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IJSTR >> Volume 8 - Issue 1, January 2019 Edition



International Journal of Scientific & Technology Research  
International Journal of Scientific & Technology Research

Website: http://www.ijstr.org

ISSN 2277-8616



The Role Of Transformational Leadership, Motivation, Performance Allowance On Job Satisfaction And Employee Performance Of Election Commissions In Seven Cities In East Java

[Full Text]

 

AUTHOR(S)

Siti Mudawiyah; Dewi Prihatini; Deasy Wulandari

 

KEYWORDS

Transformational Leadership, Work Motivation, Performance Allowances, Job Satisfaction, Performance, Human Resources Management, General Election Commission.

 

ABSTRACT

The issue of Human Resources is always a strategic issue to be a study or research. Election organizers shaded in vertical institutions such as the General Election Commission (KPU) in social and political sciences are often used as the object of qualitative research for students. This study aims to describe the influence between variables Transformational Leadership, Motivation, Performance Allowance on Job Satisfaction and Performance in Seven Districts / Cities in East Java. This research is also explanatory research that analyzes the influence of each Exogenous variable on Endogenous variables. The research was conducted in Seven Districts / Cities, including Probolinggo Regency, Probolinggo City, Lumajang Regency, Jember Regency, Bondowoso Regency, Situbondo Regency, and Banyuwangi Regency with a population of all Civil Servants of the KPU Secretariat in seven districts / cities in East Java. The population was 110 people with sampling techniques using a census of all civil servant populations in the Tapal Kuda area in seven (7) regencies / cities in East Java. Another term jenuh sample is a census, where all members of the population are sampled. The data analysis technique uses Structural Equation Model (SEM), the results of the study show that for the first test, the Classical Assumption Test does not violate normality, Outlier and Multicollinearity. The model of Goodness Of Fit (GOF) also has a good suitability of the model and for the results of testing the hypothesis. Hypothesis 1 is accepted where the Transformational Leadership variable (X1) has a significant effect on the Job Satisfaction variable (Y1) with a structural coefficient of 0.418, with a CR value of 4.172> 1.96 and probability = 0.001 <0.05. Hypothesis 2 is accepted, which means that the Work Motivation variable (X2) has a significant effect on the Job Satisfaction variable (Y1), it is indicated by the structural coefficient value of 0.148, the value of CR = 2.792> 1.96, besides the probability value = 0.046 <0 , 05. Hypothesis 3 is accepted, its means that the Performance Allowance variable (X3) has a significant effect on the Job Satisfaction variable (Y1), this is indicated by the structural coefficient value of 0.313, with a CR value of 2.792 > 1.96 and a probability of 0.005 < 0.05. Hypothesis 4, its means that the variable Transformational Leadership (X1) has a significant effect on Performance (Y2). This is indicated by the structural coefficient of 0.151, the CR value of 2.804>1.96 with a probability value = 0.005<0.05. Hypothesis 5 is rejected. Its Work Motivation variable (X2) has no significant effect on Performance (Y2). This can be indicated by the structural coefficient value of 0.030, besides that the value of CR = 0.831 < 1.96 and the probability = 0.406 > 0.05. Hypothesis 6 is accepted, this can be concluded that the Performance Allowance variable (X3) has a significant effect on the Performance variable (Y2). ). This can be indicated the structural coefficient value of 0.119, the value of CR = 2.061 > 1.96 and the probability = 0.039 < 0.05. The hypothesis 7 is accepted, Its the Job Satisfaction variable (Y1) has a significant effect on Performance (Y2). This is indicated by the structural coefficient value of 1.234 with a CR value of 8.983 > 1.96, for a probability value obtained at 0.000 < 0.05. The hypothesis 8 is accepted, concluded that the Transformational Leadership variable (X1) has a significant positive effect on Performance (Y2) through the Job Satisfaction variable (Y1). This is indicated by the structural coefficient value of 0.67057 > -0.151. Hypothesis 9 is accepted, namely that the Work Motivation variable (X2) has a significant positive effect on Performance (Y2) through the Job Satisfaction variable (Y1). This can be indicated by the structural coefficient value of 0.21395 > 0.03. Hypothesis 10 is accepted, it is concluded that the Performance Allowance variable (X3) has a significant positive effect on Performance (Y2) through the Job Satisfaction variable (Y1). It is proven by the strucutral coefficient value of 0.50806 > 0.119. Judging from the influence of Transformational Leadership, Work Motivation, Performance Allowances through Job Satisfaction, all exogenous variables are stated to have a significant positive effect, which means that if the value of the exogenous variable rises, the Performance (Y2) variable will rise but the influence must be built through the variable Job Satisfaction first (indirectly), to create more optimal Employee Performance.

 

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