.B" Toserba is a modern
retail company in Indonesia with the format of a supermarket, department store and food court. Furthermore,
"PT.B" Toserba Bandung is a branch of "PT.B" department store which has 130 employees. In this study,
observations which were at the same time a sample were carried out on 60 employees and information was
obtained that their job satisfaction could not be said to be adequate, this is explained more in Table 1:
www.turkjphysiotherrehabil.org 6150Turkish Journal of Physiotherapy and Rehabilitation; 32(3)
ISSN 2651-4451 | e-ISSN 2651-446X
Table1. Pre-survey results regarding to job satisfaction.
No Statement Percentage of
High Low
Job Satisfaction High Low
1. The work itself 32 28 53.3% 46.6%
Feel happy with this job
2. Salary / Wages 10 50 16.6% 83.4%
Adequacy of the benefits earned
3. Promotion 22 38 36.6% 63.4%
There is an opportunity for promotion
4. Supervision 14 26 23.3% 76.7%
There is direction from superiors at work
5. Co-workers 40 20 66.6% 33 , 4%
cooperative work team
Source: "PT.B" Toserba Bandung (2021)
From the results of these observations conducted research on the employees’ performance "PT.B" Toserba
Bandung. It is expected that with a good leadership style and job satisfaction, "PT.B" Bandung Department Store
can form optimal employee performance. This is a research which is conducted by Elbudrah (2018) which is
explained that the style of leadership and job satisfaction affect performance for the employees. Seeing the
importance role of its style and work satisfaction, then on this occasion the author tries to examine the influence
of them on employees of "PT.B" Toserba Bandung. The research questions are (1) how much effect of the job
satisfaction to the performance of the staff "PT.B" Toserba Bandung? (2) how much influence the satisfaction of
job on staff’s performance "PT.B" Bandung Toserba? (3) how much effect the satisfaction of job and style of the
leadership on the performance of employees of "PT.B" Toserba Bandung?
II. LITERATURE REVIEW
Job Satisfaction Job
Satisfaction will always be the main goal for employees who work, this is because everyone who works wants to
get job satisfaction in the workplace. Job satisfaction of employees is individualist, because each employee will
get various levels of satisfaction, and depend on the values that prevail in each employee (Temesgen, K and
Aycheh, M, 2018). The more aspects of work that are in accordance with individual desires, the higher the
satisfaction obtained (Akgunduz Y and Kizilcalioglu, 2018). Employee satisfaction will vary from person to
person and depends on the level of pleasure employees feel about their role in their work in the organization or
workplace. This job satisfaction can include the level of satisfaction of employees that they can be rewarded
accordingly from various aspects of the work situation carried out from the organization where they work.
According to Mehra, P and Nickerson, C (2019) the definition of job satisfaction is a good or bad emotional state
of employees in viewing their work. According to Mehra (2019), there are five factors that can affect job
satisfaction, namely fulfillment of needs, differences, value achievement, justice and genetic components.
Bohlander, S (2013) provides dimensions that can measure job satisfaction, namely the job itself, salary,
promotion, supervision and co-workers. Research (Akgunduz, Y., Kizilcalioglu, G., & Ceylin, SS (2018), states
that job satisfaction buffer affects the performance of employees.
H1.Job satisfaction influences on employee performance.
Style of Leadership
Understanding the style of leadership is a form of behavior where the leaders do that to influence group members.
(Muhammad Busro, 2015) another definition states that the style of leadership is a shape and is the basic of
differencing the type of leadership. According to (Al Khajeh, E, 2018), the style means having good attitude or
behavior where the result of the combination of philosophy, skills, and attitudes are often applied by a leader
when he tries to influence the performance of his subordinates, this was stated by (Xie, Y and Xue, W , 2018).
The style or style of leadership (leadership style) will greatly affect the effectiveness of the leader r, S (2013),
identified three types of leadership styles, namely: charismatic, transactional, and transformational leadership
styles. In carrying out leadership activities, there are several factors that influence leadership style, namely
personality, superiors' expectations and behavior, task requirements, policy climate and expectations. According
to Snell and Bohlander (2013), leadership behavior is the act of a different type of leader. They are both visible
and invisible to his subordinates and the important factor with leadership will tie employee performance to the
www.turkjphysiotherrehabil.org 6151Turkish Journal of Physiotherapy and Rehabilitation; 32(3)
ISSN 2651-4451 | e-ISSN 2651-446X
company. The leader is the main decision maker, determines the result, development, and distribution of
resources that have been organizing, the resources that have been changing into worthy products and services,
and the worth deliver to stakeholders to the interests of the organization (Essa, E and Alattri, A, 2019). According
to by Gandolfi F and Stone (2018) the style of leadership affects employee’s performance.
H2. Leadership style affects employee
Employee Performance
Performance is often stated as the level of implement achievement activity program in realizing the goals,
objectives, vision and mission of the organization as outlined in the strategic planning of an organization
(Sharma, S and Taneja, M, 2018). Employee performance includes work results that can be obtained by an
employee or a group of employees that can be achieved in an organization that is adjusted to the authority and
responsibility of each employee to achieve the goals of the organization legally and does not break the law and
does follow the morals or ethics ( Nazir, 2017). Performance evaluation is a systematic evaluation of employee
performance in order to understand how much the employee is capable of so that the organization can plan for
further career development. According to Bohlander (2013) the factors that affect employee performance
appraisal include the ability factor. The mutation factor (motivation), according to David, K (2009) there are five
dimensions in performance measurement, namely quality, quantity, timeliness, effectiveness, and independence.
H3. Job satisfaction and leadership style affect employee performance.
Figure 1. Framework of thought
III. RESEARCH METHODS
This study uses a descriptive and quantitative method by giving questionnaires to respondents using simple
random sampling techniques. The targets in this study was all employees of "PT.B" Toserba Bandung, around
150 people. The sample was selected by as many as 60 people using the Slovin formula. The analysis technique
used is multiple linear regression analysis. Multiple linear regression analysis is used to determine the
relationship between two or more independent variants of the dependent variable simultaneously. Before using
this analysis, first the classical assumption test and further regarding the hypothesis are carried out. However, the
data analysis used multiple regression analysis with SPSS 23 software.
IV. RESULTS AND DISCUSSION
The following are the results that have been carried out from collecting the questionnaire:
Table 1. Profile of Respondents Respondent
Respondent Profile Percentage of
Male
68%
Gender
Female 32%
30 28%
www.turkjphysiotherrehabil.org 6152Turkish Journal of Physiotherapy and Rehabilitation; 32(3)
ISSN 2651-4451 | e-ISSN 2651-446X
years
Junior High
School 30%
equivalent
Education High school 52%
D3 (Diploma)
& S1 18%
(Bachelor)
Number of
60 100%
Samples
Source: Data processed in 2021
In table 1, it shows that the results of male respondents are 68% and female respondents are 32%. In this study,
the respondents involved had an average age 30 years reaching 28%. The validity of
all the analysis test in this study were valid. These results have been proven with the results of r count greater
than e table. There are the results of the reliability test:
Table 2 Reliability Test
Variable Cronback's Alpha Number of Items Decision
Job Satisfaction 0.820 8 Reliable
Leadership Style 0.773 10 Reliable
Employee 0.864 10 Reliable
Performance
Source: Data processed 2021
Reliability test can show that the extent to which a measuring instrument is reliable. In table 2, it can be stated
that the data through the instruments that have been collected shows that leadership style affects employee
satisfaction and performance, this is proven reliably because the Cronbach's Alpha value of each variable is
better than 0.60.
Table 3. Normality Test
One-Sample Kolmogorov-Smirnov Test
Unstandardized
Residual
N 60
Normal Parameter Mean 0E-7
sab
Std. Deviation .31419076
Most Extreme Absolute .081
Differences
Positive .062
Negative -.081
Statistical Test .057
Asymp. Sig. (2-tailed) .200cd
Source: Data processed 2021
Based on the table, it is clear that the variables in the study are very significant and normal distributed at the level
of error levels by 5%. In addition, a significant level is obtained on variables above α = 0.05 (0.200> 0.05).
Table 4. Multicollinearity Test
Coefficientsa
www.turkjphysiotherrehabil.org 6153Turkish Journal of Physiotherapy and Rehabilitation; 32(3)
ISSN 2651-4451 | e-ISSN 2651-446X
Model Coefficients a
Tolerance VIF
1 (Constant)
Leadership Style .727 1,249
Job Satisfaction .727 1,249
Source: Data processed 2021
The results in table 4 shows it is found that the tolerance value is above 0.1 and the VIF value is below 10,
however, to conclude. there is no multicollinearity between the independent variables.
Table 5. Heteroscedasticity Test
Coefficients a
Unstandardize Standardiz Collinearity
d ed Statistics
Model Coefficients Coefficient t
s
B Std. Beta Sig. Toleranc VIF
Error e
1. (Constant) .148 .053 2,405
Leadership .028 3,153 .415 1,249
Styles .380.
078
.727
Job .177. .121 4,264 .276 1,249
Satisfaction 062
.727
Source: Data retrieved 2021
In table 5 of the calculations carried out the contribution of all independent variables, the significance value is
below 0.05, this also shows that the independent variable has no problem with heteroscedasticity.
Table 6. Multiple Linear Regression Test Results
Coefficients
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .216 239 How 3,049
Leadership Style .568 .270 .543 5372 .017
Job Satisfaction .352 .139 .323 4.200 .023
Source: Data processed in 2021
Referring to table 6, the results obtained in the calculation shows that leadership style and job satisfaction affect
performance by a constant value of 0.216. So in this case, if job satisfaction and leadership style increase,
performance will also increase. As for the coefficient b1 = 0.568 and the variable coefficient b2 = 0.352, it means
that if the leadership style increases and job satisfaction increases, both of these will also have an effect on
increasing performance by their respective coefficients.
Analysis of the correlation coefficient and determination
Table 7. Model Summary b
Adjusted R Std. Error of the
Model R R Square Square Estimate
1 .640a .409 .412 .206192
Analysis of the correlation coefficient and determination, shown by the two tables below, namely: the calculation
in table 7. shows the R Square is 0. 409 from the Toserba Bandung is used to calculate the influence of leadership
style and job satisfaction on employee performance.
www.turkjphysiotherrehabil.org 6154Turkish Journal of Physiotherapy and Rehabilitation; 32(3)
ISSN 2651-4451 | e-ISSN 2651-446X
Table 8. Analysis of the Coefficient of Determination
Model Summaryb
Adjusted R Std. Error of the
Model R R Square Square Estimate
1 .640a .409 .412 .206192
From the results in table 8, the magnitude of the coefficient of determination (R square) is 0.409 or 40.9%. This
shows that there is an influence that the magnitude of leadership style and job satisfaction on employee
performance contributes 40.9%, and for other factors that are not examined, the effect is 51.9%.
Hypothesis Test Results
The following table for hypothesis test results:
Table 9. Simultaneous Hypothesis Test Results (Test F)
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 11,235 .000 2 3,815 4,710b
Residual 2355 54 .173
Total 7065 56
Paying attention to table 9, the calculated F value is 11.235, which means that the results are different from the F
table which is 3.16 (11.235> 3.16). The table also shows a significance value of 0.000, meaning that this value is
0.05 smaller. Mathematically, the equation can be written (0.000 < 0.05). This means that employee performance
is jointly influenced by leadership style and job satisfaction which have a significant effect.
V. CONCLUSIONS AND SUGGESTIONS
To sum up, based on the result data analysis, there is a significant influence of leadership style on the
performance of employees of "PT.B" Toserba Bandung. The result of multiple linear regression shows that the
style of leadership has a positive effects on employee. These results suggest that when the leadership style
application is getting better, the employee's performance will get higher. There is a significant effect of the
satisfaction in job on the performance of employees of "PT.B". The results of multiple linear regressions also
show that work satisfaction has a positive effect on employee’s performance. These results point out that the
higher the job satisfaction, the higher the employee's performance. Simultaneously or collectively there is
positive significance effect of the style of leadership and job satisfaction on the staff’s performance of "PT.B"
Toserba Bandung. Based on testing the coefficient of determination, the style and satisfaction have an effect on
workers activity by 40.9% and the remaining 59.2% affected by other factors that are not examined in this
research.
VI. SUGGESTIONS
Based on the conclusions obtained, the advice given to the management of " PT.B " Bandung Department Store
can pay attention to the application of leadership styles, namely that superiors can pay more attention to caring
for subordinates, can hear suggestions from subordinates, and can invite subordinates in making decisions for the
purpose together, provide a challenge so that subordinates feel there is competition between employees. In
addition, suggestions on performance satisfaction include adjusting the income given to the results generated or
achieved by employees, the existence of an even career path for promotion, promotion by paying attention to
performance results while working at the company not because of seniority, increasing employee work
effectiveness, pay more attention to the guidance and direction of subordinates at work, as well as the direction
from superiors to subordinates at work.
REFERENCES
1 Al Khajeh, EH (2018). Leadership Styles on Organizational Performance.Journal of Human Resources Management Research, 2018, 1–10.
2 Akgunduz, Y., Kizilcalioglu, G., & Ceylin, SS (2018). The Effects of Job Satisfaction and Meaning of Work on Employee Creativity: An Investigation
of EXPO 2016 Exhibition Employees. Tourism. Institute for Tourism.
www.turkjphysiotherrehabil.org 6155Turkish Journal of Physiotherapy and Rehabilitation; 32(3)
ISSN 2651-4451 | e-ISSN 2651-446X
3 Bulut, A. (2020). Teacher Opinions about Children’s Awareness of Zero-Waste and Recycling in the Pre-School Education Years. Review of
International Geographical Education Online, 10(3), 351-372.
4 Butum, L. (2017). The Importance of International Experience for Romanian Students in Establishing Career Priorities. Management and Marketing,
12 (1), 155–170.
5 Chena PI, Panigo DT, Zorba G. Beyond Goodwin: Financialization As A Structural Change To Explain The New Argentinian Crisis. Cuadernos de
Economía. 2020;39(80).
6 Choudhary, N., Naqshbandi, MM, Philip, PJ, & Kumar, R. (2017). Employee Job Performance. Journal of Management Development, 36 (8), 1087–
1098.
7 David K. Hayes, JDN (2009). Human Resources Management in the Hospitlity Industry. John Wiley & Sons, Inc.
8 Essa, EB, & Alattari, A. (2019). The Relationship Between Followership Styles and Leadership Styles. Research in Educational Administration and
Leadership, 4 (2), 407–449.
9 Fadlurrahman, M. Fakhri., Amelia, Tasya Choiri., & Pratminingsih, SA (2021). The Influence of Workload and Competence on Employee
Performance. Psychology and Education Journal, 58 (3), 486-492.
10 Halcomb, E., Smyth, E., & McInnes, S. (2018). Job Satisfaction and Career Intentions of Registered Nurses in Primary Health Care: An Integrative
Review. BMC Family Practice, 19 (1).
11 Kim, H., & Kim, KH (2019). Factors Affecting Korean Physician Job Satisfaction.International Journal of Environmental Research and Public Health,
16 (15).
12 Kim, YM, Seo, SJ, & Lee, JK (2016). Relation Between University Life Adaptation and Future Aspiration of Art Majoring University Students. Indian
Journal of Science and Technology, 9 (25).
13 Maria, E., Coelho, C., Paula, M., Celina, S., Fonseca, F., Pinto, A., & Isabel, M. (2020). Exercise with Music : An Innovative Approach to Increase
Cognition and Reduce Depression in Institutionalized Elderly. 29, 49–56.
14 Mahfouz, SA, Awang, Z., Muda, H., & Bahkia, USA (2020). Mediating Role of Employee Commitment in the Relationship Between Transformational
Leadership Style and Employee Performance. Humanities and Social Sciences Reviews, 8 (2), 624–637.
15 Makhalima, J. L. (2020). An Analysis Of The Determinants Of Child Poverty In South Africa. International Journal Of Economics And Finance,
12(2).
16 Mehra, P., & Nickerson, C. (2019). Organizational Communication and Job Satisfaction: What Role Do Generational Differences Play?. International
Journal of Organizational Analysis, 27 (3), 524–547.
17 Nazir, O., & Islam, JU (2017). Enhancing organizational commitment and employee performance through employee engagement: An empirical check.
South Asian Journal of Business Studies, 6 (1), 98–114.
18 Temesgen, K., Aycheh, MW, & Leshargie, CT (2018). Job satisfaction and associated factors among health professionals working at Western Amhara
Region, Ethiopia. Health and Quality of Life Outcomes, 16 (1).
19 Sharma, S., & Taneja, M. (2018). The effect of training on employee performance. International Journal of Recent Technology and Engineering, 7 (4),
6–13.
20 Xie, Y., Xue, W., Li, L., Wang, A., Chen, Y., Zheng, Q., Li, X. (2018). Leadership style and innovation atmosphere in enterprises: An empirical
study. Technological Forecasting and Social Change, 135, 257–265.
www.turkjphysiotherrehabil.org 6156You can also read
