The mediating effect of job satisfaction on the link between leadership style and organizational commitment

The role of leaders in ensuring excellent organizational performance cannot be denied. It is important to ensure adequate motivation, suitable working environment, good compensation and efficient communication between employers and employees in order to promote excellent organization performance.Therefore, the purpose of this study is to determine the role of leadership styles play in public sector organization and how they influence employee commitment to the organization and how job satisfaction mediates this relationship. Previous studies proved that the effect of leadership style on organizational commitment was mediated by job satisfaction.This study will be done in Election Commission of Malaysia (ECM), therefore the data will be gathered through questionnaires distributed to civil servants who attached at ECM .The questionnaire aims to investigate the the leadership style practised by, the relationships between and the impact of the variables on each other.The scales used were the Multifactor Leadership Questionnaire (MLQ), the Job Satisfaction Survey (JSS) and the Organizational Commitment Questionnaire (OCQ).The gathered data will be statistically analyzed with SEM-PLS. The leadership style known as transformational, transactional, and laissez-faire will be among the categories of leadership will be studied in order to determine which style is mostly being practiced by the civil servants.In related to that, this study intent to explore type of organizational commitment namely affective commitment, continuance commitment and normative commitment showed by them and job satisfaction as the mediating variable in a single model proposed

Effect of Management of Performance Reward Systems on Subordinates' Satisfaction with Job in Malaysian Fire and Rescue Department

This research was to measure the correlation between management of performance reward systems on subordinates' satisfaction towards the job. A survey method was utilized to collect data from subordinates who worked at the headquarters of fire and rescue departments in Malaysia. The outcomes of SmartPLS path model analysis display two important findings. First, the implementation of information delivery and performance assessment in handling performance reward systems have enhanced subordinates' intrinsic job satisfaction, but the implementation ofinvolvement hypothesized performance reward systems has not enhanced subordinates' intrinsic job satisfaction. Second, implementation of information delivery, involvement and performance assessment in handling performance reward systems have also enhanced subordinates' extrinsic job satisfaction

Human-Oriented Leadership and Organizational Commitment in US Subsidiary Company Based in Sarawak

This article was conducted to examine the relationship between human-oriented leadership (HOL) and organizational commitment. A survey method was employed to obtain data from the employees of one US subsidiary companybased in Sarawak. Results of the Partial Least Squares (SmartPLS) model analysis confirmed that participative leadership, supportive leadership, and empowerment act as important antecedents of organizational commitment.These findings reveal that the capability of managers practicing HOL styles (supportive, participative, and empowerment) has enhanced employees' commitment to the organization

RELATIONSHIP BETWEEN LEADER-MEMBER EXCHANGE, JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT: THE MEDIATING EFFECT OF DISTRIBUTIVE JUSTICE

The aim of this study is to measure the relationship between leader-member exchange, job satisfaction and organizational commitment. The outcomes of Statistical Package for Social Science (SPSS) model analysis confirmed that distributive justice does act as an important mediator in the relationship between leader-member exchange, job satisfaction and organizational commitment. Furthermore, implications of this study to training practices and theory, methodological and conceptual limitations, as well as direction for future research are also discussed in this article. Keywords: distributive justice, job satisfaction, leader-member exchange organizational commitmen

Human-oriented leadership and encouragement to perform work : modelling organizational attachment as mediator

This study investigates the relationship between human-oriented leadership, organizational attachment and encouragement to perform work. A survey method was utilized to collect data from employees at a national election agency in Peninsular Malaysia. The SmartPLS was used to analyze the data and revealed two significant findings: First, relationship between supportive leadership style and organizational attachment was significantly correlated with encouragement to perform work. Second, relationship between participative leadership style and organizational attachment was significantly correlated with encouragement to perform work. The findings endorse that effect of human-oriented leadership on encouragement to perform work is mediated by organizational attachment. Further discussions, implications and conclusion are presented in this study

Effect of Management of Performance Reward Systems on Subordinates’ Satisfaction with Job in Malaysian Fire and Rescue Department

This research was to measure the correlation between management of performance reward systems on subordinates’ satisfaction towards the job. A survey method was utilized to collect data from subordinates who worked at the headquarters of fire and rescue departments in Malaysia. The outcomes of SmartPLS path model analysis display two important findings. First, the implementation of information delivery and performance assessment in handling performance reward systems have enhanced subordinates’ intrinsic job satisfaction, but the implementation of involvement hypothesized performance reward systems has not enhanced subordinates’ intrinsic job satisfaction. Second, implementation of information delivery, involvement and performance assessment in handling performance reward systems have also enhanced subordinates’ extrinsic job satisfaction