p–ISSN: 2723 - 6609 e-ISSN: 2745-5254
Vol. 5, No. 3 March 2024 http://jist.publikasiindonesia.id/
Doi: 10.59141/jist.v5i3.980 1
The Role of Job Satisfaction in Moderating the Influence of
Transformational Leadership and Affective Commitment on
Employee Performance
Slamet Jarwanto, Indarto, Albert
Master of Management Program, Universitas Semarang, Indonesia
Email: [email protected], [email protected], [email protected]
*Correspondence: [email protected]
ABSTRACT
Keywords:
Job satisfaction;
leadership; affective
commitment; Employee
Performance
The purpose of the research to identify the role of job
satisfaction in moderating the influence of transformational
leadership and affective commitment on employee
performance. This research is a quantitative research with
explanatory research type using survey method. This type of
explanatory research explains the relationship between
variables that have been built based on theory using
hypotheses. The research steps begin based on the
limitations of the problem, followed by forming a
framework of thinking so that it can be used to answer the
problems that are the background of this research. The
temporary answer to this research error is called a
hypothesis, which will be proven true by the results of
analysis of the data obtained. A Sample of 76 respondents
was surveyed using a census method. The data processing is
done using Smart PLS 3.0. Based on the results of the
analysis of research data that has been carried out, the
following conclusions can be drawn: Transfomastional
leadership and affective commitment significantly and
positively influence employee performance. However, job
satisfaction did not moderate the relationship between
transformational leadership and employee performance, nor
did it moderate the relationship between affective
commitment and employee performance. Nonetheless, job
satisfaction was found to have a significant positive impact
to employee performance.
Introduction
After the discovery and mass production of the Covid 19 vaccine, efforts to control
the Covid 19 Pandemic carried out by many countries showed success with the continued
decline in the spread of Covid 19. This makes human movement and economic activity
gradually recover. In Indonesia, the phenomenon of successful handling of the Covid-19
Pandemic has also succeeded in driving economic growth performance.
The report released by Bappenas in the first quarter of 2022 shows that Indonesia's
GDP was recorded to increase by 5% year on year (YoY), in the fourth quarter of 2021
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 2
and the first quarter of 2022. Where the highest economic growth based on expenditure
occurred in household consumption of 4.3%. The full report of Bappenas is presented in
figure 1, below:
Source : Indonesia Economic Growth Table 2017 – Quarter I/2022 Bappenas
Figure 1
Indonesia Economic Growth Table 2017 – Quarter I/2022, Bappenas.
In the situation of economic growth after the Covid 19 pandemic which is full of
high competition, every company needs optimal employee performance capabilities and
strong competitiveness to seize market share of businesses that are starting to grow.
Employee performance becomes a crucial thing and becomes an important factor in the
growth of company performance when economic growth is underway. A low level of
employee performance will result in decreased company performance. This phenomenon
occurs at PT. Fitrafood International, a food distribution company located in Tangerang
City. As a food distribution company, PT. Fitrafood International measures employee
performance with key performance indicators that have the main indicator of the value of
goods sales as an output of company and employee performance.
Employee appraisal data for the current 3 years shows that there are indicators of
decreased performance in most departments at PT. Fitrafood International, which is fully
presented in the results of the performance appraisal of PT. Fitrafood International for the
period 2020 – 2022 in table 1 below:
Table 1 Results of PT Fitrafood International Employee Performance
Appraisal 2020 -2022
DEPT.
2020
2021
2022
Accounting
68.69%
70.10%
68.60%
Administration
71.40%
60.65%
58.50%
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 3
Business Development
67.60%
53.56%
50.68%
Logistics and Distribution
68.50%
52.78%
50.65%
Marketing Support
70.21%
57.70%
68.70%
Purchasing
75.60%
76.15%
56.80%
Source : PT Fitrafood International Employee Performance Data processed 2023
The results of the employee performance appraisal in table 1 are the average value
of employees in each department. Where the average score of each department is
generated from the total score of department members divided by the number of
employees from each department. The average results show that most employee
performance scores decreased and were below the minimum target score of 70%. This
shows that there are employee performance problems when the economy is significantly
experiencing growth. In conditions of intense competition in the phase of economic
growth, it is important to research and find out the factors that can improve employee
performance.
According to (Edy, 2016) performance is the result of a process that refers to and
is measured in a certain period based on predetermined provisions. The improvement of
employee performance according to (Wibowo, 2016) is influenced by one of them how
well a leader manages the performance of his subordinates. According to (Rivai, 2020),
leadership is one of the factors that shape and help others to work and enthusiastically
achieve planned goals in relation to organizational success. In several previous studies, it
was found that one type of leadership that positively affects employee performance is the
transformational leadership style. (Pambudi, Mukzam, & Nurtjahjono, 2016) in their
research found that transformational leadership affects employee performance. Similar
results were also obtained in research conducted by (Prahesti, Riana, & Wibawa, 2017)
which found that transformational leadership has a positive and significant effect on
employee performance.
In addition to transformational leadership, another factor that can be able to
improve employee performance is employee commitment to the company. Every
company tries to achieve its goals by using all its human resources. Therefore, the goals
of every human resource in the company must be maintained to be aligned with
organizational goals. Every company wants to have employees who have a strong
commitment to the organization. One type of organizational commitment that is believed
to improve employee performance is affective commitment. According to Newstrom,
2011 (Wibowo, 2016), affective commitment is the level of positive emotions at which
workers want to press the effort to exit and choose to remain in the organization. (Pathan,
Natsir, & Adda, 2016) stated that affective commitment affects employee performance.
Another study conducted by (Nastiti, 2022) also produced the same findings, namely
affective commitment has a significant effect on employee performance.
However, not all studies produce the same findings. There is still a small
percentage of research producing the opposite findings. As in table 2 below:
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 4
Table 2 Research Gap
No.
Influence
Researchers and years
1.
Positive and
significant
No effect
(Prahesti et al., 2017)
(Son, Kim, & Kim,
2021)
(Rivai, 2020)
(Baihaqi &
Saifudin, 2021)
(Cahyono, Maarif, &
Suharjono, 2014)
(Nurhuda et al., 2019)
2.
Positive and
significant
No effect
(Pathan et al., 2016)
(Nastiti, 2022)
(Warsito, Alexandri, &
Muhyi, 2021)
(Prasetya, 2021)
(Soni, 2020)
(Nurussaifa, 2020)
This research gap is another argument for re-conducting research on the
influence of transformative leadership and affective commitment on employee
performance.
Theory Study and Hypothesis Development
The Effect of Transformational Leadership on Employee Performance
Transformational leadership according to Bass & Riggio in (Garvin & Winata,
2017) is a leadership style that stimulates and inspires followers to achieve extraordinary
results and in the process this leadership also develops their leadership capacity. (Judge
& Robbins, 2017) explain that transformational leadership is a leadership style that
provides individualized intellectual consideration and stimulation and has charisma.
Transformational leadership according to (Pradana & Andriyani, 2021) has indicators
including charisma, inspiration, individual consideration and intellectual stimulation.
Kharsima, a leader who draws from the example of integrity and inspiration provided by
superiors, will provide guidance and role models for employees. The leader's concern to
give individual consideration to each employee along with intellectual guidance in
solving work problems continuously is an advantage for employees. Transformational
leader behaviors encourage employees to feel more connected to organizational goals.
This will motivate employees to perform their duties with better performance.
Research conducted by (Yanti, D.A.W., &; Morsidi, 2021) shows that
transformational leadership has a positive and significant influence on employee
performance.The leader's idealized influence or charisma makes his followers admire,
respect and trust him. Transformational leaders clearly articulate the appreciation of each
subordinate's achievements and demonstrate their commitment to the organization so that
they become an inspiration that motivates subordinates. Transformational leaders are able
to build new ideas, provide creative solutions to every employee problem. In addition,
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 5
they are willing to listen to input and specifically pay attention to the needs of
subordinates for career development.
Research by (Priyatmo, 2018), provides empirical evidence of transformational
leadership having a positive and significant effect on employee performance.
(Cahyandani, 2021) obtained similar findings where transformational leadership has a
positive and significant effect on employee performance.
H1: Transformational leadership affects employee performance.
The Effect of Affective Commitment on Employee Performance
(Mujianto & Indarto, 2021), stated that affective commitment is a close
relationship formed from an individual to his organization assuming the individual feels
ownership and strives to realize organizational goals. Employees who continuously
associate themselves with the goals of the organization and desire to continue to be
members of the organization have a high affective commitment. Conversely, if employees
with low affective commitment will also have low attention to achieving organizational
goals, even tend to prioritize personal desires or goals. (Meyer, Allen, & Smith, 1993) in
(Yusuf & Syarif, 2018) as employee emotional attachment, employee identification of
common company values and employee involvement in the organization. (Robbins &
Judge, 2011) in (Anisah, 2016) define affective commitment as emotional attachment,
identification and involvement in an organization. In this case, the individual settles in an
organization because of his own desires.
(Srimulyani, Murniningsih, & Raharja, 2017) states that affective commitment is
a strength that employees have to work in an organization, because they are willing and
have the desire to do the work. The affective commitment that an employee has will
reflect individual strengths that will cause a tendency to continue working in the
organization or company, because the employee feels in line with the company's goals
and feels happy working within the company.
Research conducted by (Ariyani, R.P.N. & ampiyanto, 2020) provides empirical
evidence that affective commitment has a positive and significant effect on performance.
Someone who has a high affective commitment will have a feeling of wanting to be part
of the organization, actively involved in achieving company goals, have an emotional
attachment to the company, and feel proud of the organization. So that employees who
have high affective commitment will have good performance.
And research conducted by (Parinding, 2017) also produced findings that show
that affective commitment has a significant positive relationship with employee
performance at PT. Pegadaian (Persero) Ketapang Branch.
H2: Affective commitment affects employee performance.
The Role of Job Satisfaction Moderation on the Effect of Transformational
Leadership on Employee Performance
Job satisfaction has the potential to amplify the influence of transformational
leadership on employee performance. Transformational leadership that inspires, supports,
and provides a clear view will work harder and more innovatively so that performance
improves. Increased performance will be responded with rewards from the company so
that social exchange occurs. The rewards given make employees satisfied so as to motivate
employees again to be more productive and high performers. This exchange process will
be continuous and mutually influential. Thus, it can be expected that the influence of
transformational leadership on performance will be stronger in employees who have job
satisfaction. (Pagalun, 2021) stated that job satisfaction moderates the influence of
leadership style on performance at PT. Ciputra Fajar Mitra Makassar.
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 6
The effect of transformational leadership on employee performance is stronger in
employees who have higher levels of job satisfaction.
H3: Job satisfaction plays a role in moderating the influence of transformational
leadership on employee performance.
The Role of Job Satisfaction Moderation on the Effect of Affective Commitment on
Employee Performance
Job satisfaction is a measure of the degree to which employees feel satisfied and
happy with their jobs, their environment, their income, and overall working conditions.
Employees who feel satisfied with their jobs have a positive outlook on their jobs.
Affective commitment is a form of commitment in which employees feel
emotionally attached to their organization. They have strong ties to the company's values,
goals and culture. Employees with high affective commitment and have a good level of
job satisfaction will further improve their performance. Thus, it is suspected that job
satisfaction can play a role in strengthening the influence of affective commitment on
employee performance. (Munthe, 2021) states that job satisfaction can moderate the
relationship between organizational commitment to employee performance
The effect of affective commitment in improving employee performance will be
higher in employees who have a higher level of job satisfaction.
H4: Job satisfaction plays a role in moderating the effect of affective commitment on
employee performance.
The Effect of Job Satisfaction on Employee Performance
According to Locke (1969) in (Pitasari & Perdhana, 2018), job satisfaction is a
measure of the degree to which employees feel satisfied and happy with their jobs, their
environment, their income, and overall working conditions. Locke (1969) in (Pitasari &
Perdhana, 2018) defines job satisfaction as a state of happy emotions or positive emotions
derived from a person's job assessment or work experience. These emotions are
employees' perceptions of how well their work is important. Tiffin in Fatmawati, et al
(2013) explained that job satisfaction is the attitude of employees towards work, work
situation, cooperation among leaders and fellow employees.
(Judge & Robbins, 2017) explain that job satisfaction is a positive feeling about
work, resulting from an evaluation of its characteristics. Someone with a high level of job
satisfaction has positive feelings about their job, while someone with a low level of job
satisfaction has negative feelings. A person with a high level of job satisfaction will be
motivated to make a positive contribution in the form of better performance to companies
that have provided satisfaction for them. Job satisfaction affects employee performance.
Research by (Desyantoro & Widhiastuti, 2021) at PT. XYZ. Shows that job
satisfaction has a positive and significant effect on employee performance. Research by
(Narulita & Charina, 2020) found the same result, namely job satisfaction has a significant
effect on employee performance.
High job satisfaction keeps employees motivated to perform better in exchange for
job satisfaction provided by the company.
H5: Job satisfaction affects employee performance.
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 7
Figure 2
Theoretical Framework of Thought
Research Methods
This research is an explanatory quantitative research that aims to explain the
position of the variables studied and the influence between one variable and another
(Sugiyono, 2019)
Population and Sample
The population in this study is employees of PT Fitrafood Internationa in
Tangerang which amounted to 75 people. With census sampling techniques because the
population number is top
Data and Measurement Scale
The type of data used in this study is primary data collected from respondents with
questionnaires distributed in the form of google forms. Data measurement scale using
Likert scale (1 – 7)
Data Analysis Techniques
Data analysis using SEM (Structural Equation Modeling) with Smart PLS
program.
Results and Discussion
Descriptive Analysis of Respondents
From the results of the distribution of questionnaires that have been given to
employees of PT Fitrafood International, answers can be described in several
characteristics of respondents such as gender, education level and length of service.
Respondent's Gender
The characteristics of PT Fitrafood International employee respondents based on
gender are shown in the diagram in figure 3 below:
Transformational
Leadership
( X1)
Employee Performance
(Y)
Affective Commitment
(X2)
Job Satisfaction
( M )
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 8
Source : Processed Primary Data, 2023
Figure 3
Diagram of Respondent Characteristics by Gender
Based on figure 1, it shows that most respondents at PT Fitrafood International are
female employees, which is 61%, while there are fewer male respondents at 39%.
Age of Respondents
The characteristics of respondents based on age at PT Fitrafood International in
Tangerang are presented in the diagram in figure 1.4 below:
Source : Processed Primary Data, 2023
Figure 4 Diagram of respondent characteristics by age
Based on figure 4, it can provide an idea of the characteristics of respondents to this
study, namely employees of PT Fitrafood Interational in the dominance of 25-30 years
old, namely 26 respondents (35%) and 31-35 years old as many as 23 respondents (31%).
Then for the younger age group, namely 19-24 years, as many as 5 respondents (6%). The
group of respondents aged 36-40 years as many as 11 respondents (15%), ages 41-45
years as many as 7 respondents (9%), ages 46-50 years as many as 2 respondents(2%)
and the oldest age group aged 51-55 years as many as 1 respondent (1%).
Education Level of Respondents
The characteristics of respondents based on the level of education at PT Fitrafood
International in Tangerang are presented in table 1.3 below:
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 9
Table 3 Characteristics of respondents based on education level
No.
Education Level
Sum
Percentage
1
SMA
43
56%
2
D3
5
7%
3
S1
26
35%
4
S2
1
2%
Sum
75
100%
Source : Processed Primary Data, 2023
Based on the data in table 1.3 provides an illustration that the characteristics of
respondents in this study are dominated by employees with a high school education level,
namely 43 respondents (56%), then followed by respondents with a Bachelor level of
strata 1 education as many as 26 respondents (35%), then respondents with a Diploma III
education level as many as 5 respondents (7%) and at least respondents with a Master /
Strata 2 education level of 1 respondent (2%)
Respondent's Length of Service
The characteristics of respondents of PT Fitrafood International in Tangerang based on
length of service can be shown in table 1.4 below:
Table 4Table of Characteristics of Respondents By length of service
No.
Period of Service
Sum
Percentage
1
0 – 5 years
48
64%
2
6 – 10 years
16
21%
3
11 – 15 years
9
12%
4
16 – 20 years
2
3%
Sum
75
100%
Source : Processed Primary Data, 2023
Based on the data in table 4 gives an idea that the characteristics of the respondents
of this study were dominated by employees of 1-5 years of work, namely 48 respondents
(64%), then followed by respondents with 6-10 years of service as many as 16
respondents (21%), then respondents who had worked 11-15 years as many as 9
respondents (12%) and at least were respondents with the longest working period of 16-
20 years only 2 respondents ( 2%)
Description of Research Variables
Descriptive analysis of research variables describes in general the responses or
responses of respondents to questions or statements contained in questionnaires about
research variables. In the study, the description presented is the respondent's response to
the variables studied, namely transformational leadership, affective commitment, job
satisfaction and employee performance.
Descriptive analysis of the variables of this study was carried out using index
numbers. Because the measurement scale used is a Likert scale with a scoring range of 1
to 7. Thus the calculation of the answer index of respondents is formulated as follows:
Index Value :
{(%F1 x 1)+(%F2x2)+(%F3x3)+(%F4x4)+(%F5+5)+(%F6+6)+(%F7+7)}/7
The respondents' answer index number starts from a minimum of 7 and a
maximum of 100 with a range of 93, without the number 0. By using the three-box
method, the range of 93 divided by three will produce a range of 31, which will be used
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 10
as the basis for interpretation of the index value (Ferdinand, 2014). So that the index value
can be determined as follows:
7,00 – 38,00 = low
38,01 – 69,00 = medium
69,01 – 100,00 = height
Description of the variables of Transformational Leadership
The index of respondents' answers to questions from the transformational
leadership variable measured by four question items can be seen in table 5 below:
Table 1.5
Index of respondents' answers to transformational leadership variables
Indicators
1
2
3
4
5
6
7
Total
Table of
Contents
Charisma
0
0
0
3
23
28
21
75
84%
Inspirational Motivation
0
0
0
7
17
29
22
75
84%
Intellectual Stimulation
0
0
0
6
25
26
18
75
82%
Individual Considerations
0
0
0
5
21
31
18
75
83%
Average
83%
Source : Processed Primary Data, 2023
The data in table 5 shows that the average index of response perception to
transformational leadership variables is 83%, in accordance with the Three-box Method
criteria used in determining the index criteria in this study means that they are included
in the high criteria. With the highest index on the indicator of charisma and inspirational
motivation at 84% and the lowest indicator of intellectual stimulation at 82%.
Description of the Affective Commitment variable
The index of respondents' answers to questions from the Affective Commitment
variable measured by four question items can be seen in table 6 below:
Table 6
Index of respondents' answers to affective commitment variables
Indicators
1
2
3
4
5
6
7
Total
Table
of
Conten
ts
Sense of Fun
0
0
0
5
26
28
16
75
82%
A Sense of Belonging
0
0
0
6
25
30
14
75
81%
Emotional Attachment
0
0
1
8
31
25
10
75
78%
Personal Meaning
0
0
0
7
25
24
19
75
82%
Average
81%
Source : Processed Primary Data, 2023
The data in table 1.6 shows that the average index of response perception to the
affective commitment variable is 81%, in accordance with the Three-box Method criteria
used in determining the index criteria in this study means that it is included in the good
criteria. With the highest index on indicators of pleasure and personal meaning at 82%
(high category). And the lowest index on the emotional attachment indicator is 78%.
Description of the variable Job Satisfaction
The index of respondents' answers to questions from job satisfaction variables
measured by six question items can be seen in table 7 below:
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 11
Table 7 Index of Respondents' Answers to Job Satisfaction Variables
Indicators
1
2
3
4
5
6
7
Total
Table of
Contents
There is a variety of jobs
0
0
0
9
25
31
10
75
79%
Supervisors are capable
of decision making
0
0
0
4
19
34
18
75
84%
There are sufficient rewards.
0
0
0
6
28
33
8
75
80%
There is a definite job desk.
0
0
0
8
15
38
14
75
82%
Opportunities for self-
actualization and freedom
0
0
0
5
22
35
13
75
82%
The leader's policy can be put
into practice.
0
0
0
1
22
39
13
75
84%
Average
82%
Source : Processed Primary Data, 2023
The data in table 7 shows that the average response perception index to job
satisfaction variables is 82%, in accordance with the Three-box Method criteria used in
determining the index criteria in this study means that they are included in good criteria.
The highest index obtained in the indicator of leadership policy can be practiced, which
is 84% (high category).
Description of the Employee Performance variable
The index of respondents' answers to questions from employee performance
variables measured by five question items can be seen in table 1.8 below:
Table 8 Index of respondents' answers to employee performance variables
Indicators
1
2
3
4
5
6
7
Total
Table of
Contents
Quality
0
0
0
0
7
44
24
75
89%
Quantity
0
0
0
1
8
48
18
75
87%
Timeliness
0
0
0
2
5
38
30
75
90%
Effectiveness
0
0
0
2
7
45
21
75
88%
Independence
0
0
0
1
9
31
34
75
90%
Average
89%
Source : Processed Primary Data, 2023
The data in table 1.8 shows that the average index of perception of response to
employee performance variables is 89%, in accordance with the criteria of the Three-box
Method used in determining the index criteria in this study means that it is included in the
good criteria. The highest index of 90% (tiggi category) on indicators of punctuality and
independence. While the lowest index value is found in the quantity indicator, which is
87%.
Inferential Statistical Analysis
Outer Model Evaluation
The purpose of testing this measurement model is to test the validity and reliability
of indicators in each exogenous and endogenous construct.
Validity Test
Table 9 Convergent Validity Test Results with AVE Value Parameters
Variable
Average Variance
Extracted ( AVE)
Validity
Convergent
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 12
Transformational Leadership (X1)
0,704
Valid
Job Satisfaction ( M )
0,575
Valid
Employee Performance (Y)
0,574
Valid
Affective Commitment ( X2 )
0,730
Valid
Table 9 shows the results of convergent validity testing with AVE values for all
constructs greater than 0.5. This shows that all constructs are convergingly valid.
Convergent validity testing with Loading Factor parameters was also found to be valid
although not included in this report.
Table 10 Discriminant Validity Test Results with Fornell and Larcker Criteria
Parameters
Transformation
al Leadership
nal (X1)
Job
Satisfacti
on (M)
Employee
Performa
nce (Y)
Affective
Commitment
(X2)
Transformational
Leadership (X1)
0,839
Job Satisfaction (M)
0,228
0,759
Employee Performance
(Y)
0,617
0,502
0,758
Affective Commitment
(X2)
0,420
0,431
0,745
0,855
The results of testing the validity of the discriminant using the Fornell and Larcker
criteria values in table 10, show that all AVE root values in the diagonal path of table 4.10
are greater than the correlation values between the constructs below. It shows that all
constructs meet the validity of discrimination. Testing the validity of discriminants with
HTMT value parameters also showed valid results, although they were not included in
this report.
Reliability Test
Table 11 Reliability Testing Table With Cronbach's Alpha, Rho_A and Composite
Reliability Parameters
Variable
Cronbach's
Alpha
Rho_A
Composite
Reliability
Transformational Leadership (X1)
0,862
0,88
0,905
Job Satisfaction ( M )
0,859
0,905
0,890
Employee Performance (Y)
0,814
0,815
0,871
Affective Commitment ( X2 )
0,878
0,886
0,915
The data in table 11 reliability measurement results with the results of all
parameters have a value greater than 0.7. Thus it can be concluded that the measuring
instruments used are realistic.
Inner Model Evaluation
Test R2
Table 12 R-Square Testing Table
R-Square
R-Square Adjusted
Employee Performance (Y)
0,774
0,757
The test results in table 12 explain that employee performance variables can be
explained by transformational leadership, affective commitment and job satisfaction
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 13
variables of 0.774 or 77.4%. This figure belongs to the strong category. The remaining
0.226 or 22.6% was explained by other variables that were not studied. (Ghozali,2021)
F2 Test
Table 13 F-Square Test Table
F-Square
Category
Transformational Leadership
0,532
Big
Affective Commitment
0,617
Big
Job Satisfaction
0,132
Small
The test results in table 13 explain that the transformational leadership variable
has an influence on employee performance of 0.532 and is included in the large category.
The affective commitment variable has an influence of 0.617 on employee performance
variables and falls into the large category. While the job satisfaction variable has an
influence of 0.132 on employee performance variables and is included in the small
category because it is below 0.15. (Ghozali, 2021).
Test the hypothesis
Based on data analysis that has been carried out in the Smart PLS bootstrapping
process in figure 14, hypothesis test decision making data are obtained as in table 2.5
below:
Table 15 Hypothesis Testing Table
Original
Sample (O)
T
Statistics
P-
Values
Decision
Transformational Leadership (X1) ->
Employee Performance (Y)
0.389
5.278
0,000
H1
Accepted
Afketive commitment (X2) ->
Employee Performance ( Y)
0.456
4.998
0,000
H2
Accepted
Emod Job Satisfaction (M)
->Transformational Leadership
(X1)*Employee Performance (Y)
0.049
0.408
0.684
H3
Rejected
Emod Job Satisfaction (M)
->Affective Commitment(X2)*
Employee Performance (Y)
-0.222
1.223
0.222
H4
Rejected
Job Satisfaction (M) -> Employee
Performance (Y)
0.194
2.384
0.017
H5
Accepted
Based on table 15, the complete hypothetical test results are as follows:
The influence of transformational leadership on employee performance.
Based on the results of SmartPLS bootstrapping analysis, the statistical value for
the effect of transformational leadership (X1) on employee performance (Y) original
sample value of 0.389 is positive and t is calculated at 5.278 > t table (1.96) and p - value
0.000 < 0.05. Thus research hypothesis 1 is accepted. Transformational leadership has a
positive and significant effect on employee performance.
The effect of affective commitment on employee performance.
Based on the results of SmartPLS bootstrapping analysis, the statistical value for
the effect of affective commitment (X2) on employee performance (Y) original sample
value of 0.456 is positive and t is calculated at 4.998 > t table (1.96) and p – value 0.000
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 14
< 0.05. Thus research hypothesis 2 is accepted. Affective commitment has a positive and
significant effect on employee performance.
The role of job satisfaction in moderating the influence of transformational
leadership on employee performance.
Based on the results of SmartPLS bootstrapping analysis, statistical values for the
moderation effect of job satisfaction on the effect of transformational leadership (X1) on
employee performance (Y) original sample value of 0.049 are positive and t count is
0.408 < t table (1.96) and p – value 0.684 > 0.05. Thus research hypothesis 1 was rejected.
Job satisfaction did not moderate the influence of leadership on employee performance
at a significance level of 0.05.
The effect of affective commitment on employee performance.
Based on the results of SmartPLS bootstrapping analysis, statistical values for the
moderation effect of job satisfaction on the effect of affective commitment (X2) on
employee performance (Y) original sample value of 0.222 are negative and t count is
1.223 < t table (1.96) and p – value 0.222 > 0.05. Thus research hypothesis 1 was rejected.
Job satisfaction did not moderate the effect of transformational leadership on employee
performance at a significance level of 0.05.
The effect of job satisfaction on employee performance.
Based on the results of SmartPLS bootstrapping analysis, the statistical value for
the effect of job satisfaction (M) on employee performance (Y) original sample value of
0.194 is positive and t is calculated at 2.384 > t table (1.96) and p - value 0.017 > 0.05.
Thus research hypothesis 5 is accepted. Job satisfaction has a positive and significant
effect on employee performance at a significance level of 0.05.
Discussion
The influence of transformational leadership on employee performance.
Based on the results of hypothesis 1 testing which states that transformational
leadership has a positive and significant effect on employee performance at PT Fitrafood
International in Tangerang, it means that the more transformational the leadership style
of superiors at PT Fitrafood International, the better the employee performance. Inspiring
charisma is accompanied by intellectual guidance to employees in carrying out tasks and
solving every problem that arises. The average index of transformational leadership
variables is 83% in the high category. PT Fitrafood International employees, the majority
of whom have high school education, are female as much as 63% with the highest
employee age aged 25-35 years as much as 66%, feel that the presence of individual
leaders to the process and completion of work makes them feel supported to do work with
maximum results
Charisma that comes from integrity that can be trusted to be a role model for
employees, inspirational motivation, consideration and the presence of individual leaders
in helping every employee problem and intellectual guidance provided by superiors make
employees motivated to reciprocate with maximum performance. This is in line with the
premise of social exchange theory where each individual in an organization calculates its
overall value by subtracting its sacrifice from the rewards received. The attitude of
superiors who are transformaational style as will be exchanged with maximum kinerj.
Transformational leadership has a significant positive effect on improving the
performance of PT. Fitrafood International.
The results of this study are in line with research conducted by previous
researchers, namely (Faqih, F., Awasinombu, A.H., Juharsah, Sukotjo, 2023) stated that
transformational leadership will be able to improve employee performance. This result is
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 15
also supported by research conducted by (Krisnawan & Djastuti, 2021), (Ausat, Suherlan,
& Hirawan, 2022), and (Najib, 2023) who state that transformational leadership style has
a positive and significant effect on employee performance
The effect of affective commitment on employee performance.
Based on the results of hypothesis 2 testing which states that affective
commitment has a positive and significant effect on employee performance at PT
Fitrafood International Tangerang, it means that the higher the level of affective
commitment of PT Fitrafood International employees, the better their performance.
Employees with a high level of affective commitment feel that the values carried out by
the company have similarities with the values that are held personally. This similarity in
values gives birth to a sense of pleasure to continue his career in the company PT
Fitrafood International for a long time. This will make the company provide rewards
which in turn will motivate employees to continue to perform well, in accordance with
the principle of social exchange.
The average index of the affective commitment variable has an index of 81% and
is included in the high category. PT Fitrafood International employees with the majority
of work for 0-5 years and dominated by female employees as much as 63% have a high
affective commitment to the company. Employees feel happy to work because the
company can accept her and her husband to work together in one company. They feel that
they get treatment that may not necessarily be obtained in other companies. Democratic
values that are actually adopted make them feel that their opinions and input to the
company are valued so that they feel comfortable and happy. This sense of pleasure makes
the emotional attachment and sense of belonging of employees to the company strong.
This can improve employee performance. Affective commitment has a positive and
significant effect on the performance of PT. Fitrafood International.
The results of this study are in line with research conducted by previous
researchers, namely (Lamondjong, Prayekti, & Herawati, 2021), (Anisah, 2016),
(Parinding, 2017) and also (Pane & Fatmawati, 2017) which similarly found relevant
results, namely affective commitment has a positive and significant effect on laryawan
performance.
The role of job satisfaction in moderating the influence of transformational
leadership on employee performance.
Based on the results of hypothesis 3 testing which states that job satisfaction does
not play a role in moderating the effect of affective commitment on employee
performance at PT Fitrafood International in Tangerang, it means that the higher the level
of job satisfaction of PT Fitrafood International employees, it does not have an effect on
either strengthening or weakening the influence of transformational leadership on
employee performance. In the employee population of PT Fitrafood International studied,
the level of job satisfaction did not have a moderating effect on the influence of
transformational leadership style on their performance.
The satisfaction obtained from the variety of jobs, having superiors who have the
authority to take leadership, rewards that are commensurate with performance, a definite
job desk, and the existence of self-actualization space and situations where all superior
policies can be practiced make employees motivated to continue to perform their duties
and work with high awareness and responsibility, not proven to be able to play a role in
strengthening or weakening positive influences Tarnsformational leadership style
towards improving the performance of PT Fitrafood International employees. Thus, it can
be interpreted that the level of positive influence of transformational leadership on
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 16
improving employee performance is not found to be different in employees who have
high levels of job satisfaction and those who have low levels of job satisfaction
The results of this study are not in line with previous research conducted by
(Pagalun, 2021) and (Madjid & Hidayanto, 2017), which obtained results that job
satisfaction moderates the influence of leadership style on employee performance.
The role of job satisfaction in moderating the effect of affective commitment on
employee performance.
Based on the results of hypothesis 4 testing which states that job satisfaction does
not moderate the effect of affective commitment on employee performance at PT
Fitrafood International in Tangerang. This means that the higher the level of job
satisfaction of PT Fitrafood International employees, it does not strengthen or weaken the
influence of employees' affective commitment on their performance. In the employee
population of PT Fitrafood Internatonal studied, the level of job satisfaction did not have
a moderating effect on the effect of employees' affective commitment on their
performance. This can be interpreted as there is no significant relationship between the
level of job satisfaction in improving employee performance as a result of the higher level
of affective commitment of employees.
The satisfaction obtained from the variety of jobs, having superiors who have the
authority to take leadership, rewards that are commensurate with performance, a definite
job desk, and the existence of self-actualization space and situations where all superior
policies can be practiced make employees motivated to continue to perform their duties
and work with high awareness and responsibility, not proven to be able to play a role in
strengthening or weakening positive influences affective commitment to improving the
performance of PT Fitrafood International employees. No difference was found in
employees who had high levels of job satisfaction or those who had low levels of job
satisfaction.
The results of this study are not in line with research conducted by previous
researchers, namely (Munthe, 2021) and (Hasibuan & Indrawijaya, 2023) which obtained
different results that job satisfaction was able to moderate the effect of organizational
commitment on employee performance.
The effect of job satisfaction on employee performance.
Based on the results of testing hypothesis 5 which states that job satisfaction has
a positive and significant effect on the performance of PT Fitrafood International
employees in Tangerang, it is explained that the higher the level of job satisfaction of PT
Fitrafood International employees, the better the performance. Employees who have a
high level of job satisfaction will provide feedback in the form of increased performance.
The satisfaction obtained from the variety of jobs, having superiors who have the
authority to take advantage, rewards that are commensurate with performance, a definite
job desk, and the existence of self-actualization space and situations where all superior
policies can be practiced make employees motivated to continue to do their duties and
work with high awareness and responsibility. This will result in better quality and quantity
performance.
The average index of the job satisfaction variable has an index of 81% and is
included in the high category. PT Fitrafood International employees with the majority of
work periods of 0-5 years and dominated by female employees as much as 63% have a
high level of job satisfaction, feel a variety in work, have superiors who have the authority
to take leadership, get rewards commensurate with performance, a definite job desk, and
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 17
there is space for self-actualization and situations where all superior policies can be
practiced.
The results of this study are supported by the results of previous studies conducted
by (Desyantoro & Widhiastuti, 2021), (Nugroho, Rinda, & Marlina, 2022), (Anam &
Edy, 2017) and (Ramadhanty & Djastuti, 2020) which obtained similar findings that job
satisfaction has a positive and significant effect on employee performance.
Conclusion
Based on the results of hypothesis testing that has been done, the results of this
study can be concluded as follows:
Transformational leadership has a positive and significant effect on employee
performance. The better the transformational level of a boss, the more employee
performance will increase.
Affective commitment has a positive and significant effect on employee
performance. The higher the level of affective commitment of the employee will further
improve the performance of the employee.
Job satisfaction does not play a role in moderating the influence of transformational
leadership on employee performance. An employee's level of job satisfaction does not
moderate the influence of a leader's transformational style on improving employee
performance.
Job satisfaction does not play a role in moderating the effect of affective
commitment on employee performance. An employee's level of job satisfaction does not
moderate the effect of an employee's level of affective commitment on improving his or
her performance.
Job satisfaction has a positive and significant effect on employee performance. The
higher the level of job satisfaction of an employee, the more his performance will
increase.
Bibliography
Anam, Khoirul, & Edy, Rahardja. (2017). The Influence of Work Facilities, Non-Physical
Work Environment and Job Satisfaction on Employee Performance (Study of
Employees of the Department of Industry and Trade of Central Java Province).
Diponegoro Journal of Management, 6, 1–11.
Anisah, Anisah. (2016). Pengaruh komitmen afektif, normatif dan kontinuan terhadap
kinerja karyawan pada pt. Summit oto finance, tbk cab. Jambi. J-MAS (Jurnal
Manajemen dan Sains), 1(1), 8–14.
Ariyani, R.P.N. & ampiyanto, E. K. (2020). The Effect of Affective Commitment,
Sustainable Commitment and Normative Commitment on Employee Performance
(Study of SOE company X in Semarang). Journal of Management Ubhara, 2(2).
Ausat, Abu Muna Almaududi, Suherlan, Tepi Peirisal, & Hirawan, Zaenal. (2022).
JOURNAL OF LEADERSHIP IN ORGANIZATIONS.
Baihaqi, Imam, & Saifudin, Saifudin. (2021). Pengaruh Budaya Organisasi, Gaya
Kepemimpinan Transformasional dan Komitmen Organisasi Terhadap Kinerja
Karyawan Dengan OCB Sebagai Variabel Intervening. Jurnal Ilmiah Mahasiswa
Ekonomi Dan Bisnis Islam, 2(1), 10–22.
Cahyandani, Pramita Trisnaning. (2021). Pengaruh Kepemimpinan Transformasional dan
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 18
Employee Engagement terhadap Kinerja Karyawan PT Taspen (Persero) Kantor
Cabang Utama Surabaya. Jurnal Ilmu Manajemen, 9(1), 19–27.
Cahyono, Ujang Tri, Maarif, Mohamad Syamsul, & Suharjono, Suharjono. (2014).
Pengaruh kepemimpinan transformasional terhadap kinerja karyawan di perusahaan
daerah perkebunan jember. Jurnal Manajemen & Agribisnis, 11(2), 68–76.
Desyantoro, Irwan, & Widhiastuti, Hardani. (2021). Motivasi kerja dan kepuasan kerja
terhadap kinerja karyawan PT. XYZ melalui disiplin kerja sebagai variabel
intervening. Philanthropy: Journal of Psychology, 5(1), 31–46.
Edy, Sutrisno. (2016). Manajemen sumber daya manusia. Kencana Prenada Media
Group, Jakarta, 119.
Faqih, F., Awasinombu, A.H., Juharsah, Sukotjo, E. &. Hastuti. (2023). The influence of
transformational leadership style and work environment on employee performance
at PT. Merbaujaya Indahraya . Journal of Management and Entrepreneurship.,
15(1), 41–53.
Garvin, Garvin, & Winata, Willy Budiman. (2017). Peran gaya kepemimpinan
transformasional dan transaksional terhadap keterikatan kerja (studi pada karyawan
universitas x). Psibernetika, 9(1).
Hasibuan, Muhammad Fadly, & Indrawijaya, Sigit. (2023). Learning Organization Teory,
Motivasi Kerja, Komitmen Organisasi, Dimoderasi Kapasitas Inovasi dan Kepuasan
Terhadap Kinerja Pegawai di Kejari Batang Hari. Jurnal Manajemen Terapan dan
Keuangan, 12(01), 194–208.
Judge, Timothy A., & Robbins, Stephen P. (2017). Essentials of organizational behavior.
Pearson Education (us).
Krisnawan, I. Made Suastika, & Djastuti, Indi. (2021). PENGARUH GAYA
KEPEMIMPINAN TRANSFORMASIONAL DAN KOMPENSASI TERHADAP
KINERJA KARYAWAN DANGAN KEPUASAN KERJA SABAGAI
VARIABLE INTERVENING PADA KARYAWAN PT. SANGO CERAMICS
INDONESIA. Diponegoro Journal of Management, 10(3), 1–9.
Lamondjong, Moh Fikri, Prayekti, Prayekti, & Herawati, Jajuk. (2021). Pengaruh Standar
Operasioanal Prosedur, Disiplin, Komitmen Afektif terhadap Kinerja Pegawai.
Jurnal Bingkai Ekonomi (JBE), 6(2), 42–51.
Madjid, Rachmawati, & Hidayanto, Taufik. (2017). Pengaruh Gaya Kepemimpinan dan
Disiplin Kerja Terhadap Kinerja Karyawan Dengan Kepuasan Kerja Sebagai
Variabel Moderating Pada PT. Prodia Widyahusada Cabang Sunter Jakarta. Media
Manajemen Jasa, 4(1).
Meyer, John P., Allen, Natalie J., & Smith, Catherine A. (1993). Commitment to
organizations and occupations: Extension and test of a three-component
conceptualization. Journal of applied psychology, 78(4), 538.
Mujianto, Gracia Elora, & Indarto, Indarto. (2021). Moderasi Komitmen Afektif,
Terhadap Hubungan Masa Kerja Dan Perceived External Prestige Dengan Kinerja
Karyawan. Jurnal Riset Ekonomi dan Bisnis, 14(1), 52–63.
Munthe, Siti Maya Sari. (2021). Pengaruh Motivasi Kerja, Komitmen Organisasi Dan
Kompensasi Terhadap Kinerja Pegawai Dengan Kepuasan Kerja Sebagai Variabel
Moderating (Studi Kasus Pada Dinas Perpustakaan dan Arsip Kab. Labuhan Batu).
Jurnal Manajemen Akuntansi (JUMSI), 1(3), 397–409.
Najib, A. M. e. al. (2023). The influence of training, motivation, and transformational
leadership style on employee performance (study on lecturers of the Faculty of
Economics and Business, Soegijapranata Catholic University, Semarang).
The Role of Job Satisfaction in Moderating the Influence of Transformational Leadership and
Affective Commitment on Employee Performance
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 19
DIPONEGORO JOURNAL OF MANAGEMENT Volume, 12(4).
Narulita, R. P., & Charina, A. (2020). Impacts of Job Satisfaction and Work Motivation
on Employee. J. Ekon. Pertan. dan Agribisnis, 4, 268–276.
Nastiti, Retno Widya. (2022). Pengaruh Kepuasan Kerja Terhadap Kinerja Karyawan
Melalui Komitmen Afektif Pada PT Fuboru Indonesia. SIBATIK JOURNAL: Jurnal
Ilmiah Bidang Sosial, Ekonomi, Budaya, Teknologi, Dan Pendidikan, 1(11), 2337–
2348.
Nugroho, Wahyu, Rinda, Rachmatullaily Tinakartika, & Marlina, Asti. (2022). Pengaruh
Penempatan Dan Kepuasan Kerja Terhadap Kinerja Karyawan. Inovator, 11(1),
123–128.
Nurhuda, Amy, Purnamasari, Wulan, Irawan, Nico, Nurhidayati, Fitri, Mahmudah, Siti,
Anshori, Mochammad, Ngibad, Khoirul, Rodli, Achmad Fathoni, Hidayatullah,
Syarif, & Yahya, Dhofirul. (2019). Effect of Transformational Leadership Style,
Work-Discipline, Work Environment on Employee Motivation and Performance.
Journal of Physics: Conference Series, 1175(1), 12288. IOP Publishing.
Nurussaifa, SZ. (2020). Analysis of the Influence of Organizational Culture on Employee
Performance through Affective Commitment to PT. Smart Tbk. Refinery Surabaya.
Journal of Management Science (JIM), 8(2).
Pagalun, Gagaring. (2021). Pengaruh Gaya Kepemimpinan, Budaya Organisasi Terhadap
Kinerja Karyawan Dengan Kepuasan Kerja Sebagai Variabel Moderating Pada PT
Ciputra Fajar Mitra Makassar. MITZAL (Demokrasi, Komunikasi dan Budaya):
Jurnal Ilmu Pemerintahan dan Ilmu Komunikasi, 6(2), 115–127.
Pambudi, Didit Setyo, Mukzam, Mochammad Djudi, & Nurtjahjono, Gunawan Eko.
(2016). Pengaruh Gaya Kepemimpinan Transformasional Terhadap Kinerja
Karyawan Melalui Kepuasan Kerja Karyawan Sebagai Variabel Mediasi (Studi Pada
Karyawan PT Telkom Indonesia Witel Jatim Selatan Malang). Jurnal Administrasi
Bisnis, 39(1), 164–171.
Pane, Sri Gustina, & Fatmawati, Fatmawati. (2017). Pengaruh Komitmen Organisasi
Terhadap Kinerja Pegawai Pada Badan Pertanahan Nasional Kota Medan. JRMB
(Jurnal Riset Manajemen & Bisnis), 2(3).
Parinding, R. G. (2017). Analysis of the Effect of Affective Commuting, Sustainable
Commitment, and Normative Commitment on Employee Performance at PT.
Pegadaian (Persero) Ketapang Branch. MAGISTRA: Journal of Management
Science, Narotama University.
Pathan, Raziyam Dwi, Natsir, Syahrir, & Adda, Harnida Wahyuni. (2016). Analisis
Pengaruh Komitmen Afektif, Komitmen Berkelanjutan dan Komitmen Normatif
Terhadap Kinerja Karyawan Pada PT Radio Nebula Nada Di Kota Palu. Jurnal Ilmu
Manajemen Universitas Tadulako (JIMUT), 2(2), 175–186.
Pitasari, Nimas Ayu Aulia, & Perdhana, Mirwan Surya. (2018). Kepuasan kerja
karyawan: Studi literatur. Diponegoro Journal of Management, 7(4), 605–612.
Pradana, Aditya Wisnu, & Andriyani, Andriyani. (2021). Pengaruh gaya kepemimpinan
transformasional terhadap kinerja karyawan dengan kepribadian proaktif sebagai
pemoderasi dan komitmen afektif sebagai pemediasi (studi pada karyawan KSP
Bhina Raharja di Kabupaten Pemalang). Diponegoro Journal of Management, 10(2).
Prahesti, Devi Shinta, Riana, I. Gede, & Wibawa, I. Made Artha. (2017). Pengaruh
Kepemimpinan Transformasional Terhadap Kinerja Karyawan Dengan Ocb Sebagai
Variabel Mediasi. E-Jurnal Ekonomi Dan Bisnis Universitas Udayana, 6(7), 2761–
2788.
Slamet Jarwanto, Indarto, Albert
Indonesian Journal of Social Technology, Vol. 5, No. 3, March, 2024 20
Prasetya, Adinda Sigit. (2021). Keadilan Distributif Kompensasi dan Komitmen Afektif
Terhadap Kinerja Karyawan. JCOMENT (Journal of Community Empowerment),
2(3), 86–96.
Priyatmo, Cornelius Ludi. (2018). The Influence of Transformational Leadership on
Employee Performance by Mediating Job Satisfaction. Economic Journal.
Ramadhanty, Shofi Rizki, & Djastuti, Indi. (2020). Analisis Pengaruh Kompensasi Dan
Stres Kerja Terhadap Kinerja Karyawan Dengan Kepuasan Kerja Sebagai Variabel
Intervening (Studi Pada PT Jasa Marga (Persero) Tbk Cabang Semarang).
Diponegoro Journal of Management, 9(2).
Rivai, Ahmad. (2020). The Influence of Transformational Leadership and Organizational
Culture on Employee Performance. Maneggio: Jurnal Ilmiah Magister Manajemen,
3(2), 213–223.
Robbins, Stephen P., & Judge, Timothy A. (2011). Perilaku Organisasi: Organizational
Behavior, Buku 2.
Son, Jung Hee, Kim, Jae Hong, & Kim, Gi Jin. (2021). Does employee satisfaction
influence customer satisfaction? Assessing coffee shops through the service profit
chain model. International Journal of Hospitality Management, 94, 102866.
Soni, Ignatius Soni Kurniawan. (2020). Peran Motivasi Intrinsik dalam Pengaruh
Komitmen Afektif dan Kompetensi Terhadap Kinerja Karyawan Disabilitas. Sains
Manajemen: Jurnal Manajemen Unsera, 6(2), 149–160.
Srimulyani, Ina, Murniningsih, Rochiyati, & Raharja, Bayu Sindhu. (2017). Pengaruh
Komitmen Organisasional terhadap Kinerja Karyawan dengan Organizational
Citizenship Behavior (Ocb) sebagai Variabel Moderating. URECOL, 111–114.
Sugiyono, P. (2019). Metode Penelitian Kuantitatif Kualitatif dan R&D (D. Sutopo. S.
Pd, MT, Ir. Bandung: Alfabeta.
Warsito, Windry Setyaning, Alexandri, Mohammad Benny, & Muhyi, Herwan Abdul.
(2021). Psychological Contract, Financial Incentive Employee Empowerment In
Organizational Citizenship Behaviour And Its Implications In Employee
Engagement In Private Education In Bandung City. Academy of Strategic
Management Journal, 20, 1–10.
Wibowo. (2016). Performance Management, Depok. PT. Rajagarfindo.
Yanti, D.A.W., &; Morsidi, M. (2021). The influence of transformational leadership and
competence on employee performance. Journal of Strategy Management and
Business Applications, 4(1).
Yusuf, Ria Mardiana, & Syarif, Darman. (2018). Komitmen organisasi. Nas Media
Pustaka.