p–ISSN: 2723 - 6609 e-ISSN: 2745-5254
Vol. 5, No. 7 July 2024 http://jist.publikasiindonesia.id/
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3165
Organizational Justice and Leadership Style on Employee Job
Satisfaction (Empirical Study on Bappeda of West Papua
Province)
Pamella Ruth Baransano
1*
, Yunus Tekad Kurniadi Ruslak Hammar
2
STIE Mah-Esia Manokwari, Indonesia
Email:
1*
2
*Correspondence
ABSTRACT
Keywords: organizational
justice; leadership style;
job satisfaction.
This research aims to analyze the influence of organizational
justice and leadership style on employee job satisfaction
(Empirical Study at the Regional Development Planning
Agency (BAPPEDA) of West Papua Province). The results
of the research show that organizational justice and
leadership style have a positive and significant effect on
employee job satisfaction at the Regional Development
Planning Agency of West Papua Province. Leadership style
has a positive and significant effect on employee job
satisfaction at the Regional Development Planning Agency
of West Papua Province. Organizational Justice and
Leadership Style simultaneously have a significant influence
on the job satisfaction of employees of the Regional
Development Planning Agency of West Papua Province.
Introduction
Every person who works expects to get satisfaction from where he works, in
general, job satisfaction is an individual thing because each individual will master
different levels of satisfaction according to the values that apply to each individual. The
more factors in the work that are by the individual's wishes, the higher the level of
satisfaction felt (Husaini & Sutama, 2021). Job satisfaction is an effectiveness or
emotional response to various factors of work, and employees' feelings about whether or
not a job is enjoyable. Generally, it is against a person's work that shows a difference
between the number of awards workers receive and the amount they believe they should
receive (Husaini & Sutama, 2021).
(Santoso & Yuliantika, 2022) Also, job satisfaction is an employee's attitude
towards work related to work situations, cooperation between employees, rewards
received at work, and things related to physical and psychological factors. According to
(PERDANA, 2024), every person who works wants to expect satisfaction from the place
where he works. Job satisfaction will affect the productivity that a manager expects so
much, so a manager needs to understand what to do to create job satisfaction for his
employees. This is also supported by (Abdussamad, 2019), who states that job satisfaction
Pamella Ruth Baransano, Yunus Tekad Kurniadi Ruslak Hammar
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3166
is a feeling of pleasure or displeasure in looking at and carrying out one's work. If a person
is happy with his work, then he will be satisfied with his work.
Job satisfaction will affect the productivity that is highly expected by a leader, so a
leader needs to understand what must be done to create job satisfaction for his employees.
This is also supported by (Setiawan, 2016), who states that job satisfaction is a feeling of
pleasure or displeasure in looking at and carrying out one's work. If a person is happy
with his work, then he will be satisfied with his work. According to Afandi (2021), the
indicators of job satisfaction are as follows: 1) Work, the content of the work carried out
by a person can be a factor of satisfaction at work; 2) Wages, The amount of payment
received by a person as a result of doing his or her work whether it is by a perceived need
to be fair; 3) Supervisor, a person who always gives orders or directions in the
implementation of his work; and 4) Co-worker, a person who constantly interacts in the
implementation of his work can make work fun or unpleasant.
To obtain job satisfaction, factors that can affect it include organizational justice
and leadership style. This factor will be studied in this study. Organizational justice is
considered important because based on the theory of fairness, employees tend to compare
the ratio between the efforts or contributions they make, balanced with the results they
have received. Employees consider an organization fair when they are confident that the
results and procedures they receive are fair (Noruzi & Rahimi, 2010). Organizational
fairness shows employees' perceptions of the extent to which they are treated fairly in the
organization.
(Ritonga, 2016) define organizational justice as a level at which an individual feels
treated equally in the organization where he or she works. Another definition says that
organizational justice is a person's fair perception of decisions taken by their superiors.
Employees are considered to be able to achieve and show their best performance if there
is work security and organizational fairness that leads to employee satisfaction. Workers'
perceptions of fairness related to interactions, procedures, and outcomes are known to be
very capable of influencing workers' behaviour and attitudes.
Research on organizational justice has been conducted in a variety of fields,
backgrounds, and research environments. As a result, each study uses a different
definition of organisational justice. Organizational justice refers to the presence or
absence of justice in the workplace. It is formed based on how people feel about their
work and organization. As a result, organizational justice has control over how employees
behave. Another view considers organizational fairness, referring to employees'
perceptions of workplace interactions, processes, and outcomes to achieve fairness. In
this sense, organizational justice is seen from the perspective of the individual and is not
only related to fair results but also to how they are achieved.
Leadership is one of the issues in management that is still quite interesting to discuss
today. Mass media, both electronic and print, often feature opinions and talks that discuss
leadership. The role of leadership, which is very strategic and important for the
achievement of the mission, vision, and goals of an organization, is one of the motives
that encourages humans to always investigate the intricacies related to leadership. The
Organizational Justice and Leadership Style on Employee Job Satisfaction (Empirical Study on
Bappeda of West Papua Province)
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3167
quality of a leader is often considered the most important factor in the success or failure
of an organization, as well as the success or failure of an organization, whether business-
oriented or public-oriented, is usually perceived as the success or failure of a leader.
(Sutrisno, 2022) stated that leadership is an activity that moves others to achieve
the expected results by leading, guiding, and influencing others. Leadership is the ability
to realize a vision or goal that has been set by moving individuals or groups of people to
achieve these goals (Muhlis & Rusli, 2020). A leader to achieve organizational goals must
be able to move, direct, and influence his subordinates to perform tasks according to their
duties.
The problem that occurs in BAPPEDA West Papua Province is that the leader only
gives orders without paying attention to the real function/meaning of the leader, the leader
is only oriented towards achieving the target so he does not pay attention to the vision
and mission of the organization he leads.
Adhering to the vision and mission and the various limitations faced is a challenge
for BAPPEDA West Papua Province in managing its resources. In daily observations,
there are still employees who lack discipline which is shown by not coming on time, the
way of dressing is still not standard, besides that there are still many employees who like
to postpone work.
Research Methods
Type of Research
In this study, a quantitative approach (survey method) is used. In this study, the
Likert scale is also used, (Kuantitatif, 2016) the Likert scale is used to measure the
attitudes, opinions, and perceptions of a person or a group of people about social
phenomena. In other words, through this research, the relationship between
organizational justice and leadership style will be studied objectively regarding the
relationship between organizational justice and leadership style to the job satisfaction of
BAPPEDA employees in West Papua Province.
Data
According to (Tegor, ALPINO SUSANTO, Togatorop, & SULIVYO, 2020), a
questionnaire is a data collection technique that is carried out by giving a set of questions
or written statements to respondents to answer. A questionnaire is a data collection by
providing a list of questions submitted to respondents that have been made in writing
using a Likert scale.
Population data is a generalization area consisting of objects/subjects that have
certain qualities and characteristics that are determined by the researcher to be studied
and then draw conclusions. The population in this study is 65 employees. The number of
samples in this study is as many as 65 employees of BAPPEDA West Papua Province.
Research Variables
In this study, there are two variables, namely independent variables and dependent
variables, including:
Pamella Ruth Baransano, Yunus Tekad Kurniadi Ruslak Hammar
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3168
Independent variables or independent variables are variables whose size is not
influenced by other variables, including:
X1 = Organizational Justice X2 = Leadership Style
Dependent variables or bound variables are variables whose size is influenced by
other variables, including:
Y = Job Satisfaction
Multiple Linear Regression Analysis
Multiple regression analysis is used to test the influence or relationship between
independent variables (organizational fairness and leadership style) and dependent
variables (job satisfaction). The calculation will be carried out with the help of the SPSS
for Windows 22 program. The variable relationship model will be analyzed according to
regression according to (Tegor et al., 2020).
The influence of the independent variable on the individually bound variable was
tested by the t-test (partial test), while the influence of the independent variable on the
variable was simultaneously tested by the F test (simultaneous test).
Results and Discussion
Validity Test
Table 1
Results of the Validity Test of Research Instruments
Variable
Alpha < value
0.05
Information
X1.1
0.000
Valid
X1.2
0.000
Valid
X1.3
0.000
Valid
X1.4
0.000
Valid
X1.5
0.000
Valid
X1.6
0.000
Valid
X1.7
0.000
Valid
X2.1
0.000
Valid
X2.2
0.000
Valid
X2.3
0.000
Valid
X2.4
0.000
Valid
X2.5
0.000
Valid
X2.6
0.000
Valid
X2.7
0.000
Valid
Y1.1
0.000
Valid
Y1.2
0.000
Valid
Y1.3
0.000
Valid
Y1.4
0.000
Valid
Y1.5
0.000
Valid
Reliability Test
Organizational Justice and Leadership Style on Employee Job Satisfaction (Empirical Study on
Bappeda of West Papua Province)
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3169
Table 2
Reliability Test Results
Variable
Alpha Value
Cronbach > 0.60
Information
X1
,649
Reliable
X2
,773
Reliable
Y
,689
Reliable
It can be concluded that Table 1 shows that the data is valid and in Table 2 the data
is declared reliable.
Normality Test
Table 3
Kolmogorov-Smirnov normality
Unstandardize
d
Residual
N
65
Normal Parameters
a,b
Mean
,0000000
Std. Deviation
,22706258
Most Extreme Differences
Absolute
,125
Positive
,125
Negative
-,075
Test Statistic
,125
Asymp. Sig. (2-tailed)
,113
c
From Table 3, the Kolmogorov-Smirnov Sig value is 0.113 > Sig 0.05 so the data
is distributed normally.
Linearity Test
Table 4
Satisfaction-Justice Linearity
Sum of
Squares
df
Mean
Square
F
Si
g.
K.K
(Y) *
Betwee
n
(Combi
ned)
1,901
9
,211
2,322
,027
K.O
(X1)
Groups
Linearit
y
Deviat
ion
from
Linear
ity
,873
1
,873
9,600
,003
1,028
8
,128
1,413
,212
Within Groups
5,003
55
,091
Total
6,905
64
Table 5
Linearity of Leadership Satisfaction
Some of
Squares
df
Mean
Square
F
Sig.
K.K (Y) Between Groups
(Combined)
3,679
3,257
11
1
,334
3,257
5,494
53,517
,000
* G.P
(X2)
Linearity
,000
Deviation from
Pamella Ruth Baransano, Yunus Tekad Kurniadi Ruslak Hammar
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3170
,421
10
,042
,692
,727
Linearity
Within Groups
3,226
53
,061
Total
6,905
64
This test is commonly used as a prerequisite in correlation analysis or linear
regression by looking at the significance value if the sig value is < 0.05, then there is a
significant linear relationship between the predictor variable (X) and the criterion variable
(Y).
Multicollinearity
Table 6
Multicollinearity
Model
Unstandardiz
ed
Coefficients
Standardized
Coefficients
t
Sig.
Collinearity
Statistics
B
Std.
Error
Beta
Tolera
nce
V
I
F
1
(Const
ant)
K.O
(X1)
,427
,278
,50
6
,10
9
,229
,642
,84
5
2,5
55
7,1
64
,4
02
,0
13
,961
1,041
G.P
(X2)
,606
,085
,0
00
,961
1,041
The results of the calculation of the Variance Inflation Factor (VIF) value also show
the same thing, there is no single independent variable that has a VIF value of more than
10. So it can be concluded that there is no multicollinearity between independent variables
in the regression model.
Heteroscedasticity
A good regression model is that there is no homoskepestivity and
heteroscedasticity. To see whether there are symptoms of heteroscedasticity using the
Scatterplot drawing pattern, the results can be seen in Figure 1 below;
Organizational Justice and Leadership Style on Employee Job Satisfaction (Empirical Study on
Bappeda of West Papua Province)
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3171
Figure 1 Heteroskedasticity Test
In Figure 1 there is no heteroskedasticity, the analysis:
1. Data points spread above and below or around 0
2. Data points don't collect just above or below.
3. The distribution of data points does not form a wavy pattern that widens then narrows
and widens again.
4. The distribution of data points is unpatterned.
Regresi Linear Berganda
To test multiple linear regression concurrently, classical assumption testing was
carried out both simultaneously and partially.
Table 7
Model Summary
Model
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
1
,723
a
,522
,507
,23070
a. Predictors: (Constant), G.P (X2), K.O (X1)
b. Dependent Variable: K.K (Y)
It is known that in Table 7 the influence of the variables of Organizational Justice
and Leadership Style is 52.2% on Job Satisfaction, while the remaining 48.8% is
influenced by other factors that cannot be explained in this study.
Table 8
Coefficientsa
Coefficient
s
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
,427
,506
,845
,402
K.O (X1)
,278
,109
,229
2,555
,013
G.P (X2)
,606
,085
,642
7,164
,000
Pamella Ruth Baransano, Yunus Tekad Kurniadi Ruslak Hammar
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3172
a. Dependent Variable: K.K (Y)
Table 9
ANOVA
Model
Some of
Mean
F
Sig.
Squares
df
Square
1 Regression
3,605
2
1,802
33,868
,000
b
Residual
Total
3,300
6,905
62
64
,053
It is known that in Table 8 it is known that the Sig value of the Organizational
Justice variable is 0.013 < 0.05 so it can be concluded that there is a significant influence
between Organizational Justice on Job Satisfaction while the Sig value of the Leadership
variable is 0.000 < 0.05 so it can be concluded that there is a significant influence between
Leadership Style on Job Satisfaction. In Table 9, the Sig value of Organizational Justice
and Leadership Style is 0.000 < 0.05 so it can be concluded that simultaneously has a
significant effect on job satisfaction.
Conclusion
From the results of the research on the Influence of Civilization Justice and
Leadership Style on Job Satisfaction of BAPPEDA employees of West Papua Province,
the following conclusions can be drawn:
1. Partially, there is a significant positive influence between Organizational Justice on
Job Satisfaction of West Papua Province BAPPEDA employees.
2. Partially, there is a significant positive influence between Leadership Style on Job
Satisfaction of West Papua Province BAPPEDA employees.
3. Simultaneously, there is a significant influence between Organizational Justice and
Leadership Style on Job Satisfaction of West Papua Province BAPPEDA employees
Organizational Justice and Leadership Style on Employee Job Satisfaction (Empirical Study on
Bappeda of West Papua Province)
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 7, July 2024 3173
Bibliography
Abdussamad, Yuriko. (2019). Kualitas Pelayanan Publik Di Kantor Dinas Kependudukan
Dan Catatan Sipil Kabupaten Gorontalo. Publik: Jurnal Manajemen Sumber Daya
Manusia, Administrasi Dan Pelayanan Publik, 6(2), 73–82.
https://doi.org/10.37606/publik.v6i2.6
Husaini, Rizky Nuriyana, & Sutama, Sutama. (2021). Manajemen Sumber Daya Manusia
Dalam Instansi Pendidikan. Didaktis: Jurnal Pendidikan Dan Ilmu Pengetahuan,
21(1).
Kuantitatif, Pendidikan Pendekatan. (2016). Metode Penelitian Kunatitatif Kualitatif dan
R&D. Alfabeta, Bandung.
Muhlis, Muhlis, & Rusli, Rusli. (2020). Pengaruh Gaya Kepemimpinan Dan Motivasi
Terhadap Kepuasan Kerja Perangkat Desa Sondosia Kecamatan Bolo Kabupaten
Bima. JURNAL DIMENSI, 9(2), 323–338.
Noruzi, Mohammad Reza, & Rahimi, Gholam Reza. (2010). Multiple intelligences, a new
look to organizational effectiveness. Journal of Management Research, 2(2), 1.
Perdana, Muhammad Yoga Surya. (2024). Analisis Disiplin Kerja Dan Motivasi Dalam
Meningkatkan Kinerja Karyawan Pada Cv. Restu Guru Promosindo Banjarbaru.
Universitas Islam Kalimantan MAB.
Ritonga, Rianto. (2016). Influence of Transformational Leadership, Organizational
Culture and Trust on Organizational Commitment. International Journal of
Managerial Studies and Research (IJMSR) Volume, 4, 47–51.
Santoso, Anton Budi, & Yuliantika, Rilfa. (2022). Pengaruh Kepuasan Kerja dan
Kompensasi terhadap Intention to Stay. Jurnal Ilmiah Manajemen, Ekonomi, &
Akuntansi (MEA), 6(3), 1407–1422.
Setiawan, Rony Ika. (2016). Pengembangan sumber daya manusia di bidang pariwisata:
perspektif potensi wisata daerah berkembang. Jurnal Penelitian Manajemen
Terapan (PENATARAN), 1(1), 23–35.
Sutrisno, Sutrisno. (2022). Determinants of employee performance: Overview of aspects
of communication, work stress, and compensation. Budapest International
Research and Critics Institute-Journal (BIRCI-Journal), 5(3), 19259–19270.
Tegor, S., ALPINO SUSANTO, S. P., Togatorop, V., & SULIVYO, L. (2020). SE, M.,
Siswanto, LCDJ, & SE, M.(2020). Metodologi Penelitian Kualitatif & Kuantitatif.
Penerbit Lakeisha.
