Improving Human Resource Performance Through Transformational Leadership Style with Job Satisfaction as an Intervening Variable at Bank Indonesia, Papua Province

Abstract

The success of an organization cannot be separated from the quality of its human resources. Leadership is said to be something that influences the performance of an employee because starting from having a high sense of responsibility, it will produce better performance. Another important factor that supports employee performance is job satisfaction, someone who has a sense of pleasure in the work that has been done, will encourage good performance. This study uses a quantitative research approach with an explanatory research type. This study took place at Bank Indonesia, Papua Province with a research sample of 53 employees with a census method sampling technique. The data collection technique used a questionnaire. In this study, data analysis used the SEM-PLS method with SmartPLS (Partial Least Square) software. Research results 1) Transformational leadership style has a positive and significant effect on job satisfaction with a P-Value of 0.000 <0.05 and a T-Statistics value (6.471) > 1.96. 2) Transformational leadership style has a positive and significant effect on human resources performance with a P-Value of 0.020 <0.05 and a T-Statistics value (2.324) > 1.96. 3) Job satisfaction has a positive and significant effect on human resources performance with a P-Value of 0.000 <0.05 and a T-Statistics value (4.487) > 1.96. 4) Job satisfaction is able to mediate the positive and significant influence of transformational leadership style on human resources performance with a specific indirect effect value of 0.000 < 0.05 and a T-Statistics value (3.753) > 1.96.