Improving Employee Performance Based on Quality of Work Life, Transformational Leadership, and Job Satisfaction at KPP Madya Semarang

Abstract

This research is an explanatory research, which aims to describe the causal relationship between variables in an organizational phenomenon. The population of the study was all 118 employees working at KPP Madya Semarang. Considering the relatively small population, this study used a census method involving all employees as respondents. Primary data were obtained through a structured questionnaire compiled based on the variables of Quality of Work Life, Transformational Leadership, Job Satisfaction, and Employee Performance with measurements using a Likert scale of 1–5. The data analysis technique used was Partial Least Square (PLS). The results showed that Quality of Work Life and Transformational Leadership had a positive and significant effect on Job Satisfaction and Employee Performance. Improving the quality of work life, which includes recognition for achievement, work-life balance, opportunities for self-development, involvement in decision-making, and a conducive work environment, has been shown to encourage job satisfaction while increasing productivity, efficiency, punctuality, initiative, and teamwork. Similarly, the application of transformational leadership through intellectual stimulation, individualized consideration, inspirational motivation, and idealized influence has been shown to increase job satisfaction and positively impact employee performance. Furthermore, job satisfaction has a positive and significant impact on employee performance, meaning that the higher the job satisfaction in core job aspects, compensation, promotion opportunities, supervisory style, and relationships between coworkers, the higher the performance displayed by employees.