PENGARUH TRANSFORMASI ORGANISASI DAN GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP KEPUASAN DAN KINERJA KARYAWAN MELALUI MEDIASI KEPUASAN KARYAWAN (STUDI KASUS: PT GRAHA SARANA DUTA)
DOI:
https://doi.org/10.58890/jkb.v17i2.446Abstract
This study investigates the complex relationships between organizational transformation, transformational leadership style, employee satisfaction, and employee performance at PT Graha Sarana Duta (TelkomProperty), an Indonesian State-Owned Enterprise (BUMN) subsidiary undergoing continuous change. Specifically, this research examines the mediating role of employee satisfaction and the moderating effects of tenure and gender. A quantitative approach using Structural Equation Modeling – Partial Least Squares (SEM-PLS) with Multi-Group Analysis (MGA) was applied. Data was collected from 268 permanent employees of PT Graha Sarana Duta via an online questionnaire. The results indicate that transformational leadership style significantly and positively influences employee satisfaction (P=0.000), and employee satisfaction significantly and positively influences employee performance (P=001). A crucial finding is that employee satisfaction fully mediates the effect of transformational leadership style on employee performance (P=0.002), suggesting that leadership's impact on performance primarily occurs through increased job satisfaction. Conversely, organizational transformation does not significantly affect employee satisfaction or employee performance directly (P > 0.05), and its effects are not mediated by employee satisfaction. Tenure does not moderate any relationships. However, gender significantly moderates several relationships: the influence of transformational leadership on employee satisfaction and employee satisfaction on performance is stronger for men, while the influence of organizational transformation on employee satisfaction and performance is stronger for women. This study underscores the central role of employee satisfaction as a driver of performance and a key mechanism for transformational leadership. It also highlights the complex and often indirect impact of organizational transformation on human resource outcomes, as well as the need for gender-sensitive HR strategies. The novelty of this study lies in its comprehensive integration of variables, the specific context of an Indonesian BUMN subsidiary, and the in-depth multi-group analysis based on gender.
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