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TRANSACTIONAL LEADERSHIP STYLE, ORGANIZATIONAL
JUSTICE AND EMPLOYEE EMPOWERMENT TO EMPLOYEE
ORGANIZATIONAL COMMITMENTS IN THE YOGYAKARTA
SOCIAL SERVICE
Mariana Ari
Sarjana Wiyata Taman Siswa University
E-mail: [email protected]
Received:April
10th, 2021
Revised: April
16th, 2021
Approved:April
17th, 2021
Abstract
This study aims to explain transactional leadership,
organizational justice and employee empowerment towards
employee organizational commitment in the Yogyakarta Social
Service office. In this study, the research uses a quantitative
approach because the analysis is based on existing theories and
is related to the research topic. The theories used by researchers
are Transactional leadership theory, Organizational Justice,
Employee Empowerment and Organizational Commitment. The
sample used was as many as 50 people who were determined by
the saturated sample method. The data collection technique used
was a questionnaire. The analysis technique used is simple
regression with a significant level of 0.05. The results showed
that (1) variable, transactional leadership has a positive and
significant effect on organizational commitment (2)
organizational justice has positive and significant impact on
organizational commitment (3) employee empowerment has an
effect positive and significant towards organizational
commitment. Companies should pay attention to transactional
leadership, organizational justice and employee empowerment to
increase organizational commitment (4) taransactional
leadership, organizational justice and employee empowerment
simultaneously towards organizational commitment..
Keywords: Transactional Leadership, Organizational Justice,
Employee Empowerment, Organizational Commitment
This work is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International
INTRODUCTION
Human resource (HR) is one of the most important elements for a company.
Individual performance is the key to success for an organization, so the role of HR is very
important for the sustainability of activities in the company. Ardana, et al. in (Mariani &
Sariyathi, 2017) stated that human resources are the most valuable and most important
assets or assets owned by an organization, because the success of the organization is
largely determined by the human element. (Widayanti & Sariyathi, 2016) states that one
of the problems that companies often face regarding human resources is how to keep
employees committed to the company. Organizations need to improve themselves to be
more effective, so that human resources can work better. The theory of organizational
commitment found by Meyer and Allen in (Yusuf & Syarif, 2018) is the Three
component model of commitment, which suggests that commitment has three forms that
can be divided, namely: continuity, affective, normative. These three things can more be
Mariana Ari
Transactional leadership style, organizational justice and employee
empowerment to employee organizational commitments in the Yogyakarta
social service 242
expressed as components or dimensions of organizational commitment. Organization
members and organizations reflect the different degrees of these three dimensions.
According to (Bagus Asta Iswara Putra & Dewi, 2016) Organizational
commitment is the most important element to keep employees in an institution for the
success of the institution. Safitri (2014) defines all companies must have high
organizational commitment from employees to achieve company goals and employee
goals. Commitment can achieve long-term institutional success so it is important to
research. (Reskantika, Paminto, & Ulfah, 2019) defines organizational commitment as the
persistence of employee appreciation with the will of the organization and involvement of
the organization, so that it can be accepted into an attitude and employee actions that bind
an employee to remain in his institution. (Shaleh & Firman, 2018) argues that
organizational commitment is the comfort of employees to remain committed to the
organization, where affective commitment consists of a positive sense of organizational
relevance, while continuing commitment includes a willingness to remain a member of
the organization from a sense of commitment. According to Shore and Wayne in (Diputri
& Rahyuda, 2016) defines organizational commitment as having an attachment to
employee attendance, employees who have a willingness to help the organization.
One of the factors that can affect organizational commitment is the leadership we
want to achieve goals and characteristics of transactional leadership characterized by the
existence of a transactional relationship. Transactional leadership is leadership that
motivates subordinates so that subordinates become enthusiastic about working and do
reciprocal things where the boss rewards subordinates.
Furthermore, the second factor that affects organizational commitment is
organizational justice, Sutrisna and Rahyuda in (Isnanto & Dewi, 2020) argue that to
strengthen the sense of commitment in employees, organizations in improving employees
can carry out organizational justice which is a balanced design. Gibson et al in (Pane,
2017) describe organizational justice as a level of an employee who is treated equally at
the institution where he works. Ogut et al. in (Isnanto & Dewi, 2020) stated that when
employees feel that the leader is behaving fairly, the participation of employees and
superiors makes work easier and employee support will emerge for decisions made by
managers. Bakhshi et al in (I.Gede Edi Sastrawan Mahadi Putra & Indrawati, 2018)
obtained results from research that the existence of organizational justice, especially for
procedural and distributive justice, can significantly influence organizational
commitment. (Karim & Rehman, 2012) found a positive and significant relationship
between justice and organizational commitment. Employees will be satisfied with the fair
treatment of the company if the procedures, implementation and policies are fair for all
employees, so that employees believe in perceived fairness and are able to increase
employee commitment within the company.
In addition, the third factor that affects organizational commitment is employee
empowerment. According to (Dewi, 2019), empowering employees is carried out by
providing opportunities for employees to display their competence and expertise. Jafari et
al in his research in (Widayanti & Sariyathi, 2016) explained that there is a positive
relationship between employee empowerment and employee commitment. Empowerment
means management makes plans to engage employees with the aim of adding.
According (Astuti, 2017) employee empowerment as high motivation so that
employees with high abilities will practice their best ideas. Empowerment is the transfer
of authority and responsibility from the empowerment of employees to play an important
role in managing employees with the organization. Perceptions of meaningful tasks,
autonomy in work, feelings of proficiency in carrying out tasks and perceptions, have a
significant
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effect on organizational commitment to the organization. Joo and Shim in (Udayani &
Sintaasih, n.d.) found that empowerment has a significant positive effect on the level of
employee organizational commitment. The relationship between each dimension of
empowerment and organizational commitment was found to be significantly positive.
RESEARCH METHODS
In this study, the research uses a quantitative approach because the analysis is
based on existing theories and is related to the research topic. The theories used by
researchers are Transactional leadership theory, Organizational Justice, Employee
Empowerment and Organizational Commitment.
Population is a generalization area consisting of objects or subjects having certain
qualities and characteristics set by the researcher to study and then drawing conclusions
(Sugiyono, 2019). The population of this research is all employees who work in the
Yogyakarta Social Service with a total of 50 people.
The sample is part of the number and characteristics of the population. So, the
researchers made all the population at the Yogyakarta Social Service as research subjects,
because the total population at the Social Service was less than 100.
The data analysis technique in the study used multiple linear regression equation
models (Multipple regression analysis) using the SPSS model 16.00 program. Regression
analysis is used to determine whether the research hypothesis is proven or not. Multiple
linear regression analysis is carried out to determine the effect of the independent variable
on the dependent variable.
The multiple linear regression analysis model is as follows:
Y = a + b1X1 + b2X2 + b3X3 + e
Where: Y: Organizational commitment
X1: Transactional Leadership
X2: Organizational Justice
X3: Employee Empowerment
β0: Intercept
e: error
β1: Regression Coefficient.
RESULTS AND DISCUSSION
A. Data Quality Test
1. Validity Test Results
The validity test is used to measure the validity of a questionnaire. A
questionnaire is said to be valid if the questions on the questionnaire are able to
reveal something that will be measured by the 22 questionnaires (Ghozali, 2011).
If r count is greater than r table, then the hypothesis cannot be rejected or valid.
In this test, 50 respondents were used to test the validity.
Mariana Ari
Transactional leadership style, organizational justice and employee
empowerment to employee organizational commitments in the Yogyakarta
social service 244
Table 1
Results of the Validity Test of the Research Variable Items
S
o
u
r
c
e
:
P
r
i
m
a
r
y
d
a
t
a
p
r
o
c
e
ssed, 2021
Based on the table above, it can be seen that the variables, transactional
leadership, organizational justice, Karywan empowerment and organizational
commitment have valid criteria for all statement items with a calculated r value greater
than r table, namely 0.278. This shows that each statement on the empowerment variable
employees are valid and feasible as research.
2. Reliability test
The reliability test is the extent to which the measurement results using the same
object will produce the same data (Sugiyono, 2019). The reliability test is carried out
jointly on all statements. This test is carried out by comparing the cronbach alpha number
with the minimum requirement that cronbach alpha is 0 , 6 which means that if the
cronbach alpha value is> 0.6, it is concluded that the questionnaire is reliable, and if the
cronbach alpha value is <0.6 then it is concluded that the cronbach alpha value is not
reliable.Cronbach alpha is searched using the SPSS application program.
Variable
Item Questions
R Count
Sig
Information
Transactional
Leadership
X1.1
0,828
0,278
Valid
X1.2
0,888
0,278
Valid
X1.3
0,907
0,278
Valid
X1.4
0,838
0,278
Valid
X1.5
0,862
0,278
Valid
X1.6
0,888
0,278
Valid
X1.7
0,809
0,278
Valid
Organizational
justice
X2.1
0,876
0,278
Valid
X2.2
0,844
0,278
Valid
X2.3
0,847
0,278
Valid
X2.4
0,884
0,278
Valid
Employee
empowerment
X3.1
0,785
0,278
Valid
X3.2
0,868
0,278
Valid
X3.3
0,894
0,278
Valid
X3.4
0,866
0,278
Valid
Organizational
Commitment
Y.1
0,799
0,278
Valid
Y.2
0,819
0,278
Valid
Y.3
0,784
0,278
Valid
Y.4
0,765
0,278
Valid
Y.5
0,894
0,278
Valid
Y.6
0,791
0,278
Valid
Y.7
0,781
0,278
Valid
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Table 2
Results of the Item Reliability Test – Research Variable Items
B
ased
on
table
4.5
of the reliability test results of 50 respondents, it can be seen that the Cronbach's Alpha
value of the variable organizational leadership, organizational justice, employee
empowerment and organizational commitment can be concluded that all variables in the
statement are declared reliable because they have met the required value, namely the
Cronbach Alpha value> 0 , 6.
B. Classic Assumption Test
1. Normality Test
This test is to test whether the observations are normally distributed or not, this
test uses Kolmogorov Smirnov. The results of the Normality test can be seen in the table
below:
Table 3
Normality Test
Unstandardized
Residual
N
50
Normal Parameters
a,b
Mean
.0000000
Std.
Deviation
2.21542184
Most Extreme
Differences
Absolute
.114
Positive
.107
Negative
-.114
Kolmogorov-Smirnov Z
.804
Asymp. Sig. (2-tailed)
.538
Source: Primary data processed, 2021
Based on the table above, it can be seen that the asymp.sig value is 0.538> 0.05,
so it can be concluded that the data is normally distributed.
2. Multicollinearity test
The test aims to determine whether the regression model found a correlation
between independent variables. A good regression model should not have correlation
between independent variables. To determine the presence or absence of
multicollinearity, it can be seen from the Variance Inflation Factor (VIF) and tolerance
(α) values.
Variable
Cronbach’s Alpha
Description
Transactional Leadership
0.940
Reliable
Organizational Justice
0.874
Reliable
Karywan Empowerment
0.874
Reliable
Organizational Commitment
0.908
Reliable
Source: Primary data processed, 2021
Mariana Ari
Transactional leadership style, organizational justice and employee
empowerment to employee organizational commitments in the Yogyakarta
social service 244
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p-ISSN 2775-3735- e-ISSN 2775-3727
245 http://eduvest.greenvest.co.id
Table 4
Multicollinearity test
Variable
Tolerance
VIF
Description
Emotional Intelligence
0,348
2,871
Multicollinearity does not occur
Job Satisfaction
0, .303
3,297
Multicollinearity does not occur
Organizational Support
0, .491
2,038
Multicollinearity does not occur
Source: Primary data processed, 2021
Based on table 4.7, it can be seen that the tolerance value> 0, 10 or the VIF value
<10, there is no multicollinearity.
3. Heteroscedasticity Test
An important assumption of the classical linear regression model is that the
disturbance that occurs in the regression is homoscedasticity, that is, all the disturbances
have the same variant. The results of the Heteroscedasticity test can be seen in the
following table:
Table 5
Heteroscedasticity Test
Source: Primary data processed, 2021
Based on table 4, it can be seen that the probability value is greater than 5%, thus
the variable proposed in the study does not occur heteroscedasticity.
Table 6
Regression Analyst Results
Model
Unstandardized
Coefficients
Standardized
Coefficients
T
Sig.
B
Std. Error
Beta
(Constant)
-1.973
2.467
-.800
.428
Transactional
Leadership Style
.413
.109
.431
3.789
.000
Organizational
Justice
.536
.227
.288
2.366
.022
Employee
Empowerment
.519
.187
.266
2.772
.008
Source: Primary data processed, 2021
REGRESSION EQUATION: Y= -1,973 + 0,413X
1
+ 0,536X
2
+ 0,519X
3
Variable
Sig
Limit
Description
Emotional Intelligence
0,130
>0,05
There is no heteroscedasticity
Job Satisfaction
0,129
>0,05
There is no heteroscedasticity
Organizational Support
0,716
>0,05
There is no heteroscedasticity
Mariana Ari
Transactional leadership style, organizational justice and employee
empowerment to employee organizational commitments in the Yogyakarta
social service 246
Table 7
Result T-test
Source: Primary data processed, 2021
Based on the table 7 above, it can be seen that the results of the significance test
show that there is a probability value of 0.000 (0.000≤0.05). This value can prove that
Ha1 is accepted, which means that "Transactional Leadership has a positive effect on
Organizational Commitment"
Based on the table 4.18 above, it can be seen that the results of the significance
test show that there is a probability value of 0.022 (0.022≤0.05). This value can prove that
Ha2 is accepted, which means that "Organizational Justice has a positive effect on
Organizational Commitment"
Based on the table 4.18 above, it can be seen that the results of the significance
test show that there is a probability value of 0.008 (0.008≤0.05). This value can prove that
Ha3 is accepted, which means that "employee empowerment has a positive effect on
Organizational Commitment".
Tabel 8
Result F-test
Source: Primary data processed, 2021
From the results of the F test in table 4.10, it is obtained that the F count is 58,625
and the probability is 0,000. Because sig Fcount <5% (0.000 <0, 05) it can be concluded
that Emotional Intelligence, Job Satisfaction and Organizational Support together have an
effect on Organizational Commitment.
Table 9
Result R
2
Source: Primary data processed, 2021
Based on table 4.11 it shows that the coefficient of determination (Adjusted R2)
= 0.779 means that the independent variables jointly affect the dependent variable by
779%, the remaining 22.1% is influenced by other variables not included in the research
model.
Variabel
B
t count
Sig t
Description
(Constant)
-1.973
Transactional Leadership
0,413
3.789
0,000
Signifikan
Organizational Justice
0,536
2.366
0,022
Signifikan
Employee Empowerment
0,519
2.772
0,008
Signifikan
Model
Sum of Squares
Df
Mean Square
F
Sig.
1
Regression
919.503
3
306.501
58.625
.000
b
Residual
240.497
46
5.228
Total
1160.000
49
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
1
.890
a
.793
.779
2.287
Mariana Ari
Transactional leadership style, organizational justice and employee
empowerment to employee organizational commitments in the Yogyakarta
social service 248
CONCLUSION
Based on the results of research and discussion regarding the analysis of the
effect of work stress and motivation on performance, the following conclusions can be
drawn: the Transaction Leadership Variable (X1) partially shows that there is a
significant influence on organizational commitment (Y). The organizational justice
variable (X2) partially shows that there is a significant influence on the organizational
commitment variable (Y). The employee empowerment variable (X3) paracially, shows
that there is a significant influence on organizational commitment (Y). The two
independent variables, namely transactional leadership (X1), organizational justice (X2),
employee empowerment (X3) together (simultaneously) have a significant effect on the
dependent, namely employee performance (Y).
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