Pengaruh Empowering Leadership, Training, Dan Work Engagement Terhadap Employee Performance Dimoderasi Oleh Role Of Ambiguity (Studi Pada Badan Kepegawaian Negara Pusat )
Abstract
A number of previous studies have mentioned that Employee Performance is one of the important factors that determine the success of an organization. The purpose of this study was to test the relationship of Empowering Leadership, Training, and Work Engagement to Employee Performance moderated by the Role of Ambiguity in the Central State Staffing Agency. As an initial sample, questionnaires were distributed to 30 employees of the Central State Staffing Agency to test the series of hypotheses in this study where the questionnaire contained 51 questions, then changed to 34 questions on the basis of relevance. The data analysis method used in this study is Structural Equation Modelling (SEM) listrel by distributing questionnaires to 350 staff at the Central State Staffing Agency. Of the entire questionnaire, a total of 310 were filled out and can be used for further research analysis purposes.
Keywords:
Empowering Leadership, Training, Work Engagement, Employee Performance, Role of Ambiguity
References
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Suhepi, A. (2018). THE INFLUENCE OF TRAINING DESIGN , INDIVIDUAL CHARACTERISTICS , AND WORK ENVIRONMENT ON TRAINING TRANSFER AND ITS IMPACT ON EMPLOYEE ’ S PERFORMANCE. VI(3), 103–123.
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Tsai, M., Tsai, C., & Wang, Y. (2011). A study on the relationship between leadership style , emotional intelligence , self-efficacy and organizational commitment ： A case study of the Banking Industry in Taiwan. 5(13), 5319–5329. https://doi.org/10.5897/AJBM10.932
Wambugu, L. W. (2014). Effects of Organizational Culture on Employee Performance ( Case Study of Wartsila - Kipevu Ii Power Plant ). 6(32), 80–93.
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Alshery, W. B. R., & Ahmad, F. B. (2016). The Impact of Job Satisfaction, Training and Leadership on Performance of Employees While Taking Role Ambiguity as a Moderating Variable: Empirical Study on Public Universities of KSA. International Business Management.
Atkinson, C., & Shaw, S. (2006). Managing performance.
Batool, M. (2013). Impact of Job Satisfaction on Organizational Commitment in Banking Sector: Study of Commercial Banks in District Peshawar. 12–24.
Bougie, J. K., Lim, T., Farah, C. A., Manjunath, V., & Nagakura, I. (2016). The atypical protein kinase C in Aplysia can form a protein kinase M by cleavage. 109(4), 1129–1143. https://doi.org/10.1111/j.1471-4159.2009.06045.x.The
Boxall, P., & Winterton, J. (2018). Which conditions foster high-involvement work processes ? A synthesis of the literature and agenda for research. https://doi.org/10.1177/0143831X15599584
Desderio, C. M., Piason, N., & Bhebhe, T. (n.d.). Leadership style and employee performance in Parastatals : A case of the transport sector . 2(1), 69–86.
Girei, A. A. (2015). Perceived Effects Of Leadership Styles On Workers ’ Performance In Package Water Producing Industry In Adamawa State , Nigeria. (12), 101–110.
Guest, D., Gracia, F. J., Latorre, F., & Guest, D. (2016). High commitment HR practices , the employment relationship and job performance : A test of a mediation model High commitment HR practices , the employment relationship and job performance : A test of a mediation model. European Management Journal, (July). https://doi.org/10.1016/j.emj.2016.05.005
Hollenbeck, J. R., Derue, D. S., & Guzzo, R. (2004). BRIDGING THE GAP BETWEEN I / O RESEARCH AND HR PRACTICE : IMPROVING TEAM COMPOSITION , TEAM TRAINING , AND TEAM TASK DESIGN. 43(4), 353–366. https://doi.org/10.1002/hrm.20029
Imran, A. (2013). The Effect of Training on Employee Performance. 5(4), 137–147.
Othman, A. K. H. (2011). The Moderating effect of Neuroticism on the relationship between Emotional Intelligence and job performance The Moderating Effect of Neuroticism on the Relationship between Emotional Intelligence and Job Performance. (June).
Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1951). Role Conflict and Ambiguity in Complex Organizations.
Sheraz, A., Wajid, M., Sajid, M., & Rizwan, M. (2014). Antecedents of Job Stress and its impact on employee ’ s Job Satisfaction and Turnover Intentions. 4(2), 204–226.
Suhepi, A. (2018). THE INFLUENCE OF TRAINING DESIGN , INDIVIDUAL CHARACTERISTICS , AND WORK ENVIRONMENT ON TRAINING TRANSFER AND ITS IMPACT ON EMPLOYEE ’ S PERFORMANCE. VI(3), 103–123.
Sum, A., Mclaughlin, J., Khatiwada, I., & Palma, S. (2008). The Continued Collapse of the Nation ’ s Teen Job Market and the Dismal Outlook for the 2008 Summer Labor Market for Teens : Does Anybody Care ? Prepared by : Andrew Sum Joseph McLaughlin Ishwar Khatiwada With Sheila Palma Center for Labor Market Studies Northeastern University Boston , Massachusetts April 2008. (April).
Tsai, M., Tsai, C., & Wang, Y. (2011). A study on the relationship between leadership style , emotional intelligence , self-efficacy and organizational commitment ： A case study of the Banking Industry in Taiwan. 5(13), 5319–5329. https://doi.org/10.5897/AJBM10.932
Wambugu, L. W. (2014). Effects of Organizational Culture on Employee Performance ( Case Study of Wartsila - Kipevu Ii Power Plant ). 6(32), 80–93.
Work engagement. (n.d.).
Published
2022-06-21
How to Cite
Efrilia, V., & Syah, T. (2022). Pengaruh Empowering Leadership, Training, Dan Work Engagement Terhadap Employee Performance Dimoderasi Oleh Role Of Ambiguity (Studi Pada Badan Kepegawaian Negara Pusat ). Jesya (Jurnal Ekonomi Dan Ekonomi Syariah), 5(2), 2583-2593. https://doi.org/https://doi.org/10.36778/jesya.v5i2.853
Section
Articles
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