Transformational Leadership Style and Work Life Balance: The Effect on Employee Satisfaction Through Employee Engagement

Erwin, Suryanto; Rahmat, Syah Tantri Yanuar; Angga, Negoro Dimas; Semerdanta, Pusaka

doi:10.18551/rjoas.2019-07.36

Cited by 12 publications

(6 citation statements)

References 32 publications

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“…In the test results, it was found that employee engagement influences job satisfaction. These results are in line with research conducted by Diyanto et al (2019); Suryanto et al (2019); Madan and Srivastava (2015); Vorina et al (2017);Thakur (2014) and Biswas and Bhatnagar (2013). This shows that when a company has a high level of employee engagement in its employees, then this has an impact on the job satisfaction of employees.…”

Section: Result Discussion and Conclusion Discussionsupporting

confidence: 90%

Impact of Perceived Supervisor Support and Rewards and Recognition Toward Performance Through Work Satisfaction and Employee Engagement in Employee Marketing Banks

Kurniawan¹,

Anindita

2021

bus. and entrepreneurial rev.

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The company as an organization has a dependency on individuals within the company itself. Employees as individuals in the company are part of the organizational structure that has a major role in determining the achievement of company goals. In the perspective of employees, direct supervisors' attitudes and actions can increase employee engagement or even create an atmosphere where an employee becomes disengaged (feeling not part of the company/organization). In addition to marketing employees, rewards and recognition are generally used as the main motivation to improve their performance.For this reason, the purpose of this study is to determine the role of perceived supervisor support, rewards, and recognition, employee engagement on performance mediated by job satisfaction. The study was conducted with a survey using a questionnaire where respondents used 170 marketing employees in the banking industry in Tangerang. Data were analyzed using Structural Equation Model (SEM). The results showed there was a relationship between rewards and recognition of employee engagement, there was a relationship between rewards and recognition of performance, there was not a relationship between perceived supervisor support for performance. Employee engagement mediates the relationship between rewards and recognition of job satisfaction. Job satisfaction mediates the relationship between employee engagement on performance.

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Section: Result Discussion and Conclusion Discussionsupporting

confidence: 90%

Impact of Perceived Supervisor Support and Rewards and Recognition Toward Performance Through Work Satisfaction and Employee Engagement in Employee Marketing Banks

Kurniawan¹,

Anindita

2021

bus. and entrepreneurial rev.

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“…IT employees who own WLB carry out their work wholeheartedly, more productive, and show a positive emotional attitude in their environment. This finding is in line with some opinions and studies that have been done before (Greenhaus and Powell, 2006;Crede et al, 2007;Soomro et al, 2018;Talukder et al, 2018;Kaushal, 2019;Suryanto et al, 2019;Abdirahman et al, 2020).…”

Section: Discussionsupporting

confidence: 91%

“…Individuals who experience WLB will be more satisfied with their work because they participate in activities with roles that are prominent to them (Greenhaus and Powell, 2006). Previous research has confirmed that WLB has a positive effect on job satisfaction (Crede et al, 2007;Talukder et al, 2018;Suryanto et al, 2019). Based on the above statements, we propose the following hypothesis:…”

Section: B Work-life Balance and Job Satisfactionmentioning

confidence: 89%

The Model of Supervisor Support, Work-Life Balance, Job Satisfaction, and Organizational Commitment on IT Employee Performance Moderated by Demographic Factors

Angela

Rojuaniah

2022

jmi

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This study aims to explore the effect of Supervisor Support (SS), Work-Life Balance (WLB), Job Satisfaction, and Organizational Commitment on Employee Performance moderated by age, gender, education, and marital status on IT employees. Refer to the theory and empirical evidence from previous research, we collect the data by distributing online questionnaires from November to December 2020 at some IT sector companies in the cities of Tangerang and Jakarta. The respondents are IT employees who were selected by purposive sampling method with the category non-managerial level. This study uses the PLS-SEM method. The results prove that SS, WLB, job satisfaction, and organizational commitment all have positive effects on IT employee performance. While the moderation results in this study as a whole there are no significant differences between groups of age, gender, education, and marital status with the effect of job satisfaction and organizational commitment on IT employee performance. The important managerial implications for the companies to improve the performance of IT employees are by changing the company's internal culture to be more open, creating or strengthening the warm and ‘kinship’ work environment, and organize a routine togetherness program. This will encourage positive changes for employees and be a benefit for the company. Keywords—Supervisor Support; Work-Life Balance; Job Satisfaction; Organizational Commitment; Employee Performance; Demographic Factors

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“…Empirical results show that a good work-life balance can increase the job satisfaction of telecommunications workers supporting partner companies in Indonesia (Erwin et al, 2019). It is also hypothesized that work-life balance can increase job satisfaction among interviewed workers who are continuing their education in Banten Province (Sukmayuda & Kustiawan, 2022).…”

Section: Relationship Of Work-life Balance and Job Satisfactionmentioning

confidence: 99%

The Roles of Family-Supportive Supervisor Behaviour, Work-Life Balance, Job Satisfaction, Motivation, and Job Performance Among Married Private Employees

MAHARANI,

HAEBA RAMLI

2024

JHRMAD

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Aim – This study investigates the effect of Family-Supportive Supervisor Behaviour (FSSB), work-life balance, job satisfaction, motivation, and job performance among married private employees in Indonesia. Methodology – Data collection was carried out online using Goole form. This study used a sample of 206 private employees who were married and worked for at least 3 years in Indonesia. Data was analysed using Structural Equational Model (SEM) with Lisrel 8.80 software. Findings – The result showed that FSBB, job satisfaction, and motivation, have a positive effect on job performance. FSSB also has a positive effect on motivation. Work-life balance and motivation also positively influence job satisfaction. Another finding showed that work-life balance has no effect on the performance of married private employees. Based on testing the indirect relationship, there are two mediating roles whose results are significant, namely motivation mediates the relationship between FSSB on job performance. In addition, job satisfaction mediates the relationship between motivation and job performance. Limitations – This research still has some limitations that need to be improved in the future. First, the survey only focuses on private sector employees. Second, this study uses respondents who are private employees, married, but limited to a minimum working period of 3 years and a minimum education of bachelor’s degrees. Third, based on regional distribution, most of the respondents work on the island of Java, especially in the Greater Jakarta area. Fourth, the variables used in this study only focus on five variables, namely FSSB, work-life balance, motivation, job satisfaction, and performance. Originality/value – The study contributes to literature that the family-supportive supervisor behaviours can increase motivation and job performance especially for among private employees who are married. When motivation increases, it affects satisfaction and job performance. Companies can also implement a work-life balance as an effort to increase job satisfaction.

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Transformational Leadership Style and Work Life Balance: The Effect on Employee Satisfaction Through Employee Engagement

Cited by 12 publications

References 32 publications

Impact of Perceived Supervisor Support and Rewards and Recognition Toward Performance Through Work Satisfaction and Employee Engagement in Employee Marketing Banks

Impact of Perceived Supervisor Support and Rewards and Recognition Toward Performance Through Work Satisfaction and Employee Engagement in Employee Marketing Banks

The Model of Supervisor Support, Work-Life Balance, Job Satisfaction, and Organizational Commitment on IT Employee Performance Moderated by Demographic Factors

The Roles of Family-Supportive Supervisor Behaviour, Work-Life Balance, Job Satisfaction, Motivation, and Job Performance Among Married Private Employees

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