The effect of transglobal leadership and organizational culture on job performance - Inter-employee trust as Moderating Variable

Abstract

PurposeThe objective of this study is to analyze the influence of transglobal leadership and organizational culture on job performance with inter-employee trust as a moderating variable in Pusat Pelaporan dan Analisis Transaksi Keuangan (PPATK) Indonesia.Design/methodology/approachThe population was 308 staff members of PPATK, which consists of regular and temporary employees; all of them have different backgrounds. Temporary employees are from the Ministry of Finance, General Attorney, Police Department, Bank of Indonesia, Ministry of Communication and Information and BSSN and National Bureau of Statistics. PPATK also hires some employees based on employment contracts, for example: receptionists, security, drivers, cleaning services and technicians. This group of employees did not participate as respondents in this study because they were not involved in financial transaction reports or analysis.FindingsLeadership style and organizational culture influence job performance. Inter-employee trust is moderating the influence of transglobal leadership and organizational culture toward job performance.Originality/valueIn organizations, the implementation of culture on methods for developing behavior, which means organizational culture, will affect the behavior of individuals who work in the organization. Synergy between individuals and organizational culture will improve job performance, because the goals of organizational culture are applied in a transglobal context, likely to produce positive performance and organizational development outcomes. Facilitate the vision and mission of the organization and one of them is developing human resource competencies.

The Mediating Role of Organizational Commitment between Organizational Culture and Job Performance in the Telecommunication Sector

“…Moreover, the questionnaire was measured by five Likert scales. All the 20 items adopted from previous studies, JP measured by 7 items adopted from (Chapman et al, 2005) and (Pujiono et al, 2020), OC measured by 5 items adopted from (Meyer and Allen, 1997), and Organizational Culture measured by 8 items adopted from (Denison and Misra, 2007) and (Pujiono et al, 2020).…”

“…Individual capacity to successfully carry out a specific task or obligation is described as a performance . According to Pujiono et al (2020), JP is an indicator used to compare job outcomes and responsibilities assigned to an employee over a particular time or period. JP can also reflect an organization's performance.…”

“…Individual work objectives or outcomes are directly connected to performance. Specific characteristics such as ability, effort, and task complexity can be linked to performance behaviour (Pujiono et al, 2020). Performance is the outcome of actions taken to attain objectives and conform to a set of standards.JP refers to the success of individuals in doing duties over time compared to work standards, objectives, or criteria set in advance and agreed upon (Sihombing et al, 2018).…”

“…OCU is essential for the success of a company and the satisfaction of knowledge-based products (Pujiono et al, 2020). To be a competent leader, you must manage and understand the organizational culture in order to improve JP and sustain shareholder value.…”

“…e.g. (Pujiono et al, 2020) reported the organizational culture to improve the job performance e and has a positive and significant impact on the performance of Ministry of Finance staff in Indonesia. Similarly (Al-Musadieq et al, 2018) indicated that JP is significantly impacted by organizational culture.…”